chapter 1-maintenance princple and problem

8/12/2019 CHAPTER 1-MAINTENANCE PRINCPLE AND PROBLEM

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CHAPTER 1 MAINTENANCE PRINCIPLE AND

PROCEDURE

MAINTENANCE

1. All action taken to retain materiel in or to restore it to a specified condition. Itincludes: inspection, testing, servicing, classification as to serviceability, repair,

rebuilding, and reclamation.

2. All supply and repair action taken to keep a force in condition to carry out its mission.3. The routine recurring work required to keep a facility (plant, building, structure,

ground facility, utility system, or other real property) in such condition that it may be

continuously utilized, at its original or designed capacity and efficiency, for its

intended purpose.

4. Actions necessary for retaining or restoring a piece of equipment, machine, or systemto the specified operable condition to achieve its maximum useful life. It includes

corrective maintenance and preventive.

5. The application of techniques, engineering skills, and effort, organized to ensure that6. their effective and economical maintenance.7. Combination of all technical and administrative actions, including supervision

actions, intended to retain an item in, or restore it to, a state in which it can perform a

required function.

8.

Maintenance is a set of organized activitiesthat are carried out in order to keep theitem in itsbest operational condition with minimum cost required.

9. A maintenance management system is a computer tool that corporate managers use toimprove operating activities over time. The system indicates new equipment that

department heads intend to purchase, as well as maintenance activities they will

schedule in the future.


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MAINTENANCE IN SERVICE INDUSTRY

An industry in that part of the economy that creates services rather than tangible

objects. Economists divide all economic activity into two broad categories, goods and

services. Goods-producing industries are agriculture, mining, manufacturing, and

construction; each of them creates some kind of tangible object. Service industries include

everything else: banking, communications, wholesale and retail trade, all professional

services such as engineering, computer software development, and medicine, non-profit

economic activity, all consumer services, and all government services, including defence and

administration of justice. A services-dominated economy is characteristic of developed

countries. In less-developed countries most people are employed in primary activities

MAINTENANCE IN MANUFACTURING COMPANIES

The flexibility and resources to provide manufacturing facility services throughout the

country according to your schedule, without ever inconveniencing your staff or interrupting

production. Your property and your image will benefit from ABMs expertise with industrial

maintenance. Industrial facilities from all types of industries look to us for expert services,including:

Manufacturing plants Distribution centers Transportation terminals International mail sort facilities Aerospace Printing and publishing Paper manufacturers/Pulp mills Automotive Co-generation facilities Oil and gas production - Refineries Defense Food processing Logistics Petrochemical Power generation and transmission centers Water and wastewater treatment


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PURPOSE OF MAINTENANCE

Maintenance has the purpose to ensure the functioning of technical equipment. That

is, with adequate measures the working of a machine is preserved or restored. In addition, an

appropriate maintenance contributes to the realization of the increasing quality demands.

Maintenance is primarily concerned with the weak points of the equipment. DIN 31 051

(1985) defines a weak point as follows:

Breakdown or breakdown suspicious spot, caused by the regular application of the

system, that can be modified with technically available and economically acceptable

methods, reducing the breakdown frequency and/or the breakdown gravity. Safety

considerations may influence the amount of economically acceptable expenditures.

Maintenance is not concerned with the technical equipment as a whole, but rather with its

parts. To define and describe these parts, the terms machine unit and component are used:

Machine Unit: it provides a specific function of the machine. Thus, each machineconsists of a set of machine units.

Examples: coolant system, centralized lubricating system, or drive.

Component: a machine unit consists of a number of components, its basic devices.Examples: oil filter or bearing.

A maintenance management system allows segment chiefs to plan maintenance work on

fixed assets, such as equipment, machinery and property. By doing so, segment leaders make

sure these assets are adequate and ready for use in manufacturing activities. A maintenance

management system also allows department heads to identify which machines and equipment

to purchase, depending on production needs.


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PRINCIPLES IN MAINTENANCE

Understand your building

Historic buildings will usually have evolved over time as fashions changed or as theneed arose for additional accommodation. Understanding the different stages in a

buildings development can help to explain why problems might occur, such as

cracking at the joint between old and new parts of a building.

Understanding the materials used and how they work is also important as it canprevent costly mistakes from being made. For example, repointing soft stone or

brickwork using a hard cement mortar, rather that a soft lime mix will trap moisture

within the stone or brick, rapidly accelerating the process of decay. Lime mortars and

renders are intended to be sacrificial by being softer than the basic building material.

