Maintenance system improvement report

LARSEN & TOUBRO PANDIT DEENDAYAL PETROLEUM UNIVERSITY

Study and recommendation opportunity for improvements in online maintenance management system

KOMAL KOYA

03/06/15-10/07/15

Pandit Deendayal Petroleum University Page 2 of 38

TABLE OF CONTENT

SR. NO. HEADING PAGE NO.

1 ACKNOWLEDGEMENT 3

2 INTRODUCTION

1.1 OBJECTIVE

1.2 ABOUT L&T

1.3 ABOUT PDPU

4

3 EXECUTIVE SUMMARY

2.1 DATA ANALYSIS

6

4 EXIXTING SCENARIO 8

5 OBSERVATIONS AND CONCLUSION 11

6 RECOMMENDATIONS

5.1 BENEFITS

5.2 HOW TO APPLY?

24

6 ANNEXURE 36


Acknowledgement

I take this opportunity to express my gratitude towards L&T, HZMC for giving us this

opportunity to work under its roof. I am grateful to my mentors here, Mr. Mehul Mehta

and Mr. Sharath Shanmughan, for guiding us throughout our term in L&T. I extend my

gratitude towards Mrs. Ruchi, Mrs. Alpa Gandhi and Mr. Kush Mehta, for considering me

worthy of L & T.

I am also thankful to the staff here, which helped me directly or indirectly in getting things

done.


Introduction

1.1 Objectives:

To provide a link between execution and finance part in the e-maintenance system

of L&T Hazira Manufacturing complex.

To introduce more specific options in the system filling criteria.

To suggest minor improvements in method of problem solving.

1.2 About L&T, HZMC:

L&T’s Hazira campus is a multi-facility campus that covers a Modular Fabrication Facility

(MFF), and Heavy Engineering & Shipbuilding, and Power equipment manufacturing

facilities. This modern, coastal complex is situated on a 200 acre plot near Surat in

Gujarat. The factory buildings cover over 34,500 sq. m. and the complex has a load-out

quay on the banks of the river Tapi close to the Arabian Sea.

Hazira campus is equipped to manufacture extra-large and very heavy equipment for

power projects, chemical, refinery, petrochemical & fertilizer industries, which can be

shipped out via waterways. The Modular Fabrication Facility (MFF) at Hazira, one of the

largest of its kind in South Asia, is capable of manufacturing several large modules

simultaneously with an annual fabrication capacity of 50,000 MT.


In addition, L&T’s Hazira complex has one of the world’s largest Forging facilities, large

scale Material handling capabilities, a roll-on-roll-off slipway, and a Shipbuilding facility for

high-tech vessels.

1.3 About Pandit Deendayal Petroleum University:

PDPU offers multiple courses ranging from engineering, arts and management along with

maximum exposure and opportunities to its students through various national and

International exchange programs with best University worldwide. For development of its

faculties and staff the University endeavors for various Joint Exchange and Research

programs.

Pandit Deendayal Petroleum University (PDPU) has been established by GERMI as a

Private University through the State Act enacted on 4th April, 2007. The University offers

programs to address the need for trained human resources in the domains of Science,

Technology, Management and Humanities. It intends to broaden the opportunities for

students and professionals to develop core subject knowledge which are duly

complemented by leadership training interventions, thereby helping the students to make

a mark in the global arena. This objective is being further addressed through a number of

specialized and well-planned undergraduate, post-graduate and doctoral programs as well

as intensive research projects.


Executive Summary

Project Entrusted:

Examining, analyzing and suggesting changes in the e-maintenance system of L&T,

HZMC.

Entrusted to:

Komal Koya, 7th semester in B.Tech Industrial, PDPU.

Initiation date: 03/06/2015

Submission date: 03/07/2015

2.1 Data Analysis:

Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with

the goal of discovering useful information, suggesting conclusions, and supporting

decision-making. There are mainly two types of data analysis: 1.Predictive 2. Text.


Predictive analytics focuses on application of statistical models for predictive forecasting or

classification, while text analytics applies statistical, linguistic, and structural techniques to

extract and classify information from textual sources, a species of unstructured data.

This project uses text analytics to interpret the data and arrive to conclusions. An excel

database of complaint entries, dated from 01/04/2013 to 6/06/2015, was provided at the

commencement of the project. Total no. of complaints was 47405.

The following table shows the no. of existing fields, fields recommended to be added and

deleted:

Existing fields 39

Fields to be added 7

Fields to be removed 10

Net fields after execution 36

Table 1.1 shows the details of all fields.

