Hardware and Networking Service

Level-II
Based on March 2022, Curriculum Version 1

Module Title: - Implementing Maintenance Procedure

Module code: EIS HNS2 M08 0322
Nominal duration: 40 Hour

Prepared by: Ministry of Labour and Skill

April, 2022
Addis Ababa, Ethiopia
 Introduction to the Module

This unit defines the competence required to set up maintenance procedures to keep equipment
and software operating effectively and efficiently.
This module is designed to meet the industry requirement under the irrigation and drainage
occupational standard, particularly for the unit of competency: Implementing Maintenance
Procedure
This module covers the units:
 Equipment and software maintenance
 Revision of appropriate practices
 Identification of maintainable IT components
 Maintenance procedures
Learning Objective of the Module
 Determine best practices for equipment and software maintenance
 Revise practices, where appropriate
 Identify and analyze IT system components to be maintained
 Apply maintenance procedures
Module Instruction
For effective use this modules trainees are expected to follow the following module instruction:
1. Read the information written in each unit
2. Accomplish the Self-checks at the end of each unit
3. Perform Operation Sheets which were provided at the end of units
4. Do the “LAP test” giver at the end of each unit and
5. Read the identified reference book for Examples and exercise

Unit one: Equipment and software maintenance

This unit is developed to provide you the necessary information regarding the following content
coverage and topics:
 Identification of equipment and software
 Vendor documentation, peer organizations or research information
 User Requirements

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  Documentation of maintenance procedure
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Identify equipment and software to be maintained and implemented processes
 Identify vendor documentation, peer organizations or research information
 Obtain user Requirements
 Document maintenance procedure

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1.1. Identification of equipment and software

1.1.1. Identifying computer hard ware to be maintained

There are several ways to identify the normal operation of a personal computer. Most people use
diagnostic software packages like PC Tools, Norton Utilities and/or Check It to test a computer.
Those diagnostic packages provide user-friendly operations to perform testing of a computer.

However, you can initially make measurable observations using your senses, that is, the sights
and sounds to identify the normal operation of the computer. The table below suggests where to
look and what you might hear to get an indication of normal behavior of a PC.

Table 1.1: Reference points for indications of normal behavior of a PC

Device Sights Sounds

System unit Floppy disk drive activity Floppy disk drive mechanisms
indicator (light) Speaker (beep) Fan
Front panel indicators such as: Hard disk drive
 Power on LED (light emitting
diode)
 Hard disk drive activity
LED

Display unit Power on indicator

(monitor)
Text displayed on screen

Keyboard Num lock indicator

Caps lock indicator

Scroll lock indicator

Printer Power on indicator Tractor feed
 Online/ready indicator Busy indicator Printer head
Message display indicator
Laser printer
mechanisms

Mouse When software is loaded, mouse pointer

appears on a screen that reflects a correct
positioning of a pointer, or other
operations of a mouse

Potential sources of damage to computer hardware and software

There are a number of common causes of damage to a computer or its components. These are:
 Temperature variations
 Power cycling
 Static electricity
 Power line noise
 Radio frequency interference
 Phosphor burn on a monitor
 Dust and pollutants
 Water
 Temperature variations Cause
Temperature variations (expansion and contraction of components from temperature change) can
lead to serious problems.

Damages
- Chip creep: where the heating and cooling of components can cause
movement, usually out of the socket that holds the component.
- Signal traces on circuit boards can be cracked and separated.
- Solder joints can be broken.

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 - Contacts undergo accelerated corrosion.
- Solid-state components can be damaged.
- Read and write problems on hard disk drive (due to expansion and
contraction of the platter of hard disk the data may be written at a different
location relative to the track center).
Advice
- Ensure a computer operates in correct ambient temperature Refer to the
computer User‘s Manual for this information.
- Ensure the ambient temperature when the:
- system is on it is in the range of 15-32 °C
- System is off it is in the range of 10-40 °C.

 Power cycling

Cause
Turning on a cold computer subjects it to the greatest possible internal temperature variation.
Damages
Same as for temperature variation
Advice
Power on a computer only once daily. Don‘t turn a computer on and off several times every
day.

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  Static electricity
Cause
This problem usually appears during winter months when humidity is low, or in extremely dry
climates where the humidity is low year-round.
Some static-sensitivity problems are caused by improper grounding of computer power.
Damages
Electronic components
Advice
- Always use a three-prong, grounded power cord plugged into a properly grounded outlet.
You could use an outlet tester to check that it is properly grounded, but today, OH&S
requires that all power equipment be properly tested and certified. This includes the outlets,
cables and connectors.
- Use a grounded static mat underneath a computer, or an antistatic wrist-strap, before
touching internal components of the computer.
 Power line noise
Cause
This problem is caused by poor quality power being supplied to a computer system, which
creates some spikes and transients (short transient signals of sometimes 1000 volts or more).
It can also be caused by sharing a power source with other higher power consuming equipment,
such as coffee makers, copy machines or a laser printer.
The wire size and length will affect the resistance of a power circuit.
Damages
All system components
Advice
- A computer system should be on its own circuit with its own circuit breaker.
- A three-wire circuit is a necessity.
- To decrease resistance, avoid extension cords unless absolutely necessary and then use
only heavy-duty extension cords.
- Avoid using too many items on a single outlet.
- Add an Uninterruptible Power Supply (UPS) as a power conditioner.

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  Radio frequency interference
Cause
Mobile phones, cordless phones, fax machines and any radio transmission equipment
Effects
- Sporadic random keystrokes will appear, as though an invisible entity were typing on the
keyboard
- White spots and lines appear on the screen
Advice
- Install specially shielded cables (built-in toroid core cables) outside a system unit.
 Phosphor burn on a monitor
Cause
The phosphor on a cathode ray tube can be burned if a stationary image is left on a screen
continuously for long time.
Damages
Reduces the life of monitor (cathode ray tube)
Advice
- Turn both brightness and contrast levels to the minimum.
- Use a screensaver that displays different patterns on a screen.
 Dust and pollutants Cause
A power supply fan carries airborne particles through a computer.
Food crumbs are attracted by magnetic media, while cigarette ash and smoke are drawn toward
disk drives.
Damages
- Floppy disk heads and media
- Electronic components (dust on the surface of components prevents necessary heat loss)
Advice
- Use power supply unit with air filter (the filter must be cleaned and changed periodically).
- Don‘t operate an unprotected computer in a dusty environment, eg an industrial workshop.

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  Water Cause
On a desktop, coffee or tea spills over a keyboard or into a monitor.
Damages
- Keyboard malfunction
- Monitor explosion (if a monitor is on)
Advice
Never eat, drink or smoke inside a computer room.
1.1.2. The first steps towards troubleshooting Reflect
Here is a typical scenario reported to the help desk.
A client phones the help desk and reports that the computer hangs each time they try to run a
particular application.
o What might be the source of the problem?
o What steps will you take to find out? This is the trouble shooter‘s challenge! Feedback
In all cases where you are trying to troubleshoot a problem, you need to use a logical step-by-
step approach. For example, two questions that you would always ask in this situation are:
- When did the problem begin?
- Has any new hardware or software been added between the times that the problem
appeared and when the system was last working correctly?
Here is a list of reasons why a computer might hang each time a specific software application is
run. It could indicate:
- a corrupted file
- an incorrect installation
- hard disk failure
- a virus
- a new application causing conflict
- new hardware causing conflict
- New device drivers causing a conflict with older software.

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General troubleshooting guide
Here‘s a general troubleshooting guide that you can use when a computer develops a fault.
 Don‘t panic.
 Observe:
- What are the symptoms?
- What conditions existed at the time of failure?
- What actions were in progress?
- What program was running?
- What was displayed on the screen?
- Was there an error message?
- What functions are still working?
 Use your senses (sight, hearing, smell and touch).
- Is there any odor present?
- Does any part of the system feel hot?
 Check power supply:
- Is the plug inserted snugly into the computer?
- Is the power cord plugged into an appropriate wall power outlet?
- Is the wall power outlet working?
 Documentation (fill in a pre-designed check list):
- What is the computer doing?
- What is the computer not doing?
- What is being displayed on the screen?
- Is there any error message?
- What is still operating with everything connected?
- Is power still operating on each part of a computer?
 Assume one problem:
- Use correct data and resources

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 - Use relevant technical manuals and information
- Use proper test equipment.
- Isolate units one-by-one:

- If a system worked when all peripherals were disconnected, turn power off and reconnect
one of the peripherals. Power on and test. If that unit works, turn the power off and
reconnect another peripheral. Again, power up and test. Follow this procedure until a unit
fails.
 Consult your index of symptoms:
- Using your logbook, help desk database, or any relevant flow charts in reference books
and manuals.
 Localize to a stage.
 Isolate to the failed part.
 Test and verify proper operation.
After diagnosing and rectifying the fault, you need to document it in the log book or help desk
database for future reference.

1.1.3. A hardware fault-finding checklist

Here‘s a useful checklist that you can use to help you diagnose faults in hardware.
- First, consult any service level agreements (SLA) to ascertain if or clarify response time
obligations and internal/external responsibilities. Determine also if there are there any
other organizational guidelines you need to follow.
- Consult documentation logged from previous related or similar situations. Determine a
set of questions can you ask the user, your colleagues and your supervisor that might
assist you in finding a solution.
- Remember to keep safety as your highest priority by observing OH&S precautions, that
is, ensure your own safety first, and then consider other precautions such as static
discharge, etc.
- Check the power supply. Ensure it is working and that it is powering the motherboard.
- If no video is displayed try swapping the monitor with a known good one.
- If the video controller is built in, disable it and try another known working video card. To
disable the built in video controller you will need to access the system CMOS or BIOS

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Setup. On some systems, simply inserting a new video card will automatically disable the built in
video.
- Remove all expansion cards. If the machine boots, replace the cards one by one until the
problem reappears.
- Check the CPU fan is operating.
- Check the RAM chips by swapping them with known good ones.
- Check the motherboard for signs of blown components.
- If still no success, you might swap the entire motherboard and CPU.
Remember to document everything you do according to organizational guidelines.

