SYSTEMATIC MAINTENANCE APPROACH

ABOUT THE SPEAKER

ARMANDO R. DIAZ Master of Science in Business Administration (MBA) Registered ASEAN Engineer Professional Electrical Engineer ( PEE ) Certified Plant Mechanic( CPM ) Accredited Pollution Control Officer
Licensed Professional Electrical Engineer with more than 35 years experience in the field of building and facility design and consultancy, construction, operations and maintenance involving various mechanical, and electrical equipment and systems. Awarded 1998 as Most Outstanding Practitioner in Industry of the Philippine Awarded 2006 as IIEE FELLOW 2009 IIEE Vice-President for External Affairs Member : Society of Philippine Accredited Consultant Energy Efficient Practitioner Ass. of the Philippine

Recipient of Various Civic Awards : Rotary,REACT,YMCA,LOBSET and MARS

SYSTEMATIC MAINTENANCE
ENGINEERING CONSULTANCY SERVICES SPECIALIZATION:Engineering,Operation, Repair and Maintenance

Speaker Profile
Armando Mandy Diaz is Professional Electrical Engineer with Master in Business Administration (MBA); 1998 Most Outstanding Electrical Engineer Practitioner in Industry of the Philippines, Former Region IV IIEE Governor; with almost 30 years extensive industry experience on Engineering and Maintenance having served as Asst. Vice President of Uni-Lonseal Plastics Inc. and in various positions in different industries such as Universal Robinson Corp., Manila Midtown Hotel, International Rice Research Inst. and Unitech Engineering Corp.

Maintenance refers to all activities which assists in

KEEPING

Plant Equipment Building Facilities .. and among others in

GOOD CONDITION
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Why Is MAINTENANCE so special?

It presents as great challenge to a persons engineering abilities as is to his management know how.

Any person in charge of maintenance whether small or large company feels that his is a unique field.

It requires as much tact and tolerance as it requires patience and persistence in fact it requires ...

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SUPERMAN

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OBJECTIVES - What does MAINTENANCE have to achieve?

Which is the following objectives apply in your company? Operational objectives: 1. To maintain equipment (a) in acceptable condition (b) in top operating conditions 2. To ensure maximum availability for plant and equipment at reasonable cost 3. To provide service that will avert breakdowns at all times at any cost 4. To extend plant life to the last limit? 5. To maintain plant and equipment with maximum economy and to replace at predetermined periods 6. To ensure high - quality performance. 7. To ensure safe and efficient operation at all times 8. To maximize output over the next five years 9. To maintain a reasonably good appearance of plant 11/13/2013

Yes

No

Remarks

10. To maintain a plant spotlessly clean at all times

OBJECTIVES
- What does MAINTENANCE have to achieve?

Which is the following objectives apply in your company?

Yes

No

Remarks

Cost objectives 1. To minimize maintenance expenditure and to maximize profits 2. To provide maintenance service within the limits of a budgeted amount 3. To provide funds as a ratio of sales volume production investment 4. To have maintenance expenditure on the amount of service required by plant and equipment in view of its age and its rate of utilization. 5. To allow a certain amount of contingencies, tooling and incidentals at the discretion of the maintenance executive 11/13/2013

BENEFITS
- What do we expect to gain from good maintenance?

The Factors A. Financial benefits 1. Extended plant life Uninterrupted production 2. Improved quality of 3. production 4. 5. 6. 7. Reduced production delays Reduced costs of repairs Less stand- by plant and spares Improved equipment replacement

Expressed in terms of

Important for

Book value Higher plant availability Reduced scrap and inferior grades On- time deliveries, less delay penalties Maintenance costs Inventory carrying costs Lower plant cost per unit of product

Utilization of capital Utilization of capital Value of output Customer relations Maintenance Economy Capital utilization Unit costing

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BENEFITS
- What do we expect to gain from good maintenance?

The Factors B. 1. Organizational Advantages Co-ordination between production and maintenance Manpower planning

Expressed in terms of

Important for

Improved understanding Unproductive time Cost of delays

Internal planning Manpower utilization Plant utilization

2.

3.

Planning of deliveries

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BENEFITS
- What do we expect to gain from good maintenance?

The Factors C. 1. 2. 3. 4. Technical advantages

Expressed in terms of

Important for

Improved equipment suitability Build up of technical data Improved maintenance schedules Improved plant condition

Better choice of machines Better and more accurate information Minimum maintenance costs Performance and reliability

Optimum production Standard of technical Plant availability Operating efficiency

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BENEFITS
- What do we expect to gain from good maintenance?