As the given data did not contain whole of the years of 2013 and 2015, the data was

reduced to a more justifiable time horizon i.e. to financial years: 2013-14 &2014-15. This

reduced the total no. of complaints to 41901.

There are a total of 5 suggestions made in this project. Out of which, 4 are related to the

online system and 1 to the method of execution. The relevance, need and manner of

execution of the suggestions are stated in this report, some in form of statistics.


EXISTING PROCESS

The following figure shows the process flow chart of existing system from the complaint being

introduced to the point where contractor is paid for it.

USER CENTRAL SERVICE CONTRACTORSTART

VENDOR VISITS THE PLACE AT AVAILABLE HOURS

SIGNS AGAINST HIS COMPLAINT

STUDIES THE NATURE OF THE

WORK, THEN ASSIGNS WORK

TO A SUITABLE SUPPLIER

ADMIN OF RESPECTIVE

SERVICE BRANCH(eg.

ELECTRIC,ESTATE,etc.)

RECEIVES THE COMPLAINT

USER FILES A

COMPLAINT

SENDS TO CENTRAL

SERVICE DEPARTMENT

ADMIN ASKS CONTRACTOR

TO BUY MATERIALS.

ADMIN SENDS A MAIL TO

USER, REQUESTING PERMISSION FROM HIS IS

GIVES THE LIST OF

COMPLAINTS AND SOR RATES

TO THE VENDOR

USER SEEKS PERMISSION

FROM HIS IS

IS THE

USER

SATISFIED

?

PERMISSION

GRANTED?

IS ANY

ADDITIONAL

MATERIAL

REQUIRED?

IS THE

MATERIAL

AVAILABLE IN

THE PREMISIS?

FILLS

DETAILS IN

THE ONLINE

COMPLAINT

SYSTEM

ADMIN

UPDATES THE

SYSTEM BY GIVING A

TENTATIVE

COMPLETION

DATE

CARRY THE

MATERIAL

FROM THE

GODOWN

VENDOR COMPLETES THE TASK AND SHOWS THE USER

VENDOR GETS MATERIAL

FROM MARKET AT SOR RATES

INFORMS THE ADMIN IN THE CS

DEPARTMENT

ADMIN VERIFIES THE

SIGN

A

Y

Y

B

B

N

Y

Y

N

CONTRACTOR

PREPARES A MONTHLY

BILL FOR ALL

COMPLAINTS THAT REQUIRED MATERIALC

C

N

N

ADMIN CLOSES THE

COMPLAINT

EXISTING PROCESS

E


ADMIN RECEIVES HARD COPY OF THE BILL

USER CENTRAL SERVICE ACCOUNTS DEPT.

VERIFIES THE BILL AMOUNT

AGAINST ALL THE COMPLAINTS

FILLS THE CONTRACT JOB

CERTIFICATE SEEKING APPROVAL

FROM IS AND NS

ADMIN ATTACHES THE HARD COPY

OF CJC WITH THE BILL AND SENDS TO ACCOUNTS DEPT.

THEY PUT THEIR DIGITAL

SIGNATURE ON IT

DEPT. DEPOSITS REQUIRED

MONEY IN THE CONTRACTOR’S ACCOUNT

APPROVED

END

A

E

N

Y


Apparent flaws in the system:

The execution and the financial accounting of the complaint exist as two seperate

entities, which are mutually exclusive to each other. Hence, the user is not intimated

of the total costs of his repairs throughout the year. There is no data on how much

his department bears of the Central service cost to the company and his part of

contribution to it.

No provision of supervision of vendors and their work. The time taken by the

vendor to complete the work and quality of work is not verified by company.

Too many entries in the online system which have little relevance. They are left

blank.

No provision for establishing units of labor and material consumption by users. It

becomes difficult for cost allocation to different departments.


OBSERVATIONS AND CONCLUSIONS

There were many trends and charts established, after studying the statistics of the no. of

complaints with respect to different attributes. Interrelation among these attributes was

also observed.

The following hierarchy of analysis was followed:

Analysis of complaints from

April,2013 to March,2015

Based on time horizon

Based on the nature of complaint

Based on sub-nature

Based on area of HZMC plant

Based on sub-location of areas

Main categories of

analysis


The interrelationships observed were:

Inter-relation analysis

Location Time Nature

Interrelation between location

and time

Interrelation between location and nature

Interrelation between Nature

and time

The following are the trends observed and trailing them are conclusions derived from

them:

Based on time horizon

20180

21721

19000

19500

20000

20500

21000

21500

22000

2013-14 2014-15

Sum of count

Sum of count

No.

of c

ompl

aint

s

Shows the total no. of complaints in the two financial years. Thus, there is an increase of

7.6% in total no. of complaints from 2013-14 to 2014-15.


