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Energy Centered Maintenance—
A Green Maintenance System
Energy Centered Maintenance—
A Green Maintenance System
Marvin Howell
Fadi S. Alshakhshir
Library of Congress Cataloging-in-Publication Data
Names: Howell, Marvin T., 1936- author. | Fadi S. Alshakhshir, 1982- author.
Title: Energy centered maintenance : a green maintenance system / Marvin
Howell, Fadi S. Alshakhshir.
Description: Lilburn, GA : The Fairmont Press, Inc., [2017] | Includes
bibliographical references and index.
Identifiers: LCCN 2016053056| ISBN 0881737798 (The Fairmont Press, Inc. :
alk. paper) | ISBN 9781138735378 (Taylor & Francis distribution : alk.
paper) | ISBN 0881737801 (electronic)
Subjects: LCSH: Buildings--Maintenance. | Green products. | Industrial
buildings--Energy conservation.
Classification: LCC TH3351 .H69 2017 | DDC 696--dc23 LC record available at
https://lccn.loc.gov/2016053056

Energy centered maintenance : a green maintenance system /Marvin Howell, Fadi S.
Alshakhshir
©2017 by The Fairmont Press, Inc. All rights reserved. No part of this publication
may be reproduced or transmitted in any form or by any means, electronic or
mechanical, including photocopy, recording, or any information storage and
retrieval system, without permission in writing from the publisher.
Published by The Fairmont Press, Inc.

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tel: 770-925-9388; fax: 770-381-9865
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Distributed by Taylor & Francis Group LLC

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Printed in the United States of America

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10: 0881737798 (The Fairmont Press, Inc.)

13: 9781138735378 (Taylor & Francis Group LLC)
While every effort is made to provide dependable information, the publisher, authors, and
editors cannot be held responsible for any errors or omissions.
The views expressed herein do not necessarily reflect those of the publisher.
Dedication
From Fadi S. Alshakhshir

This book is dedicated to the memory of my father, to my mother,
my family, my colleagues and my friends for giving me the strength to
complete this work.
My appreciation and sincere gratitude are also extended to my
influencer Mr. Abdulla Haji Mohamed A. Al Wahedi for his guidance
and support throughout this time, and especially for his trust in my
capabilities.
My thoughtful appreciation is also extended to my motivator Mr.
Bashar Abu Fashah who believed in me and continuously supported me
throughout my career life.
From Marvin Howell

This book is dedicated to Valerie Oviatt, Director, Seminars and
Internet Training, AEE Energy Training who selected me as an AEE energy
instructor and approved Energy Centered Maintenance (ECM) to be an
on-line energy seminar.
In addition, I would like to thank my wife, Louise Howell, for her
continued support.
v
Contents
Chapter 1
Energy Reduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Energy Cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Identifying Low Hanging Fruit. . . . . . . . . . . . . . . . . . . . 2
Identifying Energy Waste . . . . . . . . . . . . . . . . . . . . . . . . 3
Energy Conservation. . . . . . . . . . . . . . . . . . . . . . . . . . 7
Energy Efficiency Projects . . . . . . . . . . . . . . . . . . . . . . .10
Chapter 2
Different Maintenance Types and The Need for
Energy Centered Maintenance . . . . . . . . . . . . . . . . . . . . . .23
History of Maintenance . . . . . . . . . . . . . . . . . . . . . . . . 23
The Maintenance Types . . . . . . . . . . . . . . . . . . . . . . . . 24
Breakdown or Reactive Maintenance. . . . . . . . . . . . . . . . .25
Preventive Maintenance (PM). . . . . . . . . . . . . . . . . . . . .25
Predictive Maintenance. . . . . . . . . . . . . . . . . . . . . . . . .26
Reliability Centered Maintenance (RCM) . . . . . . . . . . . . . . 28
Total Productive Maintenance (TPM) . . . . . . . . . . . . . . . . 29
Energy Centered Maintenance (ECM) . . . . . . . . . . . . . . . .30
Detection of Potential Failures . . . . . . . . . . . . . . . . . . . . 33
Chapter 3
The Energy Centered Maintenance Origin and Model. . . . . . . .35
Origin of ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
The Model—Its Aim and Design. . . . . . . . . . . . . . . . . . .36
Objectives of ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Chapter 4
ECM Process—Equipment Identification . . . . . . . . . . . . . . . .43
Step 1. Equipment Identification . . . . . . . . . . . . . . . . . . .43
List of Energy Related Systems. . . . . . . . . . . . . . . . . . . . 43
Energy Classification Code . . . . . . . . . . . . . . . . . . . . . . 45
Chapter 5
ECM Process—Data Collection. . . . . . . . . . . . . . . . . . . . . .53
Step 2. Data Collection and
vii
Equipment Operational Baseline. . . . . . . . . . . . . . . . . . . 53
Types of Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Sources of Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58
Chapter 6
ECM Process—ECM Inspections. . . . . . . . . . . . . . . . . . . . .61
Step 3. Identify ECM Inspections, Frequency
Craft, Tools, and Job Duration. . . . . . . . . . . . . . . . . . .61
Maintenance Records. . . . . . . . . . . . . . . . . . . . . . . . . . 62
Energy Centered Maintenance Inspections . . . . . . . . . . . . . 63
Energy Centered Maintenance Inspection Frequency . . . . . . . 64
Energy Centered Maintenance Craft,
Tools, and Duration. . . . . . . . . . . . . . . . . . . . . . . . .65
Calibration Program . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Inspection Duration. . . . . . . . . . . . . . . . . . . . . . . . . . .70
Energy Centered Maintenance Inspection Plans . . . . . . . . . . 71
Chapter 7
ECM Process—Measuring Equipment Current Performance . . . . 99
Step 4. Measuring Equipment’s Current
Performance and Compare to Baseline . . . . . . . . . . . . .99
Measuring Equipment’s Current Performance . . . . . . . . . . .99
Root Cause Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 101
Chapter 8
ECM Process—Identifying Corrective/Preventive
Action & Cost Effectiveness . . . . . . . . . . . . . . . . . . . . . . 107
Step 5. Identifying Corrective/
Preventive Action & Cost Effectiveness . . . . . . . . . . . . 107
Identifying Corrective/Preventive Action . . . . . . . . . . . . . 107
Identifying Cost Effectiveness. . . . . . . . . . . . . . . . . . . . 108
Restoring Equipment Efficiency. . . . . . . . . . . . . . . . . . . 110
Chapter 9
ECM Process—Updating Preventative Maintenance Plans. . . . . . . . 113
Step 6. Updating PM Plans on CMMS. . . . . . . . . . . . . . . 113
What is CMMS?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Updating PM Plans on CMMS . . . . . . . . . . . . . . . . . . . 115
Planning and Scheduling Next Inspection. . . . . . . . . . . . . 116
viii
Sample Problem, Cause, Effect, and
Corrective/Preventive Actions. . . . . . . . . . . . . . . . . . 117
Chapter 10
Energy Centered Maintenance to Avoid Low Delta T
Syndrome in Chilled Water Systems . . . . . . . . . . . . . . . . . 159
Low Delta T Syndrome Described . . . . . . . . . . . . . . . . . 159
Maintenance Relationship . . . . . . . . . . . . . . . . . . . . . . 162
Causes can be avoided during Design Stage . . . . . . . . . . . 162
Causes can be avoided during Operation and Maintenance. . 165
Chapter 11
Energy Centered Maintenance in Data Centers . . . . . . . . . . . 169
ECM Terminology and Characteristics. . . . . . . . . . . . . . . 169
If Your Data Center Is Cold,
then these Solutions Will Make You Gold. . . . . . . . . . . . . 170
Chapter 12
Measures of Equipment and Maintenance Efficiency and
Effectiveness Lead (Key Performance Indicators) and
Lag (Key Result Indicators). . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Chapter 13
Energy Savings Verification. . . . . . . . . . . . . . . . . . . . . . . 185
Baseline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Energy Baseline, Energy Targets,
and Energy Performance Indicators. . . . . . . . . . . . . . . 188
Energy Centered Maintenance and
Energy Performance Indicators . . . . . . . . . . . . . . . . . 190
Savings in Data Center Measures and Verification. . . . . . . . 196
Developing an Electricity Baseline and Reducing
Energy Consumption and Costs—A Case Study . . . . . . . 198
Chapter 14
Building Energy Centered Behavior Leading to an
Energy Centered Culture . . . . . . . . . . . . . . . . . . . . . . . . 211
Kinds of Organizations’ Cultures. . . . . . . . . . . . . . . . . . 211
Culture—Definition and Building a Specific Culture. . . . . . . 211
ix
Chapter 15
Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
Designing and Implementing ECM. . . . . . . . . . . . . . . . . 217
Characteristics of a Successful . . . . . . . . . . . . . . . . . . . 227
Energy Reduction Program . . . . . . . . . . . . . . . . . . . . . 227
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
x
Preface
Energy Centered Maintenance (ECM) was originated in 2012 by
Marvin Howell who holds a BS in mechanical engineering from Missis-
sippi State University, an MS in industrial engineering from University
of Pittsburgh, and has over 30 years experience in maintenance manage-
ment and facilities maintenance including over 14 years in energy and
environmental management. Marvin kept finding motors running 24/7
when they were only required to run 7-8 hours daily. Also, he observed
switches stuck on equipment, sensors not working, building automation
systems with operators not trained, data centers using servers that were
energy hogs and cold air mixing wrongly with the hot air on the way to
the CRAC (computer room air conditioner). He recognized that a main-
tenance program needed to address equipment using excessive energy.
Of the six different maintenance systems, none addressed this energy
waste as the primary focus. Marv was excited to present this concept on
AEE (Association of Energy Engineers) on-line energy seminars.
Fadi S. Alshakhshir, holds a bachelor degree in mechanical engineer-

ing from Jordan University of Science and Technology, and a Masters of
Science in Energy from Herriot Watt University. He is a Certified Energy
Manager from AEE and attended in early 2016 the ECM seminar that Marv
instructs. By the end of 2015, Fadi was already developing a maintenance
program that focuses on including energy-related maintenance tasks with
regular reliability maintenance plans. He called it Energy Centered Main-
tenance which became a similar program to what Marv invented. The
initial ECM concept was enhanced tremendously by his development of
the technical steps necessary to implement ECM and the extension of its
application to additional equipment and extending the idea outside of
building systems to water supply systems, drainage systems, and fire pro-
tection systems. It was apparent the world could benefit if both Marv and
Fadi would come together and write a comprehensive ECM book outlin-
ing how to implement and sustain this new and beneficial green energy
maintenance program.
The title expanded to Energy Centered Maintenance—A Green Main-