The Factors

Expressed in terms of

Important for

D.
1. 2. 3.

Human considerations
Increased safety Improved housekeeping Less friction, better relations Losses due to claims and less production costs Tidiness of shop floors Harmonious relationships Production economy Workers' morale Staff relations

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BENEFITS
- What do we expect to gain from good maintenance?

The Factors E. Customer relations Reliable delivery 1. dates 2.

Expressed in terms of Improved reputation

Important for Sales promotions

"Showcase" housekeeping

Better public image

Company image

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POLICIES
- By what means shall we proceed, within limits shall we try to work towards our objectives?

Production operations Management Policies

Maintenance Policies

2 3 4

Personnel practices Union Relations Financial Objective

5
6

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MAINTENANCE ORGANIZATION
MAINTENANCE MANAGER PLANNED PREVENTIVE MAINTENANCE INSTALLATION AND OVERHAULS BUILDING ROUTINE MAINTENANCE REPAIR MAINTENANCE UTILITIES / FACILITIES

LUBRICATION INSPECTIONS ADJUSTMENT ELECTRICAL MECHANICAL

REPAIR CREW

BOILER COMPRESSORS TOOL ROOM

PRODUCTION / SHIFT MAINTENANCE ELECTRICAL MECHANICAL

OPERATORS

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What does MAINTENANCE really do?

What constitutes maintenance work?

What are the functions of our maintenance department? What do we expect of maintenance?

What Constitutes MAINTENANCE work?

Apart from the obvious jobs of repair, lubrication, overhauls, inspection and replacement of parts, there are others which are less immediately evident. Among these duties we find:

Training of Maintenance Staff Training of Production Operators Testing parts for suitability and availability Planning servicing schedule Improvement and modification Protective painting Spare parts availability Housekeeping

What are the FUNCTIONS of MAINTENANCE DEPT?

The grouping-together of complete plant and equipment inventory is as if we were to say, look, this is what we to maintain Management and administrative duties which have to be assigned to the maintenance staff to cover the life of plant at its various stage. The type of service required by the plant The degree of planning involved, such as emergencies, periodically, repeated cycles or do-it-any-odd-timejobs The reasons for doing the jobs e.g. repair of breakdown, prevention of failure detection of faults, etc..

What do we EXPECT of MAINTENANCE?

What

is expected of maintenance depends on WHO does the expecting.

Planning the System of Maintenance

Poorly organized maintenance department are not hard to find

Here are some of the opinions taken from a rich collection acquired over the years:

Our machines are so old that no amount of maintenance will help them. Anyway, we are planning to replace them The equipment is brand new and highly automatic, all it needs is a few drops of oil in the right place.

We have had no trouble for many years just as we are, these are study machines so why worry?
Our operators have instructions to take good care of their machines and it works!

We have tried to get experienced men for years, but in this area, they are simply not available.
We rely on outside contractors. They are right next door, you know! Our foremen knows all the machines like the back of his hand, we do not need a system to tell us whats wrong We have bunch of good labs,they work hard and would resent being tied down by procedures We get all our figures from accounting.

LOOP OF SYSTEMATIC ACTION will tell us the best way to develop maintenance service

will have us to establish:

WHAT HOW

is to be done, and WHY

the work is to be done, and WHEN the job and WHO is to do it

Plant Data
Equipment Groups Number of Units Condition, etc. Utilization Policies Utilization Seasonal Loads Recording of Relevant Data Finances Budgets Investment Depreciation

Analysis of need Breakdown Elimination Implementation 1. Management techniques 2. Clerical procedures 3. Technological Practices 4. Personnel management 5. Financial/operational controls Reporting Controls Planning and Scheduling 1. Design Improvements 2. Change of schedules 3. Service specifications

FOUR SYSTEM OF MAINTENANCE

Breakdown Maintenance Dont do a thing until you see smoke

rising

Breakdown Maintenance
Normally this approach is referred to as a repair maintenance but it is not in the true sense a system at all because there is no service is carried out unless a failure has occurred. In so doing, what we really needs on this approach is obtaining full information of breakdowns. Having these formations, discussions has to be done for us to arrive a solution to avert recurrence of the same nature by:

Re-designing or improving part or component Re-scheduling maintenance service Altering operating instructions Changing the process Re-training/orientation of Personnel

Routine Maintenance
Simple Service in a regular way or as much as we can afford

Routine Maintenance
Under this system, there are two level of maintenance namely FIRST and SECOND. Under the first Level Maintenance, there is no tools or equipment needed. Only the five senses is necessary :
Feeling Smelling Hearing Seeing

Tasting

Routine Maintenance
Second Level Maintenance, some activities are:

Lubrication on daily, weekly and monthly and yearly basis Changing and cleaning of filters on specified time Servicing of Air Compressor every quarter

Simply, Routine Maintenance is a procedure being followed on a documented procedure known to as CHECKLIST.