For the time period 2013-2015

Conclusion: Estate department accounts for the maximum no. of complaints. We get an

idea, as to what types of problems are encountered the most.

21774

16919

2400

603 205 0

5000

10000

15000

20000

25000

Based on the Type of complaint

Total

No. of C

om

pla

ints


2013-15

Conclusion: The types are further classified into their sub-types. In Estate-CS, maximum no. of

complaints are recorded in Carpentry, whereas, in Electrical department maximum no. of complaints

are of Electrical work.

12636

5569

4353

1109 628

93

13053

3444 2819

1341 919

438 497 118 25 9 7 2 236 74 35

0

2000

4000

6000

8000

10000

12000

14000

Car

pen

try

Min

or

Civ

il

Plu

mb

ing

Wo

rk

Wat

er n

etw

ork

Ro

of L

eaka

ge

Off

ice

Ch

air

Elec

tric

al W

ork

Air

Co

nd

itio

ner

/ W

ater

coo

ler

Tele

ph

on

e

Ho

use

kee

pin

g

Ho

rtic

ult

ure

Wo

rk

Pes

t C

on

tro

l

Oth

er

Dra

inag

e ch

ock

up

Gar

den

ing

Elev

ato

r

Sch

oo

l au

to

Secu

rity

Leak

age

Qu

alit

y o

f W

ater

Ch

amb

er O

verf

low

Estate - CS Elecrical - CS Horticulture/Housekeeping - CS Miscellaneous Water Management

Total no. of Complaints N

o. o

com

pla

ints


IF WE TAKE A PARETO ANALYSIS, ONLY FIRST FOUR TYPES OF COMPLAINTS ADD UP TO 80%.

1156111291

4905

3946

29082450

1205 1010 817 599 456 378 142 107 42 25 23 21 7 7 1

28%

55%

66%

76%

83%

88%91%

94%96% 97% 98% 99% 99% 100%100%100%100%100%100%100%100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

2000

4000

6000

8000

10000

12000

14000

Sum of count

PERCENTAGE

No

Of C

om

pla

ints

2013-15

Carpentry and Electrical-work cover wide area of complaints. They must be grouped further to get a

clearer picture of problems related.


Based on locations in the plant

2013-15

Conclusion: HE-East area tops the list of areas with significant no. of complaints in two

years. Hence, attention should be given to this area.

17318

5851

4674 3879

2725 2144 1926 1866

1388 1183 1090 1016 876 827 615 25 2

36.53%

48.87%

58.73%

66.92%

72.67% 77.19%

81.25% 85.19%

88.12% 90.61%

92.91% 95.05% 96.90% 98.65% 99.94%

100.00% 100.00%

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

20000

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

Sum of count

Percentage

No

. oF

co

mp

lain

ts


We restrict our focus to HE plants only


There are many sub-locations in HE-East and West plants. The following graphs show the

distribution of complaints in these sub-locations for the past two years.

2013-15

Conclusion: Thus, maximum complaints are recorded in Main-stores at in HE-East.

No

. o

f c

om

pla

ints


HE West

371

318

276

224214 209

198192

184

169 169158

138129

11198

84

9%

17%

24%

29%

34%

39%

44%

49%

53%

57%

62%

65%

69%

72%75%

77%79%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0

50

100

150

200

250

300

350

400

Series1

Series2

No.

Of

com

pla

ints

2013-15

Conclusion: In HE-West, maximum no. of complaints are from Prota Cabin.


Relation between areas and nature of

complaints

HE - East Estate -CS, 8976, 52%

HE - East Elecrical -CS, 7012, 41%

HE - East Horticulture/Housekeeping - CS, 1254, 7%

HE - East Water Management, 76, 0%

Total no. of complaints

HE - East Estate - CS

HE - East Elecrical - CS

HE - East Horticulture/Housekeeping - CS

HE - East Water Management

2013-15


2013-15

HE - WEST Estate -CS, 2460, 52%

HE - WEST Elecrical -CS, 1957, 42%

HE - WEST Horticulture/Housekeepi

ng - CS, 222, 5% HE - WEST Water Management, 35, 1%

Total no. of complaints

HE - WEST Estate - CS

HE - WEST Elecrical - CS

HE - WEST Horticulture/Housekeeping - CS

HE - WEST Water Management

The pie-charts of HE-East and West look similar; due to similar allocation to the nature

of complaints.

