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Automotive
Engineering
Electrical and
Electronic
Instructor Manual
Engineering
Instructor Manual
Training Unit
Electrical Maintenance
Theory
No: MS 004
List of Contents
Page
Introduction
1.
1.1.
1.2.
1.3
2.
2.1
2.2
2.3
2.4
3.
3.1
4.
5.
6.
7.
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
8.
9.
10.
11.
12.
4
5
5
6
7
8
9
10
11
14
15
16
17
18
19
20
20
20
21
21
21
21
22
23
24
25
26
Definition
Breakdown Maintenance
Preventive Maintenance
Condition-Based Maintenance
Maintenance Philosophies
No Maintenance
Breakdown Maintenance
Preventive / Planned Maintenance
Predictive / Condition Based Maintenance
Goals Of Maintenance
General
The Position Of Maintenance Within A Company
Current Practical Situation Of Maintenance Management
Increasing Complexity Of Maintenance Services
Maintenance Strategy