They help a building to breathe and to tolerate a degree of movement, but they will

need to be repaired or replaced periodically. Nevertheless, it is far easier to repoint a

wall than it is to rebuild it once the stone or brick has lost structural strength.

Understand the causes of decay

Correct diagnosis of problems can save a considerable amount of money and preventunnecessary damage or loss of historic fabric. Before undertaking any repair it is

essential that the underlying cause of the problem is properly understood and

addressed. It is pointless, for example, treating an outbreak of dry rot if the damp

penetration that has caused it is not tackled. The environmental conditions that the

fungus needs to survive will continue and further outbreaks are likely to occur.

Similarly, there is no need to treat timbers against beetle infestation if the damage

occurred long ago and the infestation is no longer active.

Minimum intervention

The main purpose of maintenance and repair is to restrain the processes of decaywithout damaging the character of a building. Repairs should be kept to the minimum

required to conserve the building without unnecessarily disturbing or destroying the

historic fabric.


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Use tried and trusted materials and techniques

The use of inappropriate modern materials in traditionally constructed buildings cancause more serious problems than they are intended to solve. Repairs should generally

be carried out on a like-for-like basis using materials and techniques that match those

originally used. This will help to ensure that the old and new are compatible in terms

of their performance and appearance. The only exception is where there is a

fundamental design fault. For example, the valley gutters of historic buildings are

often lined with pieces of lead that are too long to comply with current building

practices. Lead is subject to thermal movement, and in overly long pieces this can

lead to tears that will allow water to penetrate the roof.

Keep a record

It is good practice to keep a logbook and photographs to record the findings of yourmaintenance inspections and to record repairs that are undertaken. It also allows you

to note and monitor any defects that may not require immediate action, such as the

appearance of small cracks in plaster finishes, which may be due simply to shrinkage

or may indicate more serious structural movement.

'Make a record' will give you more guidance on preparing a logbook for yourbuilding.

MAINTENANCE OBJECTIVE

Many steps can be taken to ensure that such an objective is achieved, but only a few

of these are normally considered to be the responsibility of the maintenance department. For

Example, each of the following will contribute to the reliability of the operating system:

(a) improvement of the quality of equipment and components through improved design

and/or tighter manufacturing standards;

(b) improvements in the design of equipment to facilitate the replacement of broken items

and inspection and routine maintenance work;

(c) improvements in the layout of equipment to facilitate maintenance work, i.e. providing

space around or underneath equipment;

(d) providing slack in the operating system, i.e. providing excess capacity so that the failure

of equipment does not affect the performance of other equipment;


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(e) using work-in-progress to ensure that the failure of equipment is not immediately

reflected in a shortage of materials or parts for a subsequent piece of equipment;

(f) establishing a repair facility so that, through speedy replacement of broken parts,

equipment down-time is reduced;

(g) Undertaking preventive maintenance, which, through regular inspection and/or

replacement of critical parts, reduces the occurrence of breakdowns.

INTRODUCTION AND PROBLEM DEFINITION

At times the statement is made that maintenance and repair is in fact a waste of time

and money and that it should therefore be eliminated; or at least drastically reduced in

scope. But is this possible?

This statement can, at the very least, be challenged on the grounds of the following

considerations:

because of technological reasons: sustainable products, parts and materials wearas aresult of use. A required technological life span includes maintenance tailoredto that

wear.

because of economical reasons: by applying higher-quality materials inconstructionsand installation-parts the technological life span and the reliabilitycan usually be

increased. As a result however the costs will also tend to increase.On account of the

latter a compromise must be reached at a certain point betweenthe costs on the one

hand and the reliability of the construction on the other. Thereliability can therefore

never be a full 100%.

because of construction-technical reasons: when making calculations one works with a safety factor. Herein allowanceshave

been made for the influences of a number of known, but not quantifiedfactors (in

effect an uncertainty factor). Unknown and not quantified factorsare often the cause

of premature fracture or failure. constructor- and construction-faults the care-aspect: this involves activities such as cleaning, greasing,

adjusting,inspecting etc.; these remain necessary.

because of human error. Even with automated and so-called foolproofregulatedinstallations the possibility of interpretation- and operational- errorsremains.