In both regions, maximum complaints are of Estate department, then electrical, then

Horticulture and then water-mangement.


Relation Between area and time

2013-14

2014-15

7985

2159 2153 1749

1134 975 723 508 488 465 422 399 380 315 311 13 1

40%

50%

61%

70% 75%

80% 84% 86% 89% 91% 93% 95% 97% 98% 100% 100% 100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

Sum of count

Percentage

No. O

f co

mpla

ints

7379

3196

1945 1644 1329 1155 1049 759 707 598 559 444 401 320 224 11 1

34%

49% 58%

65% 71%

77% 81% 85% 88% 91% 94% 96% 97% 99% 100% 100% 100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

1000

2000

3000

4000

5000

6000

7000

8000

SUM OF COUNT

PERCENTAGE

No. O

f co

mpla

ints


Conclusion: The trend of complaints over both years have remained same for all areas. Except,

there were no complaints in MFF and 220kV Switching Station for the year-2013-14.

Conclusion: The maximum no. of complaints are recorded in Estate group for both the years.

There is an increasing trend observed in all types of complaints.

There were 0 complaints for Water Management group in the year 2013-14.

10819 10954

7967

8952

1170 1230

223 380 205

0

2000

4000

6000

8000

10000

12000

2013-14 2014-15 2013-14 2014-15 2013-14 2014-15 2013-14 2014-15 2014-15

Estate - CS Elecrical - CS Horticulture/Housekeeping - CS Miscellaneous Water Management

Interrelation between Types of complaints and time

Total

No

. of

co

mp

lain

ts


Recommendations

The following points are recommended to make the system more efficient and cost-

effective:

Online system related:

1. To remove unnecessary fields which have stayed redundant from the

beginning and make the system organized.

2. Discourage the practice of feeding data manually, hence, to convert manually

driven field to selection or auto basis.

3. Include the provision of linking cost of complaints, corresponding to the users.

4. Include the measurement of time taken to attend each complaint and take

measures to increase time utilization.

Method related:

5. Supervision of work done by vendors.

5.1 Benefits:

1. It is rightly said “Less is more”. The less one has on his plate, the less one

has to worry and more time is saved.

To preserve data is an inevitable process in business. Without data, even a primitive

nature of study is not possible. But, at the same time, keeping useless data will reduce the

efficiency of the system. The more columns one adds, the more it looks like a trash-bin,

the more time is taken to search for useful data in the database.


Sorting is the first S in the 5S system. It helps us to be organized and reduce our Non-

Value adding activities. It leaves a professional mark on the system.

To keep a clean and organized database, is as much of importance as to keep a systematic

webpage.

2. It is easy to group data, if it is standardized. For example,

How much time will you take to figure out what the users want by these remarks?


And now?

Now, one knows where the bug is and what needs to be done.

Converting manual entries into a drop down select will not only save time for the receiver,

but also, save the valuable time of the users. They will be spared the trouble of writing

descriptions. Thirdly, saves space in database system.


3. It is a human tendency to be spend-thrift, but, the numbers make us misers.

Profit=Revenue-Cost

Surveys say that a 10% increase in revenue increases profit by the same amount as 2%

decrease in cost does.

Therefore, small amount of change in costs can result significantly to a company’s profits.

WITHOUT COST REALIZATION

I will now own the Subway, Mc Donalds,

Dominoes,Pizza hut………………………………

WITH COST REALIZATION

I will cut my unnecessary expenses and

start saving for my company


Services come with costs. But, if one does not know the cost of these services, resources

will be used injudiciously. Hence, it becomes a necessity to associate cost with services in

the proportion of its usage.

4. Time is money, Money is time

Vendors in L&T HZMC get paid on daily or hourly basis. Both ways, a lost hour will cost

it heavily.

Thus, a given shift of 8hrs should be properly utilized by the vendor. If maximum no. of

complaints is attended in a day, fewer complaints will remain pending. So that, on days of

less no. of complaints, a vendor can be paid for 4hrs only.

This itself is a good reason for tracking work hours of vendors. Moreover, a user should

call a vendor only in the hours he will be available at his place.

5. Quality means doing it right when no one is looking.

Quality is as important as quantity. It is necessary to ensure that the users are satisfied with

the service provided by the contractor. A problem will repeat itself frequently if it is not

fixed right the first time.

