CHAPTER 1 MAINTENANCE PRINCIPLE AND PROCEDURE

MAINTENANCE

1. All action taken to retain materiel in or to restore it to a specified condition. It includes: inspection, testing, servicing, classification as to serviceability, repair, rebuilding, and reclamation. 2. All supply and repair action taken to keep a force in condition to carry out its mission. 3. The routine recurring work required to keep a facility (plant, building, structure, ground facility, utility system, or other real property) in such condition that it may be continuously utilized, at its original or designed capacity and efficiency, for its intended purpose. 4. Actions necessary for retaining or restoring a piece of equipment, machine, or system to the specified operable condition to achieve its maximum useful life. It includes corrective maintenance and preventive. 5. The application of techniques, engineering skills, and effort, organized to ensure that 6. their effective and economical maintenance. 7. Combination of all technical and administrative actions, including supervision actions, intended to retain an item in, or restore it to, a state in which it can perform a required function. 8. Maintenance is a set of organized activitiesthat are carried out in order to keep the item in itsbest operational condition with minimum cost required. 9. A maintenance management system is a computer tool that corporate managers use to improve operating activities over time. The system indicates new equipment that department heads intend to purchase, as well as maintenance activities they will schedule in the future.

MAINTENANCE IN SERVICE INDUSTRY

An industry in that part of the economy that creates services rather than tangible objects. Economists divide all economic activity into two broad categories, goods and services. Goods-producing industries are agriculture, mining, manufacturing, and construction; each of them creates some kind of tangible object. Service industries include everything else: banking, communications, wholesale and retail trade, all professional services such as engineering, computer software development, and medicine, non-profit economic activity, all consumer services, and all government services, including defence and administration of justice. A services-dominated economy is characteristic of developed countries. In less-developed countries most people are employed in primary activities

MAINTENANCE IN MANUFACTURING COMPANIES

The flexibility and resources to provide manufacturing facility services throughout the country according to your schedule, without ever inconveniencing your staff or interrupting production. Your property and your image will benefit from ABMs expertise with industrial maintenance. Industrial facilities from all types of industries look to us for expert services, including: Manufacturing plants Distribution centers Transportation terminals International mail sort facilities Aerospace Printing and publishing Paper manufacturers/Pulp mills Automotive Co-generation facilities Oil and gas production - Refineries Defense Food processing Logistics Petrochemical Power generation and transmission centers Water and wastewater treatment

PURPOSE OF MAINTENANCE

Maintenance has the purpose to ensure the functioning of technical equipment. That is, with adequate measures the working of a machine is preserved or restored. In addition, an appropriate maintenance contributes to the realization of the increasing quality demands. Maintenance is primarily concerned with the weak points of the equipment. DIN 31 051 (1985) defines a weak point as follows: Breakdown or breakdown suspicious spot, caused by the regular application of the system, that can be modified with technically available and economically acceptable methods, reducing the breakdown frequency and/or the breakdown gravity. Safety considerations may influence the amount of economically acceptable expenditures.

Maintenance is not concerned with the technical equipment as a whole, but rather with its parts. To define and describe these parts, the terms machine unit and component are used: Machine Unit: it provides a specific function of the machine. Thus, each machine consists of a set of machine units. Examples: coolant system, centralized lubricating system, or drive.

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

A maintenance management system allows segment chiefs to plan maintenance work on fixed assets, such as equipment, machinery and property. By doing so, segment leaders make sure these assets are adequate and ready for use in manufacturing activities. A maintenance management system also allows department heads to identify which machines and equipment to purchase, depending on production needs.

PRINCIPLES IN MAINTENANCE

Understand your building Historic buildings will usually have evolved over time as fashions changed or as the need arose for additional accommodation. Understanding the different stages in a buildings development can help to explain why problems might occur, such as cracking at the joint between old and new parts of a building. Understanding the materials used and how they work is also important as it can prevent costly mistakes from being made. For example, repointing soft stone or brickwork using a hard cement mortar, rather that a soft lime mix will trap moisture within the stone or brick, rapidly accelerating the process of decay. Lime mortars and renders are intended to be sacrificial by being softer than the basic building material. They help a building to breathe and to tolerate a degree of movement, but they will need to be repaired or replaced periodically. Nevertheless, it is far easier to repoint a wall than it is to rebuild it once the stone or brick has lost structural strength.