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PROBLEM DEFINITION

If maintenance and repair cannot be dismissed then how should one consider the term

maintenance?

From this the following questions can be derived:

can maintenance, when impossible to eliminate, then be optimised and in what way? is it possible to distinguish different strategies to this effect? might it even be possible to distinguish different sorts of maintenance? is a systematic approach to maintenance possible or not?

Starting from this problem definition the chapter subsequently deals with:

Importance of the problem Definition of the term maintenance Objectives for the maintenance of capital- and user-goods Methods and means for the optimisation of maintenance Consequences of the optimisation problem for management and organisation ofthe

maintenance

Budgeting and on-charging of the maintenance costs

MAINTENANCE PROBLEM

STAFFING

Problems Possible Reasons for ProblemLow productivity/morale of maintenance

staff Inadequate/poor supervision Inadequate staff skills to perform

work

Lack of on going training program forstaff to develop or maintain skills

Ineffective deployment of staff Wage rates not current or posted

Inadequate skills Lack of or inadequate trainingprograms Inadequate performance appraisal

system

Poorly defined or inadequate hiringcriteria

Discrepancies between jobdescriptions and actual work

performed

Lack of or inadequate maintenance training

or advancement programs Lack of funds to set up program or

send staff to training advancement

programs

Other duties take precedence over


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developing training programs

Existing staff lack training skills PHA does not perceive a need for a

training or advancement programme

WORK ORDERS

Problems Possible Reasons for ProblemExcessive backlog of work orders Inadequate number of staff or staff

skills

Lack of or inadequate preventivemaintenance program

Inadequate work order monitoringsystem/supervision

Low priority of routine servicerequests Lack of materials arid supplies Tenant abuse

Inadequate maintenance work order system Procedures unclear and/or inefficient Undefined staff responsibility for

processing

GENERAL

Problems Possible Reasons for ProblemInadequate municipal services Lack of coordination between city

and PHA

Lack of city resources Lack of city commitment

VACANT UNITS

Problems Possible Reasons for ProblemVacant unit preparation time excessive Unclear procedures

Lack of standards Lack of materials and supplies Lack of management commitment Tenant/outsider abuses

Inadequate security of vacant units Unclear procedures Lack of standards Lack of materials and supplies Lack of management commitment Tenant/outsider abuses


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INSPECTIONS

Problems Possible Reasons for ProblemLack of or inadequate preventive

maintenance (PM) program Inadequate number of staff or staff

skills

Undefined/unclear procedures Inadequate or lack of reporting and

monitoring system

Lack of management commitment Lack of tenant training or cooperation

Inadequate or questionable number of

scheduled unit inspections Inadequate staffing Inadequate proof of inspections or

inspection forms unavailable

Lack of management commitment;low priority

CONTRACT MAINTENANCE

Problems Possible Reasons for ProblemInadequate supervision of contractors Responsibilities of staff

unclear/undefined

Inadequate staffing to monitorcontractors

Lack of coordination amongcontractors, maintenance divisions

and project managersInappropriate use of contracting Inadequate evaluation of in-house

resources

Inappropriate use of single vs.multiple contracts

Poor quality of accepted contract work Maintenance staff not involved indevelopment or review of

specifications

Restrictive specifications Unclear or no performance indicators

in contract

Unclear procedures for processingmodifications (change orders)

No evaluation of contractors whichdo not perform well or timely


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MAINTENANCE FAILURE

Maintenance failure is any servicing or maintenance activity that is not part of a regular and

planned servicing regime.

All unplanned activity contributes to downtime and increased costs.

Why are maintenance failure records important?Maintenance failure records allow the fleet manager to analyse the cause of the repairs and

maintenance being carried out. Some of the typical causes are through:

Lack of operator skill - operator inattention and accidents Insufficient management of operators - lack of daily maintenance, operator inattention Delayed replacement - age of the item Planned future scheduled worknormal wear and tear Not performing to specificationsfaulty components (under warranty) and

manufacturers design faults.

Why do we measure maintenance failure?The fleet manager often has little or no influence over the way the plant and vehicles are

operated, because the responsibility for operations falls within other departments within the

organisation. Maintenance failure records provide accurate information on not only the cost

of a failure but on what caused the failure. In this way managers responsible for the

operations of these vehicles are able to assess the need for additional training, improved

induction processes, operator discipline, or increased maintenance procedures.

How is maintenance failure measured?