Moreover, the method of doing it will also matter. A simple work of fixing a mirror can

take over 30 min. if markings are not made.

Quality assurance will reduce time, cost and resources.


5.2 How to apply?

1. There are 10 fields in the online complaint system which are occupying space

unnecessarily and are not filled from the beginning. They are listed here

Complaint1, Complaint2, Due time, Department, Completion time, Due date2, Due

date4, Due date5, Approver name.

They should be deleted from the system, so that they do not show up in the form.

2. The following are the manually filled fields in the system where scope of

improvement is present:

Status, Remark1, Remark2, Available time, IS PS no., IS email address.

Field ( Input type Options

Remark1 renamed as

Objects related to

complaint

Selection For carpentry type:

1. Lock-key 2. Door 3. Chair

4. Drawers

5. Boxes 6. Cupboard 7. Glass

8. Keyboard 9. Window

10. Table

Remark2 renamed as

Work done or required

Selection 1. New

2. Modify

3. Maintenance

4. Relocate

5. Replace

6. Removal


7. Miscellaneous

Available time Selection E.g.1pm to 2pm, 2pm to 3pm,

3pm to 4pm etc. increment by 1

hr.

IS PS no. Auto PS no. of IS of the given user

IS email address Auto Email address fed from the data

collected

3. Material cost-Fixed rated of different materials used while dealing with complaints is

negotiated between the contractor and the CS- department. This list is called the

SOR (Schedule of Rates).

Labor cost- Fixed wages per hr. worked by the vendor is multiplied by the total hrs

worked by him.

At the end of every month, Contractors submit a bill to the CS-department which contains

material cost against the complaints for which material had been purchased. The

concerned officer at CS-department verifies this bill against the list of complaints he has.


Execution:

The IT-department will need to make the SOR rate, labor rate, quantity, material,

labor cost, material cost fields mandatory. Without filling them, the complaint

should not be closed.

The material column is to be made a selection based column-listing the possible

materials bought under that department.

SOR list must be fed into the system, to make the rates column Auto-fed.

Quantity column should be of number type.

Thus, the Material cost field is auto filled as the product of SOR rate and quantity

used.

Labor rates should be fed by the officer manually(number type only).

Labor cost will be auto-filled as product of labor cost and total time i.e. sum of

Time1, Time2 and Time3 field.

The Total cost is the summation of Labor and Material cost, again auto-filled.

This, way the bill would be verified easily while feeding in the system.

4. Execution:

Considering that a vendor may take more than one visit to a place for fixing a problem,

three time logs must be used to measure the time taken by a vendor for his work.

Three columns need to be added to the paper of list of complaints given to each

vendor, namely, Time1, Time2, and Time3.

Time1-User writes the date and time taken, when vendor comes for the first time to

attend to his problem.


Time2- User writes the date and time taken, when vendor comes for the second

time to attend to his problem.

Time3- User writes the date and time taken, when vendor comes for the third time

to attend to his problem.

The same fields are recommended in the online system for calculating labor cost.

In the system, they must be in selection basis ranging from 15min to 8 hrs, with an

interval of 15min.

At the end of the day, a supervisor may check the logs of a vendor randomly to ensure

that no time was wasted unnecessarily.

5. An assigned supervisor should take random rounds to places, where work was

completed and ensure work-quality. He can accompany the workers at frequent

intervals to witness the method of the work done.


After execution of the above mentioned recommendations, the process flow diagram

will look like:

USER

RECOMMENDEDPROCESS

CENTRAL SERVICE CONTRACTORSTART

VENDOR VISITS THE PLACE AT AVAILABLE HOURS

ENTERS THE TIME TAKEN BY

VENDOR AND SIGNS AGAINST HIS COMPLAINT

STUDIES THE NATURE OF THE

WORK, THEN ASSIGNS WORK

TO A SUITABLE SUPPLIER

ADMIN OF RESPECTIVE

SERVICE BRANCH(eg.

ELECTRIC,ESTATE,etc.)

RECEIVES THE COMPLAINT

USER FILES A

COMPLAINT

SENDS TO CENTRAL

SERVICE DEPARTMENT

ADMIN ASKS CONTRACTOR

TO BUY MATERIALS.

ADMIN SENDS A MAIL TO

USER, REQUESTING PERMISSION FROM HIS IS

GIVES THE LIST OF

COMPLAINTS AND SOR RATES

TO THE VENDORUSER SEEKS PERMISSION

FROM HIS IS

IS THE

USER

SATISFIED?

PERMISSION

GRANTED?