SAMPLE DAILY CHECKLIST

DATE __________________ TIME __________________

DESCRIPTION

COOLING SYSTEM /FILTERS

OPERATING CONDITION

ARCING / SPARKING

VIBRATION / SOUND

CARBON BRUSH

TEMPERATURE

REMARKS

1
=211+R12-M021 =213+R12-M011 =213+R12-M013 =216+S11-M011 =216+S11-M021 =311+H12-M131 =214+S11-M023

EXTRUSION Rotary Valve Big Bag Station Motor Vaccum Feeder MB1 Motor Vaccum Feeder Pearlized Motor Granulate Con. Fan Ext. Feeding Hopper Mixer Motor Main Extrusion Gear Oil Pump 1 Dos. Unit Coex2 MB2 Suction Motor

LEGEND :

3 Normal s For Repair / with abnormalities & Need Urgent repair m Not Applicable
Noted By:

Checked By:

DAILY CHECK LIST__________________________

EQPT. Item No. 1 2 3 4 5 PLACE of INSPECTION DESCRIPTION WITHIN RATED WITHIN RATED WITHIN RATED WITHIN RATED TEMP. & FLOW TEMP. & FLOW TEMP. & FLOW TEMP. & FLOW APPROPRIATE LUBRICATION HYDRAULIC MARKER HYDRAULIC MARKER TEMPERATURE
SOUND SMELL & VIBRATION

YEAR ________ MONTH__________________

METHOD 1 VISUAL VISUAL VISUAL VISUAL 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

CRITERIA

Roll No. 1 Roll No. 2 Roll No. 3 Roll No. 4 LUB. ROLL 1 LUB. ROLL 2 LUB. ROLL 3 LUB. ROLL 4
LUB. GEAR BOX
ROLL CROSS HYDRAULIC

CALENDER ROLLS

6 7 8 9 10 11 12 13 14 15 Legend

Below 90 & Continous Below 90 & Continous Below 90 & Continous Below 90 & Continous CONTINUOS 90 KG/CM2 200 KG/CM2 NORMAL SAME GOOD

VISUAL VISUAL VISUAL VISUAL VISUAL VISUAL VISUAL HAND

EYE, EAR, NOSE & HAND

QUICK OPEN MAIN MOTOR SHAFT & BRG. WHOLE WHOLE

VISUAL

3 = NORMAL O = FOLLOW UP

D =FOR REPAIR O =URGENT Section Leader : _____________ _______________

Shift -In- Charge: _________ _________ _________

ELECTRICAL DAILY CHECKLIST

DATE __________________ TIME __________________

DESCRIPTION

COOLING SYSTEM /FILTERS

OPERATING CONDITION

VIBRATION / SOUND

ARCING / SPARKING

CARBON BRUSH

TEMPERATURE

REMARKS

=214+ S11-M 054 =214+ S11-M 025 =214+ S11-M 056 =214+ S11-M 027 =214+ S11-M 058 =214+ S11-M 040 =214+ S11-M 050 =915+ A 15-M 015 =916+ A 16-M 015 =315+ A 15-M 211 =316+ A 16-M 211 =321+ A 72-M 021

Dos . Unit Coex2 MB2 Dos ing Motor Dos . Unit Coex2 MB3 Suction Motor Dos . Unit Coex2 MB3 Dos ing Motor Dos . Unit Coex2 Copo Suction Motor Dos . Unit Coex2 Copo Dos ing Motor Dos ing Unit Coex1 Mixer Motor Dos ing Unit Coex2 Mixer Motor Coextruder #1 DC Motor Coextruder #2 DC Motor Co-extrus ion #1 Gear Pum p Motor Co-extrus ion #2 Gear Pum p Motor Air Knife Fan Motor