Maintenance failure records reflect the maintenance labour involved in the subsequent repair,the downtime associated with the repair and the cost of the repair. In this way, fleet managers

are able to highlight the overall cost of individual failures.

CLEAN AND SAFE WORKING ENVIRONMENT

What is an Accident?

An "accident" is an unplanned, undesired event which may ormay not result in injury

or property damage, that interferes with the completion of an assigned task.

A "near miss" is a form of an accident that does not result in injury or property

damage.

While much effort and time is expended on accident investigation, this information

tells us that we should be focusing on accident prevention. The majority of accidents are

near-miss and may never be reported. The causes of accidents can be broken down into two

basic components, unsafe conditions and unsafe acts.

Unsafe conditions are hazardous conditions or circumstances that could lead directly

to an accident.


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An unsafe act occurs when a worker ignores or is not aware of a standard operating

procedure or safe work practice designed to protect the worker and prevent accidents.

BENEFITS OF HAVING A SAFE WORKPLACE

Proper attention to workers' health and safety has extensive benefits:

healthy workers are productive and raise healthy families; thus healthy workers are a key

strategy in overcoming poverty.

workplace health risks are higher in the informal sector and small industries which are key

arenas of action on poverty alleviation, where people can work their way out of poverty.

safe workplaces contribute to sustainable development, which is the key to poverty

reduction.

the processes of protecting workers, surrounding communities and the environment forfuture generations have important common elements, such as pollution control and

exposure reduction.

much pollution and many environmental exposures that are hazardous to health arise from

industrial processes, that can be beneficially influenced by occupational health and safety

programmes.

occupational safety and health can contribute to improving the employability of workers,

through workplace (re)design, maintenance of a healthy and safe work environment,

training and retraining, assessment of work demands, medical diagnosis, health screening

and assessment of functional capacities.

occupational health is fundamental to public health, for it is increasingly clear that majordiseases (e.g. AIDS, heart disease, cancer) need workplace wellness programmes.

Benefits of promoting a healthy workforce


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To the organisation

a well-managed health and safety programme

a positive and caring image

improved staff morale

reduced staff turnoverreduced absenteeism

increased productivity

reduced health care/insurance costs

reduced risk of fines and litigation

To the employee

a safe and healthy work environment

enhanced self-esteem

reduced stressimproved morale

increased job satisfaction

increased skills for health protection

improved health

improved sense of well-being

How does complying with regulations save you money?

Not complying with the Regulations set out by law can cost you money in hefty fines.Furthermore, injuries and accidents involve both direct costs and indirect costs.

Direct costs consist of :

Medical expenses such as ambulance, hospital, and doctors' fees, medication, and

rehabilitation

Compensation payments

Insurance premium increases

Litigation costs

In most cases, direct costs covering the worker, are covered by the WorkmanCompensation Fund (only up to a certain salary scale) and therefore have little or no

immediate impact on profits. But they do impact on future profits, since they drive up the cost

of doing business.

Indirect costs include disrupted work schedules, lost productivity, clean-up and repair, hiring

and training replacement workers, bad publicity, time spent on accident investigation, claims

management, and litigation.


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The Namibian Employers Federation (NEF) offers a range oftargeted awareness trainingaswell as external training in the area of Occupational Safety and Health.

THE FACTORS THAT CAUSES ACCIDENT

1)Human Error- An individuals actions or performance is different than what is required and results

in or contributes to an accident.2)Material Failure/Malf unction

- A fault in the equipment that keeps it from working as designed, therefore causing or

contributing to an accident.

3)Envir onmental Conditions- Any natural or manmade surroundings that negatively affect performance of

individuals, equipment or materials and causes or contributes to an accident.


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HAZARD

- Any real or potential condition that can cause injury, illness or death of personnel, or

damage to, or loss of equipment or property, or mission degradation. (AR 310-25)

RISK

- Chance of hazard or bad consequences; exposure to chance of injury or loss. (Oxford

Dictionary, 1976)

TYPES OF HAZARDS

A common way to classify hazards is by category:

Biological- bacteria, viruses, insects, plants, birds, animals, and humans, etc., Chemical- depends on the physical, chemical and toxic properties of the chemical. Ergonomic- repetitive movements, improper set up of workstation, etc., Physical- radiation, magnetic fields, pressure extremes (high pressure or vacuum),

noise, etc.,

Psychosocial- stress, violence, etc., Safety- slipping/tripping hazards, inappropriate machine guarding, equipment

malfunctions or breakdowns.