Understand the causes of decay Correct diagnosis of problems can save a considerable amount of money and prevent unnecessary damage or loss of historic fabric. Before undertaking any repair it is essential that the underlying cause of the problem is properly understood and addressed. It is pointless, for example, treating an outbreak of dry rot if the damp penetration that has caused it is not tackled. The environmental conditions that the fungus needs to survive will continue and further outbreaks are likely to occur. Similarly, there is no need to treat timbers against beetle infestation if the damage occurred long ago and the infestation is no longer active.

Minimum intervention The main purpose of maintenance and repair is to restrain the processes of decay without damaging the character of a building. Repairs should be kept to the minimum required to conserve the building without unnecessarily disturbing or destroying the historic fabric.

Use tried and trusted materials and techniques The use of inappropriate modern materials in traditionally constructed buildings can cause more serious problems than they are intended to solve. Repairs should generally be carried out on a like-for-like basis using materials and techniques that match those originally used. This will help to ensure that the old and new are compatible in terms of their performance and appearance. The only exception is where there is a fundamental design fault. For example, the valley gutters of historic buildings are often lined with pieces of lead that are too long to comply with current building practices. Lead is subject to thermal movement, and in overly long pieces this can lead to tears that will allow water to penetrate the roof.

Keep a record It is good practice to keep a logbook and photographs to record the findings of your maintenance inspections and to record repairs that are undertaken. It also allows you to note and monitor any defects that may not require immediate action, such as the appearance of small cracks in plaster finishes, which may be due simply to shrinkage or may indicate more serious structural movement. 'Make a record' will give you more guidance on preparing a logbook for your building.

MAINTENANCE OBJECTIVE

Many steps can be taken to ensure that such an objective is achieved, but only a few of these are normally considered to be the responsibility of the maintenance department. For Example, each of the following will contribute to the reliability of the operating system: (a) improvement of the quality of equipment and components through improved design and/or tighter manufacturing standards; (b) improvements in the design of equipment to facilitate the replacement of broken items and inspection and routine maintenance work; (c) improvements in the layout of equipment to facilitate maintenance work, i.e. providing space around or underneath equipment; (d) providing slack in the operating system, i.e. providing excess capacity so that the failure of equipment does not affect the performance of other equipment;

(e) using work-in-progress to ensure that the failure of equipment is not immediately reflected in a shortage of materials or parts for a subsequent piece of equipment; (f) establishing a repair facility so that, through speedy replacement of broken parts, equipment down-time is reduced; (g) Undertaking preventive maintenance, which, through regular inspection and/or replacement of critical parts, reduces the occurrence of breakdowns.

INTRODUCTION AND PROBLEM DEFINITION

At times the statement is made that maintenance and repair is in fact a waste of time and money and that it should therefore be eliminated; or at least drastically reduced in scope. But is this possible? This statement can, at the very least, be challenged on the grounds of the following considerations: because of technological reasons: sustainable products, parts and materials wearas a result of use. A required technological life span includes maintenance tailoredto that wear. because of economical reasons: by applying higher-quality materials inconstructions and installation-parts the technological life span and the reliabilitycan usually be increased. As a result however the costs will also tend to increase.On account of the latter a compromise must be reached at a certain point betweenthe costs on the one hand and the reliability of the construction on the other. Thereliability can therefore never be a full 100%.

because of construction-technical reasons: when making calculations one works with a safety factor. Herein allowanceshave been made for the influences of a number of known, but not quantifiedfactors (in effect an uncertainty factor). Unknown and not quantified factorsare often the cause of premature fracture or failure. constructor- and construction-faults the care-aspect: this involves activities such as cleaning, greasing, adjusting,inspecting etc.; these remain necessary. because of human error. Even with automated and so-called foolproofregulated installations the possibility of interpretation- and operational- errorsremains.

