static mechanical system ppt ppt ppt ppt

Sathyan Krishnan
skrishnan@hct.ac.ae
Thursday, November 9, 2023
CLO-4
Static Mechanical Systems
MCE 3343
INDUSTRIAL PLANT MAINTENANCE

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Sub-Learning Outcomes
Maintenance of Static Mechanical Systems
4.1 Piping and Flow control valves
4.2 Boilers and accessories: Heat exchangers, economizers, condensers, steam traps, air
filters, and pressure gauges.
4.3 Pressure Vessels and Tanks
4.4 Cooling towers

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Piping and Flow Control Valves
 The first step in any piping maintenance program involves eliminating, as far as
possible, basic conditions that make excessive maintenance necessary.
 These may include severe corrosion, water hammer, or poor piping layout.
Piping
Corrosion
 Probably the biggest single piping maintenance problem is corrosion.
 Internal corrosion of piping is generally caused by atmospheric oxygen dissolved in
water, and it stops when oxygen is removed or used up by its attack on the metal.
 Water coming into a system from the outside is always saturated with oxygen, and will
continue to corrode the piping until the oxygen is consumed in the process. That is why
service-water lines (always supplied with new water and new oxygen) rust faster than
hot-water heating lines, which constantly recirculate the same water.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 In the steam-water circuit of power plants, dissolved air (oxygen) enters through the
makeup water, and through leaks, into parts of the system under vacuum.
 Corrosion of condensate lines of heating systems is usually caused by air getting in
(through vents, reliefs, and joints) at points where the system is under vacuum.
 External corrosion may be rapid where a pipe is frequently wet from “sweating” or
other moisture—and particularly if the wet surface is repeatedly exposed to air
containing sulfurous or acid fumes.
 To cure it, remove the cause of the sweating or waterproof the pipe.
 Pipe buried in cinders or soil will often corrode, particularly if the soil is damp and
acidic.
 Normally pipe with perforations or cracks from corrosion or other causes is replaced at
once. Where this is not possible because of operating conditions, emergency patches,
like those shown in Fig., may save a shutdown. These are used on iron and steel pipes.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Wrap & Seal Pipe Burst Tape
Pipe leak repair clamp
Collar leak clamps
Split repair clamp

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Water Hammer
 This occurs when a moving column of water in a pipe is suddenly stopped or retarded.
 If the cause is too sudden closing of a valve, the cure is either a mechanical speed limit
on the valve or a tag urging cautious handling.
 Where a pipe is being constantly hammered by connected reciprocating equipment,
anchor the pipe firmly.
 Failure to remove condensate from steam lines is a major cause of water hammer.
 Drain all condensate pockets. Make sure that the traps are operating and that no pipe
sags so far as to create a pocket.
 Watch out for condensate caught above closed valves in vertical lines or in the back of
globe valves in horizontal lines.
 If a water hammer occurs only when steam is admitted to a cold system, it indicates that
the system is not adequately pitched or trapped to take care of the large initial
condensation. Gradual preheating may ease the situation.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Where water hammer has continued for some time, inspect the pipe guides, anchors,
and adjacent walls for serious cracks.
Preventative maintenance offers many benefits over other types of maintenance protocols,
including reactive maintenance, which is maintenance that occurs only after something
breaks. Benefits include:
 Able to Schedule Maintenance
 Better Uptimes
 Fewer Repairs and Shutdowns
 Increased Energy Savings
 Lower Repair Costs
Benefits of Preventative Maintenance for Industrial Piping
Common pipeline maintenance challenges
Pipeline maintenance comes with a few unique challenges you have to actively work
through:

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
1.Pipeline length:
Pipelines can run for thousands of miles and across international borders. It is difficult
to monitor and maintain such a large infrastructure.
2.Corrosion:
Corrosion is probably a pipeline’s #1 health issue. As pipes can run above and below the
ground, they are exposed to various elements. Fighting corrosion will be your top
priority in pipeline maintenance.
3.Fluids transported:
Pipelines often house flammable or toxic fluids. Even when the pipeline is shut down
for maintenance, there will be remnant fuel that can complicate the repair and
maintenance processes. You have to exercise extreme care not to destabilize pipeline
content during maintenance.
4.Jurisdiction:
When pipelines pass through different jurisdictions, you end up in a situation where you
have to adhere to different regulatory standards for the same pipeline.

9
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 The most basic agenda for pipeline maintenance is regular inspection and testing. A
comprehensive system like a CMMS (Computerized Maintenance Management
System) will help to schedule maintenance resources (labor, tools, parts) needed to
execute regular inspections.
 Drones and robots can be employed for inspecting hard-to-reach and remote areas.
Inspections are done manually if the pipelines are easily accessible. However, the
inspection of underground pipelines will need to be preceded by a preventive
maintenance dig.
 In addition to visual inspections, non-destructive tests like ultrasonic testing, eddy
current testing, and leak testing can be used to check pipe integrity.
Inspection and testing

10
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Pipelines in operation should be able to withstand the pressure exerted by the fluid
passing through them.
 In fact, for safety reasons, healthy pipelines should be able to withstand more than just
their normal operating pressure.
 This is done by hydrostatic testing, which plays a crucial role in ensuring pipeline
integrity.
 Hydrostatic testing uses water to exert above-standard pressure on the pipeline.
 The pipeline segment to be tested is temporarily removed from service by closing the
valves at both ends.
Hydrostatic testing

11
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
The health of pipelines has to be constantly monitored. This detailed log serves as raw
data for maintenance analytics. It also helps in maintaining an audit trail. Some of the
key parameters to be recorded and tracked are:
 Fluid flow
 Pressure on pipeline walls
 Valve pressure
 Record of inspections
 Testing records
 Maintenance records
 Changes in depth cover
 Environmental conditions at different pipeline locations
 Depending on the fluid that flows through the pipeline, there might be other
parameters that need to be monitored.
Tracking Pipeline Condition

12
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Flow Control Valves
 A valve is a mechanical device usually used in connection with a pressure-containing
vessel to completely stop or regulate the flow.
 As a mechanical device, a valve should be selected to do the job expected of it and
should be properly installed. It will then give long service before it starts to leak or
wear out.
 After installation, and periodically during service, a valve should be checked to ensure
that it has the necessary seat tightness.
Three basic designs of Valves. A. Globe. B. Check C. Gate.
A C
B

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Valves provide several functions, including:
 Starting or stopping flow based on the valve state
 Regulating flow and pressure within a piping system
 Controlling the direction of flow within a piping system
 Throttling flow rates within a piping system
 Improving safety through relieving pressure or vacuum in a piping system
Functions of Valves
Valve Opening Methods
How a valve opens and closes will not only impact the overall performance but also
determine how much control you have over the flow and how quickly the valve can
operate.
Most valves fit into one of the following categories:

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Multi-Turn valves:
 These valves are like a screw or piston. You
crank the handle and the plug, plate,
membrane, or other controlling obstruction
moves into the path of the pipe blocking
access.
 Depending on the valve, these can have
higher or lower differentials allowing you to
open or close them at various speeds.
Quarter-turn valves:
 Quarter-turn valves offer a full range of
motion in a 90-degree turn of the handle.
 This makes them ideal for situations where
precision isn’t as important as rapid action
and easy opening or closing.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
On top of the mechanical motion involved with a valve, also consider the method of
actuation. In most cases, valves fall into one of three categories:
1. Manual Valves: Typically adjusted by hand, these valves use handwheels, hand levels,
gear wheels, or chains to actuate.
2. Actuated Valves: Often connected to electric motors, air or pneumatic systems,
hydraulic systems, or solenoids, these valves allow remote control and automation for
high-precision or large-scale applications.
3. Automatic Valves: Some valves activate when a specific flow condition is met.
Examples include check valves closing during backflow or pressure release valves
activating when an over-pressure condition is detected.
 Valve designs are one of the most basic ways to sort the huge range of valves available
and find a good fit for a project or process.
 Common types of valves include:
Common Valve Types And Their Applications

17
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
1. Ball Valve
 Predominantly equipped with quick-acting 90-
degree turn handles, these valves use a ball to
control flow to provide easy on-off control.
 Generally accepted by operators to be faster
and easier to operate than gate valves.
Maintenance
 In the maintenance process, take appropriate protective measures, such as wearing
protective clothing, oxygen masks, and gloves.
 Discharge the residual materials inside the valve body before doing repair or
maintenance.
 For electric, hydraulic, or pneumatic valves, ensure that these lines are shut off before
performing maintenance.
 Check the tightness of all nuts/bolts.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae  Regularly check if the ball valve is set at the
desired position whether fully open or fully
closed.
 If the ball valve cannot be switched to either a
fully open or fully closed position, valve
service is required.
 Ensure the electrical continuity of the valve.
(if needed)
 Ensure that no leakage is observed from the
valve.
 Frequent observation is recommended under
extreme service conditions.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
2. Butterfly Valve
 A butterfly valve is from a family of valves
called quarter-turn valves.
 In operation, the valve is fully open or closed
when the disc is rotated a quarter turn.
 Using a compact design, the butterfly valve is a
quick-acting rotary motion valve ideal for tight
spaces.
Maintenance
 Cycle the valve once a month or more if it is not used regularly.
 Relieve the system pressure before maintaining the valve.
 Replace the valve seat (liner) by removing the stem and disc. Press out the liner and replace
it with the new part. Reinstall the disc and stem along with seals and clips. Refit into line as
in the installation sequence.
 If the valve is operating in a dry application (eg compressed air) ensure to lubricate the disc
and seat regularly to prolong the life span

20
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
3. Check Valve
 A check valve, also called a one-way valve, is
a device that allows the flow of fluids to move
only in one direction.
 The primary purpose of a check valve is to
prevent backflow in the system.
 Check valves are cheap, effective, and easy
solutions to a potential issue.
Maintenance
1. Keep it clean always
2. Check for leaks regularly.
3. Look for signs of corrosion, rust, or mineral build-up.
4. Replace the valve if there are extensive leaks or worn/broken pieces.
5. Open & close the valves to make sure they aren't seizing.
6. Inspect the pressure & temperature of fluid flowing through.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 4. Gate Valve
 As one of the most common valve types, gate
valves use linear motion to start and stop the
flow.
 These are typically not used for flow regulation.
Instead, they are used in fully open or closed
positions.
 They are installed in pipelines as isolating valves
and should not be used as a control or regulating
valve.

22
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Maintenance
1. Before starting the repair and maintenance, ensure the system is relieved of the
pressure to avoid injuries, losses, and environmental damage.
2. Valve lapping: Use a Lapping machine to smooth out the valve seat and disc to enhance
a tight seal when the valve closes. Using the valve for a long period leads to the
formation of scales on the valve, which then interferes with disc closure and, thus, fluid
leakage. Also, the build-up of these scales reduces fluid pressure.
3. Lubrication: Lubricate the gate valve stem threads and stem nut to reduce friction, and
wear, and make it easy to open/close. Use a grease gun to do the lubrication.
4. Cleaning: Open the gate valve bonnet component and clean the valve seat, disc, and
entry and exit ports to prevent fluid blockage.
6. Tighten the bonnet-body bolts and nuts to the torque recommended by the gate valve
manufacturer.
7. Replace the disc (components that closes fluid flow) if it does not stop the fluid flow
effectively.

23
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Typically used for controlling the flow of media
containing solids, the knife gate valve features a thin
gate controlled through linear action which can cut
through materials and create a seal.
 While not suited for high-pressure implementations,
these valves are ideal for use with grease, oils, paper
pulp, slurry, wastewater, and other media which might
obstruct the operation of other valve types.
5. Knife Gate Valve
1. Adjust the packing once a month.
2. Lubricate the stem and stem nut every three months. This should be done using a
grease gun at the grease fitting at the top of the yolk.
3. Lubricate the gear operator once a year.
Maintenance

24
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
6. Globe Valve
 A globe valve is a linear motion valve that
stops, starts, and regulates fluid flow.
 Leakage from the globe valve seat is less as
compared to the gate valve, mainly due to
right-angle contact between the disc and seat
ring, which allows a tighter seal between the
seat and the disk.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
A regular maintenance and inspection schedule will ensure you get the best life and
operation out of your globe valve. Some things to consider are below (not exhaustive).
 Regular inspection of the valve. Pay particular attention to the gland to ensure there
is no obvious wear or the valve is leaking
 If the valve is not operated regularly it is a good idea to cycle the valve to ensure the
disc is not bedding itself in the seat
 Grease the crossbar by using a grease gun on the grease nipple provided. Lubricate
the spindle if needed
 Slightly tighten the gland bolts if the packing needs adjustment. Do not overtighten
otherwise the gland will be damaged. If it is still leaking through here the gland
packing may need to be replaced
 Be aware if the valve is to be removed from the line for inspection to ensure that there is
no pressure in the line and it has cooled to room temperature. Once it is removed a
complete inspection can be carried out including inspection of the globe (disc) and the
seat. Any scale build-up at the bottom of the valve can be removed.
Maintenance

26
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 7. Needle Valve
 Typically used in small diameter piping
systems when fine, accurate flow control is
needed
 Needle valves, also called plunger valves get
their name from the point on a conical disc
used within.
 These valves generally have low flow rates
and a relatively significant pressure drop
from the inlet to the outlet.
 Ensure the inside of the valve body and the piping is free of dirt, dust, and other particles.
 Make sure the valve seat is clean.
 Conduct a complete open/close cycle to ensure the valve's components function correctly.
 Ensure there is no pressure in the piping.
Maintenance

27
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
8. Pinch Valve
 A pinch valve is a 2/2-way valve designed to
shut off or control the flow of corrosive,
abrasive, or granular media.
 It utilizes pressurized air to open or close the
valve.
 In the open position, the valve has no
restrictions and allows a wide range of media
to pass through the bore.
 The flexible internal rubber sleeve in the valve keeps the media isolated from the rest
of the valve, preventing contamination or damage to the valve’s other components.
 Often used for handling solid materials, slurries, and liquids with suspended solids,
pinch valves use a linear motion.
 Typically Pinch Valves feature an internal sleeve to isolate the media.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Pinch valves are very maintenance-friendly valve types, resistant to abrasion and
corrosion. With non-problematic media, maintenance of the pinch valve or even the
exchange of a component is, therefore, necessary only after a very long period of use
(usually after several years).
 In manual pinch valves, grease stems periodically
 Valves should be operated a minimum of once every month.
 Sleeves are the only part in contact with the media, therefore the only valve-
recommended spare part. The sleeve doesn´t require any preventive maintenance
operation
 Lubrication: A silicone-based lubricant is recommended. If valves don´t operate much,
less than once per month, lubrication prior to each stroke is recommended.
Maintenance

29
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
9. Plug Valve
 Plug valves are valves with cylindrical or
conically tapered "plugs" which can be rotated
inside the valve body to control flow through
the valve.
 The plugs in plug valves have one or more
hollow passageways going sideways through
the plug, so that fluid can flow through the plug
when the valve is open.
 Using a quick-acting quarter-turn valve handle,
these valves control flow using tapered or
cylindrical plugs.
 They provide some of the best ratings when
tight shutoff is essential and are reliable in high-
pressure or high-temperature environments.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Check the tightness of nuts/bolts between the body/bonnet area as well as the bracket
and stem housing.
 Ensure that the performance of the valve is satisfactory.
 Ensure that no leakage is observed from the valve.
 Frequent observation is recommended under extreme applications and conditions.
 Periodically flushing the sealant with a suitable valve cleaner to flush debris from the
sealant system is recommended.
 Valve should be periodically inspected thoroughly to detect the wear of plug/seals
and even the body.
 It is recommended that on such occasions, gaskets, seals, and packing should be
replaced.
 Valve Sealant must be injected periodically based on the type of operation and fluid
handled.
Maintenance

31
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
10. Pressure Relief Valve
 A pressure Relief Valve is a safety device
designed to protect a pressurized vessel or
system during an overpressure event.
 The basic spring-loaded pressure Relief Valve
meets the need for a simple, reliable, system-
actuated device to provide overpressure
protection.
 The pressure Relief Valve must open at a
predetermined set pressure, flow at a rated
capacity at a specified overpressure, and close
when the system pressure has returned to a
safe level.
 Pressure Relief Valves must be designed with
materials compatible with many process fluids
from simple air and water to the most
corrosive media.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Always keep the safety valve clean to prevent
the valve body spring from being filled with
grease dirt or being corroded, and prevent the
safety valve discharge pipe from being
blocked by grease or other foreign matter.
 When the safety valve is found to be leaking,
it should be replaced or repaired in time.
 In order to keep the safety valve sensitive and
reliable, a regular calibration should be done
at least once a year.
Maintenance

33
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Boilers and Accessories
 A Boiler is a closed vessel in which water or other suitable liquid is heated to generate
steam or vapor.
 The steam/vapor is then exited and is used for various purposes like heating
applications (water heating, central heating), boiler-based power generation, or even
for cooking and other purposes which could be domestic or industrial.
Boiler Accessories
1. Economizer.
2. Air preheater.
3. Superheater.
4. Heat Exchangers
5. Feed pump.
6. Steam Separator.
7. Steam trap.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae

35
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
https://www.youtube.com/watch?v=fk3DjD9gSsk

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Economizers are heat exchangers that transfer the heat in the flue gas to another
medium‚ generally the boiler feed water‚ although other streams are sometimes used
such as make-up water.
 The Boiler Efficiency Calculator allows you to calculate the energy efficiency benefits
of adding one type of economizer to a boiler system.
 There are 2 types of economizers: non-condensing and condensing.
Boiler Economizers

37
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Common problems while operating economizer
 Oxygen pitting is the most common type of waterside corrosion.
Causes: Excessive quantities of Oxygen, air leakage in the feed pump, or poor treated
water.
 Loss in the internal diameter of the tubes.
Causes: It is caused by deposits in the tubes which prevents proper heat transfer.
 Stress corrosion (embrittlement or loss of ductility)
Causes: The presence of free NaOH in the boiler water.
 Acid attack occurs due to a corrosive attack on the internal tube surface which results in
irregular pitting.
Causes: poor water treatment or insufficient post-cleaning of residual acids.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
1. Ash removal.
2. Economizer tube inspection.
3. Sampling and tube replacement.
4. Header inspection.
5. Inspection and repair of wear-resistant cover.
6. Overhaul of the expansion indicator.
7. Check whether there is blowing damage at the soot-blowing channel of the economizer.
8. Inspection of economizer tube elbow and welding joint.
9. Clean up the foreign objects between the tube rows.
10. Check the seal of the furnace wall in the economizer area.
Maintenance

39
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Boiler Air Preheater
 Air Preheaters (APH) are the Shell
and tube type Heat Exchangers
used for preheating the air which is
fed to the boiler or furnaces/kilns
for combustion of fuels.
 The Air Pre heater’s primary
objective is to extract the waste
heat from the flue gases leaving the
boiler.
 Air Preheaters consist of a shell
where tubes are arranged in a
square or triangular pitch and are
welded to a tube plate.
 Depending upon the type of operation and ease of cleaning, flue gases & air can be
allowed to travel either shell side or tube side interchangeably.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Maintenance
Proper maintenance for air handling systems includes the following:
1. Scheduled filter replacement,
2. Coil cleaning,
3. Duct integrity evaluation,
4. Damper cleanliness and function.
https://www.youtube.com/watch?v=rPEQiODpzHs

41
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Superheater
 The Steam Superheater is a coil-type heat exchanger
which is used to produce superheated steam or to convert
the wet steam to dry steam, generated by a boiler.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 A superheater should be inspected and maintained on a regular basis.
 The inspection should include a visual inspection of the superheater tubes for cracks
or leaks.
 The maintenance should include cleaning the superheater tubes to remove any
deposits that may have accumulated.
Maintenance
Heat Exchangers
 A heat exchanger referred to a piece of equipment built to efficiently transfer heat
from one medium to another.
 Heat exchangers are used in a wide variety of applications such as home heating,
refrigeration, air conditioning, petrochemical plants, refineries as well as in natural gas
processing.

