Basic Maintenance Philosophy & Safety Precautions for Mechan.ppt

Will help you to maintain proper safety in a working environment

1. Basic Maintenance Philosophy & Basic Maintenance Philosophy &
Safety Precautions for Mechanical Safety Precautions for Mechanical
MaintenanceMaintenance
By
T.M.JOARDAR

2. Defination of Maintenance:Defination of Maintenance:
Maintenance can be considered as a
combination of actions carried out in order
to replace repair, service (modify) the
components of an industrial plant so that it
will continue to operate to a specified
availability for a specified time

3. Plant/Maintenance PolicyPlant/Maintenance Policy
Improve plant and equipment availability /
reliability while ensuring equipment to operate
at optimum capability and efficiency
Ensure compliance to statutory, safety and
environmental regulations / requirements.
Ensure quality of maintenance
Plant set up to be supported by maintenance
management cell, contract department,
efficiency group and costing group

4. Plant/Maintenance PolicyPlant/Maintenance Policy
Maintenance cost control and proper budgeting
in commensurate with generation plans/actual
work plans
Effective long term and annual outage planning
and execution
Improvement of skills and knowledge of
personnel
Modernize documentation and other
maintenance functions with the use of IT

5. Plant/Maintenance PolicyPlant/Maintenance Policy
Ownership role to be played by Operation
department with maintenance as a service
function
Setting up of good maintenance practices
Setting up of maintenance performance
indicators
Develop external support functions for
maintenance
Recognize major deficient areas for
improvements like spare management

6. Maintenance Organizational set-up and Maintenance Organizational set-up and
dutiesduties
1.Preparation/Planning of work scope, work
contracts and manpower Planning of
Annual/Capital overhaul based on : -
Performance of equipment
History of past maintenance and failures
It is recommended to form separate Maintenance
Management Cell at individual power stations with
following responsibilities : -
Duties of Maintenance Planning departmentDuties of Maintenance Planning department

7. Duties of Maintenance Planning Duties of Maintenance Planning
DepartmentDepartment
Necessary modification/refurbishment to
improve efficiency/heat rate
Manufacturer’s recommendations
2.Preparation of PERT / BAR chart schedules
3.Planning and procurement of spares required
for the listed works and follow-up with
OEMs and vendors
4.Planning for special tools & tackles and
external transportation

8. Duties of Maintenance Planning Duties of Maintenance Planning
DepartmentDepartment
5.Proper mobilization of contractors including
requisite skilled manpower and tools
6.Identification and organizing of storage spaces
for spares, tools etc. for contractors.
Arrangement of accommodation, canteen etc
7.Preparation of Quality Assurance and Quality
Control protocols

9. Duties of Maintenance Planning Duties of Maintenance Planning
DepartmentDepartment
8.Coordination with external agencies and
necessary formalities. Inter-departmental
coordination and review of progress.
Compilation of overhaul report. Report shall
include:
Jobs planned and completed
Major modification / renovation carried out
Cost of overhaul with the break-up department
and system/equipment-wise

10. Duties of Maintenance Planning Duties of Maintenance Planning
DepartmentDepartment
Performance before and after overhaul
Deficiencies left and corrective actions
needed for future
Broad plan of next outage along with
preparation milestones expected

11. Duties of Maintenance Planning Duties of Maintenance Planning
DepartmentDepartment
9.Condition monitoring of critical equipment
shall be assigned to this cell
10.A Sub Cell may be formed under this
maintenance management cell to carry out
Quality Assurance or Quality Audit function
11.Equipment history record
12.Long term planning –5/7 year rolling plan

12. Duties of Maintenance DepartmentDuties of Maintenance Department
1.Attend daily maintenance work
2.Trouble-shooting
3.Preventive and Predictive maintenance
4.Management of materials and spares for
regular work
5.Execution and supervision of work – During
overhaul of plant / equipment
6.Quality control of work execution
7.Maintenance performance indicators

13. Duties of Maintenance DepartmentDuties of Maintenance Department
8.Insurance
9.Special maintenance or capital budgets