2
=392+ A 92-M 031 =392+ A 92-M 055 =392+ A 92-M 075 =392+ A 92-M 037

REGRA NULA T ION

Was te Grinder Motor Feed Rolls Top DC Motor Feed Rolls Bottom DC Motor Was te Grinder Hydraulic Pum p Motor Com pactor Hydraulic Pum p Motor Erem a Extruder Motor

=392+ A 92-M 044

Erem a Conveyor Belt Motor Erem a Pelletizing Head Motor

LEGEND :

3 m

Normal Not Applicable

s k

For Repair / with abnormalities Need Urgent repair

Checked By:

Noted By:

Planned Maintenance
According to the needs of the equipment and utilization, specified on annual time scale.

Planned Maintenance
Team effort is the key for the success of the equipment and utilization specified on annual time scale.

As a rule the following activities are included on the plan. Inspections

Planned Maintenance

parts and materials preparation Replacement of parts if found necessary Adjustment and calibration

All other activities and lastly Recording after the job is very important

Preventive Maintenance
Well do anything to prevent breakdowns

Preventive Maintenance
Normally this applies to system which strive to reduce the likelihood of failures such as aircraft operation, power stations, or critical installations in case of mines ventilation.

This approach is very costly and need some statistical data and analysis. To established this system immediately, we need information on the manufacturer for the life of their machine.

Preventive Maintenance
To achieve the prevention of breakdowns, planned service is carried out with the explicit additional objective of detecting weak points and ensuring perfect functioning by replacing parts which could still be used were it need for the assurance that we required.

Thus after the service a machine is as good as new and high degree of reliability.

Preventive Maintenance
Naturally, the cost of running this system is high and it is therefore be applied only in the cases of

absolute necessity.

STEPS IN PREPARATION OF MAINTENANCE PROGRAM

Identify and list all equipment installed to be maintained 2. Provide checklist for the equipment and machines (First Level Maintenance) 3. Provide service schedule as per manufacturers recommendation or industry standard (Second Level Maintenance) 4. Prepare Plan Maintenance Schedule for one year 5. Prepare Preventive Maintenance just after you have statistical data or knowledge 6. Attach service control tag to equipment 7. Implement and monitor all maintenance schedules 8. Record all activities to Equipment History Card (EHC)
1.

PAPERWORK

Paperwork performs the following important task :

INITIATES action, by identifying the job and the date COLLECTS data, by describing the action taken CONTROLS operation, by recording the input of resources

By taking these tasks, we can ensure:

The RELEVANCE of data Their ACCURACY Their RETRIEVABILITY

FORMS...

There is no right or wrong form Form design is a function for the needs of application But of course the simple rule is the

simpler the better

PLANNING and SCHEDULING

PLANNING preparatory work which define the job WHOM or by WHAT craft it should be done and what sequence

SCHEDULING refers to the timing of the job WHEN and WHERE it is to be done

Maintenance hour is shared among the following

a.

Routine Schedules

b. Planned Maintenance c. Preventive Maintenance

d.

Irregular and unforeseen jobs

e. overhauls,plant shutdowns or project work

TYPES OF WORKLOAD

IMPLEMENTATION

Routine service schedules: lubrication, inspection, replacements

Planned Maintenance

Preventive Maintenance

Irregular Jobs and Emergencies

Overhauls, new installations and/or large-scale jobs

Routine Maintenance / Inspection Tags

STORES
or STOCKROOM

Problems relating to the operation of maintenance stores

A.Organizational Problems B. Procedural Problems C.Physical Facilities

D. Items Stocked
E. Economics

Problems relating to the operation of maintenance stores

A.Organizational Problems Staffing Authority to receive , issue , inspect , reject Responsibility to stock Reporting to what function

Problems relating to the operation of maintenance stores

B. Procedural Problems Issuance and receiving procedures Stock control method ; reordering point Paperwork sequence Dealing with scrapped,salvaged, and reconditioned parts Inventory codes of stock items Inventory taking

Problems relating to the operation of maintenance stores

C.Physical Facilities Size of stores,layout,gates,mezzanines,etc. Shelving and marking Lifting and transporting devices Safety measured , security Lighting,humidity control,pest control,etc.