Is the problem with the hardware or the software?

A computer system consists of a hardware sub-system and a software sub-system. However,
when looking for the cause of the fault, sometimes it can be difficult to determine if the fault is
hardware or software. Once you have determined that the fault is confined to one of these two
sub-systems, you can then isolate it, focus on the fault-finding process, and rectify the fault.
The easiest way to determine whether a problem is hardware or software is to test the hardware
with software packages that are known to be good and that have successfully run on the system
before. If the system boots and operates correctly, then the fault can be put down to software. If
the system does not boot or operate correctly then the fault can be put down to hardware.
Configuration problems
Configuration problems are problems that arise when a computer system is set up for the first
time or when new peripherals/components are added to the system. When the component is first
added, the system is not ready to receive the hardware, until the system is prepared to support the
device. This mismatch can be rectified by:
 installing the appropriate software device drivers
 configuring CMOS/BIOS
 Configuring the operating system.
The POST
The Power On Self-Test (POST) operates whenever a computer is switched on.
Whenever you start up the computer system, the computer automatically runs a series of tests.
These test the basic functionality of vital components such as the CPU, RAM, video card,
motherboard, and input and output devices.
POST tests are not particularly thorough, but they represent the first line of defense, especially in
handling severe motherboard problems. If the POST test finds a problem which is severe enough
to keep the system from operating properly, it halts boot up of the system and produces audio

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beeps and/or error messages. You can find the meanings of these error signs in documentation
from the system manufacturer — this is often required for an accurate understanding of audio
beeps and messages. But if the POST fails, then at least you know the problem is hardware-
related.

The boot up process

Carefully watching the steps in the boot process can reveal a lot about the nature of problems in a
system. By doing this you can include or exclude various possible causes of faults. The absence
of one or more of the following during booting can indicate a fault:
 When power is applied, the power supply fan should work.
 The keyboard lights should flash as the rest of the system components are reset.
 A POST memory count and test should be seen.
 A BIOS message should be visible on the monitor.
 The floppy drive access light should come on briefly.
 The hard disk access light should come on briefly.
 An audible short beep should be heard.
 The floppy disk access light should come briefly before a check of the hard drive
starts.
 An operating system prompt, message, or logo should be visible.
By observing the above sequence you should be able to work out where the problem might be,
that is, isolate the fault. For instance, if any of the above steps (except the last one) fails in some
regard, then you know the problem is hardware-related.

Hardware toolkit
What equipment are you likely to need when carrying out the fault-finding? The most useful
tool, which you should never leave home without, is a good quality Philips-head screwdriver.
However, other tools in your hardware toolkit may include:
 screwdrivers — a full set and range of sizes

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  anti-static strap
 pointy-nose pliers
 multi meter
 known good components such as video card, cables, mouse, hard-disk drive, network
interface card (NIC), CD-ROM drive
 serial and parallel loop-back connectors
 boot disks
 a range of testing software for the loop-back plugs and NIC
 a POST card.

POST cards
A POST card is a device that plugs into an empty slot in the motherboard. When the system
boots up, the card runs a series of diagnostics. In some cases these cards replace the normal
functions of the BIOS. The great advantage of using these cards is that you do not have to resort
to software running off the hard drive or a floppy disk.
POST cards are normally used when systems are ‗dead‘, or when the system cannot read from
the hard drive or the floppy drive. Typically, a normal BIOS chip stops when there‘s a severe
error condition. POST cards can actually continue and go through a full testing cycle. Some
POST cards also come with a series of light emitting diodes (LEDs) that produce coded error
signals that you could interpret together with a manual. Other cards produce audio beep signals.
Diagnostic software
There is a wide range of diagnostic tools available that can help you identify all sorts of
computer problems. Generally, the diagnostic software used for testing system components
and/or performance falls into two categories:
 Generic
 Proprietary
Generic diagnostic software
The generic tools available are usually sold as software packages and are very limited. To
evaluate the usefulness of generic software you have to assume that the software supplier has
tested their software with all original equipment manufacturer (OEM) hardware and software

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you may want to test. This is hardly possible, so you should not be surprised when the results of
such packages fail to live up to expectations.
This is not to say the providers of these packages are supplying a defective product — just that
they can really only test the functionality of devices and systems functions known to the program
writers and this will exclude many proprietary devices. A good example of this would be
network interface cards (NICs).
Most of the generic diagnostic packages will probably be able to determine that the NIC is
installed in the system, however, if the exact functionality instructions of the NIC are not built
into the diagnostic software, an accurate result will probably not be achieved.
This is better understood when considering that the same NIC OEM may provide a different
diagnostics utility with each of many similar NICs. If the wrong version of the diagnostics utility
is tried with the wrong NIC, even the most basic loop-back test will often fail. This highlights the
need to pay close attention to the software provided by OEMs.
Another factor to consider is that general diagnostic software uses information gained from the
underlying operating system, which gains its information from the BIOS. This means that the
operating system (using its device driver) may not be able to accurately provide information on
the device.
If the information provided to the diagnostic software is not extremely accurate, then valid test
results are not a reasonable expectation.
For truly accurate testing of a device you should use the software provided by the manufacturer
or use specialized diagnostic software that can bypass the operating system all together.
1.1.4. Software tools
Propriety diagnostic software
If diagnostic software is operated on its own specially designed operating system, then direct
access (via the BIOS) to the hardware will likely yield accurate and thorough details. Having
unimpeded access to the low-level functions of the hardware means the diagnostic software is
able to run rigorous testing and reporting. After all, it‘s unlikely that rigorous memory testing
could be performed while there are several other programs currently running in memory.
Two examples of good diagnostic software are:
 Micro-Scope Diagnostic Suite from Micro2000 (http://www.micro2000.com/)
 PC Certify Lite from Pro Tech Diagnostics (http://www.protechdiagnostics.com/)
Common diagnostic tools
All operating systems come with utilities that are used for general checking, repair and reporting
of faults. Each operating system is different but they do have some tools in common such as hard
disk scanning tools, eg:
 Scandisk for Microsoft

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 fsck (file system check) for Unix clones like Linux
 Disk First Aid for Apple MacIntosh systems.
If your operating system supports it, then checking the device interrupts and input/output
addresses can locate problems associated with hardware conflicts, or apparent inoperative
hardware. For instance, you may have a sound card installed in a system but have difficulty in
getting the device to produce any sound, when you know the device is not faulty. You would
know the device operates correctly if you install it in another computer and can play audio.
When using any of the diagnostic tools, especially the disk checking utilities, the operator and
other system users must be considered. As hard drives have become larger in size, the time taken
to check them has also increased, to the point where it can take hours to fully complete some of
the diagnostics. These checks do need to be carried out regularly but should be programmed to
be done at a time outside usual working hours or by arrangement with the clients/users.
Leave a trail to follow
Apart from the use of diagnostic software (and a little trial and error) examining documentation
on past faults and their solutions can reveal a lot. To give two examples:
 The introduction of a new device (say a different brand of NIC) may bring with it some
configuration problems. If there is documented evidence of previous problems, together
with information on how the problem was solved, you can more efficiently remedy
similar problems. The remedy may come in the form of an automated configuration file
(script), or a decision to purchase less trouble-prone devices.
 The reports generated by some help desk software may indicate that a particular user
consistently experiences problems with certain devices, or software applications. This
information could then be used to reduce future incidents of support calls by providing or
recommending targeted training for that user. The term currently in use for this is ’just
in time training‘(JIT).
For this approach to work, you must leave a documented trail to follow. The main consideration
is to record and/or document all problems, changes made, and when they happened. The job is
not finished until the documentation is done. Documentation needs to be done in accordance
with standard organizational guidelines.
Finding more information
Experience, a logical approach and reviewing previously documented problems and solutions,
can form the backbone of being able to analyze and determine the cause of system faults.
However, there is always something new and no single person or group can form the only valid
source of good information. There will always be a need to perform some research as a result of
some fault or problem caused by hardware or software. The Internet provides other sources of
information that can be relied upon.
When you do research on the Internet, you should check the source of the information, and
bookmark (add to favorites) those that you consider valid and useful.

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1.2. Vendor documentation, peer organizations or research information
In the Research section of this Learning Pack you‘ll find many websites to carry out further
research of the topics discussed here, including hardware-related and software-related websites.

Manufacturers should be able to demonstrate that they have a commitment to environmental

good practice, and that their equipment has been designed with environmental impacts in mind.
Most ICT equipment available in the world is manufactured overseas, so there is limited
opportunity to influence the design of the equipment.
However, maintaining ICT equipment should require suppliers to provide information on the
steps being taken by the manufacturer to reduce the environmental impact of their products. In
some regions of the world, such as Europe and North America, governments are increasingly
regulating the manufacturing process to reduce waste.
Manufacturers are also starting to adopt Corporate Social Responsibility (CSR), which
recognizes an obligation to consider the interests of customers, employees, shareholders,
communities, and ecological considerations in all aspects of their operations. This obligation is
seen to extend beyond their statutory obligation to comply with legislation.

