Palawan Mainte

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SYSTEMATIC MAINTENANCE APPROACH



ABOUT THE SPEAKER

ARMANDO R. DIAZ

Master of Science in Business Administration (MBA)

Registered ASEAN EngineerProfessional Electrical Engineer ( PEE )

Certified Plant Mechanic( CPM )

Accredited Pollution Control Officer

Licensed Professional Electrical Engineer with more than 35 years experience in

the field of building and facility design and consultancy, construction, operations

and maintenance involving various mechanical, and electrical equipment and

systems.

Awarded 1998 as Most Outstanding Practitioner in Industry of the Philippine

2009 IIEE Vice-President for External Affairs

Awarded 2006 as IIEE FELLOW

Member : Society of Philippine Accredited Consultant

Energy Efficient Practitioner Ass. of the Philippine

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



SYSTEMATIC MAINTENANCE

Speaker Profile

Armando “Mandy” Diaz is Professional Electrical Engineer with Master

in Business Administration (MBA); 1998 Most Outstanding Electrical

Engineer Practitioner in Industry of the Philippines, Former Region IV

IIEE Governor; with almost 30 years extensive industry experience on

Engineering and Maintenance having served as Asst. Vice –President

of Uni-Lonseal Plastics Inc. and in various positions in differentindustries such as Universal Robinson Corp., Manila Midtown Hotel,

International Rice Research Inst. and Unitech Engineering Corp.

ENGINEERING CONSULTANCY SERVICES

SPECIALIZATION:Engineering,Operation, Repair andMaintenance



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Plant Equipment

Building

Facilities.. and among o thers in

Maintenance refers to all activities

which assists in

GOOD CONDITION

KEEPING



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Why Is MAINTENANCE so

special?

Any person in charge of maintenancewhether small or large company feels

that his is a unique field.

It presents as great challenge to aperson’s engineering abilities as is to

his management know how.

It requires as much tact and toleranceas it requires patience and persistence -

in fact it requires ...



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SUPERMAN



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- What does MAINTENANCE have to achieve?

OBJECTIVES

Yes No Remarks

Operational objectives :

1. To maintain equipment

(a) in acceptable condition

(b) in top operating conditions

2. To ensure maximum availability for plant and

equipment at reasonable cost

3. To provide service that will avert breakdowns at all

times at an y cost

4. To extend plant life to the last limit?

6. To ensure high - quality performance.

7. To ensure safe and efficient operation at all times

8. To maximize output over the next five years

9. To maintain a reasonably good appearance of plant

10. To maintain a plant spotlessly clean at all times

5. To maintain plant and equipment with maximum

economy and to replace at predetermined periods

Which is the following objectives apply in your company?



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Yes No Remarks

Cost objectives

1. To minimize maintenance expenditure and to

maximize profits

3. To provide funds as a ratio of sales volume

production investment

5. To allow a certain amount of contingencies, tooling

and incidentals at the discretion of the maintenance

executive

Which is the following objectives apply in your company?

2. To provide maintenance service within the limits of

a budgeted amount

4. To have maintenance expenditure on the amount ofservice required by plant and equipment in view of

its age and its rate of utilization.

- What does MAINTENANCE have to achieve?

OBJECTIVES



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- What do we expect to gain from good

maintenance?

BENEFITS

1.

2.

3.

4.

5.

6.

7.

Expressed in terms of Important for

Book value Utilization of capital Higher plant availability Utilization of capital

Reduced scrap and inferior

grades Value of output

On- time deliveries, less

delay penalties Customer relations

Maintenance costs Maintenance Economy

Inventory carrying costs Capital utilization

Lower plant cost per unit of

product Unit costing

Extended plant life

Uninterrupted production

Improved quality of

production

Reduced production delays

Reduced costs of repairs

Less standby plant and

spares

Improved equipment

replacement

The Factors

A. Financial benefits



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maintenance?

BENEFITS

Expressed in

terms of Important for

1.

Co-ordination between

production and

maintenance

Improved

understanding Internal planning

2. Manpower planning

Unproductive

time

Manpower

utilization

3. Planning of deliveries Cost of delays Plant utilization

The Factors

B. Organizational Advantages

BENEFITS



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maintenance?

BENEFITS


1. Improved equipment

suitability Better choice of

machines Optimum

production

2. Build up of technical

data Better and more

accurate information Standard of

technical

3. Improved maintenance

schedules

Minimum maintenance

costs

Plant

availability 4.