PROBLEM DEFINITION
If maintenance and repair cannot be dismissed then how should one consider the term maintenance? From this the following questions can be derived: can maintenance, when impossible to eliminate, then be optimised and in what way? is it possible to distinguish different strategies to this effect? might it even be possible to distinguish different sorts of maintenance? is a systematic approach to maintenance possible or not? Starting from this problem definition the chapter subsequently deals with: Importance of the problem Definition of the term maintenance Objectives for the maintenance of capital- and user-goods Methods and means for the optimisation of maintenance Consequences of the optimisation problem for management and organisation ofthe maintenance Budgeting and on-charging of the maintenance costs

MAINTENANCE PROBLEM
STAFFING

Problems
Low productivity/morale of maintenance staff

Possible Reasons for Problem

Inadequate/poor supervision Inadequate staff skills to perform work Lack of on going training program for staff to develop or maintain skills Ineffective deployment of staff Wage rates not current or posted Lack of or inadequate training programs Inadequate performance appraisal system Poorly defined or inadequate hiring criteria Discrepancies between job descriptions and actual work performed Lack of funds to set up program or send staff to training advancement programs Other duties take precedence over

Inadequate skills

Lack of or inadequate maintenance training or advancement programs

developing training programs Existing staff lack training skills PHA does not perceive a need for a training or advancement programme

WORK ORDERS

Problems
Excessive backlog of work orders

Possible Reasons for Problem

Inadequate number of staff or staff skills Lack of or inadequate preventive maintenance program Inadequate work order monitoring system/supervision Low priority of routine service requests Lack of materials arid supplies Tenant abuse Procedures unclear and/or inefficient Undefined staff responsibility for processing

Inadequate maintenance work order system

GENERAL

Problems
Inadequate municipal services

Possible Reasons for Problem

Lack of coordination between city and PHA Lack of city resources Lack of city commitment

VACANT UNITS

Problems
Vacant unit preparation time excessive

Possible Reasons for Problem

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

Inadequate security of vacant units

INSPECTIONS

Problems
Lack of or inadequate preventive maintenance (PM) program

Possible Reasons for Problem

Inadequate number of staff or staff skills Undefined/unclear procedures Inadequate or lack of reporting and monitoring system Lack of management commitment Lack of tenant training or cooperation Inadequate staffing Inadequate proof of inspections or inspection forms unavailable Lack of management commitment; low priority

Inadequate or questionable number of scheduled unit inspections

CONTRACT MAINTENANCE

Problems
Inadequate supervision of contractors

Possible Reasons for Problem

Inappropriate use of contracting

Poor quality of accepted contract work

Responsibilities of staff unclear/undefined Inadequate staffing to monitor contractors Lack of coordination among contractors, maintenance divisions and project managers Inadequate evaluation of in-house resources Inappropriate use of single vs. multiple contracts Maintenance staff not involved in development or review of specifications Restrictive specifications Unclear or no performance indicators in contract Unclear procedures for processing modifications (change orders) No evaluation of contractors which do not perform well or timely

MAINTENANCE FAILURE
Maintenance failure is any servicing or maintenance activity that is not part of a regular and planned servicing regime. All unplanned activity contributes to downtime and increased costs. Why are maintenance failure records important? Maintenance failure records allow the fleet manager to analyse the cause of the repairs and maintenance being carried out. Some of the typical causes are through:

Lack of operator skill - operator inattention and accidents Insufficient management of operators - lack of daily maintenance, operator inattention Delayed replacement - age of the item Planned future scheduled work normal wear and tear Not performing to specifications faulty components (under warranty) and manufacturers design faults.