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Types of Heat exchangers
1. Shell and Tube heat exchangers 1. Plate heat exchanger

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
1. Externally clean exchange fins subjected to dust, scale, or sludge deposits.
2. Internal cleaning of exchangers tubes walls requires disassembly of the exchanger.
3. Replace sacrifice anode plates or blocks for corrosion protection.
4. Washing heat exchangers should be using suitable hot wash oil for oil-based
deposits, hot fresh water for salt deposits, or suitable cleaning compounds when
required.
5. Inspect any corroded tubes or leaking joints by using pressurized cold fluid or water,
leaking pipes can be terminated and sealed.
6. Replace any gaskets and seals and tighten the leaking tube joints.
Maintenance

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae

46
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Steam Traps
 A steam trap is an automatic valve that holds
the steam at the load until it gives up its heat
energy and condenses to water (condensate).
 After the steam condenses to water, the steam
trap allows only the condensate to pass,
thereby contributing to plant efficiency.
 Steam traps are commonly classified by the
physical process causing them to open and
close.
 The three major categories of steam traps are
1) mechanical,
2) thermostatic, and
3) thermodynamic.

47
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Check your steam trap regularly for any visible signs of damage or wear.
 Inspect all seals and gaskets to make sure they are in good condition.
 Ensure that the valve works properly and opens and closes when necessary.
 Replace any worn or broken parts.
 Clean the steam trap periodically and check for clogs or blockages.
 Make sure that the steam trap is properly sized for your system.
Maintenance
 With the goal of efficient heat transfer and good air quality, filters are used to prevent
particulate matter or other contaminants from entering (or re-circulating) through an air
handling system.
 Filters are classified by ASHRAE Standard 52.2 and rated by their Minimum Efficiency
Reporting Value (MERV).
Air Filters

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Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Air filter unit
Air filter
Air Filters
 Keep air filters clean. A clogged air filter can lead
to poor air/oil mixture and carbon build-up (as
needed).
 Remove any debris or dust in the filter access
panel and clean or replace the air filter as needed
 Cleaning the Filter:
 Make sure the filter is reusable
 Rinse away the dust with water
 Let the filter dry completely
 Put the filter back in place

49
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 The condenser is a heat exchanger which removes the latent heat from exhaust steam
so that it condenses and can be pumped back into the boiler.
Condenser
 The condenser should be inspected consistently to ensure
the absence of leakages
 Glands must be tightened whenever leakages are detected
in the system.
 On a quarterly basis, plates should be checked and
replacements recommended where necessary.
 The tubes have to be examined on a yearly basis and any
deposits detected on them must be carefully removed.
 If the condition is compelling, the tubes should be
replaced altogether.
Maintenance

50
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Pressure Vessels and Tanks
 There are many subcategories of vessels used to hold liquids like DOT cylinders, tanks,
and pressure vessels. They each have their own distinctions and uses.
 The U.S. Department of Transportation (DOT) sets safety standards for portable
cylinders used to transport non-flammable, flammable, and poisonous materials.
DOT cylinders
 Some gases that are often stored in DOT cylinders
include: Nitrogen, Oxygen, Helium, Argon, Air
 Gas compression is don by either drastically
lowering the temperature of the vessel the gas is
stored in, or more commonly, by raising the
pressure by pumping a lot of a gas into the
confined volume.
DOT cylinders

51
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Every five or ten years, a standard DOT-rated cylinder must be requalified before it can
be filled and transported by one of two accepted methods.
1. Volumetric expansion test to assess cylinder elasticity.
2. Ultrasonic inspection to detect defects in the metal, comparing wall thickness with
manufacturer specifications.
 Passing either test and a visual inspection allows the cylinder to be authorized, stamped,
and filled for another service cycle.
 Reject cylinders are condemned and destroyed as prescribed by the CFR 49.
Maintenance
Hydrostatic testing
Leak testing

52
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Industrial fuel storage tanks, also known as petroleum tanks, can hold a variety of
liquids.
 They are commonly used for the storage of both organic and inorganic fluids.
 In addition to storing flammable liquids, they can also keep vapor.
 Fuel storage tanks come in a variety of shapes and dimensions.
 They are built to hold a range of fuels, vapor, and industrial liquids.
 The material a tank is made from will depend on the contents it’s designed to store.
 Some liquids react with certain metals, so a different metal, plastic, or concrete might
be more appropriate to use as a material.
Tanks

53
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Types of Storage Tanks
The most common types of storage tanks used to store liquids are as follows:
1. Fixed-roof tanks
2. External floating roof tanks
3. Internal floating roof tanks
4. Domed external floating roof tanks
5. Horizontal tanks
6. Variable vapor space tanks
7. LNG (Liquefied Natural Gas) tanks

54
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Storage Tank Maintenance
 Storage tanks must also be maintained, whether they contain oil, chemicals, or water.
 API 653 (American Petroleum Institute) recommends that a professional inspector
perform external inspections every five years and internal inspections every 10 years.
 Owners or operators should also visually check the tanks on a monthly basis.
 If anything is wrong, a more detailed inspection and repairs are recommended.
 Tanks that have internal containment liners should be checked weekly.
 All fixed roof supports should be inspected for soundness.
 Any corroded or damaged roof support should be repaired or replaced as necessary.
 Operators should look for any signs of corrosion or weld deterioration on monthly
basis.

55
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Pressure vessels are tanks specifically designed to contain pressurized liquids, much
like DOT cylinders, but pressure vessels are generally designed to be used where they
are located instead of making cross-country trips.
 They have particular design requirements that have to be met in order to safely hold
their contents.
 Many pressure vessels are designed according to ASME standards, which are the
standards used worldwide for vessel and boiler design across industries.
 Some applications for pressure vessels are:
 Research and technology development
 Cryogenic cooling
 Manufacturing
 Spacecraft testing and assembly
 Diagnostic equipment
Pressure Vessel

56
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Types of Pressure Vessels
Pressure vessels may be classified according to their purpose or geometry.
Types of Pressure Vessels According to its Purpose
1.Storage Vessels
 Storage vessels are pressure vessels that
temporarily hold liquids, vapors, and gases.
Storage Vessels
2.Heat Exchangers
 Heat exchangers are used to transfer heat between
two or more fluids.
 They are commonly used in the food,
pharmaceutical, energy, and bioprocessing
industries.

57
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
3.Boilers
 Boilers are heat transfer equipment
that utilizes fuel, nuclear or electrical
power as sources of heat.
 They are typically composed of an
enclosed vessel that allows heat
transfer from the source to the fluid.

58
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 4.Process Vessels
 Process vessels are a broad classification of pressure
vessels.
 These are containers where industrial processes occur,
such as mixing and agitation, decantation, distillation
and mass separation, and chemical reaction.
 Types process vessels:
 Distillation columns
 Industrial mixers
 Chemical reactors

59
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Types of Pressure Vessels According to its Geometry
Spherical Pressure Vessels
 Spherical pressure vessels are ideal for containing high-
pressure fluids due to their strong structure, but they
are difficult and expensive to fabricate.
 The internal and external stress is evenly distributed on
the sphere‘s surface, which means there are no weak
points.

60
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Cylindrical Pressure Vessels
 Cylindrical pressure vessels are composed of a
cylindrical shell body and a set of heads acting as end
caps.
 They are much cheaper to produce than spherical
vessels. However, they are generally weaker than
spherical pressure vessels.
 They typically require thicker walls to achieve the
same strength of spherical vessels bearing the same
internal pressure.

61
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Inspection and Maintenance of Pressure Vessels
The following factors must be kept in mind while inspecting the pressure vessels:
 The inspection must be performed by certified professionals only.
 The inspection must be conducted in adherence to established industry standards (e.g.
ASME).
 Pressure vessel inspection can be internal or external. The following points will help
you understand it better:
 Internal Inspection: This inspection is performed when the pressure vessel is empty
and not in operation. Internal inspection is mainly conducted to identify wear and
tear, and corrosion around components such as vessel connections, welded nozzles
and seams, and areas near to welds, external controls or fittings, and so on.
 External Inspection: This type of inspection is conducted outside the vessel when it
is in operation. During an external inspection, the inspector examines the working of
external components such as inlet piping, vessel connections, outlet piping, and so
on.

62
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Inspection is often followed by different types of pressure tests such as the ones
described here:
 Hydrostatic Tests: This is one of the important ways following which the pressure
vessels such as boilers, fuel tanks, and pipelines are tested for their leaks as well as
strengths.
 Pneumatic Tests: These tests demand a high level of potential energy, which is why
they are only performed whenever required. Pneumatic tests are only recommended
when the pressure vessels cannot be filled with water or where the traces of a testing
medium are not recommended or allowed.
 Leak Tests: Vacuum and pressure vessels are subjected to leak tests to confirm their
maximum permissible leak specified in the document.
 Mechanical Integrity Tests: These tests are conducted to check for the instability of
vacuum pressure vessels or buckling.

63
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Maintenance & Safety Tips
All the safety precautions and maintenance tips described below are needed to be observed
to avoid harm and tragedy when using pressure vessels.
Maximize Awareness:
 It is essential that the staff members get a complete briefing on the contents of each
pressure vessel.
Follow All Safety Protocols:
 Throughout the maintenance cycle, it is necessary to inspect and test all safety features
of the equipment to ensure they are also in operational order.
Protective Device Installation:
 Installing protective devices helps ensure that the pressure vessel meets the challenges
of daily use. Installing a valve shield, building a secure base, and ensuring that all metal
surfaces are covered with the appropriate coating are all key protective steps.

64
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Inspect It Anyway:
It is essential for all pressure vessels to undergo inspection. Each inspection should be as
systematic as possible.
Pressure vessels function under dynamic conditions and loads. So, even if the previous
inspection did not show any concerns, the situation may have changed.
Replace When Necessary: Pumps, valves, and other equipment that are connected should
always go through periodic inspection to identify potential concerns. Some industries
follow a “replace when needed”, whereas some follow a “replace when necessary”
maintenance program. Initially, the difference might appear academic between the two
types. Nevertheless, “replace when needed” program lets wear to exceed 75 percent before
replacing the part, while a “replace when necessary” allows wear to be only 50 percent.
Install Safety Equipment: Installing additional warning alarms, pressure gauges, and
appropriate signage will all go a long way toward determining the workflow of the
pressure vessel system and notifying people in the area about potential risks.

65
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Cooling Towers

800 MyHCT (800 69428) www.hct.ac.ae
Thank You

Sathyan Krishnan
skrishnan@hct.ac.ae
Thursday, November 9, 2023
CLO-5
Machine Health Monitoring
MCE 3343
INDUSTRIAL PLANT MAINTENANCE

2
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Sub-Learning Outcomes
5.1 Condition Based Maintenance, Signature Analysis, Oil Analysis, Vibration, Noise,
and Thermal Signatures, Online & Off-Line Techniques.
5.2 Instrumentation & Equipment Used in Machine Health Monitoring, Instrumentation
in Maintenance, Signal Processing, Data Acquisition and Analysis, Application of
Intelligent Systems.

3
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Condition Based Maintenance
 Condition-based maintenance (CBM) is a maintenance strategy that monitors the real-
time condition of an asset to determine what maintenance needs to be performed.
 Unlike preventive maintenance, condition-based maintenance dictates that maintenance
should only be done when these real-time indicators show irregularities or signs of
decreasing performance.
 The goal of condition-based maintenance is to continuously monitor assets to spot
impending failure, so maintenance can be proactively scheduled before the failure
occurs.
 The idea is that this real-time monitoring will give maintenance teams enough lead time
before a failure occurs or performance drops below an optimal level.

4
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Types of Condition-based Maintenance
 One of the biggest advantages of condition-based maintenance is that it is non-invasive,
meaning real-time data is being collected while the machine is still running without
adjusting the way it operates.
 You can choose to collect data at certain intervals or continuously through things like
sensors, visual inspection or scheduled tests.
 Some of the most common types of condition-based monitoring techniques are:
 Vibration analysis
 Infrared thermography
 Ultrasonic analysis
 Oil analysis
 Electrical analysis
 Pressure analysis

5
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
1. Vibration analysis
 Vibration analysis is defined as the process for measuring vibration levels and
frequencies of machinery and using that information to analyze the health of machines
and their components.
 Vibration analysis can help detect problems like imbalance, bearing failure, mechanical
looseness, resonance, bent shafts and more.
 A simple example: Imagine you have an industrial fan. You remove one of the fan
blades and start it up. As you might expect, the fan starts to vibrate due to the
unbalanced fan wheel. This imbalanced force will happen one time per revolution of the
fan, producing increased vibration signals.
Typical form of vibration signals (a) healthy bearing, (b) defective bearing. Research Gate

6
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 By measuring the levels of vibration and frequencies of equipment, maintenance teams
can determine the condition and performance of different assets and their components.
 This information can help technicians spot pre-failure issues such as worn out bearings,
resonance, imbalance, components that have become loose, and damaged shafts.
 For example, rotating equipment
tends to vibrate more as it ages,
potentially affecting its performance,
overall lifespan, and safety of
operators. Vibration may become
louder, more frequent, or faster before
complete failure or a dangerous
scenario occurs. Thus, vibration
analysis can help spot issues such as
these before major problems or
damage happens.
https://assets.efficientplantmag.com/wp-
content/uploads/2016/12/tspicture.jpg

7
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
https://www.youtube.com/watch?v=zQ3ctxFvme8

8
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 2. Infrared Thermography
 Infrared thermography is the process of using a thermal imager to detect radiation
coming from an object, converting it to temperature and displaying an image of the
temperature distribution in real time.
 Often utilized with a baseline image for comparison, infrared thermographic images can
clearly and easily show when an asset is becoming overheated.
 Infrared thermography is employed for monitoring the electrical and mechanical
conditions of motors, inspecting bearings and examining refractory insulation, as well
as for checking gas, liquids and sludge levels.
Principle of IR Thermography
 All objects emit a certain amount of black body radiation as a function of their
temperatures. The higher an object’s temperature is the more infrared radiation as
black-body radiation it emits.
 A special camera can detect this radiation in a way similar to an ordinary camera does
visible light.
 It works even in total darkness because ambient light level does not matter.

9
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Several different types of infrared thermometers can be useful in various applications:
 Pyrometers.
Also known as spot infrared thermometers, pyrometers are
handheld radar guns that can check the temperature of a particular
item. They work well for hard-to-reach assets such as bearings and
belts, electrical room components, fluid-handling systems, or
rotating motors. Pyrometers use a field of view and distance-to-
spot ratio.
 Scanning Systems.
Unlike spot thermometers, infrared scanning systems can monitor
larger areas such as the area over a conveyor belt for heat changes.
 Imaging Cameras.
By checking heat at various points within a larger area, these
cameras can deliver a two-dimensional picture for further analysis.
Infrared pyrometers
Infrared scanner
Imaging Cameras

10
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
https://www.youtube.com/watch?v=I4uI1UlmD9A

11
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
3. Ultrasonic analysis
 Ultrasonic analysis uses sound to identify potentially failing assets by detecting high-
frequency sounds and converting them into audio and digital data.
 Data collection methods determine the types of detectable failure when it comes to
ultrasonics.
 There can either have contact (structure-borne) or non-contact (airborne) methods.
 Contact methods generally are used for mechanical issues like bearing faults, lubrication
problems, gear damage and pump cavitation. All of these faults emit a high-frequency
noise.
 Ultrasonic contact methods are also helpful for detecting electrical faults on motors, as
loose or broken rotor bars can generate a high-frequency, rhythmic pattern.
Ultrasonic monitoring

12
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Basic Principle of Ultrasonic Testing
 A typical UT system consists of several functional units, such as the pulser/receiver,
piezoelectric transducer, and display devices.
 A pulser/receiver is an electronic device that can produce high voltage electrical
pulses.
 Driven by the pulser, the transducer generates high frequency ultrasonic energy.
 The sound energy is introduced and propagates through the materials in the form of
waves.
 When there is a discontinuity (such as a crack) in the wave path, part of the energy will
be reflected back from the flaw surface.
 The reflected wave signal is transformed into an electrical signal by the piezoelectrical
transducer and is displayed on a screen.

13
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
https://www.youtube.com/watch?v=64klP_y1RgQ

14
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
4. Oil Analysis
 Oil is often known as the lifeblood of equipment as it courses through critical
components of a machine.
 It stands to reason then that analyzing that oil can provide insight to the asset’s
performance and trigger condition-based maintenance activities.
 When checked regularly, oil can indicate whether an asset is performing optimally, if
additives are depleted, and whether contaminants are present.
 By checking oil properties and viscosity, a maintenance team can study which elements
may be caused by corrosion or other mechanical degradation.
 Some forms of lubricating oil analysis will provide an accurate quantitative breakdown
of individual chemical elements, both oil additive and contaminates, contained in the
oil.
 A comparison of the amount of trace metals in successive oil samples can indicate wear
patterns of oil-wetted parts in plant equipment and will provide an indication of
impending machine failure.

15
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Spectrographic Oil Analysis

16
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
https://www.youtube.com/watch?v=ABWNUD3hX8k

17
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Oil Condition and Wear debris (remains) Analysis
 Wear debris analysis (WDA) is a non-intrusive way to evaluate the Wear mechanisms of
machinery without taking it apart.
 Accurate identification of wear debris fragments can tell you which machine elements are
damaged, and the nature of the problem which generated the debris.
 Oil analysis is a particularly powerful
technique for the monitoring of
gearboxes and also reciprocating
machinery and combustion engines.
 Aging equipment tend to leave different
types of deposits in the lubricating oil,
where we can analyze to determine the
equipment condition.
https://www.youtube.com/watch?v=LAzbmrSib8E

18
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 6. Pressure Analysis
 Maintaining the correct pressure within equipment to let fluid, gas or air move through a
pipeline or hydraulic hose properly is vital.
 Pressure analysis can continuously monitor pressure levels in real time and alert to
sudden drops or spikes, allowing maintenance personnel to respond to and fix issues
before a more serious incident occurs.
Wireless Pressure Monitoring
Wireless Pressure sensor

19
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Benefits of Condition-Based Maintenance
Implementing a condition-based maintenance component within your overall maintenance
program can generate a great deal of benefits for your organization. Some key benefits
include:
1. Increased Reliability.
2. Decreased Downtime.
3. Higher Productivity.
4. Reduced Maintenance Costs.
5. Rapid Failure Identification.
6. Reduced Unplanned Failures.
7. Improved Safety.
8. Increased Asset Lifespan.

20
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Instrumentation & Equipment Used in
Every monitoring system has three basic elements.
1. First, there is an input device such as a sensor that detects changes and outputs its
observations as raw data.
2. A data collection system retrieves data from a sensor, or multiple sensors, and organizes
the data for further analysis.
3. The final essential instrument is a powerful processing unit running analytics software
that can output useful insights based on the patterns it identifies in the data.