tenance System. Why was green maintenance selected? Going green
xi
means reducing the overall environmental impact. It also includes
compliance with environmental regulations and laws. ECM is an energy
efficiency initiative and has as a goal of reducing power consumption
thus saving resources, reducing costs, and supporting our environment.
ECM implementation is truly greening maintenance. ECM is also an
energy efficiency measure and can offset some need for generation and
help reduce green house gas emissions.
xii
Acronyms
ARCWT—Actual return chilled water temperature
ASCWT—Actual supply chilled water temperature
DRCWT—Design return chilled water temperature
DSCWT—Design supply chilled water temperature
AHU—Air Handling Unit
BAT—Best Available Technique
BAS—Building Automation System
BMS—Building Management System
CSFs—Critical Success Factors
CCU—Close Control Unit
CRAC—Computer Room Air Conditioner
CUSUM—Cumulative Sum
CMMS—Computerized Maintenance Management System
CMMIS—Computerized Maintenance Management Information System
DPT—Differential Pressure Transmitter
DPS—Differential Pressure Switch
ECMs—Energy Conservation Measures
ECC—Energy Classification Code
ECM—Energy Centered Maintenance
EMS—Environmental Management Systems
EnMS—Energy Management Systems
EnPIs—Energy Performance Indicators
EPEAT—Energy Performance Environmental Attributes Tool
ESPC—Energy Savings Performance Contracts
EUI—Energy Utilization Index
ECI—Energy Cost Index
EPI—Energy Productivity Index
FCU—Fan Coil Unit
HVAC—Heating, Ventilation and Air Conditioning
ISO—International Standards Organization
IT—Information Technology
kWh—Kilowatt Hours
KPIs—Key Performance Indicators
KRIs—Key Result Indicators
LDT—Low Delta T (Low Temperature Difference)
MTBF—Mean Time Between Failures
MTTR—Mean Time To Repair
xiii
MCC—Motor Control Center
NGT—Nominal Group Technique
OEE—Overall Equipment Effectiveness
O&M—Operation and Maintenance
OEE—Overall Equipment Efficiency
PAL—For meetings, develop Purpose, an Agenda, and Limit the time per
agenda topic.
P-D-C-A—Plan, Do, Check, Act The Deming Wheel
PE—Professional Engineer
PF—Power Factor
PIs—Performance Indicators
PRV—Pressure Reducing Valve
PPM—Planned Preventive Maintenance
PM—Planned Maintenance
PUE—Power Usage Effectiveness
RCA—Root Cause Analysis
QMS—Quality Management System
QVS—Quality Value System Corporation
RCM—Reliability Centered Maintenance
SMART—Specific, Measurable, Actionable, Relevant, and Time-framed.
SWOT—Strength, Weakness, Opportunities, Threats
TPM—Total Productive Maintenance
T&C—Testing and Commissioning
UESC—Utility Energy Services Contract
VFD—Variable Frequency Drive
xiv
Chapter 1
Energy Reduction
ENERGY COST
In the United States, around $ 500 billion a year is spent on en-

ergy. Energy costs normally represent up to 30% of most corporations
operating expenses. The U.S. Green Buildings Council estimates that
commercial office buildings use, on the average, over 20 percent more
energy than they should, which is a significant dollar loss to industry
due primarily to the fact that management does not know where the
waste is occurring and how to eliminate or reduce this loss.
The three ways to reduce energy consumption are shown in
Figure 1.1 Energy Reductions.
Figure 1.1 Energy Reductions
A common goal established by many organizations is to reduce

energy consumption by 10% in next two years compared to the ener-
gy baseline of last year. The goal drives action and the components
contributing look like this: Goal—Strategy—Objectives—Action Plans
or Projects.
1
2 Energy Centered Maintenance—A Green Maintenance System
A strategy is simply a plan of how you are going to achieve the

goal. Our present strategies shown in Figure 1.1 Energy Strategies are:
1. Implement the low hanging fruit and address identified energy
waste.
2. Implement energy conservation program in our organization.
3. Implement energy efficiency measures which include energy
efficiency projects and energy centered maintenance.
IDENTIFYING LOW HANGING FRUIT
Low hanging fruit are the most cost-effective actions that can
reduce energy use and costs. These measures can be applied immedi-
ately such as behavioral changes as switching off unnecessary lights
or adjusting set points and time schedules for HVAC systems, or that
require little investment such as conducting testing and balancing for
some mechanical systems. The simple payback can be immediate, and
seen in the future energy bill.
Low hanging fruits are those hundreds of things that are avail-
able for an organization to select (pick) and implement at no or little
cost but do reduce energy. They are:
• Not Already Implemented
• Easy to Implement
• For My Organization, Low Cost or No Cost
• Can Sell to My Management
• Will Reduce Energy Consumption
Examples are:
1. Establish a compelling energy policy.
2. Implement an energy star procurement policy.
3. Turn off lights & communicate energy conservation plan to all
personnel.
4. Unplug appliances and electronics when not in use.
5. Use power chords that turn off when not in use.
6. Verify equipment operational hours and time-schedule.
7. Checking illumination levels and switching off excess lighting.
Energy Reduction 3
8. Ensure doors and windows are closed as much as possible to

prevent heat loss or infiltration.
9. Check door or windows sealant & insulation performance.
10. Conduct an energy awareness campaign that educates the staff,
residents, and tenants about their impact on energy use.
IDENTIFYING ENERGY WASTE
Brainstorming Sessions
Identifying energy waste is an excellent strategy. Once you know
where and what the energy waste is, it is possible to develop counter-
measures that eliminate or minimize them. There are several methods
to do so. Re-commissioning or an energy walkthrough audit is the two
most known. However, the organization may have to pay a cost to
get these done. Some utilities will do free for their customers. In all
most every case, these two methods will result in a cost avoidance or
savings well above their cost to accomplish. Two cheaper methods can
prove excellent at identifying energy waste; they are management/em-
ployee brainstorming sessions and energy walkthroughs.
Management/Employee Brainstorming Sessions

First, the team should develop an energy awareness training.
Next, the energy team leader, energy manager, or energy champion
should accompany a member of top management to the employee/
management brainstorming session consisting of a large department’s
personnel or several small departments or sections.
The senior management representative gives a short speech
mentioning the organization’s energy goals, why and purpose of the
brainstorming session that the organization is going to engage its
entire people in reducing the energy consumption and cost. Next, the
energy awareness training is given by the energy rep that came with
the top management rep. After the energy awareness training, the
energy rep with the help of a scribe will:
1. Write on a whiteboard or a pad on an easel the meeting primary
purpose “What Energy Waste is Experienced or Evident in your
work area?”
2. Perform “Silent Generation” by having each person identify

three energy waste items in their job areas. For example, com-
puter monitors and CPU are not turning off after being idle, the
brightness of computers has not been reduced, not using duplex
printing and curtains are over windows not letting light into the
room thereby reducing the lumens in the work area.
3. Go “Round Robin” by having the energy rep go around the room

and have each participant offer one of their three suggestions and
have it written on white board or pad by the scribe. Continue
until all possible ideas have been written.
4. Discuss each idea, eliminating duplicates, altering some by con-

solidation, etc. until a final list is obtained.
5. Normally the ideas are prioritized and selections made. However,

in this situation, the list is given to the energy team to do the
selecting.
These brainstorming sessions are conducted throughout the orga-

nization to get inputs and ideas from all the team’s personnel. It gets
everyone engaged and gives top management a chance to show their
support and commitment. The energy team will consolidate the lists
into one main list. The energy team will determine a countermeasure
for each idea that will eliminate the waste or at least reduce it. The
energy team will track the list until countermeasures have been imple-
mented. Ongoing communications as to progress and results should
be provided to the organization’s personnel.
Walkthroughs or Energy Audits

Energy walkthroughs are investigations and analysis of facility
energy use; it’s aimed to identify measures for energy reductions and
savings in greenhouse gas emissions. Further, energy walkthrough
results in financial benefits by reducing energy consumption. Energy
walkthroughs are essential for identifying energy management mea-
sures.
To perform an energy walkthrough, several tasks are typically
carried out depending on the type of the walkthrough and the size and
function of the building. Therefore, an individual energy walkthrough
procedure shall be put in place for each facility by itself. Energy walk-
Energy Reduction 5
through results in identifying possible energy management measures,

and it directs the energy management program to the largest energy
use equipment.
The energy team should perform the detailed energy walk-
through and prepare a comprehensive report of findings and recom-
mendations inclusive of feasibility study and return on investment
calculations. The report should identify a clear projection of the energy
consumption reduction and savings subject to this walkthrough audit.
Saving calculations and energy use reduction should include the
following:
• Projections of savings.
• Energy efficiency measures.
• Comparisons with baseline data.
• Tariff rates.
• All anticipated costs for energy efficiency measure with its return
on investment.
• A precise time bounded plan for implementation of actions.
Energy walkthroughs are inexpensive and can produce excellent

ideas on how to reduce energy use and consumption, providing the
team members are experienced in doing energy audits and have fa-
cility maintenance and engineering experience.
Purpose: To identify energy waste and determine the appropriate
fix.
Who? Facilities, engineering, technicians, energy team leader and
others that can contribute.
What? Kickoff meeting (optional) walk the building and yard
and record anything that uses energy, what it is, the amount of ener-
gy used (if possible), whether it can reach a state of excessive energy
consumption, what preventative maintenance is being performed now,
and other pertinent information.
Walkthrough Focused Areas

Observations
1. Occupancy Sensors
Observe infrequently visited areas and determine whether an
occupancy sensor will save energy. Look at restrooms, break rooms,
copying or printing areas, mechanical areas, hallways, and other areas.
2. Lights in administrative areas.

