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Transcript of Palawan Mainte
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SYSTEMATIC MAINTENANCE APPROACH
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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
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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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8/18/2014
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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- 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 stand- by plant and
spares
Improved equipment
replacement
The Factors
A. Financial benefits
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- What do we expect to gain from good
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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- What do we expect to gain from good
maintenance?
BENEFITS
Expressed in terms of Important for
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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- What do we expect to gain from good
maintenance?
BENEFITS
Expressed in terms of Important for
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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- What do we expect to gain from good
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
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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
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What does MAINTENANCE really
do? What constitutes maintenance work?
What are the functions of ourmaintenance department?
What do we expect of maintenance?
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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:
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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..
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What do we EXPECT of
MAINTENANCE?
What is expected of
maintenance depends on WHO
does the expecting.
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Planning the System of
Maintenance
Poorly organized maintenancedepartment are not hard to
find
Here are some of the opinions taken from a rich
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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.
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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
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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
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Breakdown Maintenance“Don’t do a thing until you see smokerising”
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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
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Routine Maintenance
Simple Service in a regular way or “as much
as we can afford”
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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
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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__________________
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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
2 Roll No. 2 WITHIN RATED VISUAL
3 Roll No. 3 WITHIN RATED VISUAL
4 Roll No. 4 WITHIN RATED VISUAL
5 LUB. ROLL 1TEMP. & FLOW
Below 90º &
ContinousVISUAL
6 LUB. ROLL 2TEMP. & FLOW
Below 90º &
ContinousVISUAL
7 LUB. ROLL 3TEMP. & FLOW
Below 90º &
ContinousVISUAL
8 LUB. ROLL 4TEMP. & FLOW
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
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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
LEGEND : 3 Normal s For Repair / with abnormalities
m Not Applicable k Need Urgent repair
Checked By: Noted By:
DESCRIPTION REMARKS
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Planned Maintenance
According to the needs of the
equipment and utilization, specified
on annual time scale.
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Team effort is the key for the success
of the equipment and utilizationspecified on annual time scale.
Planned Maintenance
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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
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Preventive Maintenance
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Normally this applies to system which strive to reduce the
likelihood of failures such as aircraft operation, power
stations, or critical installations in case of mines
ventilation.
This approach is very costly and need some statistical
data and analysis. To established this system
immediately, we need information on the manufacturer for
the life of their machine.
Preventive Maintenance
Preventive Maintenance
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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.
Preventive Maintenance
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Naturally, the cost of running this system
is high and it is therefore be applied
only in the cases of
absolute necessity.
Preventive Maintenance
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STEPS IN PREPARATION OF
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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)
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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
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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
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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
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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
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Routine service schedules:
lubrication, inspection, replacements
Planned Maintenance
Preventive Maintenance
Irregular Jobs and
Emergencies
Overhauls, new installations
and/or large-scale jobs
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Routine Maintenance /
Inspection Tags
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STORES
or
STOCKROOM
Problems relating to the operation of
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Problems relating to the operation of
maintenance stores
A.Organizational Problems
B. Procedural Problems
C.Physical Facilities
D. Items Stocked
E. Economics
Problems relating to the operation of
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Problems relating to the operation of
maintenance stores
A.Organizational Problems
Staffing
Authority to receive , issue ,
inspect , reject Responsibility to stock
Reporting to what function
P bl l ti t th ti f
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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
Problems relating to the operation of
maintenance stores
Problems relating to the operation of
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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.
Problems relating to the operation of
maintenance stores
Problems relating to the operation of
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D. Items Stocked
Supply of tools and instruments
Grouping of materials
Storing and preservation of spare parts Storing of standby unit
Standardization
Elimination of obsolete items
Problems relating to the operation of
maintenance stores
Problems relating to the operation of
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E. Economics
Reordering quantity
Turnover rate of stock
Depreciation and interest rate Obsolescence
Costing of items
Contract suppliers
“ Make or Buy “ decision
Problems relating to the operation of
maintenance stores
STOCK CONTROL
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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
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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
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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
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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
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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
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HUMAN ELEMENT
Maintenance personnelgets upset because of
frustration
EXPRESSIONS OFTEN HEARD
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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
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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
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Areas that can be profitably
investigated to improve current
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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
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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
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• 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
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DATE: TIME:UTILITIES DAILY CHECKLIST
HOT OIL BURNER
SMOKE/ STACK
SET POINT (SP) vs PROCESS VARIABLE(PV)
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LEGEND :
3 Normal s For Repair / with abnormalities
m Not Applicable k Need Urgent repair
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
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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
LEGEND : 3 Normal s For Repair / with abnormalities
m Not Applicable k Need Urgent repair
Checked By: Noted By:
EQUIPMENT
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
DATE:
ACU Location Full Load Ampere
MONTHLY AIRCONDITIONING CHECKLIST
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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
Checked By: Noted By:
AVFM
TRUCK MODEL
TRUCK ALLOW. LOAD
TRUCK OWNER
Date:
CHECK HERE CHECK HERE
FORKLIFT MAINTENANCE CHECKLIST
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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
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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
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No. ____________
WORK TURN-OVER REPORTMAINTENANCE DEPARTMENT
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Date : Time Started : _______
Location : Time Finished : _______
ITEM REMARKS
Prepared By: _____________ Concurred By : ________________
DESCRIPTION
Operation of the
MAINTENANCE PERFORMANCEManpower utilisation A
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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
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MAINTENANCE PERFORMANCE
Total downtime for serviceTotal stream hrs.
D
Downtime =
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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
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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
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UNDER RCM
RELIABILITY CENTERED
MAINTENANCE (RCM)• REACTIVE (BREAKDOWN)
• PREVENTIVE (TIME-BASED)
• PREDICTIVE (CONDITION-BASED)
•
PROACTIVE (RELIABILITY-BASED)
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GUIDELINES FOREQUIPMENT
MAINTENANCE
Fans:
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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.
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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
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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
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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
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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
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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