Why do we measure maintenance failure? The fleet manager often has little or no influence over the way the plant and vehicles are operated, because the responsibility for operations falls within other departments within the organisation. Maintenance failure records provide accurate information on not only the cost of a failure but on what caused the failure. In this way managers responsible for the operations of these vehicles are able to assess the need for additional training, improved induction processes, operator discipline, or increased maintenance procedures. How is maintenance failure measured? Maintenance failure records reflect the maintenance labour involved in the subsequent repair, the downtime associated with the repair and the cost of the repair. In this way, fleet managers are able to highlight the overall cost of individual failures.

CLEAN AND SAFE WORKING ENVIRONMENT

What is an Accident? An "accident" is an unplanned, undesired event which may ormay not result in injury or property damage, that interferes with the completion of an assigned task. A "near miss" is a form of an accident that does not result in injury or property damage. While much effort and time is expended on accident investigation, this information tells us that we should be focusing on accident prevention. The majority of accidents are near-miss and may never be reported. The causes of accidents can be broken down into two basic components, unsafe conditions and unsafe acts. Unsafe conditions are hazardous conditions or circumstances that could lead directly to an accident.

An unsafe act occurs when a worker ignores or is not aware of a standard operating procedure or safe work practice designed to protect the worker and prevent accidents.

BENEFITS OF HAVING A SAFE WORKPLACE

Proper attention to workers' health and safety has extensive benefits: healthy workers are productive and raise healthy families; thus healthy workers are a key strategy in overcoming poverty. workplace health risks are higher in the informal sector and small industries which are key arenas of action on poverty alleviation, where people can work their way out of poverty. safe workplaces contribute to sustainable development, which is the key to poverty reduction. the processes of protecting workers, surrounding communities and the environment for future generations have important common elements, such as pollution control and exposure reduction. much pollution and many environmental exposures that are hazardous to health arise from industrial processes, that can be beneficially influenced by occupational health and safety programmes. occupational safety and health can contribute to improving the employability of workers, through workplace (re)design, maintenance of a healthy and safe work environment, training and retraining, assessment of work demands, medical diagnosis, health screening and assessment of functional capacities. occupational health is fundamental to public health, for it is increasingly clear that major diseases (e.g. AIDS, heart disease, cancer) need workplace wellness programmes. Benefits of promoting a healthy workforce

To the organisation a well-managed health and safety programme a positive and caring image improved staff morale reduced staff turnover reduced absenteeism increased productivity reduced health care/insurance costs reduced risk of fines and litigation To the employee a safe and healthy work environment enhanced self-esteem reduced stress improved morale increased job satisfaction increased skills for health protection improved health improved sense of well-being

How does complying with regulations save you money? Not complying with the Regulations set out by law can cost you money in hefty fines. Furthermore, injuries and accidents involve both direct costs and indirect costs. Direct costs consist of : Medical expenses such as ambulance, hospital, and doctors' fees, medication, and rehabilitation Compensation payments Insurance premium increases Litigation costs In most cases, direct costs covering the worker, are covered by the Workman Compensation Fund (only up to a certain salary scale) and therefore have little or no immediate impact on profits. But they do impact on future profits, since they drive up the cost of doing business. Indirect costs include disrupted work schedules, lost productivity, clean-up and repair, hiring and training replacement workers, bad publicity, time spent on accident investigation, claims management, and litigation.

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

THE FACTORS THAT CAUSES ACCIDENT

1) Human Error
- An individuals actions or performance is different than what is required and results in or contributes to an accident.

2) Material Failure/Malfunction
- A fault in the equipment that keeps it from working as designed, therefore causing or contributing to an accident.

3) Environmental Conditions
- Any natural or manmade surroundings that negatively affect performance of individuals, equipment or materials and causes or contributes to an accident.