Note type such as T-12s, T-8s, & T-5s. Look for areas daylighting
can be used and skylights would help. Look at light bulbs and see if
they are dirty with film covering them.
3. Building Envelope
Search for leaks in doors and windows. Determine if windows
should be glazed, caulked or replaced. Weatherstrip the doors where
needed, or replace them.
4. Walls and Roof Insulation

Check the insulation level and determine if more would help.
5. Motors and other equipment except for HVAC

Note each and check the switches and sensors associated with
each. Check time-schedule of each equipment and if it runs according
to it or continuously running.
6. Data Centers
Look for hot and cold aisles and whether hot air is kept from
commingling with the cold air on its return to the computer (CRAC).
7. Security Lights
Check to see if they are adequate and energy friendly.
8. HVAC
Note brand, capacity, date installed, the motors and switches
associated with the system, check roof vents and other parts for ade-
quacy and maintenance.
9. Building Automation System (BAS) and metering

See if BAS is outdated. Note where additional metering can help
identify potential problem areas.
10. Computers, monitors, imaging equipment, fax machines and other office
equipment.
Note: If IT power management is being used. Is the energy

equipment environmentally friendly? Is a network being used?
Energy Reduction 7
Walkthroughs can also be done along with ECM when the ma-
chine is selected to be in ECM or when determining the significant
energy users to comply with ISO 50001 Energy Management Systems
(EnMS). The walkthrough results will be placed into low hanging fruit,
energy conservation, energy efficiency, and energy centered mainte-
nance programs for resolution and energy consumption reduction.
ENERGY CONSERVATION
Energy conservation refers to reducing energy consumption

by using less of energy input. Energy conservation is different from
efficient energy use, which is using less energy for the same or more
output. Driving for less time is an example of energy conservation
while driving a vehicle that gets more mileage per gallon is an ex-
ample of energy efficiency. Turning out the lights when not in use,
unplugging appliances or electronics when not in use, making your
computer monitors go to sleep after a period of idle time, and using
duplex printing when possible are examples of energy conservation
items. All organizations wishing to reduce energy conservation should
develop and implement an energy conservation program and recog-
nize and reward success. A simple, but effective, energy conservation
program is shown in Figure 1.2.
Figure 1.2 A Simple, But Effective Energy Conservation Program

Step 1. Create an Energy Conservation Program

Put the energy conservation program into a power point presen-
tation. Include the typical items such as:
1. Switch off the lights when space is not used.
2. Unplug appliances, equipment, and electronics when you leave
the room.
3. Purchase energy star equipment, appliances and electronics. It
is recommended that all organizations make this a procurement
policy.
4. Set computers to turn off after 15-30 minutes of non-use (hiber-
nate or system standby).
5. Set monitors to go to the sleep function after being idle for 15-
30 minutes.
6. Turn down the brightness of the computer monitors and tele-
visions.
7. For small refrigerators: Put a bag of ice in the refer. Clean the
coils periodically. Un-Plug when on long holidays and vaca-
tions.
8. Use power cords that turn off when not in use.
9. When printing or copying use 30% or higher recycled paper.
10. Use duplex printing when feasible.
11. If practical, use network printing instead of everyone having a
printer.
12. Use electronic files when possible. Do not keep paper backup
unless required by headquarters.
13. Put on your emails: ”Do not copy unless necessary. save paper.”
14. Report any energy or water problems to facility management.
15. Use a CFL bulb or LED fixture for task lights.
16. Actively participate in alternative work programs.
17. Wear proper clothing when ASHRAE temperature settings are set
for cooling and heating. Do not tamper with the thermostats.
18. At work or on campus, take short showers (2 minutes recom-
mended.)
19. Use only the paper towels needed. Organization should use only
heavier paper towels so that 4 or 5 do not come out at a time.
20. Check faucets in your area for leaks. Report any leaks to facilities
management.
21. Use the stairs for first two floors going up and first three floors
coming down.
Energy Reduction 9
22. Only use a cold wash.

23. Set hot water heaters to 120 degrees.
24. Only use dishwashers for full loads.
25. Use blinds, curtains in all areas to help maintain comfort.
26. Keep windows and doors closed when air conditioning or heat
is provided.
Step 2. Communicate
Develop an energy conservation presentation to be given by
your energy champion or manager to all personnel. The presentation
should include the company or organization’s energy reduction goal,
the definition of energy efficiency and energy conservation. Providing
energy conservation training including getting everyone to commit
and do the 26 items above is our simple, but effective energy conserva-
tion program. Experience has shown that implementing the 26 energy
conservation items can reduce our energy consumption by 5-8%. All
personnel should receive this energy conservation training and receive
a certificate showing they did, and it should go into their individual
training records.
Step 3. Commit
During the energy conservation training, have all participants
commit to practicing energy conservation. A good way to do this is
on earth day, April 22 each year, have either individual commitment
sheets or put the 26 items on a large sheet and have the ones that
voluntary commit by signing the large sheet. They are committing for
the next year they will support and do energy conservation items to
help the organization achieve its energy reduction goals. Why should
they do this? Because it is just the right thing to do. It helps the in-
dividual, the organization, and our planet.
Step 4. Changes and Culture

To have a successful energy conservation program people often
have to change their behaviors to participate. Most people want to
contribute but may not know what to do. The training will correct this
problem. Some who knows what to do- do not do it. Behavior training
will help enforce this type of behavior. In Chapter 13 Building Energy
Centered Behavior leading to an Energy Centered Culture will cover
more about achieving the desired behavior.
Step 5. Conserve
Steps 1-4 help an organization implement energy conservation
which results in conserving electricity. To sustain the program, the
positive results must regularly be communicated through speeches,
staff meetings, or on a dashboard. Most importantly, individuals who
contributed and made significant contributions are recognized and
rewarded.
ENERGY EFFICIENCY PROJECTS
The Department of Energy and Climate Change defines energy

efficiency as “a measure of energy used for delivering a given service.
Improving energy efficiency means getting more from the energy that
we use.” Doing the same but with less energy or energy efficiency is
doing the same mission with less energy.
Examples of energy efficiency projects are:
1. Upgrading HVAC.
2. Putting double paned windows in the facility
3. Replacing the UPS for a data center.
4. Replacing and modernizing the cooling tower.
5. Putting panels in a data center to block the cold air returning to

the inside computer (CRAC-Commuter Room Air Conditioner)
and mixing with the hot air.
Energy efficiency projects can significantly reduce energy con-

sumption. The walkthroughs can help identify energy efficiency proj-
ects. Next, the payback ( the time the savings will pay for the project) is
computed or calculated and projects with a payback of 3 years or less
will most probably be funded by the organization. The government
will consider plans up to 11 years payback to reduce energy consump-
tion. Energy centered maintenance is an energy efficiency measure. An
organization should have a mixture of energy conservation, energy
efficiency, and low hanging fruit items implemented in their energy
reduction program.
Energy Reduction 11
Energy Objectives and Targets with Action Plans

A best practice is to have a cross-functional energy team repre-
senting all the major organization’s departments. They will need to be
trained in energy awareness, process improvement, problem solving
and development of objectives, targets, and action plans.
There are three types of goals. The first is one to improve some-
thing such as reducing energy consumption, increasing the number of
suggestions or ideas, or development of a new procedure. The second
purpose is to maintain something you desire not to degrade such as
environmental performance. The third type of objective is to determine
if something is feasible or not. Feasibility of going on Time In Use En-
ergy, Accepting Demand Response, changing water heater from gas to
solar, are examples of this type objective. During the first year, several
of the objectives will be developing something such as energy policy,
energy plan, energy procedures, development of energy awareness
training and others. Then emphasis on reducing energy consumption
objectives and targets will be prevalent. Installing occupancy sensors
in restrooms, break rooms, mechanical rooms, and other areas with
occasional visitors throughout day or night shift. Reducing office paper
use and implementing IT power management are good examples.
Objectives of Energy Reduction

The overall purpose of energy reduction is to achieve and main-
tain optimum energy purchase and utilization throughout different
consumer types, such as factories, commercial and residential devel-
opments.
The implementation of an energy management process reflects
the organizationally responsible behavior in preserving natural re-
sources, reducing the impact on the environment, reducing green-
house gas emissions, improving air quality and limiting global climate
change.
Therefore, the implementation of an Energy Reduction Program
will result in the following objectives:
• Enhance energy efficiency continuously by implementing an effec-
tive energy management program that supports all operations and
achieves customer satisfaction while providing a safe and comfort-
able environment.
• Developing and maintaining effective monitoring, reporting, and
management strategies for wise energy consumption.
• Finding new and better ways to increase returns on investments

through research and development and energy saving initiatives.
• Developing interest and dedication to the energy management pro-
gram from all building’s operators, employees, tenants, sharehold-
ers, owners, and visitors.
• Reducing operating expenses and increasing asset values by active-
ly and responsibly managing energy consumption.
• Reducing greenhouse gas emissions, mainly CO2 emission and re-
ducing carbon footprint, caused by energy consumption.
• Complying with regulatory laws & legislations listed by the govern-
ment.
• Support the growth of renewable energy resources & sustainability
commitments.
Characteristics of a Successful Energy Reduction Program

Eight characteristics keep showing up at organizations that have
been successful at reducing energy consumption and energy costs.
They are:
1. Top management leadership supports, committed and involved
in the energy reduction effort and becomes the programs GLUE
(Good Leaders Using Energy).
2. Energy reduction is made a corporate priority.
3. Corporate goals are established and communicated.
4. The energy champion or energy manager or both along with
their cross functional energy team select challenging strategies
that include development of an energy plan and objectives and
targets with actions plans.
5. Both key performance indicators (KPIs) and key results indicators
(KRIs) are employed and kept current and visible to measure &
drive progress and results.
6. Sufficient resources are provided to fund or ensure adequate.
7. An energy centered culture is achieved.
8. Sufficient reviews are conducted to ensure continuous improve-
Energy Reduction 13
ment, compliance to legal requirements, and adequate commu-

nications provided to keep all stakeholders informed, motivated,
and engaged.
For these eight characteristics or success factors, there are best

practices that enable them to stand out as crucial to obtaining success.
For the first success factor, we have:
• Top management leadership supports, committed and involved

in the energy reduction effort and becomes the programs GLUE
(Good Leaders Using Energy). Appoints an energy champion or
energy manager who establishes an X-F energy team.
— Shows commitment in the energy policy. Communicates the
policy, goals, success stories, how everyone can support the
program.
— Provides support and resources. monitors energy reduction.
— Program and leads annual executive review.
• Energy reduction is made a corporate priority.

Top management communicates this in the energy policy.
Senior managers give motivating and informative speeches on
reducing energy consumption and why it is important. Actions
show management commitment.
• Corporate goals are established and communicated.

Energy reduction goal is established. Renewable energy goal(s)
are set. Could be multi goals-first two years short-term, middle
term 10 years, and neutrality achieved long term goal). Other
sustainability goals are set. All goals are communicated to all
involved. Green house gas emissions reduction goal(s) is estab-
lished.
• The energy champion or energy manager or both along with

their cross functional energy team select challenging strategies
that include development of an energy plan and objectives and
targets with actions plans.
— Perform walkthroughs or have an energy audit and re-com-
missioning.
— Conduct management/employees brainstorming sessions.
— Appoint functional teams.