Improved plant

condition Performance and

reliability Operating

efficiency

The Factors

C. Technical advantages



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maintenance?

BENEFITS


1. Increased safety Losses due to claims and

less production costs Production

economy

2. Improved

housekeeping Tidiness of shop floors Workers' morale

3. Less friction,

better relations Harmonious relationships Staff relations

The Factors

D. Human considerations



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maintenance?

BENEFITS

Expressed in

terms of

Important

for

1. Reliable delivery

dates

Improved

reputation

Sales

promotions

2. "Showcase"housekeeping

Better publicimage

Companyimage

The Factors

E. Customer relations



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- By what means shall we proceed, within limits

shall we try to work towards our objectives?

POLICIES

Maintenance

Policies 1

Management

Policies

Personnel practices

Union

Relations

Financial Objective

Production

operations

4

6

5

3

2



8/18/2014

MAINTENANCE

ORGANIZATION

INSTALLATION

AND

OVERHAULS

PLANNED

PREVENTIVE

MAINTENANCE

BUILDING ELECTRICAL MECHANICAL

LUBRICATION

INSPECTIONS

ADJUSTMENT

ROUTINE

MAINTENANCE

OPERATORS ELECTRICAL MECHANICAL

PRODUCTION /

SHIFT

MAINTENANCE

REPAIR CREW

REPAIR

MAINTENANCE

BOILER

COMPRESSORS

TOOL ROOM

UTILITIES /

FACILITIES

MAINTENANCE MANAGER



What does MAINTENANCE really

do? What constitutes maintenance work?

What are the functions of ourmaintenance department?

What do we expect of maintenance?



hat Constitutes MAINTENANCE work?

Training of Maintenance Staff

Training of Production Operators

Testing parts for suitability and availability

Planning servicing schedule

Improvement and modification

Protective painting

Spare parts availability Housekeeping

Apart from the obvious jobs of repair, lubrication, overhauls,

inspection and replacement of parts, there are others which

are less immediately evident. Among these duties we find:



What are the FUNCTIONS of MAINTENANCE DEPT?

The grouping-together of complete plant and equipment

inventory is as if we were to say, ”look, this is what we

to maintain”

Management and administrative duties which have to be

assigned to the maintenance staff to cover the life of

plant at its various stage.

The type of service required by the plant

The degree of planning involved, such as emergencies,

periodically, repeated cycles or “do-it-any-odd-time”jobs

The reasons for doing the jobs e.g. repair of breakdown,

prevention of failure detection of faults, etc..



What do we EXPECT of

MAINTENANCE?

What is expected of

maintenance depends on WHO

does the expecting.



Planning the System of

Maintenance

Poorly organized maintenancedepartment are not hard to

find

Here are some of the opinions taken from a rich



Here are some of the opinions taken from a rich

collection acquired over the years: Our machines are so old that no amount of maintenance will help them.

Anyway, we are planning to replace them

The equipment is brand new and highly automatic, all it needs is a few drops ofoil in the right place.

We have had no trouble for many years just as we are, these are studymachines so why worry?

Our operators have instructions to take good care of their machines and itworks!

We have tried to get experienced men for years, but in this area, they aresimply not available.

We rely on outside contractors. They are right next door, you know!

Our foremen knows all the machines like the back of his hand, we do not needa system to tell us what’s wrong

We have bunch of good labs,they work hard and would resent being tied downby procedures

We get all our figures from accounting.



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

maintenance service

will have us to establish:

WHAT is to be done, and WHY

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



1. Design Improvements

2. Change of schedules

3. Service specifications

Plant DataEquipment Utilization Finances

Groups

Number of Units

Condition, etc.

Policies

Utilization

Seasonal Loads

Budgets

Investment

Depreciation

Recording of Relevant Data

Breakdown Elimination

1. Management techniques

2. Clerical procedures

3. Technological Practices

4. Personnel management

5. Financial/operational controls

Analysis of need

Implementation

Planning and

Scheduling

Controls

Reporting



Breakdown Maintenance“Don’t do a thing until you see smokerising”



Normally this approach is referred to as a “repair ” maintenance but it is not in the true sense asystem at all because there is no service is carriedout unless a failure has occurred. In so doing,what we really needs on this approach is obtainingfull information of breakdowns. Having theseformations, discussions has to be done for us to

arrive a solution to avert recurrence of the samenature by:

Re-designing or improving part or component

Re-scheduling maintenance service

Altering operating instructions

Changing the process

Re-training/orientation of Personnel

Breakdown Maintenance



Routine Maintenance

Simple Service in a regular way or “as much

as we can afford”



Under this system, there are two level of

maintenance namely FIRST and SECOND.

