**Need urgency ratings include as follows:**


### **The ranks of the customer are:**


#### **The criticality ratings of the equipment are:**


After overall ratings have been concluded, priority of the works would be determined and the value is varied in the range of 1–64 (1 1 1–4 4 4). *Implementation of Computerized Maintenance and Management System in Wine Factory… DOI: http://dx.doi.org/10.5772/intechopen.93007*

According to NUCREC principle, lowest products get the first priority. "Rate 1," is considered as high class emergency. Also, many of the factors are influenced to be selected as first priority but, they can be found using availabilities of labor and materials availability, locations, and scheduling fit. These priorities have been decided in a regular meeting of management. Initially, PM starts with rate 3 and it continuously increases the priority as the weeks passed and the rank will move to 2 and then rank 1. This can be done at the responsible time so that the developments have been found in the organizations.

#### iii. **Maintenance Scheduling**

Maintenance scheduling is the successive arrangements by which repairs have been carried out. It has a following stage like task to be achieved, who will conduct? Where to be carried out? When to be performed? Including necessary activities and estimated accomplishment time. Therefore, procedures of maintenance schedules make the successful preventive maintenance in an organization. Moreover, the amount of work to be determined for each and every craft workers is strictly mentioned by backlogs. This can be achieved by using the following Eq. (3).

The backlog is calculated as:

$$\text{Backlog} = \frac{\text{total\\_plant\\_hour\\_read\\_to\\_shdule}}{\text{true\\_crqft\\_capacity}} \tag{3}$$

where:

ii. **Maintenance Priority**

*Operations Management - Emerging Trend in the Digital Era*

its preventive maintenance.

corrected immediately

to be done.

When the individual pieces of equipment have been identified for preventive maintenance, there must be a procedure for identifying the order in which they are

Awash wine factory uses first come first serve (FCFS) principle when it makes the maintenance action but this principle is not appropriate in such companies. The problem with this "first come, first served" method is that the more desirable work in friendly locations tends to get done while other equipment somehow never gets

Need Urgency Customer Rank Equipment Criticality (NUCREC) is the recommended way of work scheduling. The NUCREC priority system helps to ensure that the most important items are done first. Also, it helps to recognize the crucial factors and enhance on the Ranking Index for Maintenance Expenditures (RIME) in many conditions. Ratings are decided based on the priority of the customer rank. This rating has been varied from one organization to another based

The rating system over the scale has been recommended from number 1–4. Generally, people will follow the numbering as number 1 is first choice to work get

• Rate 1: for emergency like safety hazards with potential further damage if not

• Rate 2: downtime of the equipment which produces less revenue than expected

upon the needs of particular parts produced in the company.

it done, similarly the NUCREC system does number 1 first.

• Rate 3: preventive maintenance and repetitiveness

• Rate 2: production lines through direct revenue associations

• Rate 3: middle management, R&D, and frequent customers

• Rate 1: effect of large areas includes utilities and safety systems

After overall ratings have been concluded, priority of the works would be determined and the value is varied in the range of 1–64 (1 1 1–4 4 4).

**The criticality ratings of the equipment are:**

• Rate 2: major equipment with no back ups

• Rate 4: low, little use or effect on output

• Rate 3: less impact on morale and productivity

**Need urgency ratings include as follows:**

• Rate 4: esthetic look and appropriate

**The ranks of the customer are:**

• Rate 1: top management

• Rate 4: all others

**316**

Backlog = the amount of work that is documented as needing to be performed by the craft.

True craft capacity = the total hours scheduled for the craft minus scheduled interruptions.

Scheduled interruptions = average hours spent on emergencies, absenteeism, vacations, and routine maintenance work.

An illustrative example for a week with 6 working days 8 hour/day working time and 15 crews (permanent = 10 and contract =5) is:

Total permanent labor hours for next week (10 � 48 hours) = 480 hours. Total contract labor for next week (5 � 48 hours) = 240 hours. Total over time worked (average from last 3 months) = 60 hours. Gross labor hours available = 780 hours. Average emergency work (consider 30% from the last 3 months) = 235 hours. Average absenteeism/week = 15 hours. Average routine (non-back log) hours/week = 45 hours. Average vacation hours/week/ = 05 hours. Total deductions =300 hours. Gross minus deduction = 780–300 = 480 hours.

These 480 hours represent what can really be expected to be completed from backlog work for the week. This number is used to calculate the true backlog as follows. Presume a planned hour to schedule is 3000 hours; the backlog is determined using Eq. (5.1).

$$\text{backlog1} = \frac{3000}{780} = 3.85 \,\mu\text{weeks} \text{ and } \text{backlog2} = \frac{3000}{480} = 6.25 \,\mu\text{weeks}$$

The illustrative example shows, it seems that 3.85 weeks are enough to complete the back log but in reality considering the constraints the back log needs 6.25 weeks to accomplish.