— Perform energy research.
— Encourage employee suggestions.
— Develop and train everyone in energy awareness, energy
conservation, and energy efficiency.
— Conduct monthly energy team meetings that are effective.
— Use critical success factors (CSFs) to measure progress and
drive increased performance.
— Use the energy reduction checklist to identify areas to im-
prove.
— Use both key performance indicators (KPIs) and key results
indicators (KRIs). Use the KPIs to drive the KRIs that measure
the goals. Always include energy consumption per month,
energy intensity, percent energy that is renewable, CSFs
scores, and energy costs.
— Use data collection forms for each indicator.
— Design and use dashboards if possible.
• Sufficient resources are provided to fund or ensure adequate

countermeasures are implemented to achieve the corporate goals.
— Develop and implement an energy conservation program.
— Get everyone to commit.
— Identify energy efficiency projects with excellent payback.
— Implement energy centered maintenance (ECM) in buildings,
manufacturing facilities, universities and industrial build-
ings, including data centers.
— Implement the low hanging fruit items.
— Estimate each as to its contribution and have contributions
equal or greater than the goals.
• An energy centered culture is achieved. Organization’s values

and principals identified and taught.
— Energy training provided.
— Committed and caring leadership is apparent.
— Desired behaviors are encouraged and training provided to
ensure what is desired is known by participants.
• Sufficient reviews are conducted to ensure continuous improve-

ment, compliance to legal requirements, and adequate commu-
Energy Reduction 15
nications provided to keep all stakeholders informed, motivated,

and engaged.
— Executive or management reviews are held at least annual
with the required inputs and outputs.
— The energy team conducts a legal compliance review to assess
whether all legal requirements are being achieved.
— Minutes are kept and made available for interested parties
to review.
The above is an overview of implementing a successful energy

reduction program at any organization, business, university or college.
Energy centered maintenance (ECM) is an effective energy efficiency
strategy. Its development including history, steps to implement, ben-
efits, examples such as reducing energy consumption in data centers
and manufacturing, measuring the efficiency and effectiveness, finding
root causes and fixing them, and other pertinent information will be
presented in the following chapters.
Energy Centered Maintenance

Energy Centered Maintenance (ECM) is a continuous improve-
ment maintenance regime that combines the physical preventive and
predictive maintenance tasks with energy-related maintenance tasks
that maintain the operational parameters of the equipment and its
efficiency (i.e. motor current, or fan flow rate).
The primary purpose is to reduce energy use by identifying
equipment or items that can become energy hogs while still perform-
ing their function and prevent that from occurring.
Energy centered maintenance supports the energy reduction
program adopted within the facility and helps achieving the projected
energy savings.
Why is ECM needed?

• Poor maintenance of energy-using systems, including significant
energy users, is one of the leading causes of energy waste in the
Federal Government and the private sector.
• Energy losses from motors not turning off when they should,
steam, water and air leaks, inoperable controls, and other losses
from inadequate maintenance are large.
• Uses energy consumption excess or energy waste as the primary
criterion for determining specific maintenance or repair needs.

• Lack of maintenance tasks in measuring the operational efficiency
of the equipment such as motor power consumption and equip-
ment effectiveness.
The walkthroughs or energy audits, the management/employ-

ees brainstorming sessions, energy conservation items and energy
efficiency projects, implementing low hanging fruit items, and imple-
menting energy centered maintenance are excellent ways to reduce
energy waste in your organization, business or university. There are
a few administrative moves that will help the energy waste reduction
strategy. First, have an energy champion or energy manager to run
the day to day energy-related activities and to coordinate with the
maintenance team to ensure the maintenance activities are conducted
effectively. He or she can benefit by having a cross-functional energy
team with representatives from all the main departments including
one or two members from facilities and one from engineering. For
large organizations, there may be several other teams that either report
and inform the energy manager and seek his support and guidance.
On a university campus, you can have energy conservation teams for
large buildings. Functional teams for major departments identifying
waste and developing countermeasures that minimize or eliminate the
energy waste that is resulted from lack of proper maintenance.
The ECM planning, designing, and implementing efforts can be
accomplished by one or two engineers or by a maintenance leader and
a small 4-5 team members.
Steps in Implementing ECM

The following steps should help the energy management and
maintenance teams in implementing the ECM policy within the orga-
nization.
The details of the ECM model steps are discussed in-depth in
next chapters in this book.
Some steps will enable ECM implementation to be accomplished
efficiently and effectively.
Step 1. Obtain top management approval and commitment to energy

centered maintenance (ECM).
• Make them aware of ECM purpose, objectives & concept.
Energy Reduction 17
• Estimate ECM’s contributions to the organization’s energy reduc-

tion plan and reducing green house gas emissions.
• Start developing key contacts in other departments that can help
ECM become a reality such as operations, logistics, environmen-
tal, facility maintenance, and others.
Step 2. Identify the equipment and systems most likely to use exces-
sive energy.
• Make a list of these systems and equipment, then prioritize them.
Step 3. Determine what systems will be needed to track the ECM

activities.
• Consider all systems that are major contributor to energy con-
sumption, and determine which equipment are most energy
consuming.
Step 4. Pilot a potential energy hog system.

• Commit to addressing at least one of these troubled energy hog
systems for validation of ECM or as a pilot where value can be
shown, and proven and baseline information can be developed.
• Begin base-lining/tracking this system.
— System operations and history.
— System maintenance and history.
— System costs, time to service, downtime, resulting over time,
OEE, machine efficiency, etc.
Step 5. Determine what ECM tasks need to be conducted.

• Consider required tasks, skill set requirements, tools and equip-
ment, cost effectiveness.
Step 6. Determine what proactive measures should be included in the

regular maintenance plan.
• Consider purchasing or enhancing a computerized maintenance
management system and commit to its implementation and use,
and update it to include the ECM tasks.
Step 7. Purchase diagnostic, volt meters, amp meters, other metering,

or monitoring equipment necessary for ECM.
• Be sure not to purchase and equipment or items for inspections
if the organization already has them.
Step 8. Achieving maintenance and operational efficiency.

• Understand how to operate this system correctly.
— Define and complete operator training needs.
• Understand how to maintain this system correctly.
— Define and complete maintenance training needs and estab-
lishing specific inspection procedures, what to look for, and
maintenance tasks.
Step 9. Train appropriate personnel in ECM purpose, concept, benefits

and how it fits into present maintenance program.
• Train maintenance manager, supervisors, technician leads.
Who: Maintenance manager, maintenance supervisors, technician
leads or foremen, technicians or mechanics.
What:
1. ECM purpose, objectives and concept.
2. Seven types of maintenance—advantages and disadvantages.
3. Inspections—What to look for, tools needed, data needed.
4. Equipment identification codes.
5. Updating PM plans.
6. Sample problem, cause, effect, & corrective preventative problem.
Step 10. Train technicians or mechanics in ECM procedures.

• Equipment identification.
• Inspections requirements.
• CMMS and data requirements.
• Maintenance, repair, or replacement decisions.
ECM Operating Principles

Five operating principles guide ECM. They are:
1. Find waste and eliminate it.
2. Perform quality inspections and maintenance or replacement.
3. Be both efficient and effective.
4. The maintenance program management team continually ana-
lyzes the maintenance data to identify trends, inefficiencies and
to develop strategies for operational and financial improvements.
continuous improvement is a goal.
5. ECM addresses and solves all related environmental require-
ments, concerns or issues.
Some of the five are self-explanatory but not 3, 4, and 5.

Energy Reduction 19
Be Both Efficient and Effective

Someone once stated, it is possible to be efficient but not ef-
fective or productive but not efficient. Our goal should be that the
maintenance technicians are both efficient and effective. For example,
operations release Machine XYZ to support to test for excessive energy
use on Wednesday morning. They want the machine back on Thursday
morning by 10:30 am. The maintenance technician checks the volts and
amps and found that both exceeded their nameplate amounts. The
machine’s bearings were grinding and needed to be replaced. Inven-
tory management only had one-half of the bearings needed and had
to order from their central parts store area the remainder. Although
they had them on special order, they came in overnight arriving at
8:20 pm. The technician picked them up from the parts delivery per-
son and rushed to the machine. He quickly installed them and had
the equipment running smoothly using only nameplate power by 9:50
am. The operations required date was met, so the job had been useful,
but was not efficient since the technician had to travel to the machine
site more than once and did not have the parts needed. The previous
sentence is an example of “Being Effective But Not Efficient.” What
about being efficient but not effective? Let’s say another technician
was assigned to do an ECM inspection of machine HWX that was
released to maintenance by operations for only two hours, starting at
8:45 am. Operations were nervous about the short interval to do the
inspection and possibly some maintenance. The technician did the
inspection and found excessive energy was being used. He found the
trouble or root cause right away and started the job tasks immediately.
The work that had to be accomplished was huge and required more
than one technician. They completed the work at 11:00 a.m. within the
man-hour estimate or standard but were 15 minutes late to operations
thus delaying production 15 minutes of unplanned downtime. The
technicians were efficient but not effective.
The maintenance technicians have to consider operations as
their customer. The operations required date is their customer’s re-
quirement, and they need to meet it. However, in the past, one of
the authors, has seen them act like they are each other’s enemy since
maintenance felt the operators set non-realistic requirements and the
operators did not think maintenance planned the job well and took
unnecessary breaks or were unproductive sometimes. They must work
together as a team respecting each other and honoring each need.
Analysis of the Maintenance Data and Continually Improve