Problems relating to the operation of maintenance stores

D. Items Stocked Supply of tools and instruments Grouping of materials Storing and preservation of spare parts Storing of standby unit Standardization Elimination of obsolete items

Problems relating to the operation of maintenance stores

E. Economics Reordering quantity Turnover rate of stock Depreciation and interest rate Obsolescence Costing of items Contract suppliers Make or Buy decision

STOCK CONTROL

Rule-of-Thumb in determining re-ordering point

a.Classify into FAST,MEDIUM and SLOW-MOVING items b.Fixed-interval,fixed quantity orders can be placed as constant consumption rate c.Maximum/minimum methods for costly items requiring yearly reviews for obsolescence and turnover

STOCK CONTROL

Analytical Method in Determining Reordering point

Number of machine using the same parts Average rate of usage Restocking lead time(delivery period) Cost of tied-up capital Available storage space Cost of order(economic batch size) Risk of obsolescence

STOCK CONTROL

An Approach to Replacement Procedures

Replacement problems of plant equipment and machine relate to the following managerial functions:

PRODUCTION - the user of equipment MANAGEMENT - the provider of money MAINTENANCE -the adviser on replacement

STOCK CONTROL

An Approach to Replacement Procedures

A good maintenance system will enable MAINTENANCE MANAGER to fulfill the role exceptionally well especially in providing relevant data of service

STOCK CONTROL
Instances relating to replacement as direct outcome of mechanical/electrical deterioration Wear and Tear In-accuracy and lack of uniformity of product Low degree of reliability High frequency of stoppages

Increased safety hazard

Excessive power consumption Rising maintenance cost

HUMAN ELEMENT

Maintenance personnel gets upset because of frustration

EXPRESSIONS OFTEN HEARD

Theres nobody to talk to.They simply wont listen Its dead-end job,no use in trying Why hurry?the stores/parts/tools/supervisors will hold up anyhow Its a dirty job , they blame you for everything

Factors that will help in creating proper mind-set good morale

Management Policies- which relates directly or indirectly to maintenance Working Conditions and Relationshipunder which work is perform Personnel Policies-which are in force

Areas that can be profitably investigated to improve current situation

The

available manpower potential(experience,training and skill) Morale boosters Competence of supervisors Maintenance Manager job performance Incentives to good workers performance

A GOOD MAINTENANCE WORKER

He must be inquisitive and resourceful He must be adaptable and self-sufficient He must be dependable and responsible

He must be keen to learn and interested to his trade

He must be able to observe and visualize He must be co-operative and helpful

A GOOD MAINTENANCE WORKER

He must be healthy in body
He must be emotionally stable

He must be safety conscious for himself and to his fellow workers

He must able to work under pressure He must be alert and posses keen senses He must always try to do a good job

UTILITIES DAILY CHECKLIST

DATE: TIME:

HOT OIL BURNER SMOKE/ STACK SET POINT (SP) vs PROCESS VARIABLE(PV) ALARM OIL FLOW (.25 TO .34) OIL PRESSURE (2.7 TO 3.5) LEAKS NOISE / VIBRATION FUEL PRESSURE (22 TO 30) WHOLE OTHER / REMARKS

LEGEND : 3 m

FIRST SHIFT

Normal Not Applicable

For Repair / with abnormalities s k Need Urgent repair AIR COMPRESSOR 1 2 3

AIR COMPRESSOR PACKAGE DISCHARGE PRESSURE (RATED) FIRST STAGE DISCHARGE TEMP (250 C) SECOND STAGE INLET TEMP( 60 C) PACKAGE DISCHARGE TEMP (60 C) BEARING OIL TEMP( 76.7 C) TOTAL HOURS LOADED HOURS OIL LEVEL NOISE / VIBRATION CHILLER EVAPORATOR PRESSURE 1 CONDENSER PRESSURE 1 EVAPORATOR PRESSURE 2 CONDENSER PRESSURE 3 ACTIVE CHILLED WATER SET POINT(SP) EVAPORATOR ENTERING WATER TEMP EVAPORATOR LEAVING WATER TEMP OUTDOOR AIR TEMP

CHECKED BY:

THIRD SHIFT

SECOND SHIFT

NOTED BY:

FIRST SHIFT

SECOND SHIFT

THIRD SHIFT

DATE :

WEEKLY HYDRAULICS CHECKLIST

Gas Pressure (Accumulator) Blockage Indicators Fluid Temperature Water Coolers External leaks

