Document Lp0ZBjNQb4Oejyr6517vYyLpw

IEocH Individuol piece of equipment requires o ceporato rrumbtf end o cord with oil Identifying mclnfenonee dofo 4 Once clots of maintenance work, electrkol, tnechonlcei;V-D etc, is fixed, e work order form , like thir one It hsued^'H 3 Good operating men often see trouble coming, request unscheduled maintenance on this form 4Moterlol costs developing from o requested mointenonce job or from a regularly scheduled one ere collected end recorded for cempony use fi Preventive Maintenance Requires Firiilpcheduling Here are basic steps in setting up a preventive maintenance program in your plant. They pay operating and repair divi dends, says O L Applegate, plant engineer, Flelschmann Mfg Dlv ' " 4.lPitK- Preventive maintenance in on in* dustrial plant (1) reduces unscheduled outages (2) establishes engineering control on production equipment and (3) simplifies appraisal and auditing studies. How do you go about setting up a preventive maintenance program in a typical plant? An industrial plant may have any number of major departments --for instance, power generation, fer* mentation, grain preparation, or what* ever the major processes run. Prcfimfiuwy Step*, First step fn estab lishing preventive maintenance is to make up an equipment book. This book identifies every piece of equip ment that you intend to cover in your maintenance program. The identifica tion, preferably by number, should cover location, class of service, type of equipment, aerial number and capacity. The assigned equipment number ties down location quickly and unmistak ably. For instance, number 13-067-2 means that in building IS, a certain piece of equipment is number 67, and is on the 2nd floor. Let's add to thie some engineering information. The plant engineer and master mechaaie review each piece of equipment, studying particularly op erating life, trouble experiences, serv ice load: Is it on 24-hr operation? Has it been breaking down often? What has been the nature of the break-down? With this dote, group the equipment into categories. These categories con be set up on the basis of function, class of service, or any other criteria that help in determining frequency of in spection or scheduled shutdowns. Inspections for the first six months to a year of a preventive maintenance program must be kept fluid. At first, frequency of inspection depends upon the judgment of plant engineer, master meehanie or foreman close to opera tion. Once a record-keeping system begins to accumulate the experience of operation, then changes take place. For example, oa time goes by trouble pulls out a given piece of equipment for much more work than previous judg ment had Indicated, and so frequency of inspection increases. As a general role, all equipment should be inspected a minimum of twice a year. More important, vital equip ment operating continuously should be checked as often as once every moDth.vV|| Program Toko* Perm. At this point s vjJU preventive-maintenance program begiM.^B to take form. There is now iv*iUW^qjr (1) an equipment list (2) an aiitoitRi^ inspection schedule. On top of thb>4> work out with the master meefainieft^ program to-allocate the same volume,ff.-* work for each month of tho year. pieces of equipment receive scheduledyf, maintenance as the allocation program.. dictates. i//.' The individual equipment card, Hg, v 1, carries enough identifying dsu *. the clerk handling-records and scheh.-'V uling knows what class of work f* v needed. A work order is issued to y electrical foreman, pipe fitter, opefritei' foretnan, or to someone in white*? y craft keeps the equipment in *oikll> order. Work orders are shown la Procedure for compiling infai**?^ *1 from completed work orders is a* lows: One order is sent to the room, where it serves as authort**?/; ' - to issue material. A second copy in the engineering department fa* piling lobor and material cbvgc*- third copy notifies the foreman w work on the job. kx*ii Onee a job is finished foreman marks order complete, maintenance clerk re cords information in a book, "Work Or ders Completed," nnd computes labor cost. The storeroom clerk, also notified by the foreman, posseo along materiel costs to (1) engineering dopt and (2) ' accounting dept where they are entered Uinst the job. With this information, the plant en gineer or master mechanic cheeks the . work order and returns it to the main tenance clerk for filing end future use to check equipment maintenance costs. A total cost of repair end maintenance h compiled once a month. When the plant engineer or master . "tthanie checks a work order he notes *beiber; ()) material runs high or ow (2) only )ahor has been charged. He can lelt from this if inspections are ^de often enough. With it he may deC|de to reschedule the preventive-maintaiance procedure, subject to any later c whs through operating experience or ***^1 engineering. ,J^Mtholulo4 Mointononce. Over and ' y the repair and maintenance H t growing out of a preventive pro> ri1" should be a system for unsched uled. maintenance work. For instance, a good operating man can see trouble coming. To make it easy for such a man to set the wheels in motion and, incidentally, further develop this "sense of responsibility," Fig. 3 has been de vised. The operating man notifies the foreman, points out the expected dif ficulty and Fig. 3 la filled out and sub mitted. Now for the records: A material requisition iorm, Fig. 4, can be issued and all interested parties--general en gineering, accounting, preventive-main tenance office--have the material costa developing from the requested mainte nance job. But there is one more im portant step--an opportunity for man agement. Once ell facts and figures are in and enough information U at band to fill in all spaces on Fig. 3 a real opportun ity exists for management. That oppor tunity is to let the man Issuing (he origi nal request--operating man or foreman --ace the final costs. It gives him a feeling of belonging,' an unquestioned asset in employer-employee relations. A series of steps, tied to each of the major pointa just discussed in eon* necllon with some of the details of office procedure, are as follows: Equip ment-book entries involve a definite sys tem. This book Hits descriptive data on all equipment and has for each equip ment entry a companion equipment in dex card, which lilts cost of installation, estimated life, location, claas of service. Two events, which require special steps in handling the equipment book and tbe companion cards, are: (1) when new equipment anives (2) when old equipment is transferred or scrapped. Special forma notify proper personnel of these changes aod initiate (1) the necessary assigning or chang ing of numbers, locations: (2) issuing of work orders. As for the other office details, sueh as tabulating costs, working out an ex change of information between account ing, stores and engineering depart ments, they vary with the individual plant and its practices. A firmly scheduled preventive-main tenance program pays dividends in (1) belter operation (2) closer control through first-hand information founded on recorded experiences (3) over-all reduction of maintenance costs. 6S (674) POWER Novmb*f > i 1 November 1948 (675) 69