21
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Accelerometers for vibration analysis
 Vibration sensors are piezoelectric accelerometers that sense vibration. They are used for
measuring fluctuating accelerations or speeds or for normal vibration measurement.
An accelerometer:
 It is a device that measures the vibration, or acceleration
of motion, of a structure.
 The force caused by vibration or a change in motion
(acceleration) causes the mass to “squeeze” the
piezoelectric material which produces an electrical
charge that is proportional to the force exerted upon it.
 Since the charge is proportional to the force, and the
mass is constant, then the charge is also proportional to
the acceleration.
Piezoelectric transducer

22
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Typical Vibration Spectrum

23
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Velocity sensors for vibration analysis
 Velocity sensors are another useful instrument for measuring vibrations.
 They operate at low to medium frequency and are often used to detect irregularities in
rotating machinery.
 Unlike accelerometers, velocity sensors are less sensitive to high frequency vibrations
and less likely to be affected by amplifier overloads.
Seismic velocity transducers

24
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Infrared cameras for temperature
 With the ability to process and analyze multiple frames per second, infrared cameras are
one of the most useful CM instruments available to operators.
 Cameras are used to detect both hotspots and cool areas, with algorithms used to process
data and identify issues such as excessive wear on moving parts, overheating, fluid leaks
and electrical surges.
 The infrared energy emitted from the measured object is converted into an electrical
signal by the imaging sensor in the camera and displayed on a monitor as a color or
monochrome thermal image.
Schematic diagram of infrared thermography camera
Thermography camera

25
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Ultrasonic sensors
 Ultrasonic sensors are used to measure high-frequency ‘noise’ generate by machines and
detect irregularities.
 Algorithms are used to compare data with baseline measurements and detect a variety of
electrical issues, including arcing and tracking.
 Ultrasonic sensors are also useful for detecting early signs of wear on bearings and other
mechanical components.
 Transducers are used to change sound waves into electrical energy that can be displayed
as visual signals on a cathode ray tube (CRT) or liquid crystal display (LCD) screen. This
allows all sounds, including those outside the audible range, to be detected and studied.
 Materials exhibiting the piezoelectric effect are commonly used to both generate and
detect sound waves.
 A piezoelectric element is a crystal which delivers a voltage when mechanical force is
applied between its faces, and it deforms mechanically when voltage is applied between
its faces.

26
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Signal Processing
 Signal processing involves converting or transforming data in a way that allows us to see
things in it that are not possible via direct observation.
 Signal processing allows engineers and scientists to analyze, optimize, and correct
signals, including scientific data, audio streams, images, and video.
 Some common signal-processing tasks include filtering, noise reduction, compression,
and feature extraction.
 The purpose of signal processing is to extract vital information from complex signals,
transform it into useful data, and use it to make decisions and predictions.
 Simply put, signal processing helps to remove noise, sharpen edges, and amplify relevant
features in a signal to improve its quality for further analysis.
 Signal processing systems can be found in various applications, from simple audio
processing in a music player to complex image processing in medical imaging.
 Regardless of the application, signal processing follows a similar process of analysis,
manipulation, and interpretation.

27
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Key Components In A Signal Processing System
 The main components of a signal processing system include the input signal, signal
processor, and output signal.
 The input signal could be any physical phenomenon that contains useful information.
For example, in an audio processing system, the input signal could be the sound
waves picked up by a microphone.
Signal Conditioning

28
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
The signal processor
 It is the system that performs the analysis, manipulation, and interpretation of the input
signal.
 It could be a software program or a hardware device, depending on the application.
 The signal processor is responsible for extracting useful information from the input
signal and transforming it into a more useful format.
 The output signal is the processed signal that has undergone manipulation to extract
useful information and make useful decisions.
 The output signal could be in the form of a sound wave, an image, or any other format
depending on the application.
signal processor

29
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
Analog Vs. Digital Signal Processing
 There are two main types of signal processing: analog and digital signal processing.
 Analog signal processing involves the use of continuous electrical signals, while digital
signal processing involves the use of discrete signals represented in binary code.
 The choice between the two types depends on the application and the desired level of
accuracy.
 While analog processing can perform real-time processing at a low cost, digital
processing allows precise analysis, flexibility, and reduction of noise and distortions.
 In modern systems, most signal processing is digital due to its accuracy, speed, and
flexibility.

30
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae
 Data acquisition (commonly abbreviated as DAQ or DAS) is the process of sampling
signals that measure real-world physical phenomena and converting them into a digital
form that can be manipulated by a computer and software.
 A data acquisition system is used for acquiring, storing, visualizing, and processing
data. This involves collecting the information required to understand electrical or
physical phenomena.
Data Acquisition and Analysis
 The components of data acquisition systems include:
1. Sensors, to convert physical parameters to electrical signals.
2. Signal conditioning circuitry, to convert sensor signals into a form that can be
converted to digital values.
3. Analog-to-digital converters, to convert conditioned sensor signals to digital
values.

31
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae

32
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Application of Intelligent Systems in maintenance.
 There are various forms of AI that can be applied to asset maintenance, depending on
the specific needs and requirements of the application. Some examples include:
Predictive maintenance: This is a form of AI that analyzes data to predict issues before
they occur. It uses machine learning techniques to identify patterns in data and detect
anomalies, enabling maintenance teams to proactively perform maintenance before a
failure occurs.
Condition-based maintenance: This form of AI utilizes sensors and other measuring
equipment to monitor the condition of assets. It analyzes data in real-time and generates
alerts when deviations are detected, allowing maintenance teams to intervene quickly
before significant damage occurs.
Fault detection and diagnosis: This type of AI uses advanced algorithms to detect and
diagnose faults and failures. It utilizes data from various sensors and other sources to
identify patterns and detect anomalies that may indicate issues with the asset.

33
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae Computerized Maintenance Management System (CMMS)
 A computerized maintenance management system or CMMS is software that centralizes
maintenance information and facilitates the processes of maintenance operations.
 It helps optimize the utilization and availability of physical equipment like vehicles,
machinery, communications, plant infrastructures and other assets.
 Also referred to as CMMIS or computerized maintenance management information
system, CMMS systems are found in manufacturing, oil and gas production, power
generation, construction, transportation and other industries where physical
infrastructure is critical.
How does a CMMS work?
The information in a CMMS database supports various functions of the system, which
enable the following capabilities:
1. Resource and labor management: Track available employees and equipment
certifications. Assign specific tasks and assemble crews. Organize shifts and manage
pay rates.

34
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 2. Asset registry: Store, access and share asset information such as:
 Manufacturer, model, serial number and equipment class and type
 Associated costs and codes
 Location and position
 Performance and downtime statistics
 Associated documentation, video and images such as repair manuals, safety
procedures and warranties
 Availability of meters, sensors and Internet of Things (IoT) instrumentation
3. Work order management: Typically viewed as the main function of CMMS, work
order management includes information such as:
 Work order number
 Description and priority
 Order type (repair, replace, scheduled)
 Cause and remedy codes
 Personnel assigned and materials used

35
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae 4. Preventive maintenance: Automate work order initiation based on time, usage or
triggered events. Use preventive maintenance to organize and associate assets across
multiple orders. Sequence and schedule preventive work orders.
5. Materials and inventory management: Inventory, distribute and reclaim maintenance
and repair operation (MRO) equipment and materials across storage areas, distribution
centers and facilities. Manage suppliers, track inventory costs and automate resupply.
6. Reporting, analysis and auditing: Generate reports across maintenance categories such
as asset availability, materials usage, labor and material costs, supplier assessments and
more. Analyze information to understand asset availability, performance trends, MRO
inventory optimization and other information to support business decisions and gather
and organize information for audits.

36
Dr.
Sathyan
Krishnan.
skrishnan@hct.ac.ae

1. The biggest single piping maintenance problem is corrosion (FIB)
2. Internal corrosion of piping is generally caused by atmospheric oxygen dissolved in water. (FIB)
3. External corrosion may be rapid where a pipe is frequently wet from the moisture in the
atomoshpere. (FIB)
4. In cases where it is not possible to replace pipes with cracks caused by corrosion, emergency
patches can be applied, which may help prevent a shutdown. (FIB)
5. Water hammer occurs when a moving column of water in a pipe is suddenly stopped or
retarded. (FIB)
6. Where a pipe is being constantly hammered by connected reciprocating equipment, anchor the
pipe firmly. (FIB)
7. What are the benefits of preventive maintenance for industrial piping? (State THREE) Short
Answer
• Able to Schedule Maintenance
• Better Uptimes
• Fewer Repairs and Shutdowns
• Increased Energy Savings
• Lower Repair Costs
8. State THREE of the common pipeline maintenance challenges. Short Answer
• Pipeline length
• Corrosion
• Fluids transported
• Jurisdiction
9. The most basic agenda for pipeline maintenance is regular inspection and testing. (FIB)
10. Drones and robots can be employed to inspect pipes in hard-to-reach and remote areas.
11. Tests and inspections of the pipelines include visual inspections, ultrasonic, eddy current, and
leak testing. (FIMB)
12. Hydrostatic testing uses water to exert above-standard pressure on the pipeline. (FIB)
13. State THREE of the key parameters when tracking the pipeline condition. (Short answer)
• Fluid flow
• Pressure on pipeline walls
• Valve pressure
• Record of inspections
• Testing records
• Maintenance records
• Changes in depth cover
• Environmental conditions at different pipeline locations
14. A valve is a mechanical device usually used in connection with a pressure-containing vessel to
completely stop or regulate the flow. (FIB)
15. Valves provide several functions. State TWO of these functions. (Short Answer)
• Starting or stopping flow based on the valve state
• Regulating flow and pressure within a piping system
• Controlling the direction of flow within a piping system
• Throttling flow rates within a piping system

• Improving safety through relieving pressure or vacuum in a piping system
16. Based on the valve opening methods, there are Multi-Turn and Quarter-turn valves. (FIMB)
17. Based on the valve method of actuation, there are Manual, Actuated, and Automatic valves.
(FIMB).
18. Matching (The students can answer this question themselves)
1 Ball Valve
2 Butterfly Valve
3 Check Valve
4 Gate Valve
5 Knife Gate Valve
6 Globe Valve

7 Needle Valve
8 Pinch Valve
9 Plug Valve
10 Pressure Relief Valve
A Boiler is a closed vessel in which water or other suitable liquid is heated to generate steam or vapor.
Boiler Accessories are Economizer, Air preheater, Superheater, Heat Exchangers, Feed pump, Steam
Separator, Steam trap.

Economizers are heat exchangers that transfer the heat in the flue gas to another medium‚ generally the
boiler feed water‚ although other streams are sometimes used such as make-up water.
There are 2 types of economizers: non-condensing and condensing.
Common problems while operating economizer:
Oxygen pitting
Loss in the internal diameter of the tubes
Stress corrosion
Acid attack
Maintenance of Economizers: Three or Four of the following
Ash removal.
Economizer tube inspection.
Sampling and tube replacement.
Header inspection.
Inspection and repair of wear-resistant cover.
Overhaul of the expansion indicator.
Check whether there is blowing damage at the soot-blowing channel of the economizer.
Inspection of economizer tube elbow and welding joint.
Clean up the foreign objects between the tube rows.
Check the seal of the furnace wall in the economizer area.
Air Preheaters are the Shell and tube type Heat Exchangers used for preheating the air which is fed to
the boiler or furnaces/kilns for combustion of fuels.

Maintenance of Air Preheaters:
Scheduled filter replacement,
Coil cleaning,
Duct integrity evaluation,
Damper cleanliness and function.
Steam Superheaters are coil-type heat exchangers which are used to produce superheated steam or to
convert the wet steam to dry steam, generated by a boiler.
Types of Heat exchangers are Shell-Tube, and Plate heat exchangers
A steam trap is an automatic valve that holds the steam at the load until it gives up its heat energy and
condenses to water (condensate).
A condenser is a heat exchanger which removes the latent heat from exhaust steam so that it condenses
and can be pumped back into the boiler.
Types of Storage Tanks
Fixed-roof tanks
External floating roof tanks
Internal floating roof tanks
Domed external floating roof tanks
Horizontal tanks
Variable vapor space tanks
LNG (Liquefied Natural Gas) tanks
Storage Tank Maintenance
A professional inspector should perform external inspections every five years and internal inspections
every 10 years.
Visually check the tanks on a monthly basis.
If anything is wrong, a more detailed inspection and repairs are recommended.
Tanks that have internal containment liners should be checked weekly.
All fixed roof supports should be inspected for soundness.
Any corroded or damaged roof support should be repaired or replaced as necessary.
Some applications for pressure vessels are:
Research and technology development
Cryogenic cooling
Manufacturing
Spacecraft testing and assembly
Diagnostic equipment

Types of Pressure Vessels According to its Purpose
Storage Vessels
Heat Exchangers
Boilers
Process Vessels
Types of Pressure Vessels According to its Geometry
Spherical Pressure Vessels
Cylindrical Pressure Vessels
Inspection of pressure vessels is often followed by different types of pressure tests such as:
Hydrostatic Tests
Pneumatic Tests
Leak Tests
Mechanical Integrity Tests

1. A shaft is a rotating machine element, usually circular in cross-section, which is
used to transmit power from one part to another, or from a machine that produces
power to a machine that absorbs power. FIB
2. There are several types of shafts such as Transmission shaft, Crank shaft,
Spindle shaft, and Input shaft. FIMB
3. Shaft alignment is the proper positioning of the shaft centerlines of the driver and
driven components. FIB
4. Misalignment can be due to parallel or angular misalignment, or a combination
of both. FIMB
5. There are many methods to perform a shaft alignment on a coupled pump. The
most commonly used methods are Straight Edge Alignment, Rim-Face Dial
Indicator Alignment, Laser Alignment. FIMB
6. Straight Edge Alignment is quick and easy to perform, but it is highly inaccurate.
FIB
7. Rim-Face Dial Indicator Alignment consists of installing two dial indicators on
the shaft of one machine, and positioning them on the rim and face of the coupling
of the other machine. FIB
8. A flywheel is a mechanical device which stores energy in the form of rotational
momentum. FIB
9. Types of Unbalance include Static, Coupled, and Dynamic unbalance. FIMB
10.Static Unbalance exists when the mass center does not lie on the axis of rotation.
It is also known as Force Unbalance and it’s corrected with a single weight. FIB
11. A coupled Unbalance results when a rotating shaft has two equal unbalance
masses in two different planes that are 180° apart from one another. FIB

12. Matching
1 Straight Edge
Alignment
3
2 Rim-Face Dial
Indicator
Alignment
1
3 Laser Alignment 2
13.A belt is a loop of flexible material used to link two or more rotating shafts
mechanically, most often parallel. FIB

14. Matching
1 V-belt 6
2 Cogged V-belt 3
3 Ribbed belt 4
4 Round belt 1
5 Flat belt 2
6 Timming belt 5
15.For critical drives, a quick visual and hearing inspection should be performed
every 1 to 2 weeks. FIB
16.For normal drives, a quick visual and hearing inspection should be performed
once per month. FIB
17.For normal drives, a shutdown to thoroughly inspect belts, sheaves, and other
components should be performed every 3 to 6 months. FIB

18.Matching
1 Visual
Inspection
2
2 Pully Wear 4
3 Predictive
Maintenance
 Look and listen for unusual noise and
vibration.
 Inspect the guard for looseness and
damage.
 Look for oil and grease contamination.
1
4 Regular replacement intervals should be
established so that a belt is replaced near
the end of its useful life.
3
19.A roller chain drive should be inspected after the first 50 hours of operation. FIB
20.Drives subject to heavy shock loads or severe operating conditions should be
inspected every 200 hours of operation. FIB
21.Ordinary drives may be inspected after every 500 hours of operation. FIB
ĞůƚdĞŶƐŝŽŶ

22.Matching
1 Flange couplings 2
2 Ribbed couplings 3
3 Sleeve couplings 1

23.Matching
1 Chain couplings 2
2 Bellows couplings 1
3 Spring couplings 4
4 Diaphragm
Couplings
3
5 Laminated Disk-
Ring
6
6 Elastomeric
Couplings
5

24.Select one of the studied dynamic systems or components (e.g., shafts, flywheels,
couplings, motors, etc.) and provide a concise explanation of the maintenance
activities applied to it. Essay
25.The two types of motors are AC motors, and DC motors. FIB
26.The two types of pumps are Centrifugal pumps, and Positive displacement
pumps. FIB
27. The main parts of centrifugal pumps are the drive, pump casing, the impeller.
FIB
28.Cavitation is defined as the phenomenon of the formation of vapor bubbles of
flowing liquid in a region where the pressure drops below its vapor pressure and
the sudden collapsing of these vapor bubbles in a region of higher pressure. FIB
29.The air compressor consists of three major assemblies: Drive motor, air pump
mechanism, and storage tank. FIB
30.The applications of air compressors include: pneumatic machines and tools,
pneumatic control systems (PLC), impact wrenches, pneumatic carinas,
sandblasters, and dusters. FIB
31.Compressor system leaks may lead to 20-30% energy waste, pressure drop, and
shorter equipment life. FIB
32.Common leakage areas in the air compressors include: Couplings, hoses, tubes,
fittings, Pressure regulators, Open condensate traps, shut-off valves, Pipe
joints, disconnects, and thread sealants. FIB
33.Internal combustion engines (ICE) are the most common form of heat engines,
as they are used in vehicles, boats, ships, airplanes, and trains. FIB
34.Types of internal combustion engines based on the type of fuel are Petrol engine,
Diesel engine, Gas engine, and Bi-fuel engine. FIB
35.Types of internal combustion engines based on the number of strokes per cycle are
4-stroke, and 2-stroke. FIB
36.Types of internal combustion engines based on the cycle of combustion are Otto
cycle, Diesel cycle, Duel combustion. FIB

Industrial Plant Maintenance MCE3343 Review Questions-CLO2
Dr. Mahmoud Abusrea Higher Colleges of Technology-ADM
1- The objectives of the maintenance management include (Choose THREE) Question Type MA:
a- Maximum Production at the lowest cost and highest quality
b- Maximize energy usage
c- Maximize the inventory on hand
d- Optimize the capital equipment life
e- Maximum Production regardless the cost and quality
f- Optimize maintenance resources
2- Match each Maintenance Staffing option with it corresponding feature Question Type ORD:
1 Complete In-House Staff The in-house staff performs most of the
maintenance, but contractors perform certain
maintenance tasks such as service on air
conditioners, equipment rebuilds, and
insulation
2
2 Combined In-House/Contract Staff Complete contracting maintenance staff
includes all craftsmen, planners, and
supervisors. Supervisors generally report to a
plant engineer or plant manager
4
3 Contract Maintenance Staff Under this approach, the craft technicians who
perform maintenance are direct employees of
the company. All administrative functions for
each employee, as well as salary and benefits,
are the responsibility of the company
1
4 Complete Contract Maintenance Contract maintenance staffs combine the
company’s supervisors with contract
employees. The contractor provides properly-
skilled individuals, removing the burden of
training and personnel administration from
the company
3
3- Order the following maintenance staffing options from being entirely direct emplyees to entirely
contactors:
1. Contract Maintenance Staff (3)
2. Complete In-House Staff (1)
3. Complete Contract Maintenance (4)
4. Combined In-House/Contract Staff (2)

4- Matching
1 Maintenance-centric
model
Maintenance reports to engineering.
construction engineering, project engineering,
and maintenance all have the same supervision,
e.g., the plant engineer.
3
2 Production-centric
model
Maintenance reports to a plant or facilities
manager at the same level as production and
engineering
1
3 Engineering-centric
Model
Maintenance resources report to the production
or operations managers. These cases usually
lead to less use of the maintenance work force
and, in turn, more equipment downtime.
2
5- Matching
(a) (b) (c)
1- Maintenance-centric (b)
2- Production-centric (c)
3- Engineering-centric (a)
6- Matching
1 Maintenance
Foreman or
Supervisor
1. Ensures that equipment is properly designed, selected, and installed
based on a life-cycle philosophy.
2. Establishes and monitors programs for critical equipment analysis and
condition monitoring
3. Promotes equipment standardization.
4. Monitors new tools and technology.
5. Monitors shop qualifications and quality standards for outside
contractors.
6. Develops standards for major maintenance overhauls and outages.
7. Monitors the competition’s activities in maintenance management.
3
2 Maintenance
Planner
1. Responsible for the entire maintenance function, including the planning,
supervising, and engineering
2. Coordinates closely with counterparts in other in-house organizations.
3. Ensures that all supervisors, planners, technicians, and maintenance
engineers are properly educated and trained.
4. Has responsibility for delegating assignments to the appropriate
personnel.
4
3 Maintenance
Engineer
1. Plans, schedules, and coordinates corrective and preventive maintenance
activities.
2