HAZARD
- Any real or potential condition that can cause injury, illness or death of personnel, or damage to, or loss of equipment or property, or mission degradation. (AR 310-25)

RISK
- Chance of hazard or bad consequences; exposure to chance of injury or loss. (Oxford Dictionary, 1976)

TYPES OF HAZARDS
A common way to classify hazards is by category:

Biological - bacteria, viruses, insects, plants, birds, animals, and humans, etc., Chemical - depends on the physical, chemical and toxic properties of the chemical. Ergonomic - repetitive movements, improper set up of workstation, etc., Physical - radiation, magnetic fields, pressure extremes (high pressure or vacuum), noise, etc., Psychosocial - stress, violence, etc., Safety - slipping/tripping hazards, inappropriate machine guarding, equipment malfunctions or breakdowns.

FIVE STEPS TO RISK ASSESSMENT

This is not the only way to do a risk assessment, there are other methods that work well, particularly for more complex risks and circumstances. However, we believe this method is the most straightforward for most organisations.

HOW TO ASSESS THE RISKS IN YOUR WORKPLACE

Follow the five steps to risk assessment: 1. Identify the hazards 2. Decide who might be harmed and how 3. Evaluate the risks and decide on precaution 4. Record your findings and implement them 5. Review your assessment and update if necessary

Step 1: Identify the hazards

First you need to work out how people could be harmed. When you work in a place every day it is easy to overlook some hazards, so here are some tips to help you identify the ones that matter: Walk around your workplace and look at what could reasonably be expected to cause harm. Ask your employees or their representatives what they think. They may have noticed things that are not immediately obvious to you. If you are a member of a trade association, contact them. Many produce very helpful guidance. Check manufacturers instructions or data sheets for chemicals and equipment as they can be very helpful in spelling out the hazards and putting them in their true perspective. Have a look back at your accident and ill-health records these often help to identify the less obvious hazards. Remember to think about long-term hazards to health (e.g. high levels of noise or exposure to harmful substances) as well as safety hazards.

Step 2: Decide who might be harmed and how

For each hazard you need to be clear about who might be harmed; it will help you identify the best way of managing the risk. That doesnt mean listing everyone by name, but rather identifying groups of people (e.g. people working in the storeroom or passers-by).

Remember:

Some workers have particular requirements. E.g. new and young workers, migrant workers, new or expectant mothers and people with disabilities may be at particular risk. Extra thought will be needed for some hazards. Cleaners, visitors, contractors, maintenance workers etc., who may not be in the workplace all the time. Members of the public, if they could be hurt by your activities. If you share your workplace, you will need to think about how your work affects others present, as well as how their work affects your staff talk to them. Ask your staff if they can think of anyone you may have missed.

In each case, identify how they might be harmed, i.e. what type of injury or ill health might occur. For example, shelf stackers may suffer back injury from repeated lifting of boxes.

Step 3: Evaluate the risks and decide on precautions

Having spotted the hazards, you then have to decide what to do about them. The law requires you to do everything reasonably practicable to protect people from harm. You can work this out for yourself, but the easiest way is to compare what you are doing with good practice. First, look at what youre already doing; think about what controls you have in place and how the work is organised. Then compare this with the good practice and see if theres more you should be doing to bring yourself up to standard. In asking yourself this, consider:

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

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

try a less risky option (e.g. switch to using a less hazardous chemical); prevent access to the hazard (e.g. by guarding); organise work to reduce exposure to the hazard (eg put barriers between pedestrians and traffic); issue personal protective equipment (e.g. clothing, footwear, goggles etc.); and Provide welfare facilities (e.g. first aid and washing facilities for removal of contamination).

Improving health and safety does not need a lot of cost. For instance, placing a mirror on a dangerous blind corner to help prevent vehicle accidents is a low-cost precaution considering the risks. Failure to take simple precautions can cost you a lot more if an accident does happen. Involve with the staff, so that you can be sure that what you propose to do will work in practice and wont introduce to any new hazards.

Step 4: Record your findings and implement them

Putting the results of your risk assessment into practice will make a difference when looking after people and your business. Writing down the results of your risk assessment, and sharing them with your staff, encourages you to do this. If you have fewer than five employees you do not have to write anything down. We do not expect a risk assessment to be perfect, but it must be suitable and sufficient. As illustrated by our example risk assessments, you need to be able to show that:

a proper check was made; you asked who might be affected; you dealt with all the obvious significant hazards, taking into account the number of people who could be involved; the precautions are reasonable, and the remaining risk is low; and you involved your staff or their representatives in the process.