FIVE STEPS TO RISK ASSESSMENT

This is not the only way to do a risk assessment, there are other methods that work

well, particularly for more complex risks and circumstances. However, we believe this

method is the most straightforward for most organisations.


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HOW TO ASSESS THE RISKS IN YOUR WORKPLACE

Follow the five steps to risk assessment:

1. Identify the hazards2. Decide who might be harmed and how3. Evaluate the risks and decide on precaution4. Record your findings and implement them5. Review your assessment and update if necessary

Step 1: Identify the hazards

First you need to work out how people could be harmed. When you work in a place every

day it is easy to overlook some hazards, so here are some tips to help you identify the ones

that matter:

Walk around your workplace and look at what could reasonably be expected to causeharm.

Ask your employees or their representatives what they think. They may have noticedthings that are not immediately obvious to you.

If you are a member of a trade association, contact them. Many produce very helpfulguidance.

Check manufacturersinstructions or data sheets for chemicals and equipment asthey can be very helpful in spelling out the hazards and putting them in their true

perspective.

Have a look back at your accident and ill-health recordsthese often help to identifythe less obvious hazards. Remember to think about long-term hazards to health (e.g. high levels of noise or

exposure to harmful substances) as well as safety hazards.


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Step 2: Decide who might be harmed and how

For each hazard you need to be clear about who might be harmed; it will help you

identify the best way of managing the risk. That doesnt mean listing everyone by name, butrather identifying groups of people (e.g. people working in the storeroom or passers-by).

Remember:

Some workers have particular requirements. E.g. new and young workers, migrantworkers, new or expectant mothers and people with disabilities may be at particular

risk. Extra thought will be needed for some hazards.

Cleaners, visitors, contractors, maintenance workers etc., who may not be in theworkplace all the time.

Members of the public, if they could be hurt by your activities. If you share your workplace, you will need to think about how your work affects

others present, as well as how their work affects your stafftalk to them.

Ask your staff if they can think of anyone you may have missed.In each case, identify how they might be harmed, i.e. what type of injury or ill health might

occur. For example, shelf stackers may suffer back injury from repeated lifting of boxes.

Step 3: Evaluate the risks and decide on precautions

Having spotted the hazards, you then have to decide what to do about them. The law

requires you to do everything reasonably practicable to protect people from harm. You can

work this out for yourself, but the easiest way is to compare what you are doing with goodpractice.

First, look at what youre already doing; think about what controls you have in place and

how the work is organised. Then compare this with the good practice and see if theres more

you should be doing to bring yourself up to standard. In asking yourself this, consider:

Can I get rid of the hazard altogether? If not, how can I control the risks so that harm is unlikely?


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When controlling risks, apply the principles below, if possible in the following order:

try a less risky option (e.g. switch to using a less hazardous chemical); prevent access to the hazard (e.g. by guarding); organise work to reduce exposure to the hazard (eg put barriers between pedestrians

and traffic);

issue personal protective equipment (e.g. clothing, footwear, goggles etc.); and Provide welfare facilities (e.g. first aid and washing facilities for removal of

contamination).

Improving health and safety does not need a lot of cost. For instance, placing a mirror

on a dangerous blind corner to help prevent vehicle accidents is a low-cost precaution

considering the risks. Failure to take simple precautions can cost you a lot more if an accidentdoes happen.

Involve with the staff, so that you can be sure that what you propose to do will work

in practice and wont introduce to any new hazards.

Step 4: Record your findings and implement them

Putting the results of your risk assessment into practice will make a difference when

looking after people and your business. Writing down the results of your risk assessment, and

sharing them with your staff, encourages you to do this. If you have fewer than five

employees you do not have to write anything down.

We do not expect a risk assessment to be perfect, but it must be suitable and

sufficient. As illustrated by our example risk assessments, you need to be able to show that:

a proper check was made; you asked who might be affected; you dealt with all the obvious significant hazards, taking into account the number of

people who could be involved;

the precautions are reasonable, and the remaining risk is low; and you involved your staff or their representatives in the process.


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If, like many businesses, you find that there are quite a lot of improvements that you

could make, big and small, dont try to do everything at once. Make a plan of action to deal

with the most important things first. Health and safety inspectors acknowledge the efforts of

businesses that are clearly trying to make improvements.