The computerized maintenance management system (CMMS)
provides a lot of meaningful data. The number of job plans complet-
ed on time. The percent of the time, targeted machines have excessive
energy use. The number of times the equipment could be fixed with
just maintenance or had to be repaired or replaced. The times needed
to do the inspection and the maintenance so historically standards
could be developed or compared to the present standards to be sure
they are realistic. Data should be trended, and the trends analyze to
learn what is happening, what is going good and what should be
changed.
Continuous improvement should occur if the plan-do-check-
act wheel is followed. Job plans are developed, they are applied by
the technicians doing the inspections and maintenance, recorded by
CMMS and then provided to the maintenance analyzed to check to
see if the job plan was okay or needed change.
ECM addresses and solves all related environmental

requirements, concerns or issues.
Today, both operations and maintenance must be environmental-

ly aware and management the environmental aspects that can impact
the environment. Maintenance typically deals with numerous environ-
mental aspects that could impact the environment and the workplace.
To name a few: grease, oil, lubricants, cleaning supplies, aerosol cans,
batteries, electronic equipment, refrigerants, flammable materials,
fuel, bulb disposal, acids, paint, ether glycol, foam, packaging, and
compressed gas. Each of these aspects can impact the workplace or
the environment. Some of them have legal requirements that must be
dealt with to ensure legal compliance. The aspects vary on the risk
as to the seriousness of impact, the probability of impact, whether an
operational control has been designed to help minimize the impact.
They also use and must deal with hazardous materials which must
be managed effectively to ensure compliance with federal and state
laws. If not, fines can be levied, and the government can close your
workplace due to non-compliance environmental problems.
All maintenance technicians or mechanics and their supervisors
must be trained on environmental aspects that could impact the work-
place. Issues such as lubricants, acids, oil and other items getting into
Energy Reduction 21
the ground water, what to do in case of an environmental spill, what

to do with aerosol cans, how to store flammable materials and other
environmental areas. Each supervisor, technician, and mechanic must
become an environmental steward and help keep their workplace safe
and productive.
ISO 14001 Environmental Management System is one of the best
ISO standards written. It provides excellent guidelines and procedures
to enable any organization to properly management its aspects in their
workplace.
By adopting the ECM Model, the energy and maintenance teams
ensures that they are minimizing the impact of equipment operation
on the environment. Minimizing the energy waste during equipment
operation will reduce the generation of greenhouse gases.
Chapter 2
Different Maintenance Types

and The Need for Energy
Centered Maintenance
HISTORY OF MAINTENANCE
It is hard to say exactly when maintenance started. During the

industrial revolution, some equipment maintenance was accomplished.
Facilities maintenance for years was normally emergency maintenance
such as a break in the water line, electricity outage in the building, a
leak in the roof, or a broken window. Those examples came to be called
breakdown or reactive maintenance. Preventative maintenance came in
1951, followed closely by periodic maintenance, and predictive mainte-
nance, all three primary programs. They were defined, procedures were
written, maintenance planning and maintenance records became a real-
ity. Non-emergency tasks such as painting, lubricating, replacing bear-
ings, replacing burned-out light bulbs, repairing door locks, caulking
around windows, replacing filters, etc. became part of the maintenance
of all the main buildings since management now believed that was the
most cost effective way of preserving their investment. Predictive main-
tenance was valued in the manufacturing facilities in that machine effi-
ciency and personnel productivity benefitted from this new predictive
capability.
In 1978, Total Productive Maintenance (TPM), invented by the
Japanese as part of their Total Quality Improvement Effort was intro-
duced by Toyota in a widely acclaimed book on Toyota’s achievements
in quality improvement. The book is “Toyota Production System—An
Integrated Approach to Just-In-Time.” TPM got the employees engaged
and followed the simple concept “Everything has a Place and Every-
thing in its place.” Cleaning the workplace was one of the first TPM’s
requirement. The concept also uses the six S’s technique to get every-
23
thing in its place, standardized and sustained. About this time, a new
concept called Reliability Centered Maintenance (RCM) came along and
said all equipment are not equal. Sometimes we need to perform much
maintenance on some equipment and let others run to they failed. RCM
included using statistics and determining root causes, thereby limited
its application.
In 2012, an often used strategic goal or objective in most large
businesses, universities, and organizations was to reduce energy con-
sumption which saved money and contribute to reducing greenhouse
gas emissions. Energy as an aspect in ISO 14001 Environmental Man-
agement System (EMS) was not receiving sufficient attention, so ISO
50001 Energy Management System (EnMS) was created. Maintenance
managers felt energy and maintenance were related but had not defined
how. Motors running when they should not, machines running while
using excessive electricity, servers using excessive energy, and other
similar happenings resulted in energy centered maintenance being born
in 2012. Although seminars on ECM have been given since 2013, no
book has been written. This book is the first book written on ECM to
enable energy savings from maintenance practices to be realized.
THE MAINTENANCE TYPES
There are seven recognized maintenance types counting energy

centered maintenance. They are:
1. Breakdown or reactive maintenance (before 1950, manufacturing
revolution)
2. Preventative maintenance (1951)
3. Periodic maintenance (1951)
4. Predictive maintenance (around 1951)
5. Total productive maintenance (1951 origin, the 1980s in the USA)
6. Reliability centered maintenance (1960s origin, 1978 became
known)
7. Energy centered maintenance (2012)
The reference “htpps://www1.eere.energy.gov/femp/pdfsOM_5.

pdf” available on the internet will be used since it best describes the first
six maintenance types.
Different Maintenance Types and The Need for Energy Centered Maintenance 25
BREAKDOWN OR REACTIVE MAINTENANCE
Basic Philosophy
• Machinery runs until it fails.
• Repair or replace damaged equipment only when problems occur
including failure.
Reactive maintenance is often thought of as a “run it ‘til it breaks”

maintenance strategy.
No maintenance tasks are taken to maintain the equipment as the
manufacturer originally intended.
Breakdown or reactive maintenance can be defined as activities
are also known as “run-to-failure.” Using this approach, maintenance
will be performed just when the asset’s deterioration causes a function-
al failure. Reactive maintenance is ideally used when the failure does
not significantly affect operation, production, or generate any financial
losses other than repair costs if the dollar impact is less than the cost of
preventing the failure.
Advantages
• Low cost.
• Less maintenance personnel
Disadvantages
• Additional cost due to downtime of equipment that is not expect-
ed.
• Labor Cost could increase if overtime is necessary.
• The cost of fixing or replacing equipment could increase.
• Could have secondary equipment or process damage from equip-
ment failure.
• Inefficient use of maintenance personnel.
PREVENTIVE MAINTENANCE
Basic philosophy
Maintenance tasks are scheduled for predetermined time inter-
vals.
The objective is to repair or replace any damaged equipment be-

fore any problems occur.
Preventive maintenance is defined as activities performed on a
schedule that is detected via inspection. By performing the tasks, degra-
dation of a component or system is prevented.
The proven benefit of preventive maintenance is that it provides
control of maintenance beyond the reactive level to prevent failures.
Managing preventive maintenance does minimize possible failures,
yet it does have a risk. The maintenance intervals chosen for the “life”
of the asset may not be statistically based. Therefore, the likelihood of
over-maintaining or under-maintaining the equipment or facility could
be very high.
Maintenance activities generated from preventive maintenance
and predictive maintenance are called corrective maintenance. These
activities should be planned and scheduled in advance of a failure.
Advantages
• Cost effective in all most all organizations (12 to 18 % Cost Savings
over Reactive Maintenance (htpps://www1.eere.energy.gov/
femp/pdfsOM_5.pdf)
• Flexible
• May achieve some energy savings.
• Reduces equipment failures.
Disadvantages
• Catastrophic failures can occur.
• Labor cost is very high
• Could include the performance of some maintenance tasks that
may not need to be performed.
PREDICTIVE MAINTENANCE (CAN BE EITHER

CONDITION-BASED OR TIME-BASED MAINTENANCE)
Basic Philosophy
• Schedule maintenance activities when determined that either me-
chanical or operational conditions warrant.
• Repair or replace damaged equipment before any obvious prob-
lems occur.
Predictive maintenance utilities vibration analysis helps predict

equipment condition.
Measurements detect the onset of a system degradation, thereby
enabling causal stressors to be eliminated or controlled before any sig-
nificant deterioration occurs in the component’s physical state. Results
indicate current and future functionality.
The technical basis for predictive maintenance is that most in dan-
ger of failing assets provide sufficient warning of the fact that they are in
the process of failing during operation. Predictive maintenance replaces
preventive maintenance only when the equipment requires advanced
warning functional failure, enabling department’s resources to be effi-
ciently planned and used.
Advantages
• Increased asset life cycle.
• Allows for the asset to be corrected. Otherwise, the component or
asset would fail.
• Decrease in equipment downtime.
• Reduction in parts and labor costs
• Improved environmental safety.
• Improved workplace safety and employee morale.
• Possibly some energy savings could be realized.
It is estimated that 8% to 12% cost savings over preventive main-

tenance program could be realized (https://www1.eere.energy.gov/
femp/pdfs/OM_5.pdf.)
Reduction in maintenance costs: 25% to 30% (https://www1.eere.
energy.gov/femp/pdfs/OM_5.pdf
Elimination of breakdowns: 70% to 75% (https://www1.eere.ener-
gy.gov/femp/pdfs/OM_5.pdf )
Reduction in downtime: 35% to 45% (https://www1.eere.energy.
gov/femp/pdfs/OM_5.pdf )
An increase in production: 20% to 25% (https://www1.eere.ener-
gy.gov/femp/pdfs/OM_5.pdf )
Disadvantages
A significant investment in diagnostic and vibration equipment
and analysis.
Increased cost in maintenance personnel. Predictive maintenance
is different from preventive maintenance in that the actions are deter-
mined by the actual condition of the machine or equipment rather than

on some preset schedule based on time between maintenance.
Remember that preventive maintenance is time-based. Actions
such as changing oil are based on time, like calendar time or equipment
run time. For example, most people change their oil in their cars every
3,000 to 5,000 miles. “https://www1.eere.energy.gov/femp/pdfs/
OM_5.pdf”
RELIABILITY CENTERED MAINTENANCE
Basic philosophy
A structured/logic-based process used to develop complete sys-
tem and equipment maintenance programs that will provide the highest
level of equipment reliability at the least cost.
Reliability centered maintenance (RCM) utilizes predictive/pre-
ventive maintenance techniques and adds root-cause failure analysis
to detect and pinpoint the precise problems. RCM includes advanced
installation and repair techniques, which could require equipment to be
totally redesigned or modified to prevent or eliminate breakdowns from
occurring.
RCM believes that all equipment in a building is not of same im-
portance or priority to either the mission, process or facility.
RCM does recognize that equipment design and operation dif-
fers and different assets will have a higher probability of undergoing
failures than others. RCM will enable an organization to more closely
match their resources to maintenance needs while improving reliability
and decreasing cost.
Advantages
• Lower cost can be achieved by eliminating unnecessary mainte-
nance or overhauls.
• Reduced probability of sudden equipment failures.
• Enables technicians and mechanics to focus maintenance activities
on critical components.
• Increased component reliability.
• Includes root-cause analysis.
• Improves reliability and availability of the machines and other
equipment.
• Reduces machines downtime

• Reduces maintenance costs
Disadvantages
• Can have significant startup costs, extensive training, etc.
Not easy to sell to management since it has complicated cause

analysis and other evaluations as part of its implementation methodol-
ogy.
RCM Maintenance Priority