Under the first Level Maintenance, there is

no tools or equipment needed. Only the

five senses is necessary :

•Smelling •Hearing •Seeing •Feeling

•Tasting

Routine Maintenance



DATE __________________ TIME __________________

V I B R A T I O N

/ S O U N D

T E M P E R A T U R E

O

P E R A T I N G C

O N D I T I O N

A R C I N G /

S P A R K I N G

C A R B O N

B R U S H

C O O L I N G S

Y S T E M /

F I L T E

R S

1 EXTRUSION

=211+R12-M021 Rotary Valve Big Bag Station Motor

=213+R12-M011 Vaccum Feeder MB1 Motor

=213+R12-M013 Vaccum Feeder Pearlized Motor

=216+S11-M011 Granulate Con. Fan Ext. Feeding

=216+S11-M021 Hopper Mixer Motor

=311+H12-M131 Main Extrusion Gear Oil Pump 1

=214+S11-M023 Dos. Unit Coex2 MB2 Suction Motor

LEGEND : 3 Normal s For Repair / with abnormalities

m Not Applicable & Need Urgent repair

Checked By: Noted By:

SAMPLE DAILY CHECKLIST

DESCRIPTION REMARKS

Item

DAILY CHECK LIST__________________________ YEAR ________ MONTH__________________



EQPT. Item

No. PLACE of INSPECTION DESCRIPTION CRITERIA METHOD 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1

1 Roll No. 1 WITHIN RATED VISUAL




5 LUB. ROLL 1TEMP. & FLOW

Below 90º &

ContinousVISUAL


Below 90º &

ContinousVISUAL


Below 90º &

ContinousVISUAL


Below 90º &

ContinousVISUAL

9 LUB. GEAR BOX APPROPRIATELUBRICATION

CONTINUOS VISUAL

10 ROLL CROSS HYDRAULICHYDRAULIC

MARKER90 KG/CM2 VISUAL

11 QUICK OPENHYDRAULIC

MARKER200 KG/CM2 VISUAL

12MAIN MOTOR SHAFT &

BRG. TEMPERATURENORMAL

HAND

13 WHOLE SOUND SMELL &

VIBRATION

SAME

EYE, EAR,

NOSE &

HAND

14 WHOLE GOOD VISUAL

15

Legend 3 = NORMAL D =FOR REPAIR

O = FOLLOW UP O =URGENT

Shift -In- Charge: _________ _________ _________ Section Leader : _____________ _______________

C A L E N D

E R R

O L L S

DATE TIME

ELECTRICAL DAILY CHECKLIST



DATE __________________ TIME __________________

V I B R A T I O N

/ S O U N D

T E M P E R A T U R E

O P E R A T I N G C

O N D I T I O N

A R C I N G /

S P A R K I N G

C A R B O N

B R U S H

C O O L

I N G S

Y S T E M / F

I L T E R S

=214+S11-M 054 Dos. Unit Coex2 MB2 Dos ing Motor

=214+S11-M 025 Dos. Unit Coex2 MB3 Suction Motor

=214+S11-M 056 Dos. Unit Coex2 MB3 Dos ing Motor

=214+S11-M 027 Dos. Unit Coex2 Copo Suction Motor

=214+S11-M 058 Dos. Unit Coex2 Copo Dos ing Motor

=214+S11-M 040 Dos ing Unit Coex1 Mixer Motor

=214+S11-M 050 Dos ing Unit Coex2 Mixer Motor

=915+A15-M 015

Coextruder #1 DC Motor =916+A16-M 015 Coextruder #2 DC Motor

=315+A15-M 211 Co-extrusion #1 Gear Pump Motor

=316+A16-M 211 Co-extrusion #2 Gear Pump Motor

=321+A72-M 021 Air Knife Fan Motor

2 REGRANULATION

=392+A92-M 031 Waste Grinder Motor

=392+A92-M 055 Feed Rolls Top DC Motor

=392+A92-M 075 Feed Rolls Bottom DC Motor

=392+A92-M 037 Waste Grinder Hydraulic Pump Motor

Compactor Hydraulic Pump Motor

Erema Extruder Motor

=392+A92-M 044 Erema Conveyor Belt Motor

Erema Pelletizing Head Motor


m Not Applicable k Need Urgent repair


DESCRIPTION REMARKS



Planned Maintenance

According to the needs of the

equipment and utilization, specified

on annual time scale.