If, like many businesses, you find that there are quite a lot of improvements that you could make, big and small, dont try to do everything at once. Make a plan of action to deal with the most important things first. Health and safety inspectors acknowledge the efforts of businesses that are clearly trying to make improvements.

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

a few cheap or easy improvements that can be done quickly, perhaps as a temporary solution until more reliable controls are in place; long-term solutions to those risks most likely to cause accidents or ill health; long-term solutions to those risks with the worst potential consequences; arrangements for training employees on the main risks that remain and how they are to be controlled; regular checks to make sure that the control measures stay in place; and Clear responsibilities who will lead on what action and by when to take action.

Remember, prioritise and tackle the most important things first. As you complete each action, tick it off your plan.

Step 5: Review your risk assessment and update if necessary

Few workplaces stay the same. Sooner or later, you will bring in new equipment, substances and procedures that could lead to new hazards. It makes sense therefore, to review what you are doing on an on-going basis. Look at your risk assessment and think about whether there have been any changes? Are there improvements you still need to make? Have your workers spotted a problem? Have you learnt anything from accidents or near misses? Make sure your risk assessment stays up to date. When you are running a business its all too easy to forget about reviewing your risk assessment until something has gone wrong and its too late. During the year, if there is a significant change, dont wait: check your risk assessment and where necessary, amend it. If possible, it is best to think about the risk assessment when youre planning your change that way you leave yourself more flexibility

PERSONAL PROTECTIVE EQUIPMENT (PPE)

OSHA requires the use of personal protective equipment (PPE) to reduce employee exposure to hazards when engineering and administrative controls are not feasible or effective in reducing these exposures to acceptable levels. Employers are required to determine if PPE should be used to protect their workers. If PPE is to be used, a PPE program should be implemented. This program should address the hazards present; the selection, maintenance, and use of PPE; the training of employees; and monitoring of the program to ensure its on-going effectiveness. PPE is addressed in specific standards for the general industry, shipyard employment, marine terminals, and long shoring.

JENIS-JENIS ALAT PEMADAM API

Berikut adalah jenis pemadam api yang biasa digunakan: 1) Pemadam Api Serbuk Kering ABC

Berat: 12kg atau 3kg Warna: Biru Jenis api yang boleh dipadamkan : A, B dan C Catatan :Boleh digunakan sekali sahaja, serbuknya boleh merosakkan logam, enjin dan badan kenderaan, berbahaya kepada makanan.

2) Pemadam Api Karbon Dioksida

Berat: 3kg Warna: Hitam Jenisapi yang boleh dipadamkan: Api dari peralatan elektrik Catatan: Tidak sesuai untuk persekitaran terbuka

3) Pemadam Api Serbuk Kering ABC

Berat: 12kg dan 3kg Warna: Merah Jenisapi yang boleh dipadamkan: A, B, C dan api dari peralatan elektrik Catatan: Boleh digunakan sekali sahaja.

Setiap alat pemadam api untuk kegunaa bukan domestik (seperti di kilang dan pejabat) wajib didaftarkan kepada pihak bomba melalui kontraktor yang telah berdaftar dengan pihak bomba. Pihak bomba akan mengeluarkan sijil untuk setiap alat pemadam api dan juga pelekat untuk ditampal pada badan pemadam api tersebut. Sijil ini perlu diperbaharui setiap tahun, manakala alat pemadam api yang berusia lebih 10 tahun perlu dilupuskan kerana bahan kimianya tidak lagi efektif untuk memadamkan api.