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The Eco-Management and Audit Scheme (EMAS) is the EU voluntary instrument which
acknowledges organizations that improve their environmental performance on a continuous
basis. EMAS registered organizations are legally compliant, run an environment management
system and report on their environmental performance through the publication of an
independently verified environmental statement. They are recognized by the EMAS logo, which
guarantees the reliability of the information provided.
Fewer toxic components In January 2003 the European Parliament and the Council of the
European Union issued a RoHS (Restriction of Hazardous Substances) Directive 2002/95/EC on
the restriction of the use of certain hazardous substances in electrical and electronic equipment,
and Directive 2002/96/EC on waste electrical and electronic equipment.
The two directives were designed to tackle the fast-increasing waste stream of electrical and
electronic equipment. Directive 2002/96/EC requires increased recycling of electrical and
electronic equipment to limit the total quantity of waste going to final disposal.
It also requires producers to take responsibility for taking back and recycling electrical and
electronic equipment. This is intended to provide incentives for manufacturers to design
electrical and electronic equipment in an environmentally more efficient way, which takes waste
management aspects fully into account. Consumers should be able to return their equipment free
of charge.
In order to prevent the generation of hazardous waste, Directive 2002/95/EC requires the
substitution of various heavy metals (lead, mercury, cadmium and hexavalent chromium) and
brominated flame retardants (polybrominated biphenyls [PBB] or polybrominated diphenyl
ethers [PBDE]) in new electrical and electronic equipment put on the market from 1 July 2006.
The directive does, however, provide for some exemptions, including lead in the glass of CRTs
and mercury in lamps for flat-panel displays. Although RoHS compliance has not been legislated
in New Zealand, many other countries are following the European Union‘s lead, some with
their own variations (as in China), and it is widely expected that RoHS will become a world-
wide standard. There is no recognized logo for RoHS but manufacturers have chosen their own
way to display compliance with the EU RoHS Directive.

 Using recycled content

In 1999 a computer supplier announced the world‘s first desktop PC using 100 per cent
recycled plastic in all the plastic parts. However, it appears this was not commercially
sustainable, and the company‘s 2006 Corporate Responsibility Report states that 28 per cent (by
weight) of all plastic resins contain recycled plastic content, with a net recycled plastic content
weight representing 8.1 per cent of total purchases (against a corporate goal of 5 percent).10 The
EU RoHS Directive precludes the use of some recycled materials because of the use of
substances such as flame-retardant bromides.
 Some Examples of hard wares include:
 LCD display screens

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Liquid crystal displays (LCDs) consume about half the power of an equivalent-sized cathode ray
tube (CRT) screen. LCDs also have direct user benefits in terms of saving desk space, and they
are better for your health.
CRT monitors radiate three electron beams that are continually refreshing the entire screen 60 to
85 times each second. Although your brain doesn‘t register the constant refreshing, your eyes
do, and they have to work harder to absorb the information. LCD monitors don‘t refresh in this
way: pixels are constantly on or off, which greatly reduces eye fatigue and strain. An LCD
monitor also generates less heat than a CRT, lessening the air conditioning loads in an office.
 Desktop printers
Desktop printers, while convenient for users, can be costly to maintain and operate. On the other
hand, when printers are networked and shared among groups of users (the most common
scenario), no one is responsible for turning them off at night. Current good practice is to
consolidate printing functions into networked MFDs that are deployed on the basis of one per
floor.
As noted above, MFDs have good power management tools and duplex printing (both sides) can
be set as a default. Desktop printers typically have less functionality than MFDs and only more
recent models have started to provide duplex printing as a default option. The Ministry for the
Environment provides sustainability guidelines for office consumables such as paper and ink
cartridges.
1.1.5. Impact of ISO on ICT
In the 1980s ISO began the work of devising ―process‖ standards, specifically the ISO 9000
Quality Management System standards. Firms in the ICT industry want to become ISO certified
in order to improve their business practices and retain business with certain customers. More
than 90% of ICT companies worldwide work within the needs of standardization. The term
standardization is used in ICT companies to measure the quality of their services.
Applying ISO in ICT companies is considered to be significant in that it allows these companies
to implement the total quality management (TQM) strategy to improve their organizational
performance (Magd, 2006).
ICT practices have used many ISO standards such as ISO 9001 QMS, ISO 20000 ITSM, ISO
27001 ISMS and other standards. For example, ISO 9001 QMS helps bring out the best in
organizations by enabling people to understand the processes of delivering products/services to
customers.
 ISO’s Quality Management System
is a model for continual improvement and customer satisfaction, and any organization looking to
improve how it functions or does business can use it, regardless of size or sector. ISO 20000
ITSM promotes the adoption of an integrated process approach for effectively delivered
managed services to meet business and customer requirements. To take another example, ISO
27001 ISMS provides information to responsible parties for establishing, implementing,
operating, monitoring, reviewing, maintaining and improving a documented Information

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1.3. User Requirement
Security Management Systems (ISMS). It also designed to ensure adequate security controls that
protect information assets, document ISMS and give confidence to customers and interested
parties.

The User Requirement document is a specification of requirements from the user point of view,
and its contents are thus essentially non-technical.

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It is not mandatory for the specification to include any technical elements. However, the users
often do have technical requirements, and when they do such requirements have to be included in
the User Requirement document. But even then they must be presented so as to be capable of
being understood by the non-technical reader. The users will usually rely upon the services of
appropriate technical advisors to help in the specification of such requirements.

 Hardware requirements

If hardware is to be supplied, it warrants its own detailed requirements section. This should
specify requirements in a little or as much detail as the users care about the matter. A minimal
specification might be concerned just with the general nature, capacity and performance of the
equipment to be provided. But the defined requirements might even, for reasons of compatibility
or standardization, go so far as to specify particular makes and models of equipment, if that is
what the user community wants.

1.1.6. Business requirements

Business requirements, also known as stakeholder requirements specifications (StRS), describe
the characteristics of a proposed system from the viewpoint of the system's end user. Products,
systems, software, and processes are ways of how to deliver, satisfy, or meet business
requirements

Confusion arises for three main reasons.

 A common practice is to refer to objectives, or expected benefits, as 'business

requirements.'

 People commonly use the term 'requirements' to describe the features of the product,
system, software expected to be created.

 A widely held model claims that these two types of requirements differ only in their level
of detail or abstraction — wherein 'business requirements' are high-level, frequently
vague, and decompose into the detailed product, system, or software requirements.

Such confusion can be avoided by recognizing that business requirements are not objectives, but
rather meet objectives (i.e., provide value) when satisfied. Business requirements what’s do not
decompose into product/system/software requirement how’s. Rather, products and their
requirements represent a response to business requirements — presumably, how to satisfy what.
Business requirements exist within the business environment and must be discovered, whereas
product requirements are human-defined (specified).

Business requirements are not limited to high-level existence, but need to be driven down to
detail. Regardless of their level of detail, however, business requirements are always business
deliverable what’s that provide value when satisfied; driving them down to detail never turns
business requirements into product requirements.

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In system or software development projects, business requirements usually require authority
from stakeholders. This typically leads to the creation or updating of a product, system, or
software. The product/system/software requirements usually consist of both functional
requirements and non-functional requirements. Although typically defined in conjunction with
the product/system/software functionality (features and usage), non-functional requirements
often actually reflect a form of business requirements which are sometimes considered
constraints. These could include necessary performance, security, or safety aspects that apply at a
business level.

Business requirements are often listed in a Business Requirements Document or BRD. The
emphasis in a BRD is on process or activity of accurately accessing planning and development of
the requirements, rather than on how to achieve it; this is usually delegated to a Systems
Requirements Specification or Document (SRS or SRD), or other variation such as a Functional
Specification Document. Confusion can arise between a BRD and a SRD when the distinction
between business requirements and system requirements is disregarded. Consequently, many
BRDs actually describe requirements of a product, system, or software.

 Benefits of Business Requirements

Table 1.2. Business Requirements

Description

Reduce Project failure Structured explanation of a business process or method

defined early in the life cycle helps reduce project failures
that occur due to misaligned or misrepresented requirements
leading to failure of user expectations.

Connect Broader business goal Well-defined business requirements help lay out a project
charter, a critical to step in executing business strategy or
business goals, and to take it to the next logical step of
developing it into an IT system. This helps monitoring overall
project health and provides for positive traction with key
project stakeholders including sponsors.
Consensus creation and collaboration The benefit of a structured format typical of business
requirements documentation helps create positive consensus
and better collaboration where the business stakeholder group
might be a large cross-functional team, distributed
geographically.

Saves costs Good quality of business requirements when captured early

on not only improves success of a project but also save
overall costs associated with change requests, and related
investments in training, infrastructure, etc.

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1.4. Documentation of maintenance procedure

 Difficulties of Business requirement

Business requirements are often prematurely hardened due to the large stakeholder base involved
in defining the requirements, where there is a potential for conflict in interests. The process of
managing and building consensus can be delicate and even political by nature. A lesser
challenge, though common, is that of distributed teams with stakeholders in multiple
geographical locations. It is natural that sales staff is closer to their customers, while production
staff is closer to manufacturing units; finance and HR, including senior management are closer to
the registered headquarters. A system for example that involves sales and production users may
see conflict of purpose – one side may be interested in offering maximum features, while the
other may focus on lowest cost of production. These sorts of situations often end in a consensus
with maximum features for a reasonable, profitable cost of production and distribution.

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A maintenance procedure is only as good as its measurement data. Poor data may be worse
than no data at all because poor data may lead to the wrong analysis, resulting in working on
the wrong thing.
One of the best ways to help ensure good data collection is to have well-written procedures.
Plants often fail to see the importance of having well-written procedures for most tasks and
especially for tasks seemingly as simple as data collection.

Why are Standard Maintenance Procedures Necessary?

 To protect the health and safety of employees.
 To help ensure that everyone performs a task to the same degree of precision.
 To save time when performing a task.
 To help ensure that standards and regulations are met.
 To minimize the effects of personnel turnover.
 To increase equipment reliability.
 To serve as a training document.
 To help document the equipment management procedure.
 To help protect the environment.
 To provide a basis for accident investigation

What Information Should be contained in a Standard Maintenance Procedure?