Team effort is the key for the success

of the equipment and utilizationspecified on annual time scale.

Planned Maintenance



As a rule the following activities are

included on the plan. Inspections

Replacement of parts if foundnecessary

parts and materials preparation

Planned Maintenance

Recording after the job is very

important

Adjustment and calibration

All other activities and lastly



Preventive Maintenance



Normally this applies to system which strive to reduce the

likelihood of failures such as aircraft operation, power

stations, or critical installations in case of mines

ventilation.

This approach is very costly and need some statistical

data and analysis. To established this system

immediately, we need information on the manufacturer for

the life of their machine.





To achieve the prevention of breakdowns, planned service

is carried out with the explicit additional objective ofdetecting weak points and ensuring perfect functioning by

replacing parts which could still be used were it need for

the assurance that we required.

Thus after the service a machine is “as good as new” and

high degree of reliability.




Naturally, the cost of running this system

is high and it is therefore be applied

only in the cases of

absolute necessity.




STEPS IN PREPARATION OF



STEPS IN PREPARATION OF

MAINTENANCE PROGRAM

1. Identify and list all equipment installed to be maintained

2. Provide checklist for the equipment and machines (First Level

Maintenance)

3. Provide service schedule as per manufacturer’s recommendation or

industry standard (Second Level Maintenance)

4. Prepare Plan Maintenance Schedule for one year5. Prepare Preventive Maintenance just after you have statistical data or

knowledge

6. Attach service control tag to equipment

7. Implement and monitor all maintenance schedules

8. Record all activities to Equipment History Card (EHC)



PAPERWORK Paperwork performs the following important task :

INITIATES action, by identifying the job and the date

COLLECTS data, by describing the action taken

CONTROLS operation, by recording the input of resources

By taking these tasks, we can ensure:

The RELEVANCE of data

Their ACCURACY

Their RETRIEVABILITY



FORMS...

There is no right or wrong form

Form design is a function for the needs of application

But of course the simple rule is the

“simpler the better”

PLANNING and SCHEDULING



PLANNING –preparatory work which define the job

WHOM or by WHAT craft it should be done and

what sequence

SCHEDULING – refers to the timing of the job

WHEN and WHERE

it is to be done

Maintenance hour is shared



Maintenance hour is shared

among the following

a. Routine Schedules

b. Planned Maintenance

c. Preventive Maintenance

d. Irregular and unforeseen jobs

e. overhauls,plant shutdowns or project work

TYPES OF WORKLOAD IMPLEMENTATION



Routine service schedules:

lubrication, inspection, replacements

Planned Maintenance


Irregular Jobs and

Emergencies

Overhauls, new installations

and/or large-scale jobs



Routine Maintenance /



Routine Maintenance /

Inspection Tags



STORES

or

STOCKROOM

Problems relating to the operation of




maintenance stores

A.Organizational Problems

B. Procedural Problems

C.Physical Facilities

D. Items Stocked

E. Economics





maintenance stores

A.Organizational Problems

Staffing

Authority to receive , issue ,

inspect , reject Responsibility to stock

Reporting to what function

P bl l ti t th ti f



B. Procedural Problems

Issuance and receiving procedures

Stock control method ; reordering

point Paperwork sequence

Dealing with scrapped,salvaged, andreconditioned parts

Inventory codes of stock items Inventory taking


maintenance stores




C.Physical Facilities

Size ofstores,layout,gates,mezzanines,etc.

Shelving and marking Lifting and transporting devices

Safety measured , security

Lighting,humidity control,pest

control,etc.


maintenance stores




D. Items Stocked

Supply of tools and instruments

Grouping of materials

Storing and preservation of spare parts Storing of standby unit

Standardization

Elimination of obsolete items


maintenance stores




E. Economics

Reordering quantity

Turnover rate of stock

Depreciation and interest rate Obsolescence

Costing of items

Contract suppliers

“ Make or Buy “ decision


maintenance stores

STOCK CONTROL



Rule-of-Thumb in determining re-ordering

pointa.Classify into FAST,MEDIUM and SLOW-MOVING items

b.Fixed-interval,fixed quantity orders can be placed asconstant consumption rate

c.Maximum/minimum methods for costly items requiringyearly reviews for obsolescence and turnover