A good plan of action often includes a mixture of different things such as:

a few cheap or easy improvements that can be done quickly, perhaps as a temporarysolution until more reliable controls are in place;

long-term solutions to those risks most likely to cause accidents or ill health; long-term solutions to those risks with the worst potential consequences; arrangements for training employees on the main risks that remain and how they are

to be controlled;

regular checks to make sure that the control measures stay in place; and Clear responsibilitieswho will lead on what action and by when to take action.

Remember, prioritise and tackle the most important things first. As you complete each action,

tick it off your plan.

Step 5: Review your risk assessment and update if necessary

Few workplaces stay the same. Sooner or later, you will bring in new equipment,

substances and procedures that could lead to new hazards. It makes sense therefore, to review

what you are doing on an on-going basis.

Look at your risk assessment and think about whether there have been any changes?

Are there improvements you still need to make? Have your workers spotted a problem? Have

you learnt anything from accidents or near misses? Make sure your risk assessment stays upto date.

When you are running a business its all too easy to forget about reviewing your risk

assessmentuntil something has gone wrong and its too late. During the year, if there is a

significant change, dont wait: check your risk assessment and where necessary, amend it. If

possible, it is best to think about the risk assessment when youre planning your change that

way you leave yourself more flexibility


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PERSONAL PROTECTIVE EQUIPMENT (PPE)

OSHA requires the use of personal protective equipment (PPE) to reduce employee

exposure to hazards when engineering and administrative controls are not feasible or

effective in reducing these exposures to acceptable levels. Employers are required to

determine if PPE should be used to protect their workers.

If PPE is to be used, a PPE program should be implemented. This program should

address the hazards present; the selection, maintenance, and use of PPE; the training of

employees; and monitoring of the program to ensure its on-going effectiveness.

PPE is addressed in specific standards for the general industry, shipyard employment,

marine terminals, and long shoring.


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JENIS-JENIS ALAT PEMADAM API

Berikut adalah jenis pemadam api yang biasa digunakan:

1) Pemadam Api Serbuk Kering ABC

Berat: 12kg atau 3kg

Warna: Biru

Jenis api yang boleh dipadamkan : A, B dan C

Catatan :Boleh digunakan sekali sahaja, serbuknya boleh merosakkan logam, enjin dan

badan kenderaan, berbahaya kepada makanan.

2) Pemadam Api Karbon Dioksida

Berat: 3kg

Warna: Hitam

Jenisapi yang boleh dipadamkan: Api dari peralatan elektrik

Catatan: Tidak sesuai untuk persekitaran terbuka
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3) Pemadam Api Serbuk Kering ABC

Berat: 12kg dan 3kg

Warna: Merah

Jenisapi yang boleh dipadamkan: A, B, C dan api dari peralatan elektrik

Catatan: Boleh digunakan sekali sahaja.

Setiap alat pemadam api untuk kegunaa bukan domestik (seperti di kilang dan

pejabat) wajib didaftarkan kepada pihak bomba melalui kontraktor yang telah

berdaftar dengan pihak bomba. Pihak bomba akan mengeluarkan sijil untuk setiap alat

pemadam api dan juga pelekat untuk ditampal pada badan pemadam api tersebut. Sijilini perlu diperbaharui setiap tahun, manakala alat pemadam api yang berusia lebih 10

tahun perlu dilupuskan kerana bahan kimianya tidak lagi efektif untuk memadamkan

api.

POWER TOOL

A power toolis a tool that is actuated by an additional power source and mechanism

other than the solely manual labour used with hand tools. The most common types of powertools use electric motors. Internal combustion engines and compressed air are also commonly

used. Other power sources include steam engines, direct burning of fuels and propellants or

even natural power sources like wind or moving water. Tools directly driven by animal

power are not generally considered power tools.

Power tools are used in industry, in construction, in the garden, for housework tasks

such as cooking, cleaning, and around the house for purposes of driving (fasteners), drilling,

cutting, shaping, sanding, grinding, routing, polishing, painting, heating and more.