 Formal title and document number.
 A statement reading: "Read all of the steps in this standard maintenance procedure before
beginning work."
 Personal protective equipment (PPE) required to do the job.
 All safety and environmental hazards to be aware of while doing the job.
 A detailed list of steps for performing the job or task.
 A complete list of tools and materials for doing the job.
 References to other documents needed to perform the job.
 Photos and diagrams where needed to explain job steps.
 Measurements, standards and tolerances in the standard maintenance procedure steps.
 Any other important information that may help the worker complete the task in a
satisfactory manner.
 A definition of skills required for performing the job.

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  Hours required to perform the job.
 Number of people required to perform the job.
 Required frequency of performing the job.
 Preparation and revision dates.
 Approval and review signatures.
 Space to provide feedback as to the accuracy and effectiveness of the standard
maintenance procedure.
Feedback is critical to the success of SMPs. In order for SMPs to be effective and accurate, a
formal feedback mechanism should be supplied to the job performer. The SMP should be
updated when feedback reveals mistakes or more effective ways to perform the job. Poorly
written SMPs are unsafe and largely ineffective.
Who should write standard maintenance procedures?
 A person who has some training in writing SMPs and who knows his or her
company's SMP writing procedure. (Yes, there should be a procedure for writing
procedures.)
 A person knowledgeable about the safety and environmental hazards involved.
 The writer should seek input from the trained job performer or subject matter experts
who will be using the SMPs. It is a good idea to get the job performer to write the
rough draft because you will get buy-in from the SMP users. A person is much more
likely to use something that they helped to develop as opposed to something that was
developed without his or her input.
What are the rules for writing standard maintenance procedures?
 The burden of written communication is on the writer, not the reader. The goal is to
serve the user.
 The first writing is a rough draft and will need to be reviewed and tried before being
published.
 Use numbered line items and avoid paragraphs (one item per step).
 Keep wording short and precise.
 List steps in proper sequence. The job should flow in natural order.
 Use step check-offs where useful.
 Have the job performer enter quantitative values; it is even better than check-offs.
 Target elementary-grade reading level (fourth or fifth grade) if possible, given the
nature of the procedure being written. A reading skill commensurate to the minimum
qualifications for performing the job itself is assumed.

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  Use graphics where needed to clarify meanings. A picture really is worth a thousand
words.
 Keep verbiage consistent. Don't change equipment names from step to step.
 Begin each step with a verb if possible. For example: Step 13 - Remove coupling
guard.
 If jobs involve too many steps, break the job into sections such as Motor Removal
Section and Gear Unit Removal Section

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Self-Check 1 Written Test

Name: Date:

Instruction: Answer all the questions listed below, if you have some clarifications- feel
free to ask your teacher.
A. Choose the correct answer from the given alternatives
1. Reasons why a computer might hang each time a specific software application is run
A. corrupted file C. hard disk failure
B. an incorrect installation D. All
2. During Power supply checking which question is correct?
A. Is the plug inserted snugly into the computer?
B. Is the power cord plugged into an appropriate wall power outlet?
C. Is the wall power outlet working?
D. All
3. Among the following which one is diagnostic tool?
A. Scandisk for Microsoft
B. fsck (file system check) for Unix clones like Linux
C. Disk First Aid for Apple MacIntosh systems
D. All
4. Which one is not hard ware toolkit?
A. Screwdrivers C. Anti-static strap
B. Anti-virus D. All
B. Write True if the statement is Correct and False if the statement is Incorrect
1. The Eco-Management and Audit Scheme (EMAS) is the EU voluntary instrument which
acknowledges organizations that improve their environmental performance on a continuous
basis.
2. Liquid crystal displays (LCDs) consume about half the power of an equivalent-sized cathode
ray tube (CRT) screen.

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3. CRT monitors radiate three electron beams that are continually refreshing the entire screen 60
to 85 times each second.
4. CRT monitor generates less heat than a LCD, lessening the air conditioning loads in an office.

C. Fill the blank

1. ________________ is also known as stakeholder requirements specifications.

2. ________________ Document is a specification of requirements from the user point of

view, and its contents are thus essentially non-technical.

3. ________________ Rule is used for writing standard maintenance procedures?

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2.1. Maintenance operation

Unit Two: Revision of appropriate practices

This unit to provide you the necessary information regarding the following content coverage
and topics:
 Maintenance operation
 Service-Level Agreements
 Change Assessment
 Design and implementation of Improved maintenance procedure
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Review and Monitor Maintenance operation
 Identify Problem areas to meet service-level agreements and considering changes
 Assess Changes in consultation with appropriate person
 Design and implement Improved maintenance procedure

The Monitoring Maintenance Lifecycle (MML) is a monitoring development process to reduce

maintenance costs and increase reliability of IT infrastructure concerning service recovery
related problems. It is based on the classical Waterfall model.
Monitoring Maintenance Lifecycle are methods and standards for improving and mastering
maintenance processes, supporting processes and management processes throughout the
monitoring lifecycle.
After the procedure is implemented to the organization its progress is measured and its benefit is
compared with the previous maintenance mechanism used by that organization.

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2.2. Service-Level Agreements

A service-level agreement (SLA) is a contract between a service provider and its internal or
external customers that documents what services the provider will furnish and defines the
service standards the provider is obligated to meet
 Why are SLAs important?
Service providers need SLAs to help them manage customer expectations and define the
circumstances under which they are not liable for outages or performance issues. Customers
can also benefit from SLAs in that they describe the performance characteristics of the service,
which can be compared with other vendors' SLAs, and also set forth the means for redressing
service issues -- via service credits, for example. For a service provider, the SLA is typically
one of two foundational agreements it has with customers. Many service providers establish a
master services agreement to establish the general terms and conditions in which they will
work with customers. The SLA is often incorporated by reference into the service provider's
master services agreement. Between the two service contracts, the SLA adds greater specificity
regarding the services provided and the metrics that will be used to measure their performance.
 What goes into an SLA?

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2.3. Change Assessment
In broad terms, an SLA will typically include a statement of objectives, a list of the services to
be covered by the agreement and will also define the responsibilities of the service provider
and customer under the SLA.
The customer, for example, will be responsible for making a representative available to resolve
issues with the service provider in connection with the SLA. The service provider will be
responsible for meeting the level of service as defined by the SLA. The service provider's
performance is judged according to a set of metrics. Response time and resolution time are
among the key metrics included in an SLA, since they relate to how the service provider deals
with a service interruption.
 Penalties: Repercussions for breaking terms

In addition to establishing performance metrics, an SLA may include a plan for addressing
downtime and documentation for how the service provider will compensate customers in the
event of a contract breach. Service credits are a typical remedy. Here, the service provider
issues credits to the customer based on an SLA-specified calculation. Service providers, for
example, might provide credits commensurate with the amount of time it exceeded the SLA's
performance guarantee.
A service provider may cap performance penalties at a maximum dollar amount to limit
exposure.
The SLA will also include a section detailing exclusions, that is, situations in which an SLA's
guarantees -- and penalties for failing to meet them -- don't apply. The list might include events
such as natural disasters or terrorist acts. This section is sometimes referred to as a force
majeure clause, which aims to excuse the service provider from events beyond its control.
Who needs a service-level agreement?
SLAs are thought to have originated with network service providers, but are now widely used
in a range of IT-related fields. Companies that establish SLAs include IT service providers,
managed service providers and cloud computing service providers. Corporate IT
organizations, particularly those that have embraced IT service management (ITSM), enter
SLAs with their in-house customers -- users in other departments within the enterprise. An IT
department creates an SLA so that its services can be measured, justified and perhaps
compared with those of outsourcing vendors.

Why change is required in some system?

Changes are often implemented in an organization if something is not functioning correctly, or if
production or quality is not at the expected level. After a change has been implemented, the
organization needs to analyse and assess the change to determine if it has produced negative or
positive results.
2.1.1. Possible Indicators for Assessing changes Maintenance procedures
 Are equipment and infrastructure reliable?
- How many maintenance incidents were there per workstation/server during the current
academic year (by cause, category, and location)?

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2.4. Design and implementation of improved maintenance procedure
- What was the average number of downtime hours per workstation/server during the
current academic year?
- What is the average number of calls to help desk/tech-support services per
workstation/server?
- What is the average elapsed time between the receipt of a call to the help desk and the
response call to the end user?
- What is the average elapsed time between the initial response call and the notification of
problem resolution?
 Are appropriate preventive maintenance procedures in place?
- Has a preventive maintenance schedule been established?
- Has a preventive maintenance checklist been provided to all end-users?
- Has access to frequently asked questions (FAQs) been provided to support staff and end
users alike?
- Has access to user manuals been provided to end users?
- Are file backup procedures in place?
- Are disaster recovery procedures in place?
 Are update and replacement procedures in place?
- Has a replacement/upgrade schedule been established for hardware?
- Has a replacement/upgrade schedule been established for software?
 Are diagnostic and repair resources available?
- Is help desk support software available (e.g., trouble ticketing, resolution tracking)?
- Is diagnostic software available (as appropriate)?
- Are appropriate repair instruments/tools available on school premises?
- Are basic replacement parts in stock?
2.1.2. Establishing Maintenance Plans

Automobile manufacturers recommend having an engine tuned and oil changed regularly to keep
a car running as efficiently as possible. Similar maintenance is required of a computer system. It
is best not to wait until problems arise-avoid problems in the first place! An organization can
carry out much of its own routine, preventive maintenance (e.g., checking database size, purging
outdated records, and deleting idle user accounts), but in spite of efforts to deliver a high-quality
preventive maintenance program, problems will still occur. To deal with them, many
organizations have maintenance agreements with outside contractors for fix-it-when-it-breaks
service, particularly for hardware. The key factors in these agreements are response time to a
trouble call and the availability and proximity of spare parts. In other words, planners need to
know how long it will take to get the problems fixed when (not if) they arise.