Analytical Method in Determining Re

STOCK CONTROL



Analytical Method in Determining Re-

ordering point

Number of machine using the same parts

Average rate of usage

Restocking lead time(delivery period)

Cost of tied-up capital Available storage space

Cost of order(economic batch size)

Risk of obsolescence

STOCK CONTROL



An Approach to Replacement

Procedures

Replacement problems of plant

equipment and machine relate to the

following managerial functions:

PRODUCTION - the user of equipment

MANAGEMENT - the provider of money

MAINTENANCE -the adviser on replacement

A A h t R l tSTOCK CONTROL



An Approach to Replacement

Procedures

A good maintenance system will enable

MAINTENANCE MANAGER to fulfill therole exceptionally well especially in providing

relevant data of service

STOCK CONTROL



Instances relating to replacement as direct

outcome of mechanical/electrical deterioration

•Wear and Tear

•In-accuracy and lack of uniformity of product

•Low degree of reliability

•High frequency of stoppages

•Increased safety hazard

•Excessive power consumption•Rising maintenance cost



HUMAN ELEMENT

Maintenance personnelgets upset because of

frustration

EXPRESSIONS OFTEN HEARD



EXPRESSIONS OFTEN HEARD

“There’s nobody to talk to.They simplywon’t listen”

“It’s dead-end job,no use in trying”

“Why hurry?the

stores/parts/tools/supervisors will holdup anyhow”

“It’s a dirty job , they blame you for

everything”

Factors that will help in

creating proper mind set



creating proper mind-set

”good morale”

Management Policies- which relates

directly or indirectly to maintenance

Working Conditions and Relationship-under which work is perform

Personnel Policies-which are in force



Areas that can be profitably

investigated to improve current



investigated to improve current

situation

The available manpower

potential(experience,training and skill)

Morale boosters

Competence of supervisors Maintenance Manager job performance

Incentives to good workers’ performance

A GOOD MAINTENANCE



WORKER• He must be inquisitive and resourceful

• He must be adaptable and self-sufficient

• He must be dependable and responsible

• He must be keen to learn and interested to his trade

• He must be able to observe and visualize

• He must be co-operative and helpful

A GOOD MAINTENANCE

WORKER



• He must be healthy in body

• He must be emotionally stable

• He must be safety conscious for himself and tohis fellow workers

• He must able to work under pressure

• He must be alert and posses keen senses

• He must always try to do a good job

WORKER



DATE: TIME:UTILITIES DAILY CHECKLIST

HOT OIL BURNER

SMOKE/ STACK

SET POINT (SP) vs PROCESS VARIABLE(PV)



LEGEND :

3 Normal s For Repair / with abnormalities


1 2 3

EVAPORATOR PRESSURE 1

CONDENSER PRESSURE 1

EVAPORATOR PRESSURE 2

CONDENSER PRESSURE 3

EVAPORATOR ENTERING WATER TEMP

EVAPORATOR LEAVING WATER TEMP

OUTDOOR AIR TEMP

CHECKED BY: NOTED BY:

FIRST SHIFT SECOND SHIFT THIRD SHIFT

CHILLER

T H I R D S

H I F T

ACTIVE CHILLED WATER SET POINT(SP)

S E C O N D S

H I F T

PACKAGE DISCHARGE PRESSURE (RATED)

FIRST STAGE DISCHARGE TEMP (250 C)

SECOND STAGE INLET TEMP( 60 C)PACKAGE DISCHARGE TEMP (60 C)

BEARING OIL TEMP( 76.7 C)

TOTAL HOURS

LOADED HOURS

OIL LEVEL

NOISE / VIBRATION

WHOLE

OTHER / REMARKS

AIR COMPRESSOR AIR COMPRESSOR

OIL PRESSURE (2.7 TO 3.5)

LEAKS

NOISE / VIBRATION

FUEL PRESSURE (22 TO 30) F I R S T S H I F T ALARM

OIL FLOW (.25 TO .34)