Power tools are classified as either stationary or portable, where portable means hand-

held. Portable power tools have obvious advantages in mobility. Stationary power toolshowever often have advantages in speed and accuracy, and some stationary power tools can
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produce objects that cannot be made in any other way. Stationary power tools for

metalworking are usually called machine tools. The term machine toolis not usually applied

to stationary power tools for woodworking, although such usage is occasionally heard, and in

some cases, such as drill presses and bench grinders, exactly the same tool is used for both

woodworking and metalworking

HAND TOOL

A hand toolis any tool that is not a power toolthat is, one powered by hand

(manual labor) rather than by an engine. Some examples of hand tools are hammers,

spanners, pliers, screwdrivers and chisels. Hand tools are generally less dangerous than

power tools.

SELECTING HAND TOOLS

Grip

A well-balanced tool with a properly designed grip or handle instantly feelscomfortable in the hand. If a tool is poorly designed or is not right for the job, it may have to

be held more firmly and at an awkward angle. A properly designed grip helps to reduce

fatigue and pain. Consider whether the job requires a tool with a pistol grip or an in-line grip.

When significant power or torque need to be delivered, select tools that allow for a power

grip; the hand makes a fist with four fingers on one side and the thumb on the other, similar

to holding the pistol grip of a power drill.

Tools that can be used in either hand allow workers to alternate hands and the tool can be

used properly by the 10 percent of workers who are left-handed.

Handle size

The right-sized handle is one that allows the hand to go more than halfway around the

handle without the thumb and fingers meeting. The recommended grip diameter in most cases

falls between 50 and 60 mm. To provide good control of the tool and prevent pain and

pressure hot spots in the palm of the hand, handles should be at least 120 mm long. A

precision grip (when the tool is pinched between the tips of the thumb and fingers) is

primarily used for work that requires control rather than a lot of force. Handles for precision

tools should be 8 to 13 mm in diameter and at least 100 mm long


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Grip surfaces

The grip surfaces of hand tools should be smooth, non-conductive, and slightly

compressible to dampen vibration and better distribute hand pressure. Avoid tools that have

grooves for fingerfor most people the grooves are either too big or too widely or closely

spaced. The resulting pressure ridges across the hand can damage nerves or create hot spots

of pain. Grooves along the length of the handle are intended to prevent slipping but can also

cut into the hand and create pressure ridges, particularly if the tool is in continuous use. If a

grooved handle is the only choice available, ensure that the grooves are many, narrow and

shallow. If it is available, try a grip shape that is non-cylindrical. Triangular grips measuring

approximately 110 mm around at their widest part can be quite comfortable and help to

increase power.

Weight

Weight is often a problem with power tools and tools such as axes, hammers, and

saws. To reduce hand, arm, and shoulder fatigue, the hand tool should not weigh more than

2.3 kg. If the centre of gravity of a heavy tool is far from the wrist, this maximum weight

should be reduced. Studies have shown that tools weighing 0.9 to 1.75 kg feel just right for

most workers. For precision work where the small muscles of the hand support the tool, it

should weigh far less. Lighter is better. Heavy tools can be made easier to use by suspending

or counterweighting them.

HOW TO PREVENT HAZARDS?

To prevent hazards we need safe practices. Ensuring workplace housekeeping is

maintained and flooring is in good condition helps to maintain a safe working environment.

PRACTICES TO PREVENT HAZARDS

1. Always lock-out machinery before and during cleaning procedures2. Clean air vents and filters on a regular basis3. Clean up spills and wet areas immediately4. Dont leave cabinets, drawers or cupboards open5. Dont leave items on the floor to cause an obstruction6. Endure all cleaning equipment is accessible and easy to use7. Ensure all exits are free from obstructions


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8. Ensure all safety equipment is in proper working conditionHazard

9. Keep staircases well-lit and free from clutter10.Mop or sweep floors regularly11.Never leave flammable materials near heaters12.Put up wet floor signs when washing or mopping the floors13.Reinforce mats, rugs or carpets to the floor so they dont cause a trip14.Replace batteries in smoke and carbon monoxide detectors regularly15.Replace light bulbs as soon as they burn outstand on chairs, boxes or crates

16.Take out garbage on a regular basis

MAINTENANCE OF WORK EQUIPMENT

PUWER requires that: all work equipment be maintained in an efficient state

in efficient order and in good repair where any machinery has a maintenance

log the log is kept up to date and that maintenance operations on work

equipment can be carried out safely.

WHAT RISKS ARE THERE FROM USING WORK EQUIPMENT?