When a maintenance program is successful, every area of the company is positively affected.
Today, top organizations are reaping the benefits from implementing well- designed and

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managed reliability programs. By implementing the following things you can improve your
maintenance procedures
Learn the 12 elements of effective reliability management. Be sure your organization
understands these important elements and the impact they have on performance – starting at the
very top. Without this leadership focus for your maintenance program, nothing else matters.
Track maintenance metrics. Using metrics and KPIs, maintenance organizations can efficiently
manage maintenance activities and focus improvement initiatives on driving value.
Employ maintenance planning and scheduling. With effective planning, work can be
completed with the least interruption to operations and the most efficient use of maintenance
resources.
Consider an operator-driven reliability program. Without the ownership of your equipment
in the operator’s hands, it’s difficult to be reliable. Using a well-planned approach involving
all employees, equipment reliability will have a direct, positive impact on your bottom line.
Improve basic work systems. Many organizations spend too much time searching for new
reliability and maintenance concepts, and very little time on implementing and improving what
they just started.
Use joint reward systems to drive results. If an organization is serious about a closer
integration between departments, the rewards systems must be designed to drive everybody’s
actions and performance toward the same goal and rewards.
Construct your maintenance plan. Creating a maintenance plan is generally not difficult to do.
But creating a comprehensive maintenance program that is effective poses some interesting
challenges. What makes the difference between an ordinary maintenance plan and a good,
effective preventive maintenance program?
Listen to your equipment. Do you listen to your motors complaining about overload? Do you
see your pump packing crying a flood? Do you hear your bearings whine about contaminated
lubricants? Do you notice your steam system coughing excessive condensate and complaining
about strained elbows?
Stop rewarding failure. Managers can talk all day about the organization’s desire to be
proactive, improve reliability, reduce costs, etc. But people don’t pay attention to what you say;
they pay attention to what you do. If you talk “reliability” but pay and recognize for failure,
guess what you’ll get? What gets rewarded gets done, period.
Target the 60 percent. On average, 30 percent of all preventive maintenance activities do not
add value and should be eliminated. Another 30 percent of these activities could be replaced with
condition-monitoring technologies and a predictive maintenance approach.
Go all-in with condition-based monitoring. There is little to no payback from using one or two
condition- monitoring technologies – or applying CBM to a small amount of your assets and
hoping it will evolve into a successful program.
More accurately estimate labour hours. Experience shows that the best labour estimates are
routinely off as much as 100 percent. A job estimated to take five labour hours might take as
many as 10 hours or as few as two.
Get the right leaders on-board. Corporate reliability leaders say that if they could do it over
again, they’d spend more time choosing the right people for key leadership positions. With the
right leadership in the right areas pushing the right things, you have success.

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Employ a multi-tool approach for more savings. The preventive maintenance team at
American Axle and Manufacturing addressed an issue found during a routine preventive
maintenance work order using multiple condition monitoring tools.
Build a detailed and accurate equipment list. Despite what you may have heard, the
foundation of a successful reliability program is a list – a detailed, accurate equipment list
ideally recorded in your CMMS software. It contains the vital information you need to design,
develop and engineer your maintenance program from the ground up.
Never accept “good enough”. In a maintenance improvement process, there are several areas
where there is always a desire or undercurrent to shortcut the process.
One of the most important actions of maintenance and reliability leadership is to expect and set
the environment to allow the entire organization to practice “Good Enough Never Is” every
day.
Improve work processes. Operating practices are a vital part of any preventive maintenance
program. Good practices prevent failures. Poor practices encourage failures. This article
discusses sample business practices that must be implemented to improve overall plant
reliability.
Use the right predictive maintenance metrics. What gets measured gets improved. Or
conversely, what doesn’t get measured never will be improved. Tracking and reporting on key
metrics lets you focus squarely on the behaviour changes you want.
Create a clear, concise vision. One of the first responsibilities of leadership is to provide a
simple, clear view of what the future can and should look like. Having a clear, concise vision to
improve your plant is important. This vision must be simple and visible.
Learn root cause analysis techniques. When a reliability problem arises, most organizations
either address it at the symptomatic level or seek immediately to lay blame on a person or group.
Root cause analysis is a systematic process for understanding and addressing the underlying
causes of a problem.
Look, listen, feel, smell. Regardless of whether you're doing inspections with handheld
computers or a paper system, can trend data or not, or have key performance indicators or not,
you won't be successful unless your people can do quality inspections on equipment.
Decide on a lubrication staffing model. The question of who in an organization should be
responsible for day-to-day machinery lubrication tasks is common. Learn the three most
common organizational structures and create your own.
Create a planned backlog. The first maintenance scheduling principle is the prerequisite of
having a planned backlog. Learn how to prepare and use a schedule as a control standard to
improve maintenance productivity.
Use Reliability-centered Maintenance analysis. A Reliability-Centered Maintenance analysis
should be viewed as a serious exercise for your business. An RCM analysis is an investment that
takes time, resources and money to complete, but is worth the effort.
Implement Total Productive Maintenance in 12 steps. Implementing TPM using these 12
steps will start you on the road to “zero breakdowns” and “zero defects.” Achieving 100
percent reliability takes discipline and teamwork.

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Break out of maintenance budget jail. If you are in budget jail and have tried to get out by
preaching reliability to the people above you but have made little headway, here is a plan to
break you out.
Learn the value of “P”. Point P on the P-F Curve is where a defect enters a machine. At some
time in the future, this will cause a functional loss of some kind. As a defect lingers in a machine,
the machine functionality decreases over time. At some point in the future, Point F, total failure
of the machine occurs.
Create an equipment bill of materials. An equipment bill of material lists all the components
of an asset, including its assemblies and subassemblies. With a reliable equipment bill of
materials, a planner can determine exactly what parts are needed. And in an emergency, it
provides valuable information to craftsmen and others to ensure that the right parts are identified
and procured.
Use P-F intervals to map and avert failures. The P-F interval is a valuable piece of
information for any maintenance team, and you don't need special education to use it. The use of
P-F intervals in determining the right maintenance to perform at the right time need not be
confined to RCM.
Consider a continuous monitoring system. Continuous monitoring is the application of
dedicated devices for collecting predictive maintenance-style data to aid in a condition
monitoring program. With each passing year, this technology gets cheaper, and the desire for
more complex and more robust monitoring gets larger.
Build a strong relationship with operations. To get better at maintenance, you must get better
at building a positive relationship with operations. To achieve maintenance excellence, you must
have an excellent relationship. This means having maintenance in full alignment with the larger
goals of your operations and your company.
Quantify the cost of a functional failure mode. What is the real cost of a failure?
Unfortunately, we don't know until after the failure has occurred - and reliability is about
avoiding the failure.
Develop standard maintenance procedures. Plants often fail to see the importance of having
well-written procedures for most tasks. This article discusses the importance of having good
procedures and presents the details needed to develop well-written standard maintenance
procedures.
Manage assets by criticality. Through proper construction of the criticality analysis model,
reliability engineering will be able to illustrate what reliability enhancements must be made to
manage criticality, thus improving their ability to manage assets by criticality.
Teach operators the “Should-Actual Five-Whys” method. Operators in a reliability-focused
culture should have a questioning attitude and be very observant. The inclusion of the S-A-
5Whys tool in their skill set will benefit the organization by the early identification and
resolution of problems, leading to increased asset reliability.
Get more out of your EAM. All EAM systems contain the same basic capabilities in support of
your maintenance program. They are like any other software package – their success depends on
how they are implemented and, more importantly, how they are used.
Optimize outages with effective task planning. Outages can have elaborate schedules, but
often are unsuccessful due to ineffective advanced planning, which results in inefficient work

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execution and outage schedule overruns. Outages can only be successful when the outage work
is planned effectively before the work is scheduled and/or started.
Put multiple CBM tools to use. It is essential to understand how equipment performs in a
facility and to be able to predict and prevent failures before they happen. The results of the
combination of condition-based monitoring technologies will give the reliability engineer an
even greater confidence when communicating to management when an asset is approaching an
impending failure.
Apply the correct maintenance strategies. True reliability is achieved when the most cost-
effective methods are applied to the assets in your plant, thereby maximizing reliability with the
minimum total cost to the business.
Benchmark your lubrication program. Benchmarking provides a much-needed scorecard for
areas of lubrication that may not be obvious or often considered for improvement. It is true that
we “don’t know what we don’t know”.
Detect machine problems early. This massive list of inspection items will allow you to detect
problems early, and hopefully eliminate downtime and/or reduce maintenance costs.
Remove process bottlenecks. If your process bottlenecks are linked closely to the maintenance
and reliability of your equipment, it is most likely you have a highly reactive maintenance
organization. To move from a primarily reactive regime, significant focus must be placed on
developing and deploying systems that move the organization toward being proactive.
Optimize PM tasks. Unfortunately, most preventive maintenance tasks lack the detail that will
provide quantitative data for equipment history, and they are written without considering failure
modes. The solution is to practice Preventive Maintenance Optimization (PMO), using all
aspects to write PM procedures that are value added, comprehensive, repeatable, organized, and
specify a correct duration and interval of execution.