EQUIPMENT

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

Main Extrusion Gear Oil Pump 1 Main Extrusion Gear Oil Pump 2 Co-Extruder 1 Gear Oil Pump Co-Extruder 2 Gear Oil Pump Waste Grinder Hydraulic Pump Compactor Hydraulic Pump Motor TDO Chain Lubrication Pump Inlet TDO Chain Lubrication Pump Outlet TDO Bolt Lubrication Pump TDO Hydraulic Pump Chain Tension TDO Edge Guide PneumoHydralic Pump OS TDO Edge Guide PneumoHydralic Pump DS Edge Trim Grinder Hydraulic Pump Motor Winder Hydraulic Pump Motor Main Slitter Hydraulic Pump Secondary Slitter 1 Hydraulic Pack Secondary Slitter 2 Hydraulic Pack Secondary Slitter 1 Edge Guide Hydraulic Secondary Slitter 2 Edge Guide Hydraulic Cigarette Slitter Hydraulic Pump 3 m Normal Not Applicable For Repair / with abnormalities s k Need Urgent repair

LEGEND :

Checked By:

Noted By:

REMARKS

Air Coolers

Fluid Level

Damage

Noise

Dirt

DA TE:

MONTHLY AIRCONDITIONING CHECKLIST

ACU Location Capacity Voltage Re marks : Full Load Ampe re Ampe re Phas e Re marks :

Compressor Fan Motor Fan Blower Fan Blade Air Filter Thermostat

d 1 1 1 1 1

Leak of R-22 /Oil Water Leak Drain Fan Suction Pressure Electrical Control Vibration

d 1 1 1 1 1

Le ge nd:

O X RC

Normal Ne e d Re pair Re pair Comple te d

RECOMMENDATION

Che cke d B y:

Note d B y:

A VFM

Maintenance Planner

FORKLIFT MAINTENANCE CHECKLIST

TRUCK MODEL TRUCK ALLOW . LOAD TRUCK OW NER

Date: CHECK HERE Result of remedy found, if any, on prev ious checking Leaks of oil, fuel or water Tire inflation pressure FL/FR RL/RR CHECK HERE

r r r r r r r r r r r r r r r r r r

r r r r r r r r r r r r r r r r r r r r r

Slide View Mirror Shift Lev er(s) Loading Lev ers Parking brake lev ers Monitoring lamps Meters and Gauges Fuel Lev el Lights and Lamps Turn Signal Horn button test Clutch pedal Brake pedal free trav el Mast test Lift chain tension Steering handlewheel free play Exhaust gas condition Clutch test Brake test Steering test Parking brake test Back-up lamp / back-up alarm test

Hub nut torque

FL/RR RL/RR

Ov erhead guard Brake & clutch fluid lev el Battery electrolyte lev el Coolant lev el Engine Oil lev el Fan belt tension Rear combination lights Hydraulic oil lev el Piping and cylinders Powershift Transmission fluid lev el Load backrest Forks and fork stoppers Headlights and front combination lights Operator's seat adjustment

Legend: m X Normal Need repair l T Repair completed Not applicable

Checked By:

AVFM RECOM M ENDATION

Lubrication Schedule
JAN NOV 4 1 2 3 4 1 DEC 2 3 4

MACHINE/ EQUIPMENT
1 Material Supply Aerzen Blower Rotary Valve Mixer 2 Extrusion Twin Screw Extruder Metering Extruder CoExtrusion 3 Chill Roll Chill Roll Air Knife WaterBath Nip Roll 4 MDO Dancer Roll

No. ____________

WORK TURN-OVER REPORT

MAINTENANCE DEPARTMENT Date : Location : ITEM DESCRIPTION Time Started : _______ Time Finished : _______ REMARKS

Prepared By: _____________

Concurred By :

________________

MAINTENANCE

MAINTENANCE PERFORMANCE Manpower utilisation Operation of the Work-order progress (a) maintenance dept. Departments' Economy Plant and equipment performance Degree of planning Assessment of (b) the service The amount of service Cost of service provided

A B C D E
F

Total man-hours allowed on jobs Manpower efficiency = Total man-hours worked on same jobs A MAINTENANCE PERFORMANCE Total craft hours worked Craft hrs utilisation = Total craft hours clocked Number of jobs completed Work-order turnover = Total number of jobs handled B Job-week of delays Completion delays = Number of jobs handled Total maintenance costs Cost of maintenance hours = C Total direct maint. Hrs applied Total overhead costs Departmental overhead = Total maintenance expenditure