IS ANY

ADDITIONAL

MATERIAL

REQUIRED?

IS THE

MATERIAL

AVAILABLE IN

THE PREMISIS?

FILLS

DETAILS IN

THE ONLINE

COMPLAINT

SYSTEM

ADMIN

UPDATES THE

SYSTEM BY GIVING A

TENTATIVE

COMPLETION

DATE

CARRY THE

MATERIAL

FROM THE

GODOWN

VENDOR COMPLETES THE TASK AND SHOWS THE USER

VENDOR GETS MATERIAL

FROM MARKET AT SOR RATES

F INFORMS THE ADMIN IN THE CS

DEPARTMENT

ADMIN VERIFIES THE SIGN AND ENTERS THE

TOTAL TIME IN

SYSYTEM

A

B

B

N

Y

Y

N

CONTRACTOR

INCLUDES THE BILL IN

MONTHLY BILL

C

N

Y

N

Y

C

E


USER CENTRAL SERVICE ACCOUNTS DEPT.

VERIFIES THE BILL AMOUNT

AGAINST ALL THE COMPLAINTS

AND ADDS MATERIAL COST IN THE

SYSTEM TO GET TOTAL COST

FILLS THE CONTRACT JOB

CERTIFICATE SEEKING APPROVAL

FROM IS AND NS

ADMIN ATTACHES THE HARD COPY

OF CJC WITH THE BILL AND SENDS

TO ACCOUNTS DEPT.

THEY PUT THEIR DIGITAL

SIGNATURE ON IT

DEPT. DEPOSITS REQUIRED

MONEY IN THE CONTRACTOR’S

ACCOUNT

APPROVED

END

A

CLOSES THE COMPLAINT

E

N

Y


ANNEXURE

Table1.1:

S NAME OF

FIELD

EXISTING/

RECOMMENDED/ TO

BE REMOVED

RELEVANCE AUTO/ MANUAL/

SELECTION

1. Sr.no. Existing The serial no. of

entry

Auto

2. Entry no. Existing The code of entry Auto

3. User name Existing Shows the name of

user who files a

complaint

Auto

4. PS no. of

user

Existing Identity of the user Auto

5. Entry date Existing The date of entry Auto

6. Entry

department

Existing Department of the

user

Auto

7. Due date Existing Tentative completion

date given by the

admin of CS

department

Selection

8. Completion

date

Existing Actual date of

completion

Selection

9. Status Existing Status of the

complaint

Manual

10. Complaint

type

Existing The department of

CS to which the

complaint is related

Selection

11. Remark1 Existing Complaint statement

by the user

Manual


12. Remark2 Existing Reply by admin Manual

13. Extension

no.

Existing Extension of user Auto

14. Location Existing Location of user’s

office in the premises

Selection

15. Sub location Existing Sub location of user’s

office

Selection

16. Sub type of

complaint

Existing Further classification

of the type

Selection

17. Contractor

name

Existing Name of the

contractor allocated

to fix the problem

Selection

18. Material

required

Existing Is extra material

required?

Selection

19. Assign date Existing Date of assignment

to the vendor

Selection

20. Closed by Existing Name of the admin

responsible

Selection

21. Complaint

nature

Existing Nature of work

required

Selection

22. Flat no. Existing for MHC Indicates flat no, of

user in MHC

Manual

23. Address Existing for MHC Indicates user’s

address

Manual

24. Available

time

Existing for MHC Time of availability

of user

Manual

25. IS PS no. Existing Identity of user’s IS Manual

26. IS email

address

Existing Email address of

user’s IS

Manual

27. Complaint1 To be removed Redundant NA

28. Complaint2 To be removed Redundant NA


29. Due time To be removed Redundant NA

30. Department To be removed Redundant NA

31. Completion time To be removed Redundant NA

32. Rate Existing Indicates the SOR

rates

Auto

33. Labor rate Recommended Indicates the labor

cost present per hour

Manual

34. Quantity Existing The no. of items

used

Selection

35. Due date2 To be removed Redundant NA




39. Approver name To be removed Redundant NA

40. Cost Object Recommended Shows the items used

on which cost is

incurred

Selection

41. Labor cost Recommended Indicates labor cost

involved

Auto

42. Material Cost Recommended Indicates material

cost involved

Auto

43. Cost Existing Sum of labor and

material costs

Auto

44. Time1 Recommended Time taken by

vendor on day1

Selection


vendor on day2

Selection


vendor on day3

Selection


Documents

Maintenance system improvement report