Create a lean and effective oil analysis program. Oil analysis is a powerful tool in a
maintenance program. This case study presents alternatives to expensive in-house test
equipment, good utilization of outside labs, oil storage solutions, methods of reporting findings
to further the program, and selling the program to upper management as well as to operations
and maintenance.
Put maintenance checklists to use. While most groups will say they have checklists, requiring
their use and the accountability are often major factors for success. In your organization, what
processes do you have in place to ensure that people use maintenance procedures and checklists?
Avoid the 5 biggest risks. Asset management is an integrated approach to optimizing the life
cycle of your assets, beginning at conceptual design, through to usage, decommissioning and
disposal. By acknowledging and paying attention to these five primary risks to effective asset
management, you can put in place plans to mitigate the effects these might have on their
program.
Give maintenance technicians equipment ownership. How do you strike a balance between
equipment ownership and building the skills through cross training, and having the ability to get
the work done all the time? Is it based on the culture of the organization?

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Be smart about kitting. Kitting for maintenance crafts to perform their tasks is one of the easier
and more effective ways to allow quality completion of the job with minimal productivity
impact, especially when accompanied by a well-planned and functionally scheduled job.
Work towards zero failures. Experiences and data show that zero failures are possible in a
maintenance program. As someone once said, “If you think you can’t, you’re probably right.
If you think you can, you’re probably right.”
Manage the change process. The most difficult but most beneficial aspect of leading a
maintenance and reliability improvement effort is managing the change process in organizations.
The behaviour change process from a reactive state to a proactive state is a challenging transition
for any maintenance program.

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Self-Check 2 Written Test

Name: _________________________________ Date: _______________________

Instruction: Answer all the questions listed below, if you have some clarifications- feel free to
ask your teacher.
I. Write True if the statement is Correct and False if the statement is Incorrect
1. The Monitoring Maintenance Lifecycle is a monitoring development process to reduce
maintenance costs.

2. Monitoring Maintenance Lifecycle are methods and standards for improving and
mastering maintenance processes.

3. Maintenance Lifecycle is based on bone fish model.

4. Changes are often implemented in an organization if something is functioning correctly.

5. After assessment is take place the next step will be analysis

II. Choose the best answer

1. One of the following is Possible Indicators for Assessing changes Maintenance
procedures

A. Are equipment and infrastructure reliable?

B. Are appropriate preventive maintenance procedures in place?
C. Are update and replacement procedures in place?
D. All
III. Explain the Following
1. Apply the correct maintenance strategies

2. Remove process bottlenecks

3. Optimize PM tasks

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 1.1. Identification of warranty
status

Unit Three: IT system components maintenance

This unit to provide you the necessary information regarding the following content coverage
and topics:
 Identification of warranty status
 System architecture and configuration
 Critical components and document recommendations
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Determine and documenting Warranty status
 Review System architecture and configuration documentation
 Identify Critical components and document recommendations

• General: Legally binding assurance (which may or may not be in writing) that a good or
service is, among other things, fit for use as represented, free from defective material and
workmanship, meets statutory and/or other specifications. A warranty describes the
conditions under, and period during, which the producer or vendor will repair, replace, or
other compensate for, the defective item without cost to the buyer or user. Often it also
delineates the rights and obligations of both parties in case of a claim or dispute.
• Contracting: Expressed or implied undertaking that a certain fact regarding the subject
matter of a contract is, or will be, true.
Unlike conditions (the central points), warranties are deemed incidental points, and a breach
of warranty is usually not a valid reason for voiding a contract but it entitles the aggrieved
party to damages. See also in nominate term and intermediate term.
• Insurance: Written pledge by the insured party that a specified condition exists or does
not exist. Breach of warranty entitles the insurer to treat the insurance contract as void even if
the actual loss is unaffected by the breach. See also representation.

ICT equipment companies guarantees that all the products undergo backbreaking quality
control testing before delivery and installation. In the event that any product of these
manufacturers is found to be defective, the company will provide service for product repair
and/or component replacement as may be necessary within the warranty period as per the
terms mentioned here under.

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1.2. System architecture and
configuration

Give general description of the system, from the point of the user:
• In what environment it works (home, near patient bed, operating rooms .)
• Who the users are
• What it is for
• The main functions
• The main interfaces, input and outputs
If your software is integrated in a large system, you may reference a document that
describes this system.
 Physical architecture overview
Describe the hardware components on which software runs and their
interactions/relationships
Use components diagrams, deployment diagrams, network diagrams,
interface diagrams…
 Hardware Component description
Describe the content of each hardware component in the architecture
- Its identification
- The purpose of the component
- The software component it receives
- Its technical characteristics: type of machine, CPU, RAM, disk and so on.
- Its network hardware interfaces
 Logical architecture overview
- Describe the top level software components and their interactions/relationships.
- Use UML package diagrams and/or layer diagrams and/or interface diagrams.
- Describe also the operating systems on which the software runs.
 Software Component description
Describe the content of each top-level software component in the architecture the
description should contain:
- Its identification
- The purpose of the component,
- Its interfaces with other components,

- Its network interfaces,

The hardware resources it uses, for example: average RAM usage, peak RAM usage and
peak frequency and duration, disk space for permanent data, disk space for cache data,
average CPU usage, peak CPU usage and peak frequency and duration
 Software SOUP
If you use SOUP (Software of Unknown Provenance), list them here. For each SOUP,
describe:
- Its identification and version

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 - Its purpose
- Where it comes from: manufacturer, vendor, university
- Whether it is maintained by a third party or not If this is an executable,
- What are the hardware / software resources it uses
- Whether it is insulated in the architecture and why
- Its interfaces and data flows
- Which SOUP functions the software uses
- How the SOUP is integrated in the software
- What hardware/software resources it requires for proper use
Note: have a look at FDA Guidance « Off-The-Shelf Software Use in Medical Devices »
to determine if you need specific or special documentation for your COTS.
If there is a list of known bugs on your COTS, you may add here this list with a review of
their consequences in terms of software failure and patient safety. If there are concerns
about known bugs, they should be treated by the risk analysis process.
3.1.1. Dynamic behaviour of architecture
The architecture was designed to answer to functional requirements.
For each main function of the system, add a description of the sequences / data flow that
occur.
Use sequence diagrams, collaboration diagrams

Workflow / Sequence 1
Describe here the workflow / sequence of a main function
For example, the user queries data, what happens, from his terminal to the database?
Workflow / Sequence 2
Repeat the pattern for each main function of the system
3.1.2. System architecture capabilities
Describe here the rationale of the hardware / software architecture in terms of
capabilities:
- Performances (for example response time, user mobility, data storage, or any
functional performance which has an impact on architecture)
- User / patient safety
- Protection against misuse
- Maintenance (cold maintenance or hot maintenance),
- Adaptability, flexibility
- Scalability, availability
- Backup and restore
- Hardware and Software security: fault tolerance, redundancy, emergency stop,
recovery after crash
- Administration,
- Monitoring, audit

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 1.3. Critical components and document
recommendations
- Internationalization
3.1.3. Network architecture capabilities
If the medical device uses/has a network, describe here the rationale of the hardware /
network architecture:
- Bandwidth
- Network failures
- Loss of data
- Inconsistent data
- Inconsistent timing of data
- Cyber security (see FDA Guidance on Cyber Security of networked medical
devices)

Risk analysis outputs

If the results of risk analysis have an impact on the architecture, describe here for each
risk analysis output what has been done to mitigate the risk in the architecture.
Use diagrams if necessary, like architecture before risk mitigation and architecture after
risk mitigation, to explain the choices.
Human factors engineering output

If the results of human factors analysis have an impact on the architecture, describe here
for each risk human factors output what has been done to mitigate the risk in the
architecture.

3.1.4. Definition of Critical Components

Critical Components means a component or system of components that, due to their importance
in the continued proper operation of the device, have been designated by the manufacturer as
requiring special fabrication, maintenance, inspection or operation. To document
recommendations first of all we must identify the critical components and software from the
followings.

 Computer hardware

This is the physical technology that works with information 66. Hardware can be as small as a
smart phone that fits in a pocket or as large as a supercomputer that fills a building. Hardware
also includes the peripheral devices that work with computers, such as keyboards, external disk
drives, and routers. With the rise of the Internet of things, in which anything from home
appliances to cars to clothes will be able to receive and transmit data, sensors that interact with
computers are permeating the human environment.

 Computer software

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The hardware needs to know what to do, and that is the role of software. Software can be divided
into two types: system software and application software. The primary piece of system software
is the operating system, such as Windows or iOS, which manages the hardware’s operation.
Application software is designed for specific tasks, such as handling a spreadsheet, creating a
document, or designing a Web page.

 Telecommunications

This component connects the hardware together to form a network. Connections can be through
wires, such as Ethernet cables or fibber optics, or wireless, such as through Wi- Fi. A network
can be designed to tie together computers in a specific area, such as an office or a school,
through a local area network (LAN). If computers are more dispersed, the network is called a
wide area network (WAN). The Internet itself can be considered a network of network.

Self-Check 3 Written Test

Name: _________________________________ Date: _______________________

Instruction: Answer all the questions listed below, if you have some clarifications- feel free to
ask your teacher.

I. Write True if the statement is Correct and False if the statement is Incorrect

1. A warranty describes the conditions under, and period during, which the producer or
vendor will repair or replace defective item without cost to the buyer or user.

2. ICT equipment companies guarantees that all the products undergo backbreaking quality
control testing before delivery and installation.

3. Pledge by the insured party that a specified condition exists or does not exist

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II. Choose the best answer

1. One of the following is the capability of computer architecture

A. Bandwidth

B. Inconsistent Data

C. Cyber security

D. All

III.Fill the blank

1. ___________________Describe the hardware components on which software runs and

their interactions/relationships.

2. __________________________Describe the content of each hardware component in the

architecture.

3. ____________________________Describe the top level software components and their

interactions/relationships.