1 Emergency Life, health, safety risk-mission criticality
2 Urgent Continuous operation of facility at risk
3 Priority Mission support/project deadlines
4 Routine Prioritized: first come/first served
5 Discretionary Desired but not essential
6 Deferred Accomplished only when resources allow (htpps://
www1.eere.energy.gov/femp/pdfsOM_5.pdf)
TOTAL PRODUCTIVE MAINTENANCE (TPM)
Basic Philosophy
Equipment maintenance including autonomous, planned, and
quality maintenance.
Includes training and education and the application of the 5 S’s—
sort, straighten, shine, standardized, sustain.
The Japanese total productive maintenance (TPM) is a system of
maintaining and improving the productivity and efficiency of produc-
tion and quality systems through the machines, equipment, processes,
and employees practices adding business value to an organization.
TPM (Total Productive Maintenance) is a people-involvement

approach to equipment maintenance that strives to achieve perfect pro-
duction: Perfect production means:
• No Breakdowns
• No Slow Running
• No Defects to Parts or Equipment
• Maintaining a Safe and Healthy Work Environment
• No Accidents or Mishaps
TPM uses proactive and preventative maintenance to increase the

operational efficiency of equipment. It places a high emphasis on em-
powering operators to help maintain their equipment.
Therefore, the implementation of a TPM program provides a
shared responsibility for equipment that encourages greater ownership
and involvement by plant floor workers. In most cases, this can be very
effective in improving productivity (increasing machine availability,
reducing cycle times, and eliminating defects).
Advantages
• Gets Production & Maintenance Working Together
• Gets Operators Involved
• Uses 5 S’s
• Has Focus
Disadvantages
• Training Costs
ENERGY CENTERED MAINTENANCE
Basic Philosophy
1. Find it-fix it
2. Repair or replace when equipment is pulling excessive amps or
volts
3. Replace equipment that is an energy hog
4. Operate equipment in a shift only for the time needed
5. Maintain the equipment to ensure operational performance of the
machine is functioning efficiently as intended
Energy centered maintenance is defined as a continuous improve-

ment maintenance regime that combines the physical preventive and
predictive maintenance tasks with energy-related maintenance tasks
that maintain the operational parameters of the equipment and its effi-
ciency (i.e. motor current, or fan flow rate).
The energy centered maintenance model applies to all critical ener-
gy equipment to extend its life, maintain equipment efficiency, prevent
excess energy use and reduce energy waste.
ECM—Locate and inspect—Test for the energy waste-determine
course of action-repair? Perform maintenance? Replace? Let run to fail-