14. Work contract group and service Work contract group and service
providerprovider
Service providers for running plant shall be mainly
developed for labour extensive works of one time
nature and not of repetitive nature. Registration of
vendor or service provider shall be done in a scientific
manner. Competent vendor is key to ‘low down time
and good quality work’. Longer duration partnerships
can help in vendor development

15. Cost Factors for Maintenance of Cost Factors for Maintenance of
EquipmentEquipment
Down time cost
Efficiency of machine
Life of machine
Reliability and its effect on business

16. Quality for good Quality for good Work contract Work contract
group and service providergroup and service provider
1.These service providers shall be
developed with good quality conscious
background
2.OEM’s internal resources shall be used for
machinery requiring precision
3.Work contract should be finalized at least
three months before starting the planned
jobs

17. Quality for good Quality for good Work contract Work contract
group and service providergroup and service provider
4.The maintenance management group
should send proposals for the work scope
to the Work Contract Cell at least six
months before starting the job (major
outage)
5.Contract should be mobilized at least a
week before shutdown of the
units/equipment

18. Quality for good Quality for good Work contract Work contract
group and service providergroup and service provider
6.Index of problems encountered after the
outage may be related to indications of
“Quality of Work”

19. Proposed norms for the registration of Proposed norms for the registration of
‘Service provider’ ‘Service provider’
i.Reputation and qualification of staff and
adequacy
ii.Experience on similar jobs
iii.Response time
iv.Tools & tackles inventory
v.Financial capacity
vi.Familiarization with computerized control
and follow up systems

20. Proposed norms for the registration of Proposed norms for the registration of
‘Service provider’ ‘Service provider’
vii.Preference should be given to OEM – OEM
generally has fleet of machines and is
normally in a better position to advice
corrective actions, especially in case of crisis

21. Spares Parts Management & Spares Parts Management &
Vendor DevelopmentVendor Development
Spare parts management is vital from the point of
view of ‘Down time cost’ and ‘Inventory carrying
cost’. Well thought of selection of equipment helps
in reducing inventories in addition to the normal
criteria of cost, efficiency, duty, material, track
record, etc

22. Equipment selection shall also give Equipment selection shall also give
attention to:attention to:
Vendor’s quality reputation
Vendor’s response and lead times
Vendor’s engineering backup
Duplication of existing equipment for other
plants and processes
Vendor location
Overhaul strategy recommended

23. Equipment selection shall also give Equipment selection shall also give
attention to:attention to:
Standardization
Readiness to provide manufacturing drawings
and good specific manuals
Inventory shall not exceed around 2.5% of
appreciated capital cost
Spares for overhaul shall be managed by
‘Maintenance Management Cell, while for
normal O&M, these shall be managed by
‘Maintenance Department’

24. Equipment selection shall also give Equipment selection shall also give
attention to:attention to:
Computerized system is a necessity for
managing spares
Preparation of specifications is the single top
priority, which needs attention by each and
every power plant
Philosophy of buying few parts to meet
project requirements and build up inventories
that will just cover next outage needs review

25. Spares program shall take care of:Spares program shall take care of:
Design deficiencies
Criticality and related down time
Obsolescence of equipment
Capital cost
Cost of spares
Lead time
Quality
Sufficient essential spares as part of project

26. Spares program shall take care of:Spares program shall take care of:
Development of quality local vendors for
imported or costly spares
Metallurgical Improvements
Off shelve readily available items
Standardization of vendors and certification of
their quality from central agency like ISI mark
can be an alternative to ensure price competition
to OEM and delivery

27. Budget & CostingBudget & Costing
Details of the cost and budget involved for planned
maintenance are generally not available with the power
stations. The reasons being non-existence of the Costing
Cell as support cell. It is, therefore, recommended that
this Cell may be established for all the power stations.
This Cell shall also maintain records and documents in
respect of actual expenditure made by the power plant for
planned maintenance. The Group should adopt latest IT
tools (Information Technology) available and should have
networking with the spare parts management group and
finance group for acquiring information about the budget
and costing

28. Functions for Budget & Costing Functions for Budget & Costing
cellcell
Costing cell shall be calculated per unit of
generation
Budget for Planned Overhaul and Regular
maintenance to be identified
Capital budget to be prepared