2. Develops a weekly schedule and assists the maintenance first-line
maintenance foreman or supervisor
3. Ensures that the CMMS software data files are complete and current.
4. Identifies, analyzes, and reviews equipment maintenance problems with
maintenance engineering.
4 Maintenance
Manager
1. Directs the maintenance work force and provides on-site expertise.
2. Ensures that work is accomplished in a safe and efficient manner.
3. Reviews work planning and scheduling with the planner.
4. Ensures quality of work.
1
7- Roles and responsibilities of the Maintenance Foreman or Supervisor include (Choose THREE)
MA:
a- Promotes equipment standardization.
b- Responsible for the entire maintenance function, including the planning, supervising, and
engineering.
c- Directs the maintenance work force and provides on-site expertise.
d- Monitors new tools and technology.
e- Ensures that work is accomplished in a safe and efficient manner.
f- Reviews work planning and scheduling with the planner.
g- Plans, schedules, and coordinates corrective and preventive maintenance activities.
8- Roles and responsibilities of the Maintenance Planner include (Choose THREE) MA:
engineering.
c- Develops a weekly schedule and assists the maintenance first-line maintenance foreman or
supervisor.
d- Identifies, analyzes, and reviews equipment maintenance problems with maintenance
engineering.
f- Reviews work planning and scheduling with the planner.
9- Roles and responsibilities of the Maintenance Engineer include (Choose THREE) MA:
engineering.
c- Ensures that all supervisors, planners, technicians, and maintenance engineers are properly
educated and trained.
f- Establishes and monitors programs for critical equipment analysis and condition monitoring.
10- Roles and responsibilities of the Maintenance Manager include (Choose THREE) MA:

a- Has responsibility for delegating assignments to the appropriate personnel.
engineering.
c- Directs the maintenance work force and provides on-site expertise.
f- Ensures that all supervisors, planners, technicians, and maintenance engineers are properly
11- Matching
1 Vocational Schools can be a quick fix if a company has a severe skills shortage due
to the retirement or departure of a key employee
3
2 Four-year colleges offer varying degrees of benefits, depending on how well the
schools work with industry
1
3 Hire Trained Personnel often offered by the supplier of equipment or equipment
components
5
4 Continuous Education often offer higher level technical courses 2
5 Vendor training These are courses that are developed by subject matter
experts, internal or external to the college or university. These
programs are marketed by the school
4
12- Maintenance training options include (State THREE): Hire Trained Personnel, Vocational
Schools, and Vendor Training.
13- The levels of in-house taining Are Apprentice Program, Journeyman Training, and Cross
Training. (Planner Training, and Supervisor Training)
14- Levels of in-hourse training include (Choose THREE):
a- Continuous Education Programs
b- Apprentice Program
c- Journeyman Training
d- Four-year colleges
e- Hire Trained Personnel
f- Cross Training
15- Matching
1 Journeyman Training This is the first level of training. This level of training takes
regular, unskilled workers and gives them the training they
need to become skilled craft technicians.
3
2 Planner Training This training is usually related to specific tasks or equipment
maintenance procedures. Usually, it’s used when to address a
new technology that is being brought into the plant.
1

3 Apprentice Program Based on multi-skill training in which only one or two craft
technicians would be sent to the job to complete all the job
tasks.
5
4 Supervisor Training This training needs for this level includes: Mainitenance
priorities and reporting, project and inventory management,
scehduling techniques, and computer basics.
2
5 Cross Training This training program should be implemented before
supervisory responsibilities are assumed. Some areas that
should be addressed in this program are time, project, and
maintenance management.
4
16- The Work order should satisfy and used by (State THREE): Maintenance, Operations, and
Engineering. (Inventory, Accounting, and upper management)
17- Matching
1 Engineering
needs
A description of the work, Priority of the work, and Date needed by 3
2 Accounting
needs
Mean time between failure, cause of failure, repair type, and corrective
action taken.
1
3 Maintenance
needs
Part number, part description, quantity and date reauired 5
4 Upper
management
Cost, accounting number, and charge account 2
5 Inventory
needs
Information that can be gathered from multiple work orders 4
18- The types of Work orders are: Planned and scheduled, Standing or blanket, Emergency
(Breakdown), and Shutdown (outage).
19- Matching
1 Emergency
(Breakdown)
Where a request is made, a planner screens, resources are planned, and
the work is scheduled. Work information is then entered in the
completion process and the work order is filed.
2
2 Planned and
scheduled
These work orders are generally written for 5 to 30 minute quick jobs,
such as resetting a circuit breaker or making a quick adjustment.
4
3 Shutdown
(outage)
These work orders are generally written after the job is performed,
because it requires a quick action.
1
4 Standing or
blanket
These work orders are for work that is going to be performed as a project
or during a time when the equipment is shut down for an extended
period.
3

1. Planners should be responsible for ……. (optimum) to ………….. (absolute maximum) craft
technicians. (MCQ)
a) 20 and 30
b) 15 and 25
c) 25 and 35
d) 20 and 35
2. Supervisors are responsible for overseeing the work of an average of ………. craft
technicians. (MCQ)
a) 15
b) 20
c) 10
d) 30
e) 25
3. Planners review all requests, insuring that they are not currently active work orders. (Fill in
Blank)
4. What are the two purposes of the planner to make a site visit? (Short Answer)
• To clearly understand what is requested.
• To look for any safety hazards or other potential problems that may need to be
documented.
5. What should be ensured by the planners to be ready before the work is scheduled? (Short
Answer)
• required resources, including labor, materials, tools, rental equipment, and contractors
6. Planners should expect to spend …….. of their time on paper and computer work,
and……….of their time on the floor. (MCQ)
a) 50% and 50%
b) 90% and 10%
c) 75% and 25%
d) 60% and 40%
7. Supervisors should expect to spend …….. of their time on paper and computer work,
and……….of their time on the floor. (MCQ)
a) 25% and 75%
b) 90% and 10%
c) 75% and 25%
d) 60% and 40%
8. What are the required qualifications to be a maintenance planner (State THREE)? (Short
Answer)
• Good craft skills
• Experienced in Maintenance work control
• Experienced in Materials control

9. What are the reasons of maintenance planning failure? Select four (04) correct answers
from below. (MA)
a) Business loss due to production delays
b) Overlapping responsibilities
c) The planner is not qualified
d) Lack of finance and accounting systems.
e) The planner was careless
f) Corrective actions ignored
g) Planner did not have sufficient time to properly plan
h) Lack of measuring performance and compare to the guidelines
10. It provides cost savings, reduce the costs significantly, contributes to an increase in
maintenance productivity, which also affects the morale of the workforce. All of these are
the results of; (MCQ)
a) Benefits of effective management
b) Benefits of customer satisfaction
c) Benefits of Planning
d) Benefits of Maintenance
11. Select ONLY four (04) correct job skills and qualification of maintenance planners from the
following options. (MA)
a) Experience in reviewing deficiencies noted during corrective maintenance
b) Experience in maintaining and advising on the use and disposition of stock items, surplus
items, and rental equipment
c) Experience in craft skills.
d) Experience in Establishing and monitoring programs for critical equipment analysis and
condition monitoring techniques.
e) Experienced in maintenance work controls.
f) Experience in promoting equipment standardization
g) Experienced in materials controls.
h) Strong administrative and organizational skills.
i) Experience in monitoring new tools and technology
12. What are the losses that are reduced or elminated by maintenance planning (State THREE)?
(Short Answer)
• Waiting for instructions
• Waiting for spare parts
• Looking for supervisors
13. The “ Wait Codes “ includes : (Select THREE) (MA)
a) Planning
b) Authorization
c) Materials
d) Ready to schedule
e) In Process
f) Completed
g) Cancelled

14. The “ Work Codes “ includes : (Select THREE) (MA)
a) Planning
b) Authorization
c) Materials
d) In Process
e) Completed
f) Cancelled
15. Maintenance Labor Capacity = Total Gross Capacity - Weekly Deductions (Fill in Multiple
Blanks)
16. If a craft backlog greater than 4 weeks indicates a need for increased labor, which can be
filled by: (MA)
a) Working overtime
b) Eliminating overtime
c) Decreasing contractors
d) Increasing contract labor
e) Transferring employees
f) Hiring employees
g) Laying off employees
17. If a craft backlog less than 2 weeks indicates need for reduced labor, which can be met by:
(MA)
h) Working overtime
i) Eliminating overtime
j) Decreasing contractors
k) Increasing contract labor
l) Transferring employees
m) Hiring employees
n) Laying off employees
18. Planners need to be aware of several considerations such as work priority, work already in
progress, and net craft capacity (Fill in Multiple Blanks)
19. What are the six (06) benefits which may result from a successful implementation of
Preventive Maintenance (PM) program in an organization? (MA)
a) Increased automation
b) Accurate contractor information
c) Just-in-time manufacturing
d) Lean manufacturing
e) Accurate stores information
f) Reduction in equipment redundancies
g) Planner did not have sufficient time to properly plan
h) The planner was careless
i) Reduction of insurance inventories
j) The planner is not qualified
k) Manufacturing cell dependencies
l) Overlapping responsibilities

20. Which of the following is not a sources of information of PM programs? (MCQ)
a) Manufacturers
b) Review work order histories
c) Detailed consultation
d) Technical papers
21. Match the following Types of Preventive Maintenance (PM) (MT)
Maintenance type Match Description
Proactive Replacement B
A. All known and suspected defective components are
changed out during outage.
Scheduled Refurbishing A
B. Substitute new components for deteriorating or
defective components before they can fail.
Predictive Maintenance D
C. Performing the equipment inspection in a real-time
mode.
Condition Based Maintenance C
D. More advanced form of the inspection using the
available technology, Example: Vibration analysis
22. This is a type of plan for preventive maintenance the final step in preventive maintenance,
involves engineering. If problems with equipment failures still persist after using the
aforementioned tools and techniques, engineering should begin a study of the total
maintenance plan to see if anything is being neglected or overlooked. (MCQ)
a) Scheduled Refurbishing
b) Proactive Replacements
c) Basic Preventive Maintenance
d) Reliability engineering
23. What do you call the type of plan for preventive maintenance in which it takes predictive
maintenance one step further, by performing the inspections in a real-time mode. (MCQ)
a) Predictive Maintenance
b) Condition based maintenance
c) Reliability Engineering
d) Basic Preventive Maintenance
24. What are the two (2) basic priority systems in maintenance? Choose 2 possbile answers.
a) Machine vibration and disallignment (MA)
b) Emergency or Breakdown
c) Urgent critical (24- 48 hrs)
d) Equipment purchase
e) Corrosion of equipment
f) Lack of lubrrication on Equipment

EMC-3003 Industrial Plants Maintenance LO # 1
CLO 1- Analyze maintenance management and benchmarking fundamentals in relation to industrial plant
operation and services.
In order to meet learning outcome 1, students should be given the opportunity to engage in the following:
Sub-outcome 1: Investigate the status of maintenance and describe the importance of maintenance.
Sub-outcome 2: Identify each activity and introduce the typical survey of maintenance management.
Sub-outcome 3: Explain types, processes and other details of benchmarking for maintenance.
What is Industrial Plant Maintenance?
IPM refers to all actions taken to keep the equipment or machines in functional condition.

1 | P a g e
EMC-3003 CBK 2015-20
The Status of Maintenance in the United States:
According to estimates, over 200 billion dollars were spent on maintenance in the United States in 1979.
Since 1979, maintenance costs have risen between 10% and 15% per year. Maintenance expenditures in the
United States, therefore, are probably now over a trillion dollars per year now.
Where do these wastes occur in maintenance? How can they be controlled?
1. Fewer than 4 hours per day (out of a possible 8) are spent by maintenance craftsmen performing
hands-on work activities.
2. Only about one-third of all maintenance organizations employ a job planner to schedule and
supervise maintenance activities.
3. The majority of all maintenance orgaizations either are dissatisfied with their work order systems or
do not have them.
4. Of the one-third of all companies that have work order systems, only about one-third, or
approximately 10 percent of all organizations, track their work orders in a craft backlog format. The
craft backlog allows managers to make logical staffing decisions based on how much work is
projected for each craft.

2 | P a g e
EMC-3003 CBK 2015-20
5. Of the one-third of all companies that have work order systems, only one-third compared their
estimates of the work order labor and materials to the actual results. Therefore, only about 10% of
all organizations carry out some form of performance monitoring.
6. Of the companies with work order systems that allow for feedback, only one-third, or about 10% of
all companies, perform any failure analysis on their breakdowns. Most of the other companies just
change parts. For an operation to be cost effective, good practice in failure analysis must be followed.

3 | P a g e
EMC-3003 CBK 2015-20
7. Overtime, another key indicator for maintenance effectiveness, now in USA averages about 14.1% of
the total time worked by maintenance organizations, while it must not exceed 5%.
8. Preventive maintenance, another major part of any successful maintenance program, currently
satisfies the needs of about 22% of the company’s surveyed in USA.
9. Related to preventive maintenance, almost three-fourths of the organizations have some form of
lube routes and procedures, and this is good, but too many organizations believe that preventive
maintenance is nothing more than lube routes and procedures, which is not correct, therefore, once
they have these developed, they stop further maintenance efforts.

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10. The lack of coordination between operations/facilities and maintenance. Almost three-fourths of all
organizations experience problems coordinating preventive maintenance with the
operations/facilities.
11. After the cost of maintenance labor is the cost of maintenance materials. Depending on the type of
operation/facility, maintenance materials can range between 40% and 60% of the maintenance
budget, therefore maintenance materials must be well managed.
12. Many companies try to remedy maintenance materials problems by overstocking the storeroom. This
remedy creates its own problem because most companies do not then take into account the fact that
inventory carrying costs are over 30% of the price of the items per year.
13. Another concern regarding maintenance materials is that maintenance is only responsible for its
inventory in about half of all organizations. The other half of the time, someone else is telling
maintenance what to stock, how many to stock, and how many to issue.

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14. Cost of downtime must be included in the calculation of total maintenance cost and not only the cost
of maintenance labor and materials.

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Analyzing Maintenance Management – The Maintenance Survey
In this topic we will present a survey that companies (and students of this course) can use to gain an internal
understanding of any company maintenance function. This survey will examine 16 aspects of the
maintenance organization. As a student you need to practically complete and analyze similar survey to a
local industrial plant. The 16 aspects are listed below:
1. Maintenance organization:
In order to understand this aspect we need to understand the concept of “Benchmarking” first.
Benchmarking: “The search for industry best practices which lead to superior performance”
Benchmarking is a continuous improvement too that is to be used by companies that are striving to
achieve superior performance in their respective marketplace.
Best Practices: They are practices that enable a company to achieve a competitive advantage over
its competitors in the maintenance process become a leader in tis respective marketplace.
Benchmarking is a processes that must be implemented in complete way, and will be studied
intensively later in our course.
In any benchmarking project, the maintenance organization can be enable to success or disabler to
success, it is important hidden aspect. Relating to this aspect, the industrial organization must have
mission-vision statements for the maintenance and reliability business. And also it must have the
supportive goals and objectives. The maintenance organization must be recognized as a contributor
to the corporate success and not just “fix it when it breaks” function.
2. Maintenance Training: training and educating the workforce is a major issue. Training and
retraining sometimes are essential if the skills required to operate and maintain the high-tech
equipment now installed in plants and facilities.
3. Work Orders: we need to have maintenance information system in order, and the goal for that is
to document and track the maintenance work that is performed. This means the use of work order
system to initiate, track, and record all maintenance activates.
4. Planning and Scheduling: once the work order system is used, the work can be planned and
scheduled for maximum efficiency and effectiveness. The planner or supervisor need to do:
a. Review the work submitted

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b. Approve the work
c. Plane the work activities
d. Schedule the work activities
e. Record the completed work activities
5. Preventive maintenance (PM): PM program is the key to any attempt to improve the
maintenance process. This program reduces the amount of unplanned reactive maintenance to a
level that allow other practices in maintenance process to be effective. Effective PM activities
would enable 80% proactive maintenance to 20% reactive maintenance. Once we reach to this level
the other maintenance practices such as planning and scheduling will become more effective.
6. Inventory (the maintenance store): the inventory and procurement (purchasing) programs
must focus on providing the right parts at the right time. The goal is to have enough spare parts
without overstocking. And this depends on the previous planned maintenance activities, if we are
well planned and scheduled in implementing PM maintenance this will allow us to order and make
sure the spare parts are available on time.
7. Computerized maintenance Management Systems CMMS: we need to use computerized
data flow to facilitate the collection, processing, and analysis of the maintenance data such are the
work orders and other maintenance data. CMMS/EAM (EAM Enterprise Assets management) are
the most used ones here, but unfortunately they are used only 50% of its capabilities, we need to
make sure these systems are in use to its maximum in the maintenance organizations.
8. Operations Involvements: the operators of the machines or production line must take
ownership of their equipment to the level that they support the maintenance department.
Operation involvement might include the following:
a. Inspect the equipment prior to start up
b. Filling out work request for maintenance
c. Completing work orders for maintenance
d. Recording breakdown or malfunction data for equipment
e. Doing routine adjustments on equipment
f. Executing maintenance activities supported by maintenance central

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9. Reporting: The work order is the key document to collecting maintenance information. Therefore
having the work order in a usable format is important, so it can be used to produce reports.
providing useful information to the management. These information must be concise and specific,
they are necessary also for the purchasing, engineering, and plant management. Compiling these
forms into a computerized software is necessary, and the CMMS provide this feature with reports
and reports writers feature as well.
10. Predictive Maintenance (PDM): Once the operation department supports the Maintenance
organization this will allow for PDM activities, example of such is vibration analysis for rotating
equipment, and Thermography for electrical equipment. In PDM we need to investigate and
purchase technologies that solves or discover chronic equipment problems that exists. And also as
we used to do with PM preventive maintenance we need to PDM inspections planned and
scheduled and data to be stored in the CMMS/EAM systems for further analysis.
11. Reliability-Centered Maintenance (RCM): CRM techniques are applied to the preventive
and predictive efforts to optimize the programs. It is applied to equipment when:
a. Asset is environmentally sensitive.
b. Safety Related assets
c. Extremely critical to production assets
d. If the asset if allowed to fail it will the cost of replace or rebuild is too high
RCM tools require data to be effective, for this reason RCM used only after the organization has
progressed to ensure accurate and complete data. There are reliability tools used such as “The five
whys” and “failure and effect mode analysis”.
12. General Practices: In this aspect the overall attitude or the organization towards maintenance
and asset management is examined. Sustainability is the important issue here, means the
improvements have been structured and implemented permanently.
13. Financial optimization: once the relevant data about assets collected such as downtime cost,
maintenance cost, lost efficiency cost, and quality costs, then we need to make financial decision
against these data, whether to replace or repair an asset. Financial optimization requires accurate
data or it will not be cost effective.

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14. Continuous Improvement: is a very important aspect in maintenance and in all aspects of our
career and life as well. It can be simply expressed as “Best is the enemy of better”. Continuous
Improvement in assets care is an ongoing evaluation program. That includes continually looking for
that “little things” that can make a company more competitive.
15. Contracting : Most maintenance organizations will use contractors in two major
aspects:
a. Supplemental Labor: is typically used during major outages and shut-down situations,
when large number of work need to be completed on equipment in short period of
downtime.
b. Specialty Skills: is needed when maintenance organization does not have the skills
necessary to perform the work (example robotics expert) and the maintenance organization
determined that it is not cost effective to hire and maintain the skills internally.
In both cases the use of contractors must be investigated carefully since it is very expensive and
increase maintenance costs dramatically.
16. Document Management: During the equipment life there are high number and variety of
documents must be kept safe and well organized, a good document management system should be
used to track these important information, proper resources need to be allocated within the
organization to insure that this documentation is properly maintained. The documents may include
the following:
a. Equipment Manuals when first purchased and commissioned.
b. Equipment certification when finally decommissioned.
c. Modifications or retrofits documentation made on the equipment.
d. MSDS Materials Safety Data Sheets.
e. MOC Management of Change documents
Survey of maintenance Management
The attached survey consist of 16 parts (see attached PDF document), any company beginning a
benchmarking project should use this survey. Once the survey is completed it is then it can be compared to
other company’s database surveys. It is recommended to plot the survey results in a spider diagram, suing
Microsoft’s Excel. A typical result shown below.

