The Reasons Why Preventive Maintenance has Practiced - Assignment Example

Experiment 4 Name Subject Professor Date Introduction One of the reasons why preventive maintenance is practiced is to mitigate the results of failures in the operation of an equipment. It can be be carried out in two ways; one is by planned maintenance where a trained person or an automated machine is in charged with the role of carrying out the maintenance assignment, or by condition based maintenance which is carried in order to improve the condition of the asset or facility. The difference between the two is that the latter is carried out on a regular basis and the former is carried out whenever there is a need for maintenance. Therefore, preventive maintenance can be termed as the care services given to an asset for the purposes of maintaining the asset or facility so that it can function in a satisfactory manner. It also involves the detection, inspection and the correction of any incipient failures which are observed to occur in the recent future or before they develop to be major defects. The preventive maintenance program is mostly developed for the maintenance of known failure modes which are synonymous with assets. It is developed to look into the causes of failure of an asset. It answers the question of how and why an asset or a facility would fail, then proceeds to take the proper measures so that the failure could be prevented. This practice is centred at the reliability of an asset in a building. It is done in a timely manner to withstands the test of time because of its reliable nature. As the inspection is time framed, the execution of the exercise is also done according to a certain priority ranking. It is supposed to take into account the first failure detection to the one that will follow. This inspection is done with an aim of establishing a condition based detective or a predicate detective. For a successful examination, it requires a very strict and a disciplined attention and performance. The potential issues regarding the condition of the asset need to be known and established by the personnel in-charge. This is the first key towards a successful preventive maintenance schedule of the building assets . The personnels in charge are charged with the responsibility of having a clear view of how the maintenance program is supposed to be conducted in the building. This will therefore require the use of some leading metrics which are to be used as pointers to identify the areas that need to be maintained. These metrics would include the preventive maintenance compliance, schedule compliance, mean time between failure and many others. Some of these are recordings which are captured so that the trend of an asset behaviour can be properly scrutinized. They are devised to help one to identify the ”bad actors” as present in the facilities in the house. These “bad actors ” are the selected assets in the building that are not operating in an effective manner. The identification of these “ bad actors ” in the building helps in the allocation of resources to the right assets within the right time hence majoring in maximizing of the outcome of a certain facility. Therefore, Preventive maintenance is a program that is carried out on the assets in a facility or the facility itself. The description of the assets involves the distinction between three types. They are differentiated from the one another by their ability to properly use the available data once he data has been placed in the asset management system. Therefore, these assets include:- The system / s (S). This is also referred as the grouping together of micro components or items found within the building that normally perform the same function as that of a system. These could include the various facilities in a building which carry out the purposes of extinguishing fire in a building. All these individual equipments can be considered to as a system asset. Also, another example could include the pieces of equipment which are used as a means for access control in the building environment also qualify to be called an asset. Unit / Assembly (U). This is mostly used as a collective name for the organization mostly found in plant and their equipments manufactured. These equipments and plants are preassembled thus forming a single item that is aimed at operating towards attaining that specific goal. Examples of this type of asset include the air compressing machine. This machine is designed with quite a number of smaller units. They include the motor, the compressor in charge of compressing the air, and the air receiver. All work for the achievement of the same goal hence qualifying to be called a unit. The other example could include the assembly of pipe work (Wu and Zuo, 2010). Here, the various valves and gauges found in the mainstream meant for the prevention of a backflow are all functioning as a unit, hence, too, they qualify to be called an asset as they work as a unit. The individual asset ( I ). These are the items in a building facility that are required for legislation. It could also be for the purposes of a “common sense” or even for “commercial practice” preventive maintenance