POWER TOOL
A power tool is a tool that is actuated by an additional power source and mechanism other than the solely manual labour used with hand tools. The most common types of power tools use electric motors. Internal combustion engines and compressed air are also commonly used. Other power sources include steam engines, direct burning of fuels and propellants or even natural power sources like wind or moving water. Tools directly driven by animal power are not generally considered power tools. Power tools are used in industry, in construction, in the garden, for housework tasks such as cooking, cleaning, and around the house for purposes of driving (fasteners), drilling, cutting, shaping, sanding, grinding, routing, polishing, painting, heating and more. Power tools are classified as either stationary or portable, where portable means handheld. Portable power tools have obvious advantages in mobility. Stationary power tools however often have advantages in speed and accuracy, and some stationary power tools can

produce objects that cannot be made in any other way. Stationary power tools for metalworking are usually called machine tools. The term machine tool is not usually applied to stationary power tools for woodworking, although such usage is occasionally heard, and in some cases, such as drill presses and bench grinders, exactly the same tool is used for both woodworking and metalworking

HAND TOOL

A hand tool is any tool that is not a power tool that is, one powered by hand (manual labor) rather than by an engine. Some examples of hand tools are hammers, spanners, pliers, screwdrivers and chisels. Hand tools are generally less dangerous than power tools.

SELECTING HAND TOOLS

Grip
A well-balanced tool with a properly designed grip or handle instantly feels comfortable in the hand. If a tool is poorly designed or is not right for the job, it may have to be held more firmly and at an awkward angle. A properly designed grip helps to reduce fatigue and pain. Consider whether the job requires a tool with a pistol grip or an in-line grip. When significant power or torque need to be delivered, select tools that allow for a power grip; the hand makes a fist with four fingers on one side and the thumb on the other, similar to holding the pistol grip of a power drill. Tools that can be used in either hand allow workers to alternate hands and the tool can be used properly by the 10 percent of workers who are left-handed.

Handle size
The right-sized handle is one that allows the hand to go more than halfway around the handle without the thumb and fingers meeting. The recommended grip diameter in most cases falls between 50 and 60 mm. To provide good control of the tool and prevent pain and pressure hot spots in the palm of the hand, handles should be at least 120 mm long. A precision grip (when the tool is pinched between the tips of the thumb and fingers) is primarily used for work that requires control rather than a lot of force. Handles for precision tools should be 8 to 13 mm in diameter and at least 100 mm long

Grip surfaces
The grip surfaces of hand tools should be smooth, non-conductive, and slightly compressible to dampen vibration and better distribute hand pressure. Avoid tools that have grooves for finger for most people the grooves are either too big or too widely or closely spaced. The resulting pressure ridges across the hand can damage nerves or create hot spots of pain. Grooves along the length of the handle are intended to prevent slipping but can also cut into the hand and create pressure ridges, particularly if the tool is in continuous use. If a grooved handle is the only choice available, ensure that the grooves are many, narrow and shallow. If it is available, try a grip shape that is non-cylindrical. Triangular grips measuring approximately 110 mm around at their widest part can be quite comfortable and help to increase power.

Weight
Weight is often a problem with power tools and tools such as axes, hammers, and saws. To reduce hand, arm, and shoulder fatigue, the hand tool should not weigh more than 2.3 kg. If the centre of gravity of a heavy tool is far from the wrist, this maximum weight should be reduced. Studies have shown that tools weighing 0.9 to 1.75 kg feel just right for most workers. For precision work where the small muscles of the hand support the tool, it should weigh far less. Lighter is better. Heavy tools can be made easier to use by suspending or counterweighting them.

HOW TO PREVENT HAZARDS?

To prevent hazards we need safe practices. Ensuring workplace housekeeping is maintained and flooring is in good condition helps to maintain a safe working environment.