DATE :

r em

u l a t o r )

o r s

WEEKLY HYDRAULICS CHECKLIST



F l u i d L e v e l

F l u i d T e m p e r a t u

G a s P

r e s s u r e ( A c c u m

E x t e r n a l l e a k s

D a m a g e

N o i s e

B

l o c k a g e I n d i c a t o

D i r t

A i r C o o l e r s

W a t e r C o o l e r s

R E M A R K S

Main Extrusion Gear Oil Pump 1

Main Extrusion Gear Oil Pump 2

Co-Extruder 1 Gear Oil Pump

Co-Extruder 2 Gear Oil Pump

Waste Grinder Hydraulic Pump

Compactor Hydraulic Pump Motor

TDO Chain Lubrication Pump Inlet

TDO Chain Lubrication Pump Outlet

TDO Bolt Lubrication PumpTDO Hydraulic Pump Chain Tension

TDO Edge Guide PneumoHydralic Pump OS

TDO Edge Guide PneumoHydralic Pump DS

Edge Trim Grinder Hydraulic Pump Motor

Winder Hydraulic Pump Motor

Main Slitter Hydraulic Pump

Secondary Slitter 1 Hydraulic Pack

Secondary Slitter 2 Hydraulic Pack

Secondary Slitter 1 Edge Guide Hydraulic

Secondary Slitter 2 Edge Guide Hydraulic

Cigarette Slitter Hydraulic Pump




EQUIPMENT

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

DATE:

ACU Location Full Load Ampere

MONTHLY AIRCONDITIONING CHECKLIST



ACU Location Full Load Ampere

Capacity Ampere

Voltage Phase

Remarks: Remarks:

Compressor

Leak of R-22 /Oil

Fan Motor

Water Leak

Fan Blower

Drain Fan

Fan Blade

Suction Pressure

Air Filter

Electrical Control

Thermostat

Vibration

Legend:

O - NormalX - Ne ed Re pair

RC - Repair Completed

RECOMMENDATION

Maintenance Planner


AVFM

TRUCK MODEL

TRUCK ALLOW. LOAD

TRUCK OWNER

Date:

CHECK HERE CHECK HERE

FORKLIFT MAINTENANCE CHECKLIST



CHECK HERE CHECK HERE

r r Slide View Mirror

r Leaks of oil, fuel or water r Shift Lever(s)

r Tire inflation pressure FL/FR r Loading Levers

RL/RR r Parking brake levers

r Hub nut torque FL/RR r Monitoring lamps

RL/RR r Meters and Gauges

r Overhead guard r Fuel Level

r Brake & clutch fluid level r Lights and Lamps

r Battery electrolyte level r Turn Signal

r Coolant level r Horn button test

r Engine Oil level r Clutch pedal

r Fan belt tension r Brake pedal free travel

r Rear combination lights r Mast test

r Hydraulic oil level r Lift chain tension

r Piping and cylinders r Steering handlewheel free play

r Powershift Transmission fluid level r Exhaust gas condition

r Load backrest r Clutch test

r Forks and fork stoppers r Brake test

r Headlights and front combination lights r Steering test

r Operator's seat adjustment r Parking brake test

r Back-up lamp / back-up alarm test

Legend:

m Normal l Repair completed

X Need repair T Not applicable

Checked By:

RECOMMENDATION

Result of remedy found, if any,

on previous checking

AVFM

1 2 3 4 1 2 3 4 1 2 3 4MACHINE/ EQUIPMENT

JANLubrication Schedule NOV DEC



1 Material Supply

Aerzen Blower

Rotary Valve

Mixer

2 Extrusion

Twin Screw Extruder

Metering Extruder

CoExtrusion

3 Chill Roll

Chill Roll

Air Knife

WaterBath

Nip Roll

4 MDO

Dancer Roll



No. ____________

WORK TURN-OVER REPORTMAINTENANCE DEPARTMENT



Date : Time Started : _______

Location : Time Finished : _______

ITEM REMARKS

Prepared By: _____________ Concurred By : ________________

DESCRIPTION

Operation of the

MAINTENANCE PERFORMANCEManpower utilisation A



Cost of service rovided

D

Operation of the

maintenance

de t.

De artments' Econom

Work-order progress

The amount of service Assessment ofthe service

C

F

G

(a)

E

(b)

M A I N T E N A N C E

Plant and equipment

performance

Degree of planning

B



MAINTENANCE PERFORMANCE

Total downtime for serviceTotal stream hrs.