ure? Put into PM program? Put into PM program but as an ECM item?
Power quality?
If it meets the ECM test of using excessive energy, develop infor-
mation for ECM and place in program. Develop a short fact sheet that
explains what the function is, how the item can use excessive or waste
energy and the cause that can make this happened.
Advantages
• Saves significant energy
• Keeps equipment from failure
• Prolongs equipment life cycle
• Ensures equipment is operating according to intended design
function
• Increases energy efficiency of the equipment by achieving a low
operation and maintenance cost.
• Can be integrated easily with planned preventive maintenance
• Identifies improvements which can be made to increase equip-
ment’s efficiency
• Disadvantages
• Have to find the equipment with the condition
Maintenance Strategy
An effective maintenance approach results from a well-organized
and carefully executed effort by the maintenance management team.
They identify and define the maintenance tasking, and use established
standard failure codes of the proactive approach. The maintenance staff
takes input from several sources, including facility/account manage-
ment, building operations, and the maintenance staff.
A critical system does not imply all maintenance tasks on it pre-
vent failure. Each facility, system, or piece of equipment should be
examined/classified by its impact on building operation to determine
the criticality of the equipment operation on the plant’s business. To
determine the maintenance approach, measure the facility, systems, and
equipment against the following criteria:
• High repair/replacement costs
• High energy consumption/conservation
• Effect on the facility value
• The method for identifying the maintenance approach by mainte-
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THE TREE OF SWORDS
nce there lived a king who had a daughter that had been
O changed by a wicked witch into a brindle cow.
The witch had wanted the King to invite her to the feast when the
Princess was born, and because he invited her only into the
servants’ hall and not to the feast of the royal family the old witch
had thrown a spell over the baby, and when she grew to womanhood
she suddenly one day changed into the brindle cow. Great was the
surprise of the King and Queen when they went to the room of the
Princess one morning and found in her dainty lace bed a cow in
place of their pretty daughter.
They sent for the old witch at once, for they knew that some magic
spell must have caused this terrible change, but the old witch sent
back word that the only thing that would change the Princess back to
her own shape was a pear from the tree which grew by the mountain
of ice.
Now this mountain of ice all the people knew was controlled by a
three-headed troll, and the tree which grew near by was the chimney
to his home under the mountain.
There was nothing to do but to offer money to the one who would
get the pear which would restore the little Princess to her own form.
There was another thing that made it very dangerous to try to get
the pear, and this was that no sooner did one attempt to touch the
tree than all its branches changed to sharp swords.
To reach the tree the mountain must be climbed, and this being of
ice, the ones who tried were in danger of slipping and being killed as
they fell, sliding down the mountain and striking on the tree, which
would be filled with swords as soon as they struck it.
After a while all those who tried gave it up as too dangerous, and
the King then sent out word that to the one who would bring the pear,
be he rich or poor, of high or low degree, he would give to him the
Princess for a wife, as well as a barrel of gold.
But no one would risk his life for that offer, for they thought
perhaps the Princess would not regain her shape even after eating
the pear, and who would wish to marry a cow, even if she were
royal?
But one day a poor youth came to the palace and told the King
and Queen that he would try to get a pear if they would give him the
brindle cow before he ventured up the mountain of ice. “For if I fail,”
he said, “I wish to leave my poor mother something, and a cow is
always useful.”
The King offered money, but the youth would have nothing but the
brindle cow, so they led away the cow to the peasant’s barn, while
the King and Queen watched her go with sad hearts.
On her back was a velvet blanket trimmed with gold, and the
Queen tried to make the peasant take a soft bed for her to sleep on,
but this he would not do. “No, she is a cow, and must sleep in the
barn like other cows,” he said.
The King and Queen had all this time been feeding the cow on
dainty fruit and all sorts of good things, and the youth had heard that
the pear she was to eat to save her would be bitter and bad to taste,
and he wanted to get her used to eating anything that was given her.
The peasant youth began his climb up the mountain of ice, but
each day for a month he only went one step ahead, for while he
sometimes went far up, each time he would slip back.
And all this time the poor little cow was growing thinner and
thinner, for she would not eat the food that was put before her.
One day when the peasant youth was about discouraged and
thought he would have to give up trying for the pear, he felt the ice
under him suddenly grow soft and his feet seemed to stick and not
slip any more.
To his surprise, when he looked at his feet he saw a little fairy
standing on each foot and touching them with her wand.
Up he went swiftly now, and soon was at a place on the mountain
where he could touch the magic tree, and there the little fairies told
him they were powerless to help him further.
“We can only tell you that if you can get from the three-headed troll
the belt he wears you can get the pear, but we fairies cannot throw a
spell over trolls,” they told him.
When the fairies disappeared the peasant felt more discouraged
than before, for there he was in danger of slipping, and before him
was the dreadful tree.
But while he stood thinking the tree opened and out came the troll,
leaving the tree wide open behind him.
He did not look up or down, to right or left, but walked down the
mountain, and the youth, sitting flat upon the ice, slid into the open
tree.
Down, down he went! And then suddenly he found himself in a big
room, in one corner of which was a huge bed, in another a big stove,
in another a big chair and table, and in the fourth corner stood a
large sword so tall that the peasant could easily hide behind it.
And lucky it was for him that it was big, for at that moment in came
the three-headed troll and rolled all six of his eyes about the room.
“He, hi, ho, hun! I smell the flesh of a mortal son,” he said. “You
cannot escape me, so come out from wherever you are hiding!” The
frightened youth was trembling so that the sword tipped over, and
there he stood before the three-headed troll, who jumped to catch
him.
But though he had three heads, he had only two feet, and, tripping
over the sword, he fell sprawling on the floor.
Now his three heads were so heavy that, once he was down, it
was hard work to get up, and while he struggled his belt became
unfastened and lay under him on the floor.
The peasant saw this and, knowing he was in danger anyway,
thought he would risk a little more.
So he ran over to the troll and with both hands tugged at the belt,
and as the troll rolled over out from under him it came.
Quickly as he could he put the belt about his waist, and, to his
surprise, he felt so strong that the size of the sword on the floor
seemed no longer to frighten him.
He picked it up and found that it was as light as a tin one, and then
the troll, rolling over again, saw his belt around the peasant’s waist
and his sword in his hand, and he cried out, “My power is gone!” as
he tried to crawl away.
“Tell me how to get a pear from the tree and I will spare your life,”
said the peasant.
The troll managed to get upon his feet, but he was no longer the
powerful creature he had been a few moments before.
“Follow me,” he said, as he led the peasant out of the door of the
tree, which was still open.
The tree was filled with swords, all shiny and sharp-looking, as the
sun fell upon them, for as soon as the peasant had slid in the door
the swords had appeared and had warned the troll before he entered
that some mortal was near by.
“If you will promise to do as I ask you after you have the pear, I will
tell you the secret of getting it,” said the troll. “It will not harm any one
to grant my last wish.”
So the youth promised and the troll said: “You must strike the
swords on the tree with the sword you hold until the sparks fly. Then
the pears which you see hanging from the swords will fall to the
ground, but the tree will burn up.
“And then there will be nothing for me. My magic power will be
gone forever. So I ask that you will then strike me with the sword on
my middle head, and that will change me into a shape which will
never harm any one again.”
This the youth said he would do and began to strike the swords on
the tree, making the sparks fly and the pears drop, and then all at
once the tree began to burn.
Keeping the sword still in his grasp, the youth looked for the
largest of the green pears and picked it up, putting it in his pocket.
“Don’t forget your promise,” said the troll as the youth started to go
away. “You need not be afraid,” he said as the youth drew back. “The
blow will not hurt me.”
So the youth lifted the sword and brought it down on the troll’s
middle head with such force that the sword fell from his hands and
struck the mountain of ice with such a bang that the ice began to
crack.
At first the youth did not see what had happened, the noise had
startled him so, but the next minute he saw that in place of the troll
stood a beautiful tree filled with pears, and the mountain was no
longer ice, but covered with soft, green moss.
He did not stop, but down the mountain he ran and to his home,
where the brindle cow stood in the barn, so hungry she opened her
mouth at once and ate the pear, thinking it would be sweet and juicy,
but it was far from that. It was so bitter and bad that had she not
been so hungry she could not have eaten it, but it was swallowed
before she knew it, and there in the stall of the peasant’s barn stood
the pretty Princess looking about her in astonishment.
“How did I come in this horrid place, and what a dirty-looking man
you are!” she said. “Take me home at once! My father is the King,
and he will punish you if you do not obey me!”
It did not take the peasant long to take her home, and when the
Queen and the King saw their daughter in her own form again they
fell on their knees before the peasant youth and thanked him.
But the Princess did not understand what it all meant, and said:
“Why do you kneel to him? He should kneel to you! Are you not King
and Queen of this land, and this man a poor peasant?”
Before the King could explain to the Princess the youth said: “I
have brought you your daughter, but you must keep her. I could
never marry a maid who thought herself above me. Give me gold
and let me go back to my home!”
He was wise enough to see that a poor peasant and a princess
could not be happy together and a peasant girl was a more fitting
bride for him.
The Princess was very sorry for all she had said when she found
out the peasant had saved her, and when he was married she sent
to his wife a chest of linen and silver which made her the envy of all
the other peasants for miles around.
The troll was never heard of again, and only the peasant youth
knows that the pear-tree on the side of the mountain which bears
such juicy fruit was once the three-headed troll who lived under the
tree of swords.
THE SILVER HORSESHOES
nce upon a time there lived a king who wanted a son-in-law
O who would be a good soldier as well as a good husband, so he
put his daughter, the Princess, who, of course, was very
beautiful, in a tower on top of a high mountain. Then he sent out
word all over his kingdom and to all the other kingdoms that to the
youth who could get to the top of the tower he would give the
Princess for a wife.
But when the youths came from far and near they found the
mountain was slippery as glass, and their horses slipped back faster
than they could climb.
In a kingdom far from where the King lived was a poor prince
whose father had lost all his lands and money in wars, so that when
he died he left the Prince nothing but the castle and a black horse.
One day the Prince was feeding his horse and thinking of the
Princess on top of the high mountain in the tower, and he spoke his
thought out loud.
“If only I had some clothes fit to be seen,” he said, “I would try to
reach the Princess in the tower, and this poverty would be at an end.
And you, my beauty, would have oats in plenty then,” patting the
horse on the neck.
“Why don’t you try, master?” said the horse.
The Prince was surprised to hear the horse speak, but still he had
heard of such things happening, and he answered, saying: “I have
no clothes; besides, many others have tried, and no horse is able to
climb the mountain.”
“Master, go to the witch that lives in a cave in the middle of the
woods at midnight and get my shoes,” said the horse. And then he
fell to eating his scanty dinner and said no more.
The Prince thought there was nothing to lose by doing as the
horse told him, so that night he went to the woods to find the witch.
The woods he found easily, but to find the cave was a different
matter. First he met a fox, and he asked the way to the cave of the
witch.
“Oh, master,” said the fox, “take my advice and go home; no good
will come to you if you find it.”
But the Prince would not give up the quest, so he asked a wolf that
he met next where the cave was located in the woods.
The wolf ran away, saying: “You better go home. That cave will
bring only harm to any one who finds it.”
The Prince was not to be frightened and on he went, and an owl
was the next one he saw. “Where is the cave the old witch lives in?”
he asked.
“Hoot! hoot!” said the owl, flapping his wings. “Be off, man, while
there is time. Don’t go near that cave if you value your life,” and off
flew the owl, leaving the Prince no wiser than before.
After going deep into the woods—in fact, he was at the very center
and did not know it—the Prince stood still and listened.
A sound reached his ear which seemed like the clatter of horses’
hoofs, and the Prince went in the direction from which the sound
came.
All at once he found himself in front of the cave for which he had
searched so long, and, looking in, he saw the old witch prancing
about in the craziest manner.
She would climb the side of her cave with as much ease as she
could walk across the floor, and then, giving a spring, she would walk
on the top of the cave, her head hanging down toward the floor.
While the Prince was looking and wondering at this strange
performance he noticed something shining on her feet, and when he
looked closer, to his surprise he saw that the witch had on her feet
silver horseshoes. Then he knew what his black horse had said was
worth listening to—he was to get the shoes the old witch was
wearing.
But then he thought: “She has on only two; I must have four. I
wonder where are the other two.”
Just then a black cat came dancing into the cave, and on her hind
feet the Prince saw the other two shoes he wanted. Such dancing
and climbing the Prince had never seen as was done by the old
witch and her black cat. The silver shoes seemed to take them
anywhere and they could do anything while they wore them.
After a while the witch and the black cat grew weary and took off
the shoes, and the Prince saw them lift up a stone in the middle of
the cave and drop the four silver horseshoes into a hole and then
drop the stone again.
After the witch and the black cat were fast asleep in one corner of
the cave the Prince crept in softly and lifted the stone. At the bottom
of a deep hole he saw the horseshoes, and he was wondering how
he could get them when he felt a push from behind and down he
went into the hole, landing at the bottom where the shoes were.
The old witch had awakened and had pushed him in, and the
Prince could hear her and the cat jumping about and laughing with
glee that they had trapped him.
When the Prince found himself in the hole under the cave where
the old witch lived he thought his end had come. It was as dark as a
dungeon. The only thing he could see was the glitter of the silver
horseshoes.
While he stood looking at them and thinking how the old witch and
her cat jumped about, and wondering what she would do with him,
he suddenly was struck with an idea.
He would put on the shoes, one on each foot, and take the other
two in his hands.
No sooner did he think it than he did it, and, giving a spring, up he
went, the stone flying off the top of the hole as he touched it with his
hands holding the silver horseshoes.
Into the cave he jumped, and the old witch and her black cat
sprang at him, but he had only to run, and, without touching the
ground, away he flew through the forest, the old witch and her cat
after him.
Sometimes they would almost catch him, for the witch had jumped
on her broomstick and the cat sat on behind her, and they flew over
trees and bushes as well as the Prince.
The Prince knew he was lost if they caught him, and finally
decided to turn around and run toward them, thinking he might be
able to knock the witch off her broomstick and so stop their flight.
No sooner did he turn than the shining silver shoes cast a ray of
light on the old witch and her cat and like magic they tumbled off the
broomstick, and away went the stick higher and higher in the air until
it disappeared; and on the ground where the cat and the old witch
fell the Prince saw two stones, one big and the other smaller and
almost black, so he knew he was rid of his enemies and could get
out of the forest safely with the silver horseshoes.
The black horse danced with delight when he saw the shoes, and
stood still until they were fastened on his feet; then he pranced about
and shook his head in a very knowing manner, though he did not
speak again, and the Prince mounted him and rode away, forgetting
all about his shabby coat.
The black horse trotted along like any other horse until they came
to the mountain on top of which the Princess lived in the tower; then
the Prince felt himself gliding up the mountain, past all the other
youths who were vainly trying to climb to the top.
Up and up they went until the Prince found himself by the tower.
When he looked at the height he knew his troubles were not at an
end. He looked around for some way to scale the wall, but it was as
smooth as glass. While he stood looking at the top he saw
something white slowly coming down the wall from a little window.
Down it came until the Prince could see that it was a piece of white
thread, and on the end of it was a little golden curl.
The Prince untied it and kissed it, then, looking up at the window,
he kissed his hand, for he knew that somewhere in the tower the
Princess had been looking for the Prince who was to come for her,
and had seen him.
He was more anxious than ever to reach the Princess, but how
could he climb those slippery walls?
How? And then he thought of the silver shoes that the witch had
walked on the top of the cave with, and he took them off his horse
and tied one on each foot and took one in each hand.
Placing his hands on the wall of the tower, he walked up as easily
as if he were walking on the ground, and in a few minutes was at the
little window above.
The Princess smiled when she saw him, and then he saw that the
window which looked so small to him from the ground was really a
door.
He stepped in and knelt at the feet of the blushing Princess, who
said, “I shall be glad to leave here, but how can I get to the ground?”
“In my arms,” answered the bold Prince, and, picking her up, he
stepped out on the smooth wall again, easily reaching the ground
with the Princess.
He placed her in front of him on his horse and rode down the
mountain, at the bottom of which a crowd was waiting for him, and
the King also, for it had been noised abroad that a youth had been
seen to climb the mountain and the people wanted to see him.
“Well done, my son,” said the King, riding up to greet them. “You
will make a good soldier, for you have shown that you can overcome
obstacles to gain that which you desire. Come home; the wedding
feast is prepared.” So the Prince gained a princess for a wife, a
father-in-law who admired his courage, and was happy ever after.
THE BLUE CASTLE
nce upon a time in a far-off country there lived a witch on top of
O a high mountain, and every year she came down into the
country about and appeared at the palace of the King and
asked for a bag of gold.
One night when the King and his Queen were making merry and
having a big feast in honor of the birth of their little daughter, the
Princess Lily, the old witch came to the palace and asked for her bag
of gold.
“Tell her to begone,” said the King to his servant. “I have used all
the gold in the vaults for the feast; she will have to come next year.”
Now the old witch was very angry when she heard this message,
and she hid in the grounds of the palace until all were asleep that
night, and then she entered the palace and carried off the baby
Princess.
The Queen and the King were beside themselves with grief when
they discovered their loss, and they offered big rewards for the return
of their daughter, but she could not be found.
“Find the old witch who came here the night of the feast,” said one
of the King’s wise men, “and you will find the Princess.”
They hunted far and near, but the witch could not be found, for
when any one attempted to climb the mountain where the old witch
lived the insects would become as thick as mist and clouds and they
could not see where to go.
One after another gave up the attempt, and so after a while the
King and Queen mourned their daughter as dead and the old witch
never came to the palace again.
The Queen and King never had any more children, and every day
they grieved because there would be no one to reign after they were
gone.
One day one of the King’s wise men said to him: “In a cave in the
forest lives an ogre who has a wonderful horse; it is kept in a stable
made of marble, and its stall is of gold, and it is fed on corn grown in
a field of pearls.
“If we could get this horse we might be able to climb the mountain
where the old witch lives, and perhaps the Princess is still alive.”
“But how can we get this horse?” asked the King.
“Ah! that is the hard part,” answered the wise man. “The
enchanted creature can only be caught and mounted by one who
can feed him with the magic corn, and it is said that any one who
tries to gather the corn from the field of pearls finds himself sinking,
and has to run for his life, so that only the ogre, who knows the
magic words that keep the pearls from drawing him down, can
gather the corn.”
When the King heard this he sent for all the princes in the land to
come to his palace, and when they came he told them he would give
to the one who could catch and mount the ogre’s enchanted horse
his kingdom if he could find the lost Princess Lily, and she should
become his wife.
But all the princes were rich enough, and did not care to take such
a risk, especially as they had never seen the Princess Lily.
Then the King sent out word to all the poor young men in his
kingdom to come to him, and he made them the same offer, but one
by one they turned away, and at last there was only a poor peasant
youth left.
“I will try, Your Majesty,” he said, “but I will not marry the Princess
unless I can love her, and if she does not wish to marry me I will not
hold you to that part of the bargain, either, but I will take the kingdom
if I bring back your child.”
So that night the peasant boy went to a fairy that lived in the
woods and asked her to help him.
“You can only enter the field of magic corn by wearing the magic
shoes belonging to the ogre, and he sleeps with them under his bed.
They are tied to the big toe of his right foot by a silken thread, and no
one can cut it or break it without awakening the ogre.
“I will give you a feather, and if you are fortunate enough to enter
his chamber without being caught, for he is guarded well by a dog
with two heads, use this feather to tickle his left foot and you can cut
the silken thread without the ogre knowing it. This is all I can do to
help you. The two-headed dog is not in my power to control.”
So the peasant took the magic feather and that night he went to
the ogre’s castle in the woods and waited until he heard his snore,
and then he took from his pocket two big bones.
He opened the door to the castle, for the ogre was afraid of no one
and did not lock his door at night.
The two-headed dog growled and sprang toward the peasant, but
he quickly thrust the bones in the mouth of each and that quieted
them.
The two heads began to eat, and while they were eating the
peasant crept softly into the room of the sleeping ogre and tickled his
left foot, which was sticking out from under the bedclothes.
The old ogre began to laugh, and he laughed so hard and loudly
that no other sound could be heard; and the peasant had time to
break the slender thread which was tied to the magic shoes with one
hand while he kept tickling the ogre’s left foot with the feather held in
the other hand.
When he had the shoes under his arm he crept softly away from
the bed, leaving the ogre still laughing.
The two-headed dog was still eating the bones, and the peasant
went out and sat on the steps of the castle to put on the magic
shoes.
He had just drawn the shoes on when the two-headed dog
finished the bones and set up a bark that the peasant thought at first
was thunder.
He ran to the field of pearls where grew the magic corn, and was
just pulling the ears when the ogre came dashing out of his castle,
followed by the two-headed dog, with both mouths wide open and
looking as though he would devour him.
Out of the field ran the peasant, but not before the ogre had
entered, and down went the ogre out of sight, the pearls closing over
his head, for, of course, he forgot all about his shoes when he heard
the two-headed dog bark, and anyway he thought they were tied to
the big toe of his right foot.
But though he was rid of the ogre he was not of the two-headed
dog, which ran after him, showing his two sets of big teeth and
barking all the while. But the peasant was far ahead of the dog, so
he reached the stable and fed the magic corn to the enchanted
horse, who neighed in the most friendly manner and let the peasant
mount him.
He wore a bridle of gold and silver trimmed with rubies, and he
was pure white, with a saddle of purple velvet, with gold and silver
trimmings.
He was a horse fit for a king to ride, and the poor peasant looked
strangely out of place on his back.
Just as the peasant rode into the yard of the castle the two-
headed dog dashed at the hind feet of the enchanted horse to bite
him, but the horse kicked at him and over he rolled.
The peasant looked back to see what had happened to the dog,
but he was nowhere to be seen; in the place where he had lain was
a big black-looking rock with a ragged-looking top like a set of huge
teeth.
The peasant was rid of both his pursuers now, and he rode off
toward the mountain where the King had told him the witch lived.
Up the mountain dashed the enchanted white horse, as though he
had wings instead of feet, and in a few minutes he had carried the
peasant to the top.
The peasant looked about him, expecting to see a cave, but to his
surprise he saw only a grove of trees with something glistening
through their leaves which looked like a house.
When he rode nearer to the grove he saw a deep-blue castle of
glass without doors or windows, and inside he could see a girl
spinning.
She looked up as the shadow of the horse and rider fell on the
glass castle, and her eyes grew big with surprise, but before the
peasant could jump from his horse an old woman came up through
the floor of the house and tapped the girl on the head with her cane,
and she turned into a mouse.
The peasant was too astonished to move for a minute, but the
laugh of the old woman brought him to his senses and he knew she
must be the witch.
“Ha, ha! you caught the horse, but you cannot bring back the
Princess until I will it!” she screamed, and then disappeared through
the floor.
The peasant walked around the blue castle, but no door or window
could he find, or an opening of any kind.
He was leading the horse by his gold bridle when suddenly it lifted
one of its front feet and struck the blue castle.
Crash! went the blue glass, and the peasant saw an opening large
enough for him to enter.
He was about to do so, leaving the enchanted horse outside, when
he heard another crash—the enchanted horse was following him in;
it had broken a place large enough for both of them to enter.
The mouse was crouching in one corner of the room and the
peasant picked it up carefully and put it in his pocket.
The horse went to the spot where the old witch had disappeared,
and tapped on the glass floor three times with one of his front feet,
and up from the floor came the old witch. But this time she was not
laughing; she looked frightened, and trembled so she had to lean on
her cane to keep from falling.
The enchanted horse took her by the dress and shook her three
times, and out from her pocket fell a black bean with a white spot on
it.
As it dropped the old witch screamed and fell on the floor, and the
horse picked up the bean and swallowed it.
The peasant all this time was standing watching all the strange
happenings, not daring to move for fear of breaking the spell, and
wondering what would happen next.
As the horse swallowed the bean he seemed to shrink away from
sight and a blue mist filled the room. When it cleared the peasant
beheld a handsome young man where the horse had stood, and
where the witch had been was a deep hole.
“Did she fall into it?” asked the peasant, not knowing what else to
say.
“No; in that hole we will find the magic charm that will restore the
Princess to her own form,” said the young man. “The witch
disappeared in the blue mist.”
“Let us hurry and find the magic charm,” he said, dropping into the
hole, and the peasant followed him.
There was a ladder down which they climbed, and down they went
until it seemed they would never reach the bottom.
But at last their feet touched something firm and soft and they
stood in a beautiful room on a carpet of blue velvet.
The room was hung with velvet the color of sapphire, and the
chairs were of burnished gold with velvet seats.
A gold fountain played in the middle of the room and the water fell
into a basin of sapphire.
“This is the magic fountain,” said the youth. “You must throw the
little mouse into it if you wish to bring back the Princess.”
The peasant took from his pocket the trembling little mouse. “It is
frightened,” he said. “I hate to throw it into that deep water.”
Without replying the youth grabbed the mouse from the peasant
and threw it with great force into the fountain and it disappeared from
sight.
“Oh, you have killed it!” said the peasant, looking into the deep-
blue water with frightened eyes.
Then he saw a head rise slowly from the bottom of the blue basin;
then it came above the water; and then a beautiful girl stepped from
the fountain, her golden hair all wet and glistening.
A soft warm breeze came through the windows and soon her hair
and clothes were dry, and the peasant thought he had never seen
any one so beautiful as the Princess.
“I am the Prince who was changed into the horse for the ogre,”
said the youth, addressing the Princess. “I was stolen at the same
time you were and the ogre who was the husband of the witch took
me and the witch took you, but this youth has rescued us, for it was
here that the magic bean was kept that restored me to my own form,
and if it had not been for a fairy who came to me one night and told
me the secret I never should have regained my own form.”
All the time the Prince was speaking the peasant saw the Princess
looking at him with loving glance, and he knew the Princess was not
for him, and besides that he knew he never would be happy in a
palace.
They began to look about and found they were in a beautiful
palace that the old witch had lived in, but, now that she was gone for
good, the peasant said he would take it as his reward and let the
Prince and the Princess return to her father.
In the stables they found beautiful white horses, and on one of
them the Prince and Princess rode away after making the peasant
promise to come to their wedding and to dance with the bride. “For
we will never forget you,” said the Princess, “and we must always be
friends.”
The father and mother of the Princess listened to the story the
Prince told, and then the Queen said: “I can tell whether this is my
lost child or not. Let me see your left shoulder; she bears her name
on that shoulder if she be our child.”
The Princess bared her shoulder and there the Queen saw a tiny
lily which proved she was her child.
The King gave a great feast in honor of his daughter’s return, and
the Prince and Princess were married; and the peasant danced at
the wedding as he promised.