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Unit Four: Maintenance procedures
This unit to provide you the necessary information regarding the following content coverage
and topics:
 Preventative maintenance
 Maintenance procedure
 Documentation of Recommended Procedure
 Staff orientation about maintenance
 OHS
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Create Preventative maintenance schedule
 Identify and Applying maintenance procedure
 Document Recommended procedure and submitting for approval
 Give Orientation to implementing staffs and follow up maintenance schedule
 Observe OHS throughout the process

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4.1. Preventative maintenance
Preventive maintenance is a regular and systematic inspection, cleaning, and replacement of
worn parts, materials, and systems.

Purpose of preventive maintenance

Reduce the likelihood of hardware or software problems by systematically and

periodically checking hardware and software to ensure proper operation. Reduce
computer down time and repair costs

Troubleshooting is a systematic approach to locating the cause of a fault in a computer

system.

- Troubleshooting is a learned skill.

- Not all troubleshooting processes are the same, and technicians tend to refine their
own troubleshooting skills based on knowledge and personal experience.

 Hardware Maintenance

Make sure that the hardware is operating properly.

 Check the condition of parts.

 Repair or replace worn parts.

 Keep components clean.

 Create a hardware maintenance program.

Fig 1.1.Hard ware maintenance

 Software Maintenance
 Review updates

 Follow policies of your organization

 Create a schedule

Fig 1.2. Software maintenance

Preventive Maintenance Benefit

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 Reduce computer down time.

 Reduce repair costs.

 Reduce loss of worker productivity.

Fig 1.3. Preventive maintenance

The Troubleshooting Process

 Follow an organized and logical procedure.

 Address possible issues one at a time.

 Troubleshooting is a skill that is refined over time.

 The first and last steps involve effectively communicating with the customer.

Fig 1.4. Troubleshooting

Data Protection

Check with customer

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 Date of the last backup

 Contents of the backup

 Data integrity of the backup

 Availability of media for data restore

If no backup can be created, ask customer to sign a release form

Gather Data from the Customer

 Communicate respectfully with the customer

 Start with open-ended questions Fig 1.5. Data protection

“What types of problems are you having with your computer or network?”

 then, ask closed-ended (yes/no) questions “Have you changed your password recently?”

Verify Obvious Issues

 Problem may be simpler than the customer thinks.

 checking for obvious issues can save time.

 If this step turns up nothing, continue to the next step of the troubleshooting process.

Try Quick Solutions

 May provide additional information,

Even if they do not solve the problem.

 Document each solution you try.

 May need to gather more information

From the customer.

 If you find the problem at this stage,

Document it and proceed to the end of the troubleshooting process. Fig 1.6. Solution

Gather Data from the Computer

 When system, user, or software errors occur on a computer, the Event Viewer is updated with
information about the errors:

- What problem occurred?

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 - The date and time of the problem

- The severity of the problem

- The source of the problem

- Event ID number

- Which user was logged in when the problem occurred?

 Although this utility lists details about the error, you may still need to research the solution.

Fig 1.7. Event viewer window

Gather Data from the Computer Device Manager

 A flag of! Indicates the device is acting incorrectly.

 A flag of X indicates the device is disabled.

Fig 1.8. Event viewer

Gather Data from the Computer

 when troubleshooting, power on the computer and listen to the beep code sequence. Document
the beep code sequence and research the code to determine the specific hardware failure.

 If the computer boots and stops after the POST, investigate the BIOS settings to determine
where to find the problem. Refer to the motherboard manual to make sure that the BIOS settings
are accurate.

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4.2. Maintenance procedure
 Conduct research to find software to use to diagnose and solve problems. Often,
manufacturers of system hardware provide diagnostic tools of their own.

Evaluate the Problem, Implement the Solution

 Research possible solutions:

 Prioritize solutions to try.

 Try easiest solutions first.

 after an unsuccessful try, undo any changes you have made.

Unnecessary changes could complicate finding the solution

Fig 1.9. Problem solving

Close with the Customer

 Discuss the solution with the customer

 Have the customer confirm that the problem has been solved

 Document the process

 Regular preventive maintenance reduces hardware and software problems.

 Before beginning any repair, back up the data on a computer.

 The troubleshooting process is a guideline to help you solve computer problems in an

efficient manner.

Document everything that you try, even if it fails. The documentation that you create will
become a useful resource for you and other technicians.

4.1.1. Type of Maintenance

 Reactive maintenance (breakdown maintenance)

Also known as breakdown or run-to-failure, reactive maintenance is pretty simple: fix things
when they break. Since repairs are not planned, it’s a good method to employ for equipment
that is not essential for operations or has a low cost (think anything that’s rarely used or
duplicates the function of other equipment).

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For example, think of a $1000 belt feeder, whose lifetime value can be extended by 10% by
servicing it every 3 months. How hard are you willing to work to save $100? For a non-critical
piece of machinery, the answer should be “not hard”.”

While it requires minimal planning, the drawbacks of reactive maintenance can be substantial if
it’s not carried out correctly. If the approach is used for all equipment, there can be huge delays
in production when a critical piece of equipment fails. Further, if you don’t have the right parts
and supplies on hand, the costs for rushed shipping can become significant. In short, reactive
maintenance often means more downtime and higher maintenance costs when it’s not used
strategically.

Fig 1.9 Reactive maintenance

 Preventive maintenance (scheduled)

Also known as proactive maintenance, this method involves periodically taking assets offline
and inspecting or repairing them at predetermined intervals (usually time or event-based
triggers). The goal of this approach is to extend the useful life of an asset and prevent
breakdowns from occurring.

Many organizations employing preventive maintenance use CMMS software to trigger work
orders when a PM is due. This allows a facility to automate much of its scheduling efforts, which
is a key ingredient of this preventive approach. Because planning is done in advance, it’s much
easier to have the right parts and resources on hand to complete each task.

With all maintenance types, there are potential drawbacks to relying solely on preventive
maintenance. If the PM schedule isn’t regularly monitored, audited, and improved, “PM
creep” can occur. This is when technicians get bogged down by unnecessary tasks and cost the
organization time and money.

Similarly, performing too many PMs can open the door for post-PM breakdowns. There are a
number of ways to prevent this, but the risk gets higher as PMs Get more frequent. The bottom
line is, if a preventive maintenance program is used, it should go hand in hand with PM
optimization.

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Fig 1.10.Preventive maintenance

 Predictive maintenance (PdM)

Predictive maintenance (PdM) aims to predict failures before they happen so maintenance can
occur at just the right time. PdM uses data from machine sensors and smart technology to alert
the maintenance team when a piece of equipment is at risk of failing. For example, a sensor may
use vibration analysis to alert the maintenance team that a piece of equipment is at risk of failing,
at which point it will be taken offline, inspected, and repaired accordingly.

It is possible to carry out PdM via visual inspections of equipment, but the easiest way to
establish a predictive maintenance strategy is by using a CMMS to track meter readings. The
advantage of PdM (over PM) is the potential for cost savings from reduced man-hours spent on
maintenance, and more insight as to the performance and potential issues arising with the
machine. Additionally, a reliance on data and sensor information means maintenance is
determined by the actual condition of equipment, rather than a best-guess schedule or gut feel.

Of course, relying so heavily on data means that there is a higher up-front cost to ensuring this
maintenance approach can thrive. Another thing to keep in mind with predictive maintenance is
that you have to walk before you can run. For an organization coming from a pen-and-paper or
Excel- based maintenance program, you have to first build on the processes and insights that
preventive maintenance provides in order to build an effective predictive maintenance plan.

Fig 1.11. Predictive maintenance

 Reliability-centered maintenance (RCM)

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4.3. Documentation and Approval of Recommended Procedure
Reliability-centered maintenance (RCM) addresses the fact that failure is not always linear.
RCM is a highly-involved process that seeks to analyse all the possible failure modes for each
piece of equipment and customize a maintenance plan for each individual machine. The ultimate
goal of RCM is to increase equipment availability or reliability.

RCM is considered complex because each individual asset must be analysed and prioritized
based on criticality. The most critical assets are those that are likely to fail often or will result in
large consequences in the event of failure. Because each piece of equipment is analysed on its
own, it’s possible that the end result of embarking on an RCM effort is having as many different
maintenance plans as you do pieces of equipment.

RCM is very sophisticated, to the extent where it is not a realistic or necessary technique for
every organization. It’s requires a very mature maintenance team that has mastered prevention,
basic inspections, predictive maintenance, and has access to lots of existing data on their assets.

Document approvals are formalized processes that you use to track the development of a
whole document. Using document approvals, you can route documents for approval, monitor the
approval process from person to person, log who approved or denied the document, and review
suggestions that they made about the document. The process facilitates a more detailed control of
a document and helps ensure that the contract is within standards of individuals and groups in an
organization.

Supplier Contract Management provides a sample approval process definition as a starting

template process for the document and the clause approval workflow processing. Application
administrators can define approval framework configurations to support an organization's
internal processes.

Document approvals use approval framework. For document approvals, the approval process ID
that you use must be named Document. The approval framework supports multiple approvers
who can be notified at the same time, creating parallel approval paths. Approvers can approve or
deny transactions and assign ad hoc reviewers or approvers for the transaction. When the
approval process is complete, the system updates the document as approved or rejected. Supplier
Contract Management also incorporates an optional clause-level approval stage so that the
system can automatically include appropriate individuals in an approval process based on the
presence or modification of specific contract clauses.

During the approval process, approvers can add other approvers or reviewers to the current or a
later stage of the approval process. For example, if an author wants input from an inventory
analyst, she can add the analyst as an approver. This is called ad hoc approval. It applies only to
the approval instance in which the addition occurs and does not affect the overall approval flow.
Only the approver who adds an ad hoc approval can delete it.