Many things can cause a risk for example:

using the wrong equipment for the jobexample : ladders instead of access towers for an extended job

at high level

not fitting adequate guards on machines, leading to accidents caused by entanglement,shearing, crushing, trapping or cutting;

not fitting adequate controls, or the wrong type of controls, so that equipment cannotbe turned off quickly and safely, or starts accidentally.

not properly maintaining guards, safety devices, controls etc so that machines orequipment become unsafe.


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not providing the right information, instruction and training for those using theequipment.

not fitting roll-over protective structures (ROPS) and seat belts on mobile workequipment where there is a risk of roll over

not maintaining work equipment or carrying out regular inspections and thoroughexaminations.

not providing the personal protective equipment needed to use certain machines safely,example : chainsaws, angle grinders.

WHAT CAN I DO TO REDUCE THE RISKS?

Many accidents happen because people have not chosen the right equipment for thework to be done. Controlling the risk often means planning ahead and ensuring that suitable

equipment or machinery is available.

MAKE SURE MACHINERY IS SAFE

You should check the machinery is suitable for the work - think about how and where it

will be used. All new machinery should be:

CE marked;

safe - never rely exclusively on the CE mark to guarantee machinery is safe. It is onlya claim by the manufacturer that the equipment issafe. You must make your own

safety checks;

provided with an EC Declaration of Conformity (ask for a copy if you have not beengiven one);

provided with instructions in English

HIRING OUT WORK EQUIPMENT

If you hire out work equipment you are responsible for ensuring that the equipment is

safe to use at the point of hire. You should also make reasonable attempts to find out what the

equipment will be used for and provide advice on how it should be used. The safe use of the

equipment isthe responsibility of the person who hires it.


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MAINTENANCE COST OF WORK EQUIPMENT

You can review maintenance costs by cost account or repair code. When you review

costs and expenses by cost account, the system displays all accounts in object account order.

When you review costs by repair code, the system displays accounts in subsidiary account

order, beginning with the account that you indicate.

Costs by cost account

A cost account is an object account that typically represents a type of cost. Examples

of cost accounts include:

Labor Parts Materials

Review costs by cost account when you need an abbreviated income statement and

balance sheet for a specific piece of equipment or shop.

Costs by repair code

A repair code is a subsidiary account that represents a subdivision of a cost account.

You can use repair codes to keep detailed records of the accounting activity for a particular

cost account. Examples of repair codes include:

Preventive maintenance Emergency repairs Electrical repairs Mechanical repairs

Review costs by repair code when you need a managerial perspective of costs related

to a specific type of repair.


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Preventive, Predictive and Corrective Maintenance

Types of Maintenance

Preventive (PM)greasing,oil, filters Predictive (PdM)Inspections CorrectiveRepairs

PREVENTIVE MAINTENANCE (PM)

Definition - Schedule of planned maintenance actions aimed at the prevention of

breakdowns and failures

Primary goal-Preserve and enhance equipment reliability.

Examples of PM :

Oil changes Greasing Changing filters Belt tightening

Anything that increases life of equipment, and helps it runs more efficiently.

Benefits of PM

Increases life of equipment Reduces failures and breakdowns Reduces costly down time Decreases cost of replacement

Who Does PM?

Only trained, qualified maintenance personnel should perform PMs


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PREDICTIVE MAINTENANCE (PdM)

DefinitionTechniques that help determine the condition of in-service equipment in order

to predict when maintenance should be performed

Primary goalMinimize disruption of normal system operations, while allowing for

budgeted, scheduled repairs.

Examples of Predictive Maintenance

Vibration Analysis

Infrared Thermography

Oil Analysis

Visual Inspections

Benefits of PdM

Provides increased operational life Results in decrease of downtime Allows for scheduled downtime Allows for money to be budgeted for repairs

Who does PdM?

Often done by a contracted, specialized technician

Reasons:

1)Qualified and trained on latest technology

2)Possess the proper equipment

3)Provide trending and historical data in report form

Equipment Inspections-PdM

Visual inspection of equipment such as:Clarifiers and associated equipment

Mechanical bar screens


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CORRECTIVE MAINTENANCE

DefinitionRepair of equipment/machinery in order to bring it back to original operating

condition.

Important Facts:

Use original OEM parts

Install per manufacturers specs

Dont take shortcuts

Do it right

Benefits

Proper maintenance programs have huge returns Keeps equipment running longer Allows for scheduled, budgeted repairs Reduces unscheduled down time Makes life less stressful

chapter 1-maintenance princple and problem

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