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Energy Centered Maintenance A Green

Maintenance System 1st Edition Marvin

Data Driven Energy Centered Maintenance 2nd Edition

System Safety, Maintainability, and Maintenance for

T Level Engineering: Technology, Manufacture and

Offshore Wind Power: Reliability, availability and

Fusion Reactor Design: Plasma Physics, Fuel Cycle

Heavy Equipment Operation and Maintenance Manual 1st

Module 07A For B1 Certification Maintenance Practices

Essential Bicycle Maintenance Repair First Edition

Published by The Fairmont Press, Inc.

Distributed by Taylor & Francis Group LLC

Distributed by Taylor & Francis Group LLC

Printed in the United States of America

10: 0881737798 (The Fairmont Press, Inc.)

From Fadi S. Alshakhshir

From Marvin Howell

Fadi S. Alshakhshir, holds a bachelor degree in mechanical engineer-

The title expanded to Energy Centered Maintenance—A Green Main-

In the United States, around $ 500 billion a year is spent on en-

Figure 1.1 Energy Reductions

A common goal established by many organizations is to reduce

A strategy is simply a plan of how you are going to achieve the

IDENTIFYING LOW HANGING FRUIT

8. Ensure doors and windows are closed as much as possible to

IDENTIFYING ENERGY WASTE

Management/Employee Brainstorming Sessions

2. Perform “Silent Generation” by having each person identify

3. Go “Round Robin” by having the energy rep go around the room

4. Discuss each idea, eliminating duplicates, altering some by con-

5. Normally the ideas are prioritized and selections made. However,

These brainstorming sessions are conducted throughout the orga-

Walkthroughs or Energy Audits

through results in identifying possible energy management measures,

Energy walkthroughs are inexpensive and can produce excellent

Walkthrough Focused Areas

2. Lights in administrative areas.

4. Walls and Roof Insulation

5. Motors and other equipment except for HVAC

9. Building Automation System (BAS) and metering

Note: If IT power management is being used. Is the energy

Energy conservation refers to reducing energy consumption

Figure 1.2 A Simple, But Effective Energy Conservation Program

Step 1. Create an Energy Conservation Program

22. Only use a cold wash.

Step 4. Changes and Culture

ENERGY EFFICIENCY PROJECTS

The Department of Energy and Climate Change defines energy

Examples of energy efficiency projects are:

2. Putting double paned windows in the facility

3. Replacing the UPS for a data center.

4. Replacing and modernizing the cooling tower.

5. Putting panels in a data center to block the cold air returning to

Energy efficiency projects can significantly reduce energy con-

Energy Objectives and Targets with Action Plans

Objectives of Energy Reduction

• Finding new and better ways to increase returns on investments

Characteristics of a Successful Energy Reduction Program

ment, compliance to legal requirements, and adequate commu-

For these eight characteristics or success factors, there are best

• Top management leadership supports, committed and involved

• Energy reduction is made a corporate priority.

• Corporate goals are established and communicated.