Total downtime for service Downtime = Total stream hrs. D MAINTENANCE PERFORMANCE Hours Worked Breakdown = frequency Number of Breakdowns Routine services workload E Breakdown workload = Total hours on regular services = Total actual maint. Hrs Total hours spent on breakdown repairs Total clocked maintenance hours

Maint. To prod. Ratio = Maintenance cost component Cost of scheduled service

Total maintenance direct hours Total direct production hours

MAINTENANCE PERFORMANCE
= Total maintenance expenditures Number of units produced Cost of scheduled services Total production costs Total cost of supplies and spares Total maintenance expenditure Total maintenance expenditure Total Investment value

Cost of supplies and = spares Maintenance costs on = investment

MAINTENANCE PRACTICE UNDER RCM

RELIABILITY CENTERED MAINTENANCE (RCM)
REACTIVE (BREAKDOWN)

PREVENTIVE (TIME-BASED)
PREDICTIVE (CONDITION-BASED)

PROACTIVE (RELIABILITY-BASED)

GUIDELINES FOR EQUIPMENT MAINTENANCE

Fans:

1.Check for excessive noise and vibration. Determine the cause and correct as necessary. 2.Keep fan blades clean. 3.Inspect drive belts. Adjust or replace as necessary to ensure proper operation. Proper tensioning of belt is critical 4.Inspect and lubricate bearings regularly 5.Inspect inlet and discharge screens on fans. They should be free of dirt and debris at all times.

1.Check for packing wear which can cause excessive leakage. Re-pack to avoid excessive water wasted and shaft corrosion 2.Inspect bearings and drive belts for wear and binding. Adjust, repair or replace as necessary

PUMPS:

AIR HANDLING UNITS (AHU):

1.Inspect duct work for air leakage.Seal all leaks by tapping or caulking. 2.Inspect duct work insulation. Repair or replace as necessary. 3.Utilize duct work access opening to check for any obstruction such as loose hanging insulation, loose turning vanes and accessories and closed fire dampers. Adjust, repair or replace as necessary 4.Inspect damper blades and linkages. Clean, lubricate and adjust them on regular basis. 5.Inspect air valves in dual duct mixing boxes to ensure full seating and minimum air leakage. 6.Inspect mixing dampers for proper operation. 7.Clean or replace air filters on regular basis 8.Inspect cooling coils for cleanliness. Coils can be kept clean by using a mixture of detergent and water in a high pressure portable cleaning device 9.Inspect for leakage around the coil or out of the casing. Seal all leaks 10.Inspect all room air inlets and outlets (diffuser, grilles and register) They should be kept clean and free from all dirt and obstruction.Clean and remove obstruction as necessary.

COOLING TOWERS:

1.Perform chemical treatment to determine the solid concentration are being maintained on an acceptable level 2.Check overflow pipe clearance for proper operating water level 3.Check fans by listening for any unusual noise or vibration. Inspect condition of belts. Align fans and motors as necessary. 4.Clean intake strainer. 5.Keep surrounding clean to minimize both air and water pressure drop 6.Check spray filled or distributed tower for nozzle performance.Clean nozzle as necessary. 7.Inspect gravity distributed tower for even water depth in distribution basin 8.Monitor effectiveness

SUMP PUMPS:

1.When possible,check with operating personnel for any known deficiencies 2.Clean exterior of units. 3.Check operation of the units for noise, vibration and overheating 4.Check alignment, clearances and rotation 5.Check for leaks 6.Tighten or replace loose, missing or damage nuts, bolts or screw coupling. 7.Clean,prime,paint any corroded or base surfaces 8.Clean or remove foreign objects from sump bottom 9.Check float, float rod and switches for proper operation 10.Lubricate pump, motor and any moving parts as required 11.Check packing gland assembly and shaft seal 12. Make minor adjustment within allotted time to keep unit in good operating condition

DIESEL STANDBY GENERATING SET:

1.Maintain a ten to fifteen minutes warm-up test weekly. 2.Run engine to rated no-load speed and observe for any vibration or unusual sound 3.Observe smoke color and record 4.Check lube oil level, add or top off as necessary and record the approximate quantity of oil added 5.Check fuel day tank level 6.Check belt tension if applicable and radiator debris 7.Check for leaks on lube oil, fuel and coolant on all connections 8.Check battery condition including terminals and post 9.Switch on generator automatic voltage regulator for no-load voltage and frequency

THANK YOU

E Mail : [email protected]

Cellphone No. 0918 909 4164