An author can also be a document approver. Document writers approving their own documents
are called self-approval. A check box setting on the Approval Process Definition page enables

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4.4. Staff orientation about maintenance
self- approval. If self-approval is enabled, the author's approval is assumed and the process
continues; however, you can establish criteria that help control the author's approval authority.
For example, you can place a limit on the monetary amount for which the author writes a
document so that if the transaction is over that amount, the author cannot be an approver.

An administrator can manage approvals by reassigning those that do not have alternates defined
for their approval. You can enter criteria to limit the number of approvals that the system
displays.

The approval processing of documents can also include enabling internal users to digitally sign
documents at the same time they approve the document if the installation and document type
settings dictates signatures are to be captured for this document during approvals. You can
configure the system to capture internal signatures before, during, or after approvals.

Preview Approval
Select to view a list of approvers based on the approval process definition.

Submit for Approval

Select to immediately start the approval process. After starting the approval process, the system
displays another Document Approval Status page with the new approval status. Using the page
you can:

 Review approvers and reviewers.

 Review approval process stages and paths.

 Make comments about the document before continuing the approval process.

 Add approvers and reviewers.

 Start new approval paths.

 Cancel the approval process.

Why is Orientation Important?

Orientation is important because it lays a foundation for the users in the department. First
impressions are important since they establish the basis for everything that follows. Without
orientation, users sometimes feel uncomfortable in his/her activities and take longer to reach
his/her full potential.

Orientation is important because it:

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4.5. OHS
 Provides the users with concise and accurate information to make him/her more
comfortable in the job;

 Encourages users confidence and helps the new user adapt faster to the job;

 Contributes to a more effective, productive workforce;

 Improves users retention; and

 Promotes communication between the technical person and the users.

4.1.2. Overview of OHS

For smooth, safe and successful maintenance work a prior risk assessment has to be carried out.
A risk assessment is a careful examination of what could cause harm to people, allowing one to
judge whether there are enough precautions in place or more if more are needed to prevent harm.
It involves identifying the hazards present in any undertaking (whether arising from work
activities or from other factors, e.g. the layout of the premises) and then evaluating the extent of
the risks involved, taking into account existing precautions Potential hazards could be: dangerous
substances, confined spaces, working at height, awkward positions, plant under pressure, moving
parts of machinery, unexpected start-ups, chemical substances or dust in the air, stress,
communication problems, etc. Outsourcing and subcontracting should be afforded special
consideration and the risk assessment should include both perspectives as well as any problems
with work arrangements and communication.

The results of a suitable and sufficient risk assessment should enable to choose which good
practice measures are most appropriate in preventing risks in general and also in preventing
risks to any individuals identified as being particularly at risk. The implementation may mean
making changes to the organization and working procedures, working environment, equipment
and products used. Changes could also be necessary in training management and staff as well as
improving communications.

Employees and their representatives should be involved in the carefully planned adoption
of any policies and measures, as a key component of success. This should include coordination
and communication between the contractor and service company personnel. The general
principle, also laid down by the respective EU directives, is that risks should be prevented at
source and that work organization, tasks, equipment and tools should be adapted to workers in
order to eliminate and reduce risks. Measures should follow the prevention hierarchy:

 Elimination of risks

 Substitution e.g. of dangerous substances

 Collective control measures like exhaust systems

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  Individual control like personal protective equipment

This means for example that personal protective equipment has only to be seen as last resort.
There have to be periodic reviews to check that measures, policies and procedures remain
appropriate and are working and revised if necessary.

Special issues, qualification

Based on the conducted risk assessment the following issues need special attention:

 A qualification level has to be determined for the specific repair and maintenance tasks. It
may be necessary to put a permission system in place, only giving specifically trained
people access to sensitive and dangerous areas. The issuing of permits for work and lock-
off systems has also to be considered. A permit to work should detail the work to be done
and the precautions to be taken.

 Enough time and appropriate resources have to be allocated. Stress and unsuitable tools
may lead to errors, unsafe situations and prolonged down times.

 Coordinating panels involving the service company have to be set up while the means
and paths of communication between all stakeholders need to be established carefully.
Comprehensive instructions should be provided. For complicated tasks written work
orders should be issued and discussed with the workers.

Ensuring instructions, qualification and further education of the workers performing maintenance
tasks is another important planning issue. With buildings and machines becoming more and more
sophisticated, and maintenance also being seen as a means to improve technology, maintenance
staffs need to keep up with this development. Employees should be given the opportunity to not
only develop their knowledge but to also bring in their experience. This is all the more important
as maintenance tasks can always bring about situations of unplanned and unforeseeable danger
and workers need to make use of all their knowledge and skills to manage these situations safely.
It also plays an important role in changing risky behaviour on behalf of the workers. However, in
this aspect it is also of utmost importance that all superiors set a good example and always
follow the determined rules themselves.

It might also be necessary to seek advice from outside experts, if the company does not have
sufficiently qualified personnel.

Maintenance workers and their representatives should already in the planning stage look to it,
that the outsourcing issue is considered sufficiently:

 Outside workers are usually less familiar with the company-specific layout and
construction of machinery and plants; special instructions are needed.

 Communication between own and outside workers may be problematic with regards to
time, language and organisation; special monitoring as to understanding of measures is
necessary.

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  Coordination of production and maintenance work becomes more difficult; contact
persons, deputies have to be identified and time schedules set up to ensure they are on
site during the maintenance work.

Providing a safe work area

Only authorized personnel should be allowed to do repair or maintenance work. This becomes all
the more important when the machines and structures are more sophisticated. Only then can it be
guaranteed that the right steps are followed and the correct equipment is used.

The work area needs to be secured by preventing unauthorized access, for example, by using
barriers and signs and safe routes, which have to be established for workers to enter and exit the
work area.

Structures and machines have to be cut off from any energy sources, such as power supplies and
pressure hoses using special locks, whereby only the maintenance workers and their supervisors
have the keys necessary for doing this. Warning signs should be attached to machinery, with the
date and time of lock-off, as well as the name of the person authorized to remove the lock. In this
way, the safety of the worker performing the maintenance on the machine will not be jeopardized
by another worker inadvertently starting it up.

Any residual energy should be safely discharged (e.g. an exhaust system for decompression of
gases and liquids may be necessary) and it should be considered that some machine parts may
need additional time to move into their home position. This has to be indicated in the machine’s
manual. The essential health and safety requirements of machines and plants have to be met with
regards to maintenance. They have been established by the Council Directive 2006/42/EC on
machinery.

Sometimes, it can be necessary to conduct the repair or maintenance work at running machines.
In this case special measures have to be taken:

 The normal safeguards should be in place and should be used.

 If that is not possible, special protection devices have to be used (special tools, mobile
switches), the speed of the machine has to be reduced, and special covers for dangerous
areas have to be provided.

 If this should, in some very special cases, not be possible, special measures have to be
taken based on a detailed risk assessment. Supervision must be provided throughout the
process.

Allocating appropriate equipment

According to statistical data, the next largest cause of accidents during maintenance – after
„getting injured at running machines‟ – is, „falling from heights‟. This clearly shows that in
addition to improving the design of structures, machines and plants in order to provide easier
access for maintenance and repair, it is very important that maintenance workers have safe

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access to and safe work platforms at their place of work. Ranked in hierarchical order, the
following measures are recommended:

 Stationary steps (fitted with slip resistant material) and work platforms with guards
(secured against unauthorized access)

 Scaffolds (providing proper stability and structural safety)

 Mobile elevating work platforms

 Properly installable special work platforms for specific fork lifts

 Safety ladders (if possible, fitted with special working platforms)

 Personal protection equipment against falling.

Maintenance work often requires contact with a variety of substances, many of them hazardous:

 Cleaning and lubricating agents should be selected carefully e.g. using selection tools
such as GISBAU CatSub or Clean tool, in order to use substances with the least impact
on human health.

 During the work time, gases, smokes and vapors may occur, e.g. by releasing pressure,
cleaning surfaces or welding and soldering. When appropriate, quantitative
measurements should be taken. Workers or supervisors can also be equipped with test
tubes. Appropriate exhaust systems have to be put in place and comfortable personal
protection equipment has to be provided.

 If liquids flowing from machines or plants cannot be avoided during maintenance work,
workers have to have proper instructions and equipment to handle these (exhaust, skin
protection, etc.).

 Work often produces or raises dust. The risk assessment will indicate as to whether there
is any asbestos risk present (brake linings, sealing, insulations). In this case, very special
measures have to take.

 Flammable substances as well as welding and soldering will also involve the danger of
fires and explosions. (Dust too, when getting airborne, can lead to explosions). This
requires special equipment (e.g. non-sparking tools) and related instructions.

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 Self-Check 4 Written Test

Name: _________________________________ Date: _______________________

Instruction: Answer all the questions listed below, if you have some clarifications- feel free to
ask your teacher.

I. Choose the correct answers from the given alternatives

1. Event Viewer is holds:

A. What problem occurred C. The severity of the problem

B. The date and time of the problem D. All

2. The Troubleshooting Process

A. Follow an organized and logical procedure.

B. Address possible issues one at a time.

C. Troubleshooting is a skill that is refined over time.

D. All

3. Which one is not Preventive Maintenance Benefits

A. Increase equipment stability

B. Decreases life time of the components

C. Increase Data protection

D. All

4. In a Device Manager A flag of “!” indicates the device is

A. Working Correctly

B. Installed and functional

C. Acting incorrectly

D. All

II. Write True if the statement is True and Write False if the statement is incorrect

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 1. Predictive maintenance aims to predict failures before they happen so maintenance can
occur at just the right time.

2. RCM is very sophisticated, to the extent where it is not a realistic or necessary technique
for every organization

3. Predictive Can be expensive to set up

4. Reactive maintenance often means more downtime and higher maintenance costs when
it’s not used strategically.

III. Fill the blank

1. _____________________Document approvals are formalized processes that you use to

track the development of a whole document.

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