program development. These also qualify to be referred to as the individual assets. The same is also considered for the items of the building facility that could require an individual reporting which is supposed to be done by the personnel in-charge. Therefore, these types of arrangement are normally made for the items of the building facility that are of a critical nature of the daily working nature of this facility. This preventive maintenance is a type of an approach on which the is a very cost effective maintenance service. It can be done by doing a regular servicing of the facility hence allowing for the proper functioning of the asset just as the manufacturer or the builder recommendation. It's also effective as it allows for a reactivation of the most common repairs in the event of a breakdown or if the facility has failed in its operation. This can be carried out in either of two available ways. The statutory maintenance and the life cycle efficiency maintenance Facility name and location Asset ID Description Service type Assigned resource Frequency of service Start date of service Asset acquisition and disposal list CEILINGS CEILEQ Internal walls Preventive Maintenance Contractor Ten months intervals 8/5/2013 system or grouped assets Metal roof decking Ten months intervals 8/5/2013 system or grouped assets Membrane roofcoating Ten months intervals 8/5/2013 system or grouped assets HVAC SYSTEM HVACEQ Air conditioning unit Preventive contractor Maintenance Three months intervals 8/5/2013 Unit or assembly asset Air curtain Three months intervals 8/5/2013 Individual asset Air handling unit Three months intervals 8/5/2013 Unit or assembly asset Air fun supply Three months intervals 8/5/2013 Individual asset TEMPERATURE TEMPEQ Cool room Preventive contractor Maintenance Three months intervals 7/5/2013 General building fabric CONTROLLED ROOMS Constant temperature room Three months intervals 7/5/2013 Building or Fabric Fume cupboard Three months intervals 7/5/2013 unit or assembly asset Growth chamber or room Three months intervals 7/5/2013 unit or assembly asset ELECTRICAL SERVICES ELECEQ Transformer and switchgear Preventive contractor maintenance Ten months intervals 7/5/2013 system or grouped assets High voltage reticulation two months intervals 7/5/2013 general building fabric Automatic door control ssembly Five months intervals 7/5/2013 unit or assembly asset Automatic window control assembly Five months intervals 7/5/2013 unit or assembly asset FIRE SERVICES FIREEQ Fire alarm concentrator preventive contractor maintenance once in three months 7/5/2013 system or grouped assets Fire alarm reticulatio once in three months 7/5/2013 Individual asset The maintenance of these assets in this building will be done in a successive maintenance cycle that will keep repeating itself as time progresses. This work is therefore set off with the maintenance work management model. This is a model that highlights the maintenance exercise. It starts with the identification of the problem or the need for a constant maintenance practice. The identification is followed by the a draft of a plan on how to achieve the desired goal, later, this is a schedule that is worked out to stipulate the time a certain maintenance practice is to be done and by whom (Bobby, 1498). This assignment of tasks is followed by the execution of the task. Lastly, the analysis of the tasks to see whether the goal has been achieved. Therefore, planning allows a procedural maintenance work. It clearly defines what needs to be done which could include; the amount of work to be done, an inner explanation of the task level to be handled with regard to the time frame and the requirements, the type of preparation that is supposed to be taken by the persons in charge of performing the task. This includes an arrangement of the task according to the definition of the work that needs to be handled. Also, the preparation of the piece of work by the operators is considered. Then, the required resources that are needed for the execution of this type of work is also assembled. These could include the skills, tools and the materials. A safety procedure is drafted and laid in place so that there is an order to avoid a confusion leading to a safety risk. working procedures are also laid, they include the old and the new procedures. They could be the already existing ones or even new ones. The planners are also charged with a responsibility of assigning priorities for the items with regard to safety and health. In this planning phase, the proper practice will insist on documenting the plans and communication to be done as per the unveiling of the schedule. Therefore, as the need for the maintenance of the ceiling, the HVAC system,temperature, controlled room, and the fire servicing asset is not to be ignored, there needs to be a proper way to see this task properly implemented. References Bobby, J. 1498. Letter to the Editor: What's the good word—preventive or preventative?, International Journal of Epidemiology, Vol. 30, N. 6. 1498. Wu, S. and Zuo, M.J. (2010). Linear and nonlinear preventive maintenance, IEEE Transactions on Reiability, Volume 59, No. 1, 2010, 242-249. Read More