29. Training of PersonnelTraining of Personnel
1.Recommended periods for developing
confidence in an operation engineer is around
one year and for maintenance engineer 3-5
years

30. Training of PersonnelTraining of Personnel
2.Newly induced engineer (graduate level) must
undergo one year familiarization having
followed by minimum one year in operation to
get acquainted with plant and then minimum
two years working in a maintenance section so
as to become competent Maintenance Engineer
3.Further the Maintenance engineer should
undergo hands-on-training at OEM’s works to
the extent possible

31. Training of PersonnelTraining of Personnel
4.Technician category (diploma holders) should
be trained to understand drawings/documents
5.O&M personnel should be exposed to periodic
refresher courses. This will help them to
update their skills and knowledge in line with
new developed techniques

32. Training of PersonnelTraining of Personnel
6.Each Power station should have a training
centre and the training should be given to the
Engineers/Operators/technicians through
experienced professional drawn from different
disciplines. Retired skilled personnel can also
be used for hands on training
7.Practical training of front line
engineers/supervisors and technicians is to be
given

33. Factors considers for training Factors considers for training
of Engineers / Supervisorsof Engineers / Supervisors
Training shall be planned based on the feed
back received from respective departments
about their needs
Training can be divided into : Technical,
Managerial, Statutory, Behavioral
Increase technical skill by way of technical
interaction sessions, problem solving

34. Work Culture DevelopmentWork Culture Development
Technical courses and workshops should be
provided for every maintenance personal
Manual should be provided for each
maintenance personal
Establish a core group of highly skilled staff
Install a culture that encourages, promotes
rewards for innovations

35. Work Culture DevelopmentWork Culture Development
Install culture to have operation and
maintenance staff work together
Training programs shall ensure that staff
remains qualified and competent

36. Documentation & Reporting Documentation & Reporting
Online Computerized Data Management System
should be adopted for activities like:
a.Defect reports
b.Feedback
c.History Record
d.Spares part management
e.Performance monitoring
f.Preventive maintenance

37. Documentation & ReportingDocumentation & Reporting
g.Maintenance cost
h.Maintenance index
i.Maintenance back log
j.Work orders

38. Field Quality Assurance GroupField Quality Assurance Group
Quality management starts from design, award
of contract, manufacturing, transportation,
receipt, storage and preservation of the same.
All stations should have their own QA Group
with trained manpower and modern laboratory.

39. For any type of maintenance/ overhaul, For any type of maintenance/ overhaul,
following major points should be consider:following major points should be consider:
NDT test with trained manpower
Boiler tube thickness (QA Personnel should be
involved for cross check)
Quality man should witness all critical checks
(turbine/boiler/rotary tests) and check sheet
should be filled and protocol should be signed

40. For any type of maintenance/ overhaul, For any type of maintenance/ overhaul,
following major points should be consider:following major points should be consider:
Station FQA Group should be equipped with
trained manpower and well-equipped
laboratory. Training should be given regularly
to keep them update
Station has to be vigilant regarding modern
technique development for fault detection
Engineering declaration before unit goes out of
bar for maintenance/ overhaul

41. For any type of maintenance/ overhaul, For any type of maintenance/ overhaul,
following major points should be consider:following major points should be consider:
Special tools/ tackles list
Availability of spares before overhaul
Mobilization of Contract before overhaul
Availability of lifting tools, welding points and
lifts, testing should be done prior to overhaul
Pre-outage survey of the unit
Scope of work of each section
boiler/turbine/Elect. /C&I/off site

42. For any type of maintenance/ overhaul, For any type of maintenance/ overhaul,
following major points should be consider:following major points should be consider:
Formation of outage committee before
overhaul
Budget plan with five year rolling plan
Carrying out of efficiency test of Boiler and
Turbine before and after overhaul Planned
outage period should not increase the
scheduled period.
Early and meticulous planning

43. For any type of maintenance/ overhaul, For any type of maintenance/ overhaul,
following major points should be consider:following major points should be consider:
Frequent review of resources and contracts for
overhaul
Re-commissioning of overhauls with approved
checklist.
Meticulous monitoring of critical activities