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Reliability web (http://www.reliabilityweb.com ) provides examples of surveys for comparison.
The results will provide insight of the company’s maintenance effectiveness, the highest score is 16 × 4 =
640 points. The past historical surveys of 200 companies showed average result shown below:

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Benchmarking Fundamentals
Bench marking and Best Practices:
Benchmarking (as defined by Xerox Corporation) defined as: “The search for industry best practices which
lead to superior performance.”
Best practices: are the practices that enable a company to become a leader in its respective
marketplace. Best practices are not fixed, it might change based on business conditions.
Superior performance: means the company must be better than their competitors, and not only
benchmark to be as good as their competitors, this means must seek continuous improvement.
Benchmarking sources best practices to feed continuous improvement.
Benchmarking as the process of continuously comparing and measuring an organization with business
leaders anywhere in the world to gain information that will help the organization take action to improve its
performance.
Competitive Analysis: this term and benchmarking are often confused, they are not equal terms.
Benchmarking provides a deep understanding of the processes and skills that create superior
performance. Without this understanding, little benefit is achieved from benchmarking. While
competitive analysis shows only how the company stand compared with their competitors.
Enablers:
Enablers are a broad set of activities or conditions that help to enhance the implementation of a best
business practices. An essential part of a true benchmarking approach is analyzing the management skills
and attitudes that combine to allow a company to achieve best business practices.
The enablers are behind-the-scene or hidden factors. They allow the development or continuation of best
practices. Examples include leadership, motivated workforces, management vision, and organizational focus.
Note that enablers are relative, not absolute. In other words, they are not perfect; they too can be improved.
Enablers, or critical success factors, can be found anywhere. They do not know industrial, political, or
geographical boundaries. How one company does compared itself to another by enablers? It starts with an
internal analysis. For any company to be successful, it must have a thorough knowledge and understanding
of its internal processes.
Maintenance and Return of Fixed Assets (ROFA):
The investment a company makes in its assets is often measured against the profits the company generates.
This measure is called return on fixed assets (ROFA). How does maintenance management impact the ROFA
calculation? Two indicators in particular show the impact:
1- Maintenance costs as a percentage of total process, production, or manufacturing costs.

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2- Maintenance cost per square foot maintained. This indicator compares the maintenance costs to the
total amount of floor space in a facility.
Cost of downtime:
Following are factors affecting downtime:
 Utility costs
 Cost of idle production operations personnel
 Cost of late delivery
 Overtime cost to make up lost production to meet schedules
The true cost of downtime is the lost sales for product not made on time
If asset management is a focus for an organization, then the maintenance function can contribute to
overall plant profitability.
Because maintenance is typically viewed as an expense, any maintenance savings can be viewed as
directly contributing to profits
Overall, the goal for any company is to increase profitability. This is true whether the company is public with
shareholders, or is privately owned. The maintenance or asset management function can increase profits in
two main ways: decreasing expenses and increasing capacity.
Types of Benchmarking:
Several types of benchmarking can be employed in conducting a benchmarking project. They include:
1. Internal
2. Similar Industry/Competitive
3. Best Practice
1- Internal Benchmarking:
Internal benchmarking typically involves different departments or processes within a plant. This type of
benchmarking has some advantages in that data can be collected easily. It is also easier to compare data
because many of the hidden factors (enablers) do not have to be closely checked.
The greatest disadvantage of internal benchmarking is that it is unlikely to result in any major
breakthrough in improvements. Nevertheless, internal benchmarking will lead to small, incremental
improvements and should provide adequate Return-On-Investment for any improvements that are
implemented. The successes from internal benchmarking will very likely increase the desire for more
extensive external benchmarking.
2- Similar Industry/Competitive:
Similar industry or competitive benchmarking uses external partners in similar industries or processes.
In many benchmarking projects, even competitors are used. This process may be difficult in some
industries, but many companies are open to sharing information that is not proprietary. With similar
industry/competitive benchmarking, the project tends to focus on organizational measures. In many
cases, this type of benchmarking focuses on meeting a numerical standard, rather than improving any
specific business process. In competitive benchmarking, small or incremental improvements are noted,
but paradigms (models or standards) for competitive businesses are similar. Thus, the improvement
process will be slow.

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3- Best Practices Benchmarking:
Best Practice benchmarking focuses on finding the unarguable leader in the process being benchmarked.
This search, which crosses industry sectors and geographical locations, provides the opportunity for
developing breakthrough strategies for a particular industry. The organization studies business processes
outside its industry, adapts or adopts superior business processes, and makes a quantum leap in
performance compared to its competitors. Being the early adaptor or adopter will give the organization
an opportunity to lower costs or aggressively capture market share.
One of the keys to being successful with best practice benchmarking is to define a best practice. For
example, does best mean:
• Most efficient?
• Most cost effective?
• Most customer service oriented?
• Most profitable?
Without this clear understanding, more resources will be needed to conduct a benchmarking project.
Furthermore, the improvements will be average at best.
Of the three type of benchmarking, Best Practice benchmarking is superior. It provides the opportunity
to make the most significant improvement; the companies being benchmarked are the best in the
particular process.
The Benchmarking Process:
How does the benchmarking process flow? The following steps are necessary for a successful
benchmarking project:
1. Conduct internal analysis
2. Identify areas for improvement
3. Find partners
4. Make contact, develop questionnaire, and perform site visits
5. Compile results
6. Develop and implement improvements
7. Do it again.
When conducting an internal analysis, it is important to use a structured format. The analysis may be a
survey, such as the one presented in the previous handout. The goal of this analysis is to identify
weaknesses in the organization, areas that need improvement.
Once the process areas needing improvement are identified, benchmarking partners who are markedly
better in the process must be identified. Contacts then need to be made to insure that the organization
is willing to participate in benchmarking.
When the partners are willing to benchmark, a questionnaire should be developed, based on the analysis
conducted earlier. The questionnaire is sent to the partners; site visits are scheduled and conducted.
The information gathered in this process is compiled, and put into an analysis with recommendations for
changes to improve the benchmarked process. Once the changes are implemented and improvements
noted, the process starts over again.
Benchmarking process must be completed in all its steps there are NO shortcuts!

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Developing a Maintenance Strategy
The focus of the maintenance function is to insure that all company assets meet and continue to meet
the design function of the asset. Best practices, as adapted to the maintenance process, can be defined
as follows:
The maintenance practices that enable a company to achieve a competitive advantage over its
competitors in the maintenance process.
These practices (or processes) within maintenance fall in these eleven categories:
1. Preventive Maintenance
2. Inventory and Procurement
3. Work Flow and Controls
4. Computerized Maintenance Management System Usage
5. Technical and Interpersonal Training
6. Operational Involvement
7. Predictive Maintenance
8. Reliability Centered Maintenance
9. Total Productive Maintenance
10. Financial Optimization
11. Continuous Improvement
Preventive Maintenance:
The preventive maintenance (PM) program is the key to any attempt to improve the maintenance
process. It reduces the amount of reactive maintenance to a level that allows other practices in the
maintenance process to be effective. Effective PM activities enable a company to achieve a ratio of 80
percent proactive maintenance to 20 percent (or less) reactive maintenance.
Benchmarking Goals:
In considering how to conduct a benchmarking project, it is necessary to review the goals of
benchmarking. Benchmarking should:
1. Provide a measure for the benchmarked process.
i. This allows for and “Apples to Apples” comparison.

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2. Clearly describe the organization’s performance gap when compared to the measure.
3. Clearly identify the Best Practices and enablers that produced the superior performance observed
during the benchmarking project.
4. Set performance improvement goals for the benchmarked processes and identify actions that must
be taken to improve the process.
Quantifying the organization’s current performance, the Best Practice for the process, and the
performance gap is vitally important. There is a management axiom that says:
If you don’t measure it, you don’t manage it.
This is true of benchmarking. There must be quantifiable measures if a clear strategy to improve is going
to be developed. This details the SMART requirements for a benchmarking project. The acronym SMART
means:
1. Specific – insures the project is focused
2. Measurable – requires quantifiable measures
3. Achievable – insures that the project is within a business objective
4. Realistic – focused on a business objective
5. Time framed – The benchmarking project should have a start and end date.
Gap Analysis:
Gap analysis is a key component of any benchmarking project and helps that project achieve the SMART
objectives. Gap analysis is divided into the following three main phases:
1. Baseline – the foundation, or where the company is at present,
2. Entitlement – the best that the company can achieve with effective utilization of their current
resources,
3. Benchmark – the Best Practice performance of a truly optimized process.
In order to utilize gap analysis effectively, the benchmarking project must be
able to produce quantifiable results.
The first step of gap analysis is to compare the company’s process in quantifiable terms to the Best
Practice results that were observed. It is best to plot this comparison, this chart highlights the need for
the measures to be quantifiable if they are to be properly graphed.

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The second part of gap analysis sets the time (T1) to reach what is called a current parity goal. This goal
is focused on achieving the current level of performance that the Best Practice Company has reached at
the current time. This goal also recognizes that the Best Practice Company will have made improvements
during this time period and will still be at a higher level of performance.
The next step is to set a real time parity goal. This level is reached when your company achieves parity
on the benchmarked process with the Best Practice Company. It is highlighted in Figure below as T-2. The
final goal is the leadership position which occurs when your company’s performance in the benchmarked
process is recognized as having exceeded your partner’s performance. This level is noted as T-3 in Figure
below. At this point, your company will be recognized as the Best Practice Company for the benchmarked
process.
The Benchmarking Process:
What steps should be used to insure that a benchmarking process is quantifiable? When the following
checklist is used, it allows for the benchmarking process to be successful. If a disciplined approach is not
followed, benchmarking is unlikely to produce any long-term results.
A. Plan
B. Search
C. Observe
D. Analyze

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E. Adapt
F. Improve
A. Plan:
1. What are our maintenance mission, goals, and objectives? Does everyone involved clearly
understand the maintenance business function?
2. What is our maintenance process? What work flows, business process flows, etc. are involved?
3. How is our maintenance process measured? What are the current KPI’s or performance
indicators?
4. How is our maintenance process perceived as performing today? What is the level of satisfaction
for the service that maintenance performs?
5. Who is the perceived customer for maintenance? Is the customer operations or the
shareholders/owners? The answer to this question can prove insightful in determining the level
of understanding of maintenance within the organization.
6. What service are expected from the maintenance function? What service does maintenance
perform? What maintenance activities are outsourced? What isn’t being done that needs to be
done?
7. What service is the maintenance function prepared to deliver?? Is maintenance capable of more?
Are the staffing, skills levels etc. at the correct level to perform the services?
8. What are the performance measures for the maintenance function? How does maintenance
know if it is achieving it objective?
9. How were these measures established? Were they negotiated or mandated?
10. How is our maintenance process perceived as performing today? What is the level of satisfaction
for the service that maintenance performs?
B. Search:
1. Which companies are better at a maintenance process than our company?
o Utilize magazine articles and internet sites
2. Which companies are considered to be the best?
o Consider the Name award
3. What can we learn if we benchmark with these companies?
o Understand their Best Practices and how they can help out company
4. Who should we contact to determine if they are a potential benchmarking partner?
o Look for a contact in the article or on the internet site
C. Observe:
1. What are their maintenance mission, goals, and objective?
- How do they compare to our companies?
2. What are their performance measures?
- How do they compare to our companies?
3. How well does their maintenance strategy perform over time and at multiple locations?
- Are their current results an anomaly or are they sustainable?
4. How do they measure their maintenance performance?
- Are their measures different from out company?
5. What enables their Best Practice performance in maintenance?

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- Is it the plant manager, corporate culture, etc.?
6. What factors could prevent our company from adopting their maintenance policies and
practices into our maintenance organization?
- How would we describe, work rules, maintenance paradigm etc.?
D. Analyze
1. What is the nature of the performance gap?
- Compare their Best Practice to our practice.
2. What is the magnitude of the performance gap?
- How large is the benchmark gap?
3. What characteristics distinguish their processes as superior?
- Detail the enablers we discovered.
4. What activities do we need to change to achieve parity with their performance?
- What is the plan for change?
E. Adapt
1. How does the knowledge we gained about their maintenance process enable us to make
changes to improve our maintenance process?
- What do we need to do to improve?
2. Should we adjust, redefine, or completely change our performance measures based on the
Best Practices that were observed?
- What are the differences and how can we benefit by the change?
3. What part of their Best Practice maintenance processes would have to be changed or
modified to be adapted into our maintenance process?
- We need to be an adaptor, not a copycat.
F. Improve
1. What have we learnt that would allow our company to achieve superiority in the maintenance
process that was benchmarked?
- What can we change to eventually achieve the superiority position?
2. How can these changes be implemented into our maintenance process?
- Develop the implementation plan.
3. How long should it take for our company to implement these changes?
- Prepare timeline for the implementation plan
Example: In equipment maintenance management, common benchmarks are:
1. Percent of maintenance labor costs spent on reactive activities versus planned and scheduled
activities.
2. Service level of the storeroom--percent of time the parts are in the storeroom when needed.
3. Percentage of maintenance work completed as planned.
4. Maintenance cost as a percentage of the estimated replacement value of the plant or facility
equipment.
5. Maintenance costs as a percentage of sales costs.
Benchmarking Code of Conduct:
a. Keep it legal
b. Be willing to give any information you get

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c. Respect confidentiality
d. Keep the information internal
e. Use benchmarking contacts
f. Don’t refer without permission
g. Be prepared from the start
h. Understand you expectations
i. Act in accordance with your expectations
j. Be honest
k. Follow through with commitments
Traps to Benchmarking:
When benchmarking is used properly, it can make a major contribution to continuous improvement process.
However, it can also be completely devastating to a company’s competitive position when used improperly.
Some of the improper uses of benchmarking include:
1. Using benchmarking data as a performance goal.
2. Premature benchmarking.
3. Copycat benchmarking.
4. Unethical benchmarking.
1. Using benchmarking data as a performance goal.
- Thinking that benchmark should be a performance indicator
- Wrongly focus on cutting costs to reach a certain financial indicator, losing focus on the real goal
- By focusing on reading a certain number, some companies may have changed their organizations
negatively (e.g. by downsizing or cutting expenses)
- Mistakenly, removed the infrastructure (people or information system) and soon find they are
not able to sustain or improve the benchmark.
- In such cases, benchmarking becomes a curse.
2. Premature Benchmarking
- When a company attempts to benchmark before the organization is ready, it may not have
the data to compare with its partners
- The process of collecting data gives an organization an understanding of its core
competencies and how it currently functions
- Premature benchmarking will lead back to the first trap – just wanting to reach a number.
- Those who fall in trap become “industrial tourists”
- Final result is that they end up with loads of reports and proposals that sit on the shelves and
never contribute to improved business processes
3. Copycat Benchmarking
- Imitation benchmarking occurs when a company visits its partners and, rather than learning
how the partners changed their businesses, concentrates on how to copy the partners current
activities
- This could be dangerous because it may not have the same business drivers as its
benchmarking partners.
- Also there may be some constraints to implementing the partners’ processes such as
incompatible operations procedures, different skills level, environment, union agreements,
different organizational structure, and market conditions etc.

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4. Unethical Benchmarking
- Sometimes a company will agree to benchmark with a competitor and then try to uncover
proprietary information
- This could create unfair advantage and future partnership
- Using partners name or data in public without the partners knowledge or permission resulting
in breaking up the partner relationship
- Honest and fair partnership is very important to establish the ongoing benchmarking process
Other Pitfalls:
- Company needs to change their mindset that they are not the best but always room for
improvement
- No need to reinvent the wheels if the process under benchmarking process is working well
elsewhere
- Benchmarking must be setup for the right reasons and implemented the correct way to
achieve the best benefit
- This is a continuous process
Review:
Benchmarking opportunities are uncovered when a company conducts an analysis of its current policies and
practices. Benefits are gained by following a disciplined process, composed these ten steps:
1. Conduct an internal audit of a process or processes
2. Highlight potential areas for improvement
3. Do research to find three or four companies with superior processes in areas highlighted above
4. Contact those companies obtain benchmarking cooperation
5. Develop a pre-visit questionnaire
6. Perform visits to these companies
7. Perform gap analysis on data gathered compared to yours
8. Develop a plan for improvements
9. Facilitate the improvement plan
10. Start the benchmarking process again
Included in this LO#1 textbook attachment the questioner.

EMC-3003 LO # 2 (Chapter 3, 4, and 5) Maintenance Organization
CLO 2- CLO 2- Analyze the organization and training of maintenance and work order system
for industrial plant operation and services.
Sub-outcome 1: Describe and justify roles and responsibilities of maintenance organizations.
Sub-outcome 2: Investigate the values and programs of maintenance training.
Sub-outcome 3: Describe and justify work order objectives, types and typical problems.
The Maintenance Organizations
Maintenance organization goals and objectives determine the type of maintenance organization that is established. If
the goals and objectives are progressive (tolerant) and the maintenance organization is recognized as a contributor to
the corporate bottom line, variations on some of the more conventional organizational structures can be used.
The Goals and Objectives of Maintenance organization:
Maximizing Production: which includes maximizing production at the lowest cost, the highest quality, and
safety. This can be achieved through:
a. Maintaining the existing equipment and facilities.
b. Equipment and facilities inspections and services.
c. Equipment installation or alterations.
d. Identify and implement cost reductions.
e. Provide accurate Equipment Maintenance Records.
f. Collect necessary maintenance cost information
g. Optimizing maintenance recourses.

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h. Optimizing capital equipment life.
i. Support green initiatives (by minimizing energy usage).
j. Minimizing inventory on hand (spare parts and storeroom management)
Maintenance staffing options:
Staffing is an important component of any maintenance organization. Four methods of commonly used to
staff the maintenance organization.
Complete In-House Staff: Having a complete in-house staff is the traditional approach in most U.S.
companies. Under this approach, the craft technicians who perform maintenance are direct employees of
the company. All administrative functions for each employee, as well as salary and benefits, are the
responsibility of the company.
Combined In-House/Contract Staff: Combined in-house/contract staff became a more common approach
to maintenance in the 1980s. The in-house staff performs most of the maintenance, but contractors perform
certain maintenance tasks such as service on air conditioners, equipment rebuilds, and insulation. This
method can reduce the amount of staff required for specific skill functions. If the contract personnel are not
required full time, this approach can contribute even further savings.
Contract Maintenance Staff: Contract maintenance staffs combine the company’s supervisors with contract
employees. This method, common in Japan, is gaining popularity in the United States. The contractor
provides properly-skilled individuals, removing the burden of training and personnel administration from the
company. The disadvantage of the approach is not having the same employees all of the time. Contract
employees may have less familiarity with the equipment, but the interaction between the in-house
supervision and the contract personnel can help to compensate.
Complete Contract Maintenance: Complete contracting maintenance staff includes all craftsmen, planners,
and supervisors. Supervisors generally report to a plant engineer or plant manager. This approach eliminates
the need for any in-house maintenance personnel. Usually it is coupled with an operator-based PM program,
this program can prove to be cost effective and a valid alternative to conventional maintenance
organizations. In reality, any of the above options can work. The disadvantage in most companies, however,
it is difficult to manage a contract work force. While some companies claim financial benefits from
contracting out all maintenance activities, those benefits are imaginary. The perceived benefits occur

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because the contractor can manage its maintenance work force, whereas the company cannot manage its
own.
The Maintenance Organization Reporting structure:
One of the ways to look at maintenance organizations is to consider their reporting structures. Maintenance
organizations can use a variety of structures, including the maintenance-centric model, the production-
centric model, and the engineering-centric model.
Maintenance-centric model, in here maintenance reports to a plant or facilities manager at the same level
as production and engineering. This model provides a balanced approach, with the concerns of all three
organizations weighed equally by the plant manager.
Production-centric model: maintenance resources are deployed by the production or operations managers.
At first glance, this arrangement might seem to be a good idea. In reality, it rarely works because very few
production or operations managers have the necessary technical skills to properly deploy maintenance
resources. These cases usually lead to less use of the maintenance work force and, in turn, more equipment
downtime. When maintenance resources report to production or operations, maintenance generally
deteriorates into the role of “fire-fighting” or “fix it when it breaks.” In most cases, under production-centric
reporting structures, good maintenance practices are sacrificed to meet production targets.