PRACTICES TO PREVENT HAZARDS

1. Always lock-out machinery before and during cleaning procedures 2. Clean air vents and filters on a regular basis 3. Clean up spills and wet areas immediately 4. Dont leave cabinets, drawers or cupboards open 5. Dont leave items on the floor to cause an obstruction 6. Endure all cleaning equipment is accessible and easy to use 7. Ensure all exits are free from obstructions

8. Ensure all safety equipment is in proper working condition Hazard 9. Keep staircases well-lit and free from clutter 10. Mop or sweep floors regularly 11. Never leave flammable materials near heaters 12. Put up wet floor signs when washing or mopping the floors 13. Reinforce mats, rugs or carpets to the floor so they dont cause a trip 14. Replace batteries in smoke and carbon monoxide detectors regularly 15. Replace light bulbs as soon as they burn out stand on chairs, boxes or crates 16. Take out garbage on a regular basis

MAINTENANCE OF WORK EQUIPMENT

PUWER requires that: all work equipment be maintained in an efficient state in efficient order and in good repair where any machinery has a maintenance log the log is kept up to date and that maintenance operations on work equipment can be carried out safely.

WHAT RISKS ARE THERE FROM USING WORK EQUIPMENT? Many things can cause a risk for example:

using the wrong equipment for the job example : ladders instead of access towers for an extended job at high level

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

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

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

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

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

not maintaining work equipment or carrying out regular inspections and thorough examinations.

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

WHAT CAN I DO TO REDUCE THE RISKS?

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

MAKE SURE MACHINERY IS SAFE

You should check the machinery is suitable for the work - think about how and where it will be used. All new machinery should be:

CE marked; safe - never rely exclusively on the CE mark to guarantee machinery is safe. It is only a claim by the manufacturer that the equipment issafe. You must make your own safety checks;

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

provided with instructions in English

HIRING OUT WORK EQUIPMENT

If you hire out work equipment you are responsible for ensuring that the equipment is safe to use at the point of hire. You should also make reasonable attempts to find out what the equipment will be used for and provide advice on how it should be used. The safe use of the equipment isthe responsibility of the person who hires it.

MAINTENANCE COST OF WORK EQUIPMENT You can review maintenance costs by cost account or repair code. When you review costs and expenses by cost account, the system displays all accounts in object account order. When you review costs by repair code, the system displays accounts in subsidiary account order, beginning with the account that you indicate.

Costs by cost account A cost account is an object account that typically represents a type of cost. Examples of cost accounts include: Labor Parts Materials

Review costs by cost account when you need an abbreviated income statement and balance sheet for a specific piece of equipment or shop.

Costs by repair code A repair code is a subsidiary account that represents a subdivision of a cost account. You can use repair codes to keep detailed records of the accounting activity for a particular cost account. Examples of repair codes include: Preventive maintenance Emergency repairs Electrical repairs Mechanical repairs

Review costs by repair code when you need a managerial perspective of costs related to a specific type of repair.

Preventive, Predictive and Corrective Maintenance

Types of Maintenance
Preventive (PM) greasing,oil, filters Predictive (PdM) Inspections Corrective Repairs

PREVENTIVE MAINTENANCE (PM)

Definition - Schedule of planned maintenance actions aimed at the prevention of breakdowns and failures Primary goal-Preserve and enhance equipment reliability. Examples of PM : Oil changes Greasing Changing filters Belt tightening

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

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

Who Does PM? Only trained, qualified maintenance personnel should perform PMs

PREDICTIVE MAINTENANCE (PdM)

Definition Techniques that help determine the condition of in-service equipment in order to predict when maintenance should be performed Primary goal Minimize disruption of normal system operations, while allowing for budgeted, scheduled repairs. Examples of Predictive Maintenance Vibration Analysis Infrared Thermography Oil Analysis Visual Inspections

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

Who does PdM? Often done by a contracted, specialized technician Reasons: 1)Qualified and trained on latest technology 2)Possess the proper equipment 3)Provide trending and historical data in report form

Equipment Inspections-PdM Visual inspection of equipment such as: Clarifiers and associated equipment Mechanical bar screens

CORRECTIVE MAINTENANCE

Definition Repair of equipment/machinery in order to bring it back to original operating condition. Important Facts: Use original OEM parts Install per manufacturers specs Dont take shortcuts Do it right

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