44. Maintenance performance Maintenance performance
indicatorindicator
Forced down time as a percentage of Planned
down time
Recurrent jobs to percentage of total jobs
Maintenance index; mean time for attending to
a defect
Maintenance cost – Expenditure per kW hr
Productivity – Man – days /man –hours per
kWh

45. Maintenance performance Maintenance performance
indicatorindicator
Technical Index – number of unsolved
problems to number of solved problems
Cost of outage
Cost of spares consumed and inventory level
Maintenance backlog – ratio of ‘jobs attended’
every week to ‘jobs unattended’
Availability – as a percentage – critical
equipment and plant

46. Maintenance performance Maintenance performance
indicatorindicator
Innovation index – money saved on account of
innovations/modification/import substitution
to money spent
Safety – man-days lost on account of accidents
Average time of capital overhaul over three
outages
Savings due to restoration/improvement in
efficiency- absolute and compared to previous
year

47. Maintenance performance Maintenance performance
indicatorindicator
Heat rate, Aux. Consumption and DM water
consumption

48. SafetySafety
a.Every power utility shall have safety
manual of its own. Personnel shall be tested
for its knowledge at the time of joining the
organization
b.Noise pollution from the machinery shall be
surveyed and appropriate precautions like
use of earplugs in those areas shall be
enforced. Noise can be also reduced through
isolation of area

49. SafetySafety
c.Use of personal safety appliances like
helmets, grinding goggles, safety shoes,
breathing filters, and gloves shall be
enforced
d.Use of electrical tools shall be as per safety
procedures. Safety tools shall be yearly
checked also
e.Defective tools shall either be repaired or
replaced

50. SafetySafety
f.All exposed rotating components of
machinery shall be isolated through proper
guards
g.Proper O&M procedures also help in safety
h.Lifting tackles, pressure vessels shall be
tested as per statutory requirement
i.First – Aid training shall be given to all
employees

51. SafetySafety
j.Hazardous areas shall have protection
implements periodically checked for proper
functioning
k.Safety culture shall be developed through
putting posters at prominent and relevant
locations, conducting safety completions,
facilitating safety committees
l.Any accident shall be thoroughly
investigated and corrective actions taken

52. SafetySafety
m.Maintaining cleanliness of plant. All
working groups be it maintenance, be it
lubrication group, be it operation group, etc.
– should clean the area of debris generated
by the group
n.Operation group shall own the responsibility
for keeping the area and machinery clean

53. Maintenance policies for Maintenance policies for
Boiler and Turbine divisionsBoiler and Turbine divisions
1.Fixed time maintenance (individual or
group replacement)
2.Condition based maintenance (Continuous
or periodic)
3.Operate-to-Failure (Corrective
maintenance by repair to replacement
4.Opportunity Maintenance
5.Design-out Maintenance

54. General RecommendationGeneral Recommendation
Maintenance Management Cell should forward
indents for planned outage jobs to the Material
Management Department at least 24 months in
advance
Availability of the spares should be ensured at
site at least one month before starting the
planned jobs
Outage planning shall start 12-18 months in
advance except for spares, which have to be
taken care of 24 months in advance

55. General RecommendationGeneral Recommendation
Pre outage survey shall be carried out 3 months
in advance and repeated 15 days in advance
16 hrs. could be planned on critical works.
Works like scaffolding, condenser, etc. could
be planned round the clock
Mobilization by contractors shall be carried out
at least one week in advance
Final report with recommendations for next
outage must be prepared with in two months of
completion of outage

56. General RecommendationGeneral Recommendation
Work contract should be finalized at least three months
before starting the planned jobs
The Planning Group should send proposals to the
Work Contract Cell at least 6 months before starting
the job.Changeover to Availability Based Monitoring
The duration of planned outages as recommended
above are from the time unit is taken out of the grid to
the time the unit is synchronised back to the grid. As
such the time period to be tied up with the service
providers/contract services for Capital Maintenance,
Boiler Overhaul will be correspondingly less (from
barring gear to barring Gear).

57. General RecommendationGeneral Recommendation
In order to encourage power plant engineers to
achieve the reduction in down time for planned
maintenance; it is recommended that an
Incentive Scheme for better-planned
maintenance practices may be introduced