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The Engineering-Centric Model: In this structure, maintenance reports to engineering. Thus, construction
engineering, project engineering, and maintenance all have the same supervision, e.g., the plant engineer.
On the surface, this arrangement appears workable. However, it typically leads to problems. The main
problems arise because of projects. Typically, the performance of engineering supervisors is assessed based
on their completing projects on time and under budget. If a project gets behind, maintenance resources
often are diverted from preventive maintenance and other routine tasks to project work. Although assigning
maintenance resources to a project may help complete the project on time, existing equipment may suffer
from a lack of maintenance.
The second, more long-term problem develops. The attitude of the work force is affected. Maintenance
personnel enjoy working on projects, because all of the equipment is new. Over time, they tend to develop
less of a maintenance attitude and more of a project attitude. This shift in attitude leads to their wanting to
perform less maintenance work and more replacement work. The maintenance personnel become, in effect,
parts replacement specialists rather than maintainers or repairers. This situation can lead to excessive
inventory and new equipment purchases.
I. Roles and Responsibilities of Maintenance Organization staff
In order for maintenance organizations to be effective, certain roles and responsibilities must be defined
and assigned. The following are general guidelines that can be used.
First-Line Maintenance Foreman or Supervisor:
1. Directs the maintenance work force and provides on-site expertise.
The first-line maintenance foreman or supervisor should be able to provide the guidance. He is also
responsible for making individual job assignments and tracking the progress of individual craft
assignments.
2. Ensures that work is accomplished in a safe and efficient manner.

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He is also responsible for seeing that each craft worker for whom he or she has responsibility works
safely and is provided the information, tools, and direction to work efficiently.
3. Reviews work planning and scheduling with the planner.
He is also responsible for providing feedback to the maintenance planner to ensure that job plans
are efficient and effective and that scheduling is accurate.
4. Ensures quality of work.
While most maintenance craft workers will perform quality work, on occasion they are pressured to
take shortcuts. The first-line maintenance foreman or supervisor is there to ensure they have the
proper time to do a quality job the first time.
5. Ensures equipment availability is adequate to meet the profit plan.
This task assigns responsibility for the equipment or asset uptime to the first-line maintenance
foreman or supervisor.
6. Works with plant or production supervision to ensure first-line maintenance is being performed
by operators.
If the production or operations group is performing first-line maintenance on their equipment, the
first-line maintenance foreman or supervisor has a responsibility to ensure the work is really being
Performed safely, and is being performed to the appropriate standards.
7. Verifies the qualifications of hourly personnel and recommends training as needed.
He should be able to observe training needs. As these training needs are identified, it is up to the
first-line maintenance foreman or supervisor to see that the appropriate training is provided as
required.
8. Enforces environmental regulations.
As part of the management team, the first-line maintenance foreman or supervisor has the
responsibility of ensuring that all maintenance craft workers observe all environmental regulations.
This includes ensuring appropriate documentation, work practices, and procedures.
9. Focuses downward and is highly visible in the field.
He should manage the maintenance craft workers at least six hours per day, with no more than two
hours per day spent on paperwork or meetings. This is known as the 6/2 rule. It is not cost-effective
to have the first-line maintenance foreman or supervisor performing clerical paperwork as the
major part of his or her work.
10. Champions proactive maintenance vs. reactive maintenance.
He also has a responsibility to encourage all production or operations personnel to turn in work to
be planned and scheduled. Doing this is designed to prevent production or operations personnel
from requesting work in a “do it now” or reactive mode and helps to ensure that maintenance is
planned, scheduled, and performed in the most cost-effective manner.
11. Administers the union collective bargaining agreement.
12. Monitors the CMMS (Computerized Maintenance Management System).
To ensure that all data collected by the hourly employees assigned to him or her is accurate and
complete when being entered into the CMMS, if the company uses one.

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13. Implements preventive and predictive maintenance programs.
- He is responsible for ensuring that the craft workers are qualified, and that the crew has the skills
necessary, to perform the appropriate preventive and predictive maintenance tasks.
- In addition, He and the crew have a responsibility to improve the preventive and predictive
maintenance program constantly. This responsibility may range from improving the individual
steps on a preventive maintenance task to implementing new technology for predictive
maintenance.
The Maintenance Planner:
1. Plans, schedules, and coordinates corrective and preventive maintenance activities.
A planner accomplishes this task by studying and managing work requests; analyzing job
requirements; and determining materials, equipment, and labor needs (such as blueprints, tools,
parts, and craft workers’ skill requirements) in order to complete maintenance economically and
efficiently. The maintenance planner is the logistics person.
2. Develops a weekly schedule and assists the maintenance first-line maintenance foreman or
supervisor in determining job priorities.
- The planner will make changes and adjustments to the schedule and work package after
reviewing them with the first-line maintenance foreman or supervisor.
- The planner examines the request, plans the job, and reviews the job with the foreman or craft
workers.
- The planner reviews the weekly schedule with the first-line maintenance foreman or supervisor
before the start of the work week.
3. Ensures that the CMMS software data files are complete and current.
- The planner develops standardized codes for the equipment, stores, and task craft assignments
for all maintenance activities.
- The planner is the keeper of the CMMS software data files. The planner constantly reviews
information being input into the CMMS for accuracy and completeness.
4. May assist with stores and purchasing functions.
For example, he or she may be involved in controlling the inventory by ordering, issuing, and
returning, adjusting, and receiving stores items.
5. Identifies, analyzes, and reviews equipment maintenance problems with maintenance
engineering.
The planner revises the maintenance management program as necessary to improve and enhance
plant and facilities operations. He or she then reviews repetitive problems with maintenance
engineering to find a resolution. At this level, the resolution typically will be adjustments in the
preventive or predictive maintenance program. By adjusting these programs, the planner provides a
solution to the problem. If the problem is not related to the preventive or predictive maintenance
program, then the planner refers it to the maintenance engineer for resolution.
6. Assists in educating operations or facilities personnel in maintenance management.
Because the planner is so well versed in maintenance tools and techniques, he or she should
participate in training other company employees in maintenance management fundamentals.

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Maintenance Engineer:
1. Ensures that equipment is properly designed, selected, and installed based on a life-cycle
philosophy.
Many companies today consistently purchase equipment based on the low bid. Quite simply, if they
are not performing the tasks listed for the maintenance foreman and maintenance planner, the
company lacks the data to purchase equipment based on the lifecycle philosophy. Without the data,
the purchasing and accounting departments will purchase the lowest cost items, which may or may
not be the best long-term decision. Thus, collecting maintenance cost data is important.
2. Ensures that equipment is performing effectively and efficiently.
It means ensuring that the equipment, when it is running, is at design speed and capacity. However,
many companies do not realize, as they move into this aspect of maintenance, that the equipment
may be running at only 50 to 60% of capacity. Thus, understanding design capacity and speed
ultimately is more important than measuring uptime.
3. Establishes and monitors programs for critical equipment analysis and condition monitoring
techniques.
The maintenance engineer is responsible for ensuring that the appropriate monitoring techniques
are used for determining equipment conditions. This information is then given to the planner so
that effective overhaul schedules can be determined. These techniques should also help eliminate
unplanned maintenance downtime.
4. Reviews deficiencies noted during corrective maintenance.
The maintenance planner, the engineer and the planner periodically review equipment
maintenance records. If they observe continual problems with equipment, and the problems are
not with the preventive or predictive maintenance programs, then the maintenance engineer will
be responsible for finding solutions to the problems.
5. Provides technical guidance for CMMS.
The maintenance engineer also reviews the data in the CMMS. He or she makes recommendations
about the types of data and the amount of data being collected. The maintenance engineer may
also recommend problem, cause, and action codes for properly tracking maintenance activities.
6. Maintains and advises on the use and disposition of stock items, surplus items, and rental
equipment.
The maintenance engineer reviews spare parts policies for plant equipment. This review is to
ensure that the right parts are in stock—in the right amounts.
7. Promotes equipment standardization.
The maintenance engineer will help to ensure that the company is purchasing standardized
equipment. It also reduces the overall maintenance budget.
8. Consults with maintenance craft workers on technical problems.
The maintenance engineer consults at a technical level with maintenance craft workers concerning
equipment or work-related problems. This consultation may be about advanced troubleshooting or
even equipment redesigns.

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9. Monitors new tools and technology.
The maintenance engineer is responsible for staying up-to-date of all the tools and technology that
are available in the maintenance marketplace. Therefore, the maintenance engineer is responsible
for reading books and magazines, attending conferences, and interfacing with other maintenance
engineers to gather this data.
10. Monitors shop qualifications and quality standards for outside contractors.
The maintenance engineer is responsible for insuring that all outside contractors are qualified and
that the work performed by the contractors is of the proper quality.
11. Develops standards for major maintenance overhauls and outages.
The engineer is responsible for examining outage (closed down) and overhaul plans for
completeness and accuracy. He or she then makes appropriate recommendations to the planner for
adjustments in the plans or schedules.
12. Makes cost-benefit reviews of the maintenance programs.
Periodically, the maintenance engineer reviews maintenance programs for his or her areas of
responsibility and determines whether the work should be performed by operators, maintenance
craft workers, or outside contractors. In addition, the engineer reviews what work needs to be
done, what work can be eliminated, and what new work needs to be identified and added to the
maintenance plan.
13. Provides technical guidance for the preventive and predictive maintenance programs.
The engineer periodically reviews the preventive and predictive maintenance programs to ensure
the proper tools and technologies are being applied. This review is typically in conjunction with the
maintenance planner.
14. Monitors the competition’s activities in maintenance management.
Also responsible for gathering information about competitor’s maintenance programs. This
information may come from conferences, magazine articles, or peer-to-peer interfacing and should
be reviewed for ideas for potential improvements in his or her company’s maintenance program.
15. Serves as the focal point for monitoring performance indicators for maintenance management.
The engineer is responsible for developing performance indicators for maintenance and reviewing
those with the maintenance manager.
16. Optimizes maintenance strategies.
The maintenance engineer is responsible for examining maintenance strategies and ensuring that
they all are cost effective.
17. Responsible for analyzing equipment operating data.
The maintenance engineer ensures that equipment is operating as close to design parameters as
possible. Doing this ensures that there is no wasted production from less-than-optimal equipment
capacity.
Maintenance Manager:
1. Responsible for the entire maintenance function, including the planning, supervising, and
engineering staffs.

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This one individual has the responsibility for all maintenance activities within the company. The
maintenance planners, supervisors, and maintenance engineers report directly to this individual.
This structure produces one-point accountability for the entire maintenance program.
2. Coordinates closely with counterparts in other in-house organizations.
The maintenance manager communicates closely with production or operations, project or
construction engineering, accounting, purchasing, and other organizations. As a result, the
organization maintains its focus on optimizing the company’s assets.
3. Promotes proper understanding of the maintenance function to other organizations.
The maintenance manager educates other organizations within the company regarding the value of
maintenance management. This education is intended to help other organizations understand the
impact that their functions have on the maintenance organization’s efforts to properly maintain the
company’s assets.
4. Ensures that all supervisors, planners, technicians, and maintenance engineers are properly
Ensuring that education and training takes place is one of the most overlooked responsibilities of
the maintenance manager. Technology is constantly changing. The entire maintenance
organization’s skills must be kept up-to-date if it is to fulfill its responsibilities correctly.
5. Takes responsibility for planning, cost control, union activities, vacation planning, etc.
The maintenance manager is responsible for all the logistics and personnel activities for the
maintenance organization. The maintenance manager also administers the maintenance budget
and ensures that the maintenance function meets its budgetary requirements.
6. Has responsibility for delegating assignments to the appropriate personnel.
The maintenance manager has a responsibility to ensure that the appropriate personnel are in the
proper staff positions within the organization. In other words, the manager has the responsibility to
see that the organization is staffed correctly and operates smoothly.
II. Maintenance Training:
Estimates suggest that a company should budget training dollars for its technical personnel on an annual
basis. Several methods can be used to track the training expenses.

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When the employees do not have the proper skills, managers defer work until someone is scheduled who
the manager believes is competent enough to perform the job.
This deferral results in:
Work delays, damage to equipment, and expressions of dissatisfaction from the operations.
This scenario highlights why having an appropriately trained technical workforce is so important.
However, even if a company believes that its workforce is technically competent, the figure below shows
why ongoing training is important.
In addition to maintenance training, the training of operations personnel can have a dramatic
impact on the cost of maintenance and availability of equipment.

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Training Programs:
Craft Training Programs: there are seven option to overcome the shortage in skilled
craftsmen:
Hire Trained Personnel: Hiring trained personnel can be a quick fix if a company has a
severe skills shortage due to the retirement or departure of a key employee.
Disadvantage:
1- Expensive to hire skilled workforce directly.
2- They not loyal and might move to another better pay job.

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Vocational Schools: offer varying degrees of benefits, depending on how well the schools
work with industry. The same is true of community colleges. There are numerous examples
of joint ventures where the vocational schools or community colleges effectively work with
local industries to identify specific training needs. Courses are then developed that address
these specific needs. In many cases, the courses are then expanded and offered to all local
industries. (Example of vocational school in UAE is “Institute of applied technology” IAT)
Vocational schools and community colleges can provide training in their locations, or
provide training in our premises. In house training will be discusses later in details.
Vendor training programs: are often offered by the supplier of equipment or equipment
components.
Advantages: the courses are usually supported with good customized materials and the
vendors typically provide high-quality instructors.
Disadvantages: the course material is usually specific to only one component or piece of
equipment. Furthermore, vendor training tends to include a sales perspective. If these
limitations are understood and can be minimized in advance, great value can be derived from
these courses.
Four-year colleges and universities: often offer higher level technical courses.
Weakness: most of these are focused on designing equipment, rather than maintaining the
equipment. Occasionally universities partner with industries to develop accredited classes,
especially in electronics, in which the course content is more focused on maintenance and
troubleshooting than on system design.
Continuous Education Programs: These are courses that are developed by subject matter
experts, internal or external to the college or university. These programs are marketed by the
school. They typically run one to three days and the attendees are awarded the appropriate
Continuing Education Units (CEUs).
Levels of In-House Training:
1- Apprentice program:
- The first level of training is the apprentice training program.
- This level of training takes regular, unskilled workers and gives them the training
they need to become skilled craft technicians.
- Most good programs will run three to four years and include hands-on lab sessions.
- Competency Based Training CBT
2- Journeyman Training:

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- Journeyman training is usually related to specific tasks or equipment maintenance
procedures.
- Journeyman training courses can be conducted in-house by own firm’s experts,
vendor specialists, or outside consultants.
- Used when to address a new technology that is being brought into the plant.
- Good journeyman craft training programs should be a part of any complete
maintenance training program.
- For example, when vibration analysis was first being introduced into the
maintenance environment, there were extensive training programs in the use of
vibration analyzers offered by the vendors and consultants.
3- Cross Training or Pay for Knowledge:
- Cross training is becoming increasingly common in progressive organizations.
- The cost savings for the company is found in planning and scheduling the
maintenance activities.
- For example, consider a pump motor change out. In a strict union environment, it
would take:
A pipe fitter to disconnect the piping
An electrician to unwire the motor
A millwright to remove the motor
A utility person to move the motor to the repair area
- The installation would go as follows:
A utility person to bring the motor to the job area
A millwright to install the motor
An electrician to wire the motor
A machinist to align the motor
A pipe fitter to connect the piping
- As can be seen, not only are many people involved in the pump motor change out,
but also the coordination to insure that all crafts are available when needed without
delay will become extremely difficult.
- In a multi-skilled or cross-trained environment, only one or two craft technicians
would be sent to the job to complete all the job tasks.
Advantages:
 Better coordination, less time, effectiveness in maintenance repairs.
 Better cost effectiveness for the employer.
 Better skills and therefore more pay for the multi-skilled employees.
4- Planner Training:
- Maintenance planners should come from craft technicians who have a good talent
for logistics. Planner needs training in:
 Maintenance priorities
 Maintenance reporting

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 Project management
 Inventory management
 Scheduling techniques
 Computer basics
- Planner Training depends upon the sector that the organization is serving.
- Without such training, achieving the level of proficiency necessary for a successful
planning and scheduling program will be difficult.
- Training is one of the most important factors in the development of a good
maintenance planner.
- The sources for training materials are similar to those for maintenance craft training
materials, and include:
 Correspondence courses
 University sponsored seminars
 Public seminars
 Maintenance consultants
 Maintenance software vendors
5- Supervisor Training:
- Front-line maintenance supervisor positions are filled 70% of the time from craft or
planner promotions.
- They will then be familiar with the assignments that they will be responsible for
supervising.
- Good supervisor training programs should be implemented before supervisory
responsibilities are assumed. Some areas that should be addressed in these programs
are:
 Time management
 Project management
 Maintenance management
 Management by objectives
Conclusion:
Training is one of the hidden factors that must be carefully analyzed in
benchmarking.
Training is vitally important to all levels of the maintenance organization.
Unfortunately in a volatile financial environment, maintenance programs are
the first to be cut back.

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III. Work order Systems:
Work order systems are one of the keys for successful maintenance management.
A work order: is a request that has been screened by a planner, who has
decided the work request is necessary and has determined what resources are
required to perform the work.
 Maintenance need:
 What equipment needs work performed
 What resources are required
 A description of the work
 Priority of the work
 Date needed by
Operations or Facilities need:
 What equipment needs work
 Brief description of the request
 Date needed
 Requestor
 Engineering need:
 Mean Time Between Failure
 Mean Time to Repair
 Cause of failure
 Repair type
 Corrective action taken
 Date of repair
 Inventory / purchasing need:
 Part number
 Part description

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 Quantity required
 Date required
 Accounting need:
 Cost center
 Accounting number
 Charge account
 Departmental charge number
 Upper Management need:
 Information that can be gathered from multiple work orders.
Types of Work Orders
1- Planned and scheduled :
o Where a request is made, a planner screens, resources are planned, and the work
is scheduled.
o Work information is then entered in the completion process and the work order is
filed.
2- Standing or blanket :
o These work orders are generally written for 5- to 30-minute quick jobs, such as
resetting a circuit breaker or making a quick adjustment.
o Standing work orders are written against an equipment charge or an accounting
number. Whenever a small job is performed, it is charged to the work order
number. The work order itself is not closed out, but remains open for a time period
preset by management.
o It is then closed and posted to history and a new standing work order is opened.

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3- Emergency (Breakdown):
o Reactive, or breakdown work orders are generally written after the job is
performed, because breakdowns requires quick action.
o The need for a central call-in point for work requests is to prevent overlapping and
sending more than technician to the breakdown location.
4- Shutdown or outage:
o Shutdown or outage work orders are for work that is going to be performed as
a project or during a time when the equipment is shut down for an extended
period.
o These jobs, which are marked as outage or shutdowns, should not appear in the
regular craft backlog.
o CMMS does not provide option for project management, external application
software in needed.
Obstacles to Effective Work Order Systems:

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The importance of PM maintenance explained before, 20% only must be reactive maintenance.
Inadequate labor control: The following problems are common with labor resources:
o Insufficient personnel of one or all craft
o Insufficient supervision of personnel
o Inadequate training of personnel
o Lack of accountability for work performed
Conclusions:
The work order system is the cornerstone for any successful maintenance organization. If
work orders are not used, the organization cannot expect much of a return on investment
from the maintenance organization.
However, work order problems are not all maintenance related. Unless all parts of an
organization cooperate and use the system, true maintenance resource optimization will be
just a dream.

EMC-3003 LO # 3 (Chapter 6-7) Planning Scheduling
CLO 3- Investigate methods of maintenance planning and purchasing and identify
preventive maintenance.
Sub-outcome 1: Explain the importance of prioritizing/planning maintenance.
Sub-outcome 2: Discuss job skills and qualifications of maintenance planners.
Sub-outcome 3: Investigate the importance of preventive maintenance and describe the details, types
and benefits of preventive maintenance.
Maintenance Planning and Scheduling:
A recent survey polled maintenance managers about their top problems. As the figure below illustrates, over
40% of the respondents indicated that scheduling was their biggest problem. Maintenance planning and
scheduling is one of the most neglected disciplines today.
One of the major obstacles to maintenance planning and scheduling is management’s reluctance to
acknowledge that planners are essential to the program. Statistics shows two-thirds of maintenance
organizations in the United States do not even have planners, and even when organizations have planners,
they place responsibility for too many craft technicians on them.
Planners should be responsible for 15 (optimum) to 25 (absolute maximum) craft technicians.
Supervisors then are responsible for overseeing the work of an average of 10 craft technicians.
Why the difference between the two groups? This can best be answered by examining the job descriptions
for the supervisor and the planner that has been studied before.
Planner Job description and important duties:
Now we look more closely at how planners impact the scheduling of maintenance activities.
 The planner’s job starts when a work request is received.

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 Planners review all requests, insuring that they are not currently active work orders.
 The planners must also clearly understand what the requestor is asking for so that the work plans
they develop will produce the desired results. If they are unclear about what is requested, they will
visit the job site.
This visit serves two purposes.
 First, it insures the planners will clearly understand what is requested.
 Second, it gives them time to look for any safety hazards or other potential problems that may need
to be documented.
 If after visiting the job site, they are still unclear about what is being requested, they visit the
requestor. This face-to-face discussion will insure that the work is accurately understood before
planning begins.
 Next, the planners estimate what craft groups will be needed for the job and also how long they will
need. This step is extremely important because these estimates provide the foundation for
scheduling accuracy.
 Planners next decide what materials are needed.
 Accurate stores information is crucial for this decision. The planner makes sure all materials types
and quantities are available for the work requested.
 None-stock items that is not available in storeroom must be ordered and delivery date must be
considered in the planning.
 Planners insure that all the required resources, including labor, materials, tools, rental equipment,
and contractors, are ready before the work is scheduled.
 The planners maintain a file of repetitive jobs. These jobs are performed the same way, using the
same labor and materials each time.
 Planners may also keep the historical file of work orders by equipment. Then when a job comes up
that has been done before, they can go to the history file and pull the previous work order. By copying
the job steps, materials, and other relevant information from the previous work order, the job
planning becomes easier.
 Planners are responsible for developing the craft backlog, a total of all the labor requirements for
work that is ready to schedule.
 By matching work from the backlog to the labor availability, considering their vacations, sick leave,
or overtime, the planners produce a tentative weekly schedule.
 The schedule will be approved by the management and passed to the supervisors at end of the week
so next week the supervisor implement the work.
Planners do not tell supervisors when they will do each job, or who works on each job; these
decisions are the supervisors’ responsibility. Planners are responsible for weekly schedules;
supervisors for the daily schedules.
A planner has a full-time job, one that is more paperwork oriented than the supervisor’s job.
Planners should expect to spend 75% of their time on paper and computer work, and only
about 25% of their time on the floor, looking over equipment parts or spares.
 Finally when the work orders are completed, the planners receive them, note any problems, and file
them in the equipment file. The work order file is kept in equipment sequence for easy access to the
equipment repair history. This step is important for feedback and continuous improvement analysis.

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Job Skills and qualifications for Planners:
First and most important, planners must have good craft skills. If they are to be effective in planning the job,
they must know how to do the job themselves (Shop planner require shop skills).
Planners must also have good communications skills, to communicate with facilities, operations,
management, and engineering.
Planner must also have a good aptitude for computer and paperwork because 75% of their time is spent in
this type of activity.
Planners must also have the ability to clearly understand instructions. They will be conveying instructions to
workers.
Sketching ability enables planners to draw the part quite easily. Thus, sketching becomes an important
communication skill and is an indispensable skill for planners to have.
Planners must also be educated about the priorities and management philosophy for the organization.
Reasons for Planning Program Failures:

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One reason programs fail is weak job descriptions combined with overlapping job responsibilities. This means
the first planner thinks the second planner is doing a particular task. Meanwhile, the second planner thinks
the first planner is handling it.
What is the major reason why planners do not have enough time to properly plan?
The ratio of planners to technicians is not correct. As discussed earlier, the ratio should be 1:15 at the
optimum. A ratio of 1:20 could possibly be used if the working conditions and type of work planned are
optimum. Anything above 1:25 spells certain failure for the program.
Benefits of Planning:
First, it provides cost savings. Planned maintenance reduce the costs significantly.
Second, Planning contributes to an increase in maintenance productivity, which also affects the morale of
the workforce.
The national average for hands-on time is less than 30% for maintenance technicians. In some reactive
organizations, it is even below 20%. Why is this happening?
Planning reduces or eliminate the losses below:

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Maintenance Scheduling:
In its simplest sense, maintenance scheduling matches the availability of maintenance labor and materials
resources to the requests for them from others. If it were that simple, however, maintenance scheduling
would not be listed as one of the major problems for maintenance managers.
When planning the work order, the planner needs to track the work order through its various stages,
identified by their status codes. The figure below lists several status codes for work orders.
Next step planners determine the available labor capacity for the scheduling period. The most accurate
formula for determining maintenance labor capacity is shown in figure below:

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Good scheduling also requires knowing the craft backlog, the amount of work that is waiting for each craft.
In turn, knowing the craft backlog in weeks helps to determine the staffing requirements for the craft group.
A good backlog is 2 to 4 weeks’ worth of work. Some companies will allow a 2 to 8 week range.
A craft backlog greater than 4 weeks indicates a need for increased labor, which can be filled by:
 Working overtime
 Increasing contract labor
 Transferring employees
 Hiring employees
A craft backlog of less than 2 weeks indicates a need for reduced labor, which can be met in the following
ways:
 Eliminating overtime
 Decreasing contractors
 Transferring employees
 Laying off employees
Scheduling Considerations:
Planners need to be aware of the considerations listed below:

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Maintenance priorities:
Maintenance priorities are based on a variety of factors, this priority measures the criticality or importance
of the work. The simpler that a priority system below is the more widely accepted will be its use.
The next complex system is the priority system that allows for input from both maintenance and production
as to the importance of the equipment and the requested work. When the two factors are multiplied
together, see figure below, the final priority is derived.
The higher the priority, the faster the work gets done. Some more complex systems even allow for an aging
factor, which raises the priority so many points for each week the work order is in the backlog.
The work then will be listed and rank based on priorities, and scheduling started accordingly. Example
below:

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Conclusions:
The Importance of Preventive Maintenance:

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Increased automation in industry requires preventive maintenance. The more automated the equipment,
the more components that could fail and cause the entire piece of equipment to be taken out of service.
Routine services and adjustments can keep the automated equipment in the proper condition to provide
uninterrupted service. https://www.youtube.com/watch?v=VpwkT2zV9H0
Just-In-Time manufacturing (JIT), which is becoming more common in industries today, requires that the
materials being produced into finished goods arrive at each step of the process just in time to be processed.
JIT eliminates unwanted and unnecessary inventory. However, JIT also requires high equipment availability.
https://www.youtube.com/watch?v=kce2L23yLcw
Lean manufacturing another advance manufacturing based on eliminating waste in processes and
continues improvement, which also needs solid PM programs.
https://www.youtube.com/watch?v=5hoTWwtYEQo
Eliminating buffer inventory is the core concept and the cost effective part of JIT, and this will lead to high
dependence on uptime. If all equipment does fail during an operational cycle, there will be delays in making
the product and delivering it to the customer.
The other option is to have backup machine, and this also will affect the cost effectiveness of our system.
Therefore Preventive maintenance is the key, so that equipment is reliable enough to develop a production
schedule that, in turn, is dependable enough to give a customer firm delivery dates.
Cell dependencies and increasing need for PM in production line:
In manufacturing and process operations, each production process is dependent on the previous process.
In many manufacturing companies, these processes are divided into cells. Each cell is viewed as a separate
process or operation.
Each cell is dependent on the previous cell for the necessary materials to process. An uptime of 97% might
be acceptable for a stand-alone cell. But if ten cells, each with a 97% uptime, are tied together to form a
manufacturing process, the total uptime for the process is only 71%.

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Preventive maintenance reduces the energy consumption for the equipment to its lowest possible level.
Well-serviced equipment requires less energy to operate because all bearings, mechanical drives, and shaft
alignment receive timely attention.
Quality is another cost reduction that helps justify a good preventive maintenance program. Higher
product quality is a direct result of a good preventive maintenance program. Poor, out-of-tolerance
equipment never produces a quality product.
Types of Planned (Preventive) Maintenance:
Basic Preventive Maintenance:
Basic preventive maintenance, including lubrication, cleaning, and inspections, is the first step in beginning
a preventive maintenance program. One problem develops in companies that have this type of program:
they stop here, thinking this constitutes a preventive maintenance program. However, it is only a start; a
company can do more.
Proactive Replacements:
Proactive replacements substitute new components for deteriorating or defective components before they
can fail. This repair schedule eliminates the high costs related to a breakdown. These components are usually
found during the inspection or routine service. One caution: replacement should be only for components in
danger of failure. Excessive replacement of components thought but not known to be defective can inflate
the cost of the preventive maintenance program. Only components identified as defective or “soon to fail”
should be changed.

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Scheduled Refurbishing:
Scheduled refurbishing are generally found in utility companies, continuous process-type industries, or cyclic
facilities, such as colleges or school systems. During the shutdown or outage, all known or suspected
defective components are changed out. The equipment or facility is restored to a condition where it should
operate relatively trouble free until the next outage.
Predictive Maintenance:
Predictive maintenance is a more advanced form of the inspections performed in the first part of this
section. Using the technology presently available, inspections can be performed that detail the condition of
virtually any component of a piece of equipment. Some of the technologies include:
o Vibration analysis (http://www.youtube.com/watch?v=QvDXZSIusOc)
o Spectrographic oil analysis (https://www.youtube.com/watch?v=Wjsw0-PgJsM )
o Infrared scanning (http://www.youtube.com/watch?v=WJchBDfsGHU)
o Shock pulse method (http://spminstrument.com/methods/lr-hr/)
The main differentiation between preventive and predictive maintenance is that preventive maintenance
is more of a basic task, whereas predictive maintenance uses some form of a technology.
Condition Based Maintenance:
Condition based maintenance takes predictive maintenance one step further, by performing the inspections
in a real-time mode. Sensors installed on the equipment provide signals that are fed into the computer
system, whether it is a process control system or a building automation system. The computer then monitors
and trends the information, allowing maintenance to be scheduled when it is needed.
Reliability Engineering:
Reliability engineering, the final step in preventive maintenance, involves engineering. If problems with
equipment failures still persist after using the aforementioned tools and techniques, engineering should
begin a study of the total maintenance plan to see if anything is being neglected or overlooked. If not, a
design engineering study should be undertaken to study possible modifications to the equipment to correct
the problem.
The Benefits of Preventive Maintenance

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In additions, one of the largest intangibles costs of poor maintenance is the price paid for late or poor quality
deliveries made to a customer.
Types of Equipment Failure:
As covered before in the introduction handout, in the “bath tub” diagram, there are at least four different
types of failures:
1- infant mortality,
2- random failures,
3- abuse, and
4- Normal wear out.
Abuse failure is added here and should be considered, Abuse or misuse failures generally result from a
training or attitude problem. No preventive maintenance program can prevent this type of failure.
Developing Preventive Maintenance Programs:

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 Maintenance managers know that having the PM program cover every item in the plant or facility is
not cost effective. There are certain components, not part of critical processes, which are cheaper to
let run to failure than to spend money maintaining. Critical items should be identified and cataloged
for inclusion in the PM program.
 After the units have been identified, it is necessary to break the equipment down to the component
level. It is then easier to develop standard PM procedures. Equipment and machines mostly built on
modular designs and have similar parts such as belts, bearings, and modular assemblies, that we can
use the same standard maintenance for all these similar parts.
Sources of information of PM programs are:
 Next step in Pm planning to develop detailed procedure on how to perform the tasks, This include
the following information:
• The required craft
• The amount of time required for the craft
• A listing of all materials required

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• Detailed job instructions, including safety directions
• Any shutdown or downtime requirements
 Finally step to determine the schedule, the more detailed the information in the plan for the PM, the
easier it is to schedule. PM schedules are generally integrated into the overall maintenance schedule,
unless there are personnel dedicated only to performing the PMs.
Types of PM Tasks:
 Mandatory PMs are ones that must be performed at all costs when they are due. They may involve
OSHA, safety, EPA, and license inspections, among others. Non-mandatory PMs are inspections or
service PMs that can be postponed for a short time period.
 Pyramiding PM is the case where a PM task is delayed to another PM task is due, it is not
recommended but sometimes happened.
 Inspections will only involve filling out a check-sheet and then writing work orders to cover any
problems discovered during the inspection. Task-oriented PMs allow the individual performing the
PM to take time to make minor repairs or adjustments, eliminating the need to write some of the
work orders when turning in the inspection sheet.

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MTBF: Mean Time between Failures
MTTR: Mean time to repair
https://www.youtube.com/watch?v=M-xPHsYYn_E
Increasing Motors reliabilities
https://www.youtube.com/channel/UCDHnflK6_l7xMJtWVblIRlQ
MEX maintenance Software

1- ………………….refers to all actions taken to keep the equipment or machines in functional
condition.
a- Equipment installation
b- Industrial Plant Maintenance
c- Preventive Maintenance
d- General Paractices
2- The maintenance strategies include the following:
a- Preventive Maintenance
b- Predictive maintenance
c- Reactive Maintenance
d- All of the above
3- Which one from below is one of the proactive maintenance types of work?
a- Breakdown Maintenance
b- Reliability-centred maintenance
c- Equipment Installation
d- Equipment Commissioning.
4- The current maintennce expenditures in the United States are in trillions of USDs?
a- True
b- False
5- Based on the survey in the United States, fewer than……… out 8-hours are spent by
Maintenance craftsman performing hands-on work activities
a- 1 hour
b- 3 hours
c- 6 hours
d- 4 hours
6- Based on the survey in the United States, one-third of all maintenance organizations employ a
……………….. to scehdule and supervise maintenance activities.
a- Job planner
b- Maintenance craftsman
c- Maintenance Engineer
d- Maintenance Manager
7- Based on the survey in the United States, how many maintenance organizations employ job
planners to schedule maintenance activities?
a- Half of all maintenance organizations.
b- One-third of all maintenance organizations.
c- One-fourth of all maintenance organizations.
d- One-fifth of all maintenance organizations.
8- Based on the survey in the United States, ………………… of all maintenance orgaizations either are
dissatisfied with their work order systems ordo not have them.
a- 10%

b- The majority (67%)
c- 5%
d- None of the above
9- Which one of the following activities are not part of the Industrial Plant Maintenance main
tasks?
a- Performing breakdown maintenance.
b- Doing preventive maintenance activities.
c- Visiting vendors to purchase spare parts.
d- Participating in predictive maintenance such as condition based monitoring.
10- Based on the survey in the United States, approximately ……………………of all organizations, track
their work orders in a craft backlog format.
a- 10%
b- 0ne-third
c- 50%
d- 70%
e- None of the above
11- Based on the survey in the United States, approximately ………………….of all organizations carry
out some form of performance monitoring
a- 10%
b- 0ne-third
c- 50%
d- 70%
12- Based on the survey in the United States, approximately ………………….of all organizations of all
perform any failure analysis on their breakdowns.
a- 10%
b- 0ne-third
c- 50%
d- 70%
13- Overtime must not exeed…………………. Of the total time worked by maintenance organizations.
a- 10%
b- 20%
c- 50%
d- 5%
14- Maintenance materials can range between 40% and 60% of the maintenance budget?
a- True
b- False
15- Inventory carrying costs are over 30% of the price of the items per year?
a- True
b- False

16- Many companies resort to bad practices in overcoming problems in their maintenance parts and
consumables inventory. How do they try to fix/remedy their maintenance materials problems?
a- Delaying the maintenance activities.
b- Overstocking the storeroom.
c- Acquiring more technicians by contract.
d- Ignoring predictive maintenance activities.
17- What is the definition of “Benchmarking”?
a- An exercise that shows only how the company stand compared with their competitors.
b- A system to document and track the maintenance work that is performed.
c- Practices that enable a company to achieve advantage over its competitors.
d- The search for industry best practices which lead to superior performance.
18- …………………… are the set of activities or conditions that help the company enhance the
implementation of the best business practices.
a- Benchmarking
b- Enablers
c- Best Practices
d- Competitive Analysis
19- The goal of work orders is to document and track the maintenance work that is performed?
a- True
b- False
20- ………………………….. need to review, approve, plan, schedule, and record the work activities?
a- The planner or Supervisor
b- The Maintenance Engineer
c- The Maintenance Manager
d- None of the above
21- Put the Planning and Scheduling tasks below into the correct order. Type: ORD
a- Approve the work (b)
b- Record the completed work activities (e)
c- Schedule the work activities (d)
d- Review the work submitted (a)
e- Plan the work activities (c)
22- What is the ratio that world be the target of an effective preventive maintenance program?
a- 80% proactive maintenance to 20% reactive maintenance.
b- 20% reactive maintenance to 80% proactive maintenance.
c- 50% proactive maintenance to 50% reactive maintenance.
d- 25% proactive maintenance to 75% reactive maintenance.
23- What will effective preventive maintenance contribute to maintenance organizations?
a- Improve jobs closing and filing.

b- Reduces planning and scheduling activities.
c- Reduces the amount of unplanned reactive maintenance.
d- Overstocking the storeroom.
24- What should be the main focus of the Inventory or the Maintenance Store?
a- Minimizing the store materials and only order spares when needed.
b- Keep every spare and substitute equipment in the storeroom.
c- Keeping as many spares as possible just in case anything is needed.
d- Providing the right parts at the right time.
25- Why do we need to use Computerized Maintenance Management Systems (CMMS)?
a- To avoid overstocking the storeroom.
b- To facilitate the collection, processing and analysis of the maintenance data.
c- To make sure supervisors have more efficient time on the desk.
d- To make sure planners can communicate with supervisors better.
26- Which one from below is NOT among Operation involvement in the maintenance process?
a- Assisting supervisor to do daily maintenance schedule.
b- Doing routine adjustments on equipment.
c- Recording breakdown or malfunction data for equipment.
d- Filling out work request for maintenance.
27- What type of maintenance that uses some types of technology such as vibration analysis and
thermography?
a- Reactive Maintenance
b- Predictive Maintenance
c- Reliability-Centered Maintenance
d- Predictive Maintenance
28- From below which equipment is Reliability Centered Maintenance should NOT be applied to:
a- Asset is environmentally sensitive
b- Equipment which is on standby mode
c- Safety related assets
d- Extremely critical to production assets
29- The maintenance related cost includes the following (Choose THREE): MA
a- Downtime cost
b- Maintenance cost
c- Oportunity cost
d- Low effciency cost
e- Sunk cost
f- Marketing cost
30- When maintenance organizations will use contracting supplemental labor?
a- During major outages and shutdown situations.
b- When maintenance organization does not have the skills necessary to perform the specific work.
c- If your backlog is above 2 weeks.
d- If your backlog is lower than 4 weeks.