D

Downtime =



MAINTENANCE PERFORMANCEHours Worked

Number of Breakdowns

Total hours on regular services

Total actual maint. Hrs

Total hours spent on breakdown

repairs

Total clocked maintenance hours

D

E

Routine services

workload =

Breakdownworkload

=

Breakdown

frequency =

MAINTENANCE PERFORMANCE

Total maintenance direct hours

Total direct production hoursF Maint. To prod. Ratio



C O CTotal maintenance expenditures

Number of units produced

Cost of scheduled services

Total production costs

Total cost of supplies and spares

Total maintenance expenditure

Total maintenance expenditure

Total Investment value

Maintenance costs on

investment

G

Cost of scheduled

service

Cost of supplies and

spares

Maintenance cost

component

MAINTENANCE PRACTICE



UNDER RCM

RELIABILITY CENTERED

MAINTENANCE (RCM)• REACTIVE (BREAKDOWN)

• PREVENTIVE (TIME-BASED)

• PREDICTIVE (CONDITION-BASED)

•

PROACTIVE (RELIABILITY-BASED)



GUIDELINES FOREQUIPMENT

MAINTENANCE

Fans:



Fans:1.Check for excessive noise and vibration.

Determine the cause and correct asnecessary.

2.Keep fan blades clean.3.Inspect drive belts. Adjust or replace as

necessary to ensure proper operation.Proper tensioning of belt is critical4.Inspect and lubricate bearings regularly5.Inspect inlet and discharge screens on

fans. They should be free of dirt and

debris at all times.



PUMPS:1.Check for packing wear which can cause excessive

leakage. Re-pack to avoid excessive water wasted and

shaft corrosion2.Inspect bearings and drive belts for wear andbinding. Adjust, repair or replace as necessary

AIR HANDLING UNITS (AHU):1.Inspect duct work for air leakage.Seal all leaks by tapping or

caulking



caulking.2.Inspect duct work insulation. Repair or replace as necessary.

3.Utilize duct work access opening to check for any obstruction such asloose hanging insulation, loose turning vanes and accessories andclosed fire dampers. Adjust, repair or replace as necessary

4.Inspect damper blades and linkages. Clean, lubricate and adjust themon regular basis.

5.Inspect air valves in dual duct mixing boxes to ensure full seatingand minimum air leakage.

6.Inspect mixing dampers for proper operation.7.Clean or replace air filters on regular basis8.Inspect cooling coils for cleanliness. Coils can be kept clean by using

a mixture of detergent and water in a high pressure portable cleaningdevice

9.Inspect for leakage around the coil or out of the casing. Seal all leaks

10.Inspect all room air inlets and outlets (diffuser, grilles and register)They should be kept clean and free from all dirt andobstruction.Clean and remove obstruction as necessary.

COOLING TOWERS:1 P f h i l t t t t d t i th



1.Perform chemical treatment to determine thesolid concentration are being maintained on an

acceptable level2.Check overflow pipe clearance for proper

operating water level3.Check fans by listening for any unusual noise or

vibration. Inspect condition of belts. Align fansand motors as necessary.

4.Clean intake strainer.5.Keep surrounding clean to minimize both air and

water pressure drop6.Check spray filled or distributed tower for nozzle

performance.Clean nozzle as necessary.7.Inspect gravity distributed tower for even water

depth in distribution basin

8.Monitor effectiveness

SUMP PUMPS:1.When possible,check with operating personnel for any



1.When possible,check with operating personnel for anyknown deficiencies

2.Clean exterior of units.3.Check operation of the units for noise, vibration and

overheating4.Check alignment, clearances and rotation5.Check for leaks6.Tighten or replace loose, missing or damage nuts, bolts

or screw coupling.

7.Clean,prime,paint any corroded or base surfaces8.Clean or remove foreign objects from sump bottom9.Check float, float rod and switches for proper operation10.Lubricate pump, motor and any moving parts as

required11.Check packing gland assembly and shaft seal

12. Make minor adjustment within allotted time to keepunit in good operating condition



DIESEL STANDBY GENERATING SET:

1.Maintain a ten to fifteen minutes warm-up test weekly.2.Run engine to rated no-load speed and observe for anyvibration or unusual sound

3.Observe smoke color and record4.Check lube oil level, add or top off as necessary and

record the approximate quantity of oil added5.Check fuel day tank level

6.Check belt tension if applicable and radiator debris7.Check for leaks on lube oil, fuel and coolant on all

connections8.Check battery condition including terminals and post9.Switch on generator automatic voltage regulator for

no-load voltage and frequency



THANK YOU

Palawan Mainte

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