31- When maintenance organizations will use contracting specialty skills?
a- During major outages and shutdown situations.
b- When maintenance organization does not have the skills necessary to perform the specific work.
c- If your backlog is above 2 weeks.
d- If your backlog is lower than 4 weeks.
32- Which one from below is NOT normally the type of document managed by maintenance
organization?
a- Equipment certification
b- Material Safety Data Sheets
c- Management of Change
d- Spare Part Bills and Invoices
33- _________________ is a continuous improvement method that is to be used by companies that
are striving to achieve superior performance in their respective activities and marketplace.
a- Benchmarking.
b- Condition based monitoring.
c- Reliability centered maintenance.
d- Scheduling.
34- Reliability Centered Maintenance techniques are applied to the preventive and predictive
efforts to optimize the programs. It is applied to equipment for below conditions EXCEPT:
a- Asset is environmentally sensitive.
b- Technicians feel it is important.
c- Extremely critical to production assets.
d- If the asset if allowed to fail it will the cost of replace or rebuild is too high.
35- The investment a company makes in its assets is often measured against the profits the
company generates. This measure is called Return on Fixed Assets (ROFA)
36- The factors affecting the cost of downtime are…………………….. (Choose THREE) MA
a- Utility costs
b- Sun cost
c- Cost of late delivery
d- Opportunity cost
e- Marketing cost
f- Factory rental cost
g- Overtime cost to make up lost production to meet schedules
37- The maintenance or asset management function can increase profits in two main ways:
a- Increasing expenses and Increasing capacity.
b- Decreasing expenses and Increasing capacity.
c- Increasing expenses and Decreasing capacity.
d- Decreasing expenses and Decreasing capacity.

38- Match the explanations to the correct Types of Benchmarking below. TYPE: MT
a Best practices The advantage is data can be collected easily. (b)
b Internal Benchmarking May be difficult in some industries but many companies
are open to share information
(c)
c Similar Industry Benchmarking Focuses on finding the leader in the process being
benchmarked
(a)
39- Put the steps for Benchmarking Process below into the correct order. Type: ORD
1. Find partners (3)
2. Conduct internal analysis (1)
3. Do it again (7)
4. Identify areas for improvement (2)
5. Develop and implement improvements (6)
6. Make contact, develop questionnaire, and perform site visits (4)
7. Compile results (5)
40- The acronym SMART means: TYPE: MT
1 Specific requires quantifiable measures (2)
2 Measurable focused on a business objective (4)
3 Achievable insures the project is focused (1)
4 Realistic The benchmarking project should have a start and end date (5)
5 Time framed insures that the project is within a business objective (3)
41- Match the explanations to the correct Phases of gap analysis below. TYPE: MT
a Baseline The best the company can achieve (b)
b Entitlement Best practice performance of a truly optimized process (c)
c Benchmark Where the company is at present (a)
42- Some of Improper uses of benchmarking goal are (Choose THREE): TYPE: MA
a- Premature benchmarking.
b- Copycat benchmarking.
c- Internal benchmarking
d- Continuous Improvement
e- Similar Industry benchmarking
f- Unethical benchmarking.

1. The duties and obligations that the maintenance function must do on a daily basis are known as
Primary functions (FIB)
2. State THREE of the maintenance primary functions. (Short Answer)
 Maintenance of Existing Plant Equipment and buildings.
 Equipment Inspection and Lubrication.
 Alterations and New Installations
3. State THREE of the maintenance secondary functions. (Short Answer)
 Plant Protection
 Waste Disposal
 Stores keeping
4. State the two types of maintenance management. (Short Answer)
 Run-to-failure.
 Preventive maintenance.
5. Which type of maintenance management is characterized by the following? (Short Answer)
 It is simple and straightforward. When a machine breaks, fix it.
 It is in truth a no-maintenance approach of management.
 It is also the most expensive method of maintenance management
Answer: Run-to-failure.
6. Which type of maintenance management is characterized by the following? (Short Answer)
 Maintenance tasks are based on elapsed time or hours of operation
 Machine repairs or rebuilds are scheduled on the basis of the MTTF statistic.
Answer: Preventive Maintenance
7. State THREE of the maintenance engineering reponisbilities. (Short Answer)
 Ensure maintainability of new installations.
 Proper operation and care of equipment.
 Comprehensive lubrication program.
 Vibration and other predictive analyses.
8. The content of the maintenance program itself consists of two groups of tasks: A group of
preventive maintenance tasks, and a group of nonscheduled maintenance tasks (FIMB)
9. Several factors are essential in developing a sound maintenance department organization.
Please state FOUR of those factors. (Short Answer)
 Type of operation
 Continuity of operations

 Geographical situation
 Size of plant
 Workforce level of training and reliability
10. State THREE of the “Front Line Supervision” responsibilities. (Short Answer)
 Directs the maintenance work force and provides on-site expertise.
 Ensures that work is accomplished in a safe and efficient manner.
 Reviews work planning and scheduling with the planner
 Ensures quality of work.
11. State THREE of the “Maintenance Planner” responsibilities. (Short Answer)
 Job plans and estimates.
 Work schedules by priority.
 Arranges for delivery of materials to the job site.
 Maintains records, indexes, charts.
12. State THREE of the “Maintenance Engineer” responsibilities. (Short Answer)
 Ensure maintainability of new installations.
 Technical advice to maintenance and partners.
 Proper operation and care of equipment.
 Vibration and other predictive analyses.
13. Matching
1 Maintenance-centric
model
Maintenance reports to engineering.
construction engineering, project engineering,
and maintenance all have the same supervision,
e.g., the plant engineer.
3
2 Production-centric
model
Maintenance reports to a plant or facilities
manager at the same level as production and
engineering
1
3 Engineering-centric
Model
Maintenance resources report to the production
or operations managers. These cases usually
lead to less use of the maintenance work force
and, in turn, more equipment downtime.
2

14. Matching
(a) (b) (c)
1- Maintenance-centric (b)
2- Production-centric (c)
3- Engineering-centric (a)
15. Provide THREE examples of costs associated with Breakdown Maintenance. (Short Answer)
 Operator time loss
 Maintenance cost
 Cost of repairing or replacing
 Lost production or sales cost
16. What are the four types of failures associated with any equipment or machine? (Short Answer)
 Infant mortality.
 Random failures.
 Abuse.
 Normal wear out.
17. Which type of Maintenance characterized by focusing on maintaining all critical plant machinery
in optimum operating conditions and correcting any existing problems: (MCQ)
a) Breakdown Maintenance
b) Corrective Maintenance
c) Predictive Maintenance
d) Preventive maintenance
18. …….……..is the maintenance that is regularly performed on a piece of equipment to lessen the
likelihood of it failing. (MCQ)
a) Breakdown Maintenance
b) Corrective Maintenance
c) Run-to-failure Maintenance
d) Preventive maintenance

19. State FOUR of the main objectives/importance of Preventive Maintenance. (Short Answer)
 Increased automation
 Just-in-time manufacturing
 Lean manufacturing
 Business loss due to production delays
 Cell dependencies
 Longer equipment life
 Minimize energy consumption
20. What are the types of Preventive Maintenance (PM)? (Short Answer)
 The Basic
 Proactive Replacement
 Scheduled Refurbishing
 Predictive Maintenance
 Condition-Based Maintenance
 Reliability Engineering
21. …………..is the first step in beginning preventive maintenance. Examples include – Inspection,
lubrication, and proper fastening procedures. (MCQ)
a) The Basic
b) Proactive Replacement
d) Condition-Based Maintenance
22. ………..is a type of Preventive Maintenance that involves in the substitution new components for
deteriorating or defective components before they can fail. (MCQ)
a) The Basic
23. ………..is a type of preventive maintenance that is performed during the shutdown or outage,
and any suspected defective components are being replaced. (MCQ)
a) Proactive Replacement
b) Scheduled Refurbishing
24. ………..is a type of preventive maintenance that is known as a more advanced form of inspection
using available technologies such as vibration analysis, spectrographic oil analysis, infrared
scanning, and shock pulse method. (MCQ)
a) Proactive Replacement
b) Scheduled Refurbishing

25. ………..is a type of preventive maintenance that takes predictive maintenance one step further
by performing the inspection in a real-time mode. (MCQ)
a) Reliability Engineering Maintenance
c) Scheduled Refurbishing
26. …………...is a type of preventive maintenance that considers design modifications to correct
repetitive equipment failures/problems. (MCQ)
a) Reliability Engineering Maintenance
c) Scheduled Refurbishing
27. The Preventive Maintenance increases labor, and replacement parts costs. (FIMB)
28. The Preventive Maintenance decreases scrap/quality, downtime/lost production, and lost sales
costs. (FIMB)
29. Please refer to the numbers shown in the figure below and match the following list of
maintenance activites with those numbers: (Matching)
A- Predictive Maintenance (2)
B- Normal life (1)
C- Reactive Maintenance (4)
D- Preventive Maintenance (3)

30. Predictive Maintenance uses a variety of technologies that can and should be employed as part
of a comprehensive predictive maintenance program. State THREE examples of these
techniques.
Answer: Vibration monitoring, Thermography, and Tribology
31. Several tribology techniques such as oil analysis , Spectographic anlysis, and Ferrographic can
be used for predictive maintenance. (FIMB)
32. Process Parameters is one of the predictive maintenance techniques and it involves the
measurement and monitoring of the parameters such as Pressure and Temperature. (FIMB)
33. Process Parameters technique is used for several systems. Typical systems include Blowers,
Pumps, and Boilers. (FIMB)
34. Failure modes and effects analysis (FMEA) is a step-by-step approach for identifying all possible
failures in a design, a manufacturing or assembly process, or a product or service. It is a common
process analysis tool. (FIB)

1. A bearing is a machine element that supports a part, such as a shaft, that rotates, slides, or
oscillates in or on (FIB)
2. Based on the type of contact, there are two types of bearings: Sliding contact and Rolling conact
(FIMB).
3. Based on the type rolling element, there are two types of rolling bearings: Ball bearings and
Roller bearings. (FIMB)
4. Which of the following bearings are referred to as fluid-film bearings: (MCQ) √BBL
a) Roller bearings
b) Ball bearings
c) Plain bearings
d) Deep Groove bearings
5. Please refer to the following figure and state which type of bearings in this figure: (Short
Answer)
Plain bearings or bearing bushes
6. Match each type of Sliding contact (Plain) bearing with its corresponding figure. (MT)
1 Journal bearing 2
2 Collar bearing 4
3 Pivot bearing 1
4 Thrust bearing 3

7. Please refer to the following rolling bearing and fill in the following blanks: (FIMB)
1. Outer ring
2. Inner ring
3. Cage
4. Rolling element
8. …………………. function on point contact and are suited for higher speeds and lighter loads than
roller bearings (MCQ) √BBL
a) Ball bearings
b) Cylindrical Roller bearings
c) Plain bearings
d) Journal bearings
9. …………………. function on line contact and and generally are more expensive than ball bearings,
except for the larger sizes (MCQ) √BBL
a) Deep Groove bearings
b) Roller bearings
c) Plain bearings
d) Journal bearings
10. State THREE of the Ball bearings types. (Short Answer)
Deep Groove Ball bearings
Angular Contact Ball bearings
Self-Aligning Ball bearings
Thrust Ball bearings

11. Match each of following bearings with the corresponding figure. (MT)
1 Deep Groove
Ball bearing
4
2 Angular Contact
Ball bearing
5
3 Self-Aligning Ball
bearing
1
4 Thrust Ball
bearing
2
5 Angular contact
Thrust ball
bearing
3
12. Choose one of the ball bearing types, first name this type (e.g., deep groove ball bearing,
angular contact, …), and provide three applications of this type of bearing. (Short answer) √BBL
This question is for students to answer.
A hint for answering the question:
Select a Ball Bearing Type: Choose one specific type of ball bearing such as deep groove ball
bearings, angular contact bearings, or any other type that was mentioned in the previous
question.
Name the Chosen Type: State the name of the selected ball bearing type. For example, if you
chose deep groove ball bearing, mention it explicitly.
List Three Applications: Provide three different applications.

13. Match each of following bearings with the corresponding figure. (MT)
1 Cylindrical
Roller bearing
4
2 Taper Roller
bearing
3
3 Spherical Roller
bearing
1
4 Needle Roller
bearing
5
5 Cylindrical
Roller Thrust
bearing
2
14. Choose one of the roller bearing types, first name this type (e.g., Cylindrical Roller bearing,
Taper Roller bearin, …), and provide three applications of this type of bearing. (Short answer)
√BBL
A hint for answering the question:
Select a Roller Bearing Type: Choose one specific type of rollerbearing such as cylindrical roller
bearings, taper roller bearings, or any other type that was mentioned in the previous question.
Name the Chosen Type: State the name of the selected roller bearing type. For example, if you
chose cylindrical roller bearing, mention it explicitly.
List Three Applications: Provide three different applications.

15. Checking bearings in operation involves monitoring Bearing temperature, Noise, Vibration, and
Lubricant selection. FIMB
16. The normal operating temperature for bearings is 10 to 40°C above room temperature. FIMB
The desirable bearing temperature is generally below 100˚C. FIB
17. When checking on bearing vibration, the degree of damage is inferred from quantitative
analysis of the amplitude and frequency. FIB
18. The purpose of bearing lubrication is to create a thin oil film that covers both rolling and sliding
contact surfaces, preventing direct metal-to-metal contact. FIB
19. State THREE of the functions related to the bearing lubrications. Short Answer
 Reduce Friction
 Transport heat generated by friction
 Prevent rust
20. There are several causes of the bearing failure such as Excessive loading, Overheating, False
Brinelling, Fatigue, Contamination, Corrosion, Misalignment, and Loose fits. FIMB
21. Bearing arrangements comprising two bearing supports are Locating/non-locating, Adjusted,
and Floating bearing arrangements. FIMB
22. Dismounting of bearing can be done by means of manual bearing puller, hydraulic bearing
puller, and arbor press. FIMB

23. Matching
1 Manual
Bearing
Puller
3
2 Hydraulic
Bearing
Puller
1
3 Arbor
Press
2

24. Match the following:
1 Helical gear
2
2 Worm and worm gear
3
3 Spur gear
4
4 Bevel gear
1
5 Rack and pinion
5
25. State THREE of the functions of the gear drives. (Short Answer)
 Reducing speed and increasing output torque
 Increasing speed
 Changing the direction of shaft rotation
 Changing the angle of shaft operation.
26. AGMA standards cover a wide range of topics related to gears, including design, manufacturing,
inspection, and maintenance. FIB

27. Matching
1 Single-
reduction
helical drive
2
2 Double-
reduction
helical drive
3
3 Three stage
helical drive
1
28. The four common warning signs of gearbox problems are Excessive noise, Vibration, Fluid leaks,
and Oil contamination. FIMB
29. Causes of gear surface deterioration include Wear, Plastic flow, Scoring, and Surface fatigue.
FIMB
30. Causes of gear tooth breakage include Fatigue, Heavy wear, Overload, and Cracking. FIMB
31. Wear is a general term describing the loss of material from the contacting surfaces of gear
teeth. FIB
32. Abrasive wear is a surface injury caused by fine particles passing through the gear mesh. FIB

33. Plastic flow is the surface deterioration resulting from the yielding of the surface metal under
heavy loads. FIB
34. Surface fatigue is the failure of the material as a result of repeated surface or subsurface
stresses. FIB
35. Matching
1 Fatigue
Breakage
2
2 Overload
Breakage
3
3 Quenching
Cracks
1
36. There are several causes of gear surface deterioration. State one of these causes, describe it,
and describe the related maintenance procedure. Short Answer/Essay
Tips for answering:
State one of the causes (e.g., Wear, Abrasive wear, …..etc).
Define the selected cause.
Describe briefly the maintenance procedure.

37. There are several causes of gear tooth breakage. State one of these causes and describe it. Short
Answer/Essay
Tips for answering:
State one of the causes (e.g., Fatigue, Overload, …..etc).
Define the selected cause.
38. Lubricants can be broadly classified, on the basis of their physical state into liquid, semi-solid, or
solid lubricants. FIMB
39. Good lubricating oil must possess Low pressure, Low freezing point, High oxidation resistance,
Adequate viscosity, heat stability, and non-corrosive properties. FIMB
40. Lubricating oils are further classified as Animalvegetable, Mineral, and blended oils. FIMB
41. Important greases include calcium-based, Soda-based, and Litium-based greases.
42. The two most usual solid lubricants employed are graphite and molybdenum disulphide. FIMB
43. The oil analysis includes several tests such as Viscosity, Contamination, Solids content,
Oxidation, Nitration, Total acid number TAN, and Total base number TBN. FIMB
44. The viscosity test involves comparing oil samples to the unused oil sample to determine
whether the sample has thinned or thickened during use. FIB
45. Several techniques can be employed in the oil analysis such as Spectrographic Oil Analysis, and
Ferrographic Oil Analysis. FIMB
46. Spectographic Oil Analysis is performed based on ASTM-D5185 standard. FIB
47. Ferrography Analysis is done through separating particulate contamination by using a magnetic
field rather than burning the sample. FIB
48. Wear particle analysis is normally conducted in two stages: Routine Monitoring and Trending,
and Analysis of Particulate Matter. FIMB

49.
The oil monitoring techniques are presented
in the following figure. Please refer to this
figure and fill in the following blanks: FIMB
A. In-line Monitoring
B. On-line Monitoring
C. Off-line
50. Matching
1 Grease Pump
3
2 Manual oil
pump
1
3 SKF Single-
Point
Automatic
Lubricators
4
4 Centralized
automatic
lubrication
2

15. Checking bearings in operation involves monitoring Bearing temperature, Noise, Vibration, and
Lubricant selection. FIMB
16. The normal operating temperature for bearings is 10 to 40°C above room temperature. FIMB
The desirable bearing temperature is generally below 100˚C. FIB
17. When checking on bearing vibration, the degree of damage is inferred from quantitative
analysis of the amplitude and frequency. FIB
18. The purpose of bearing lubrication is to create a thin oil film that covers both rolling and sliding
contact surfaces, preventing direct metal-to-metal contact. FIB
19. State THREE of the functions related to the bearing lubrications. Short Answer
• Reduce Friction
• Transport heat generated by friction
• Prevent rust
20. There are several causes of the bearing failure such as Excessive loading, Overheating, False
Brinelling, Fatigue, Contamination, Corrosion, Misalignment, and Loose fits. FIMB
21. Bearing arrangements comprising two bearing supports are Locating/non-locating, Adjusted,
and Floating bearing arrangements. FIMB
22. Dismounting of bearing can be done by means of manual bearing puller, hydraulic bearing
puller, and arbor press. FIMB

24. Match the following:
1 Helical gear
2
2 Worm and worm gear
3
3 Spur gear
4
4 Bevel gear
1
5 Rack and pinion
5
25. State THREE of the functions of the gear drives. (Short Answer)
• Reducing speed and increasing output torque
• Increasing speed
• Changing the direction of shaft rotation
• Changing the angle of shaft operation.
26. AGMA standards cover a wide range of topics related to gears, including design, manufacturing,
inspection, and maintenance. FIB

1. A shaft is a rotating machine element, usually circular in cross-section, which is used to transmit
power from one part to another, or from a machine that produces power to a machine that
absorbs power. FIB
2. There are several types of shafts such as Transmission shaft, Crank shaft, Spindle shaft, and
Input shaft. FIMB
3. Shaft alignment is the proper positioning of the shaft centerlines of the driver and driven
components. FIB
4. Misalignment can be due to parallel or angular misalignment, or a combination of both. FIMB
5. There are many methods to perform a shaft alignment on a coupled pump. The most commonly
used methods are Straight Edge Alignment, Rim-Face Dial Indicator Alignment, Laser
Alignment. FIMB
6. Straight Edge Alignment is quick and easy to perform, but it is highly inaccurate. FIB
7. Rim-Face Dial Indicator Alignment consists of installing two dial indicators on the shaft of one
machine, and positioning them on the rim and face of the coupling of the other machine. FIB
8. A flywheel is a mechanical device which stores energy in the form of rotational momentum. FIB
9. Types of Unbalance include Static, Coupled, and Dynamic unbalance. FIMB
10. Static Unbalance exists when the mass center does not lie on the axis of rotation. It is also
known as Force Unbalance and it’s corrected with a single weight. FIB
11. A coupled Unbalance results when a rotating shaft has two equal unbalance masses in two
different planes that are 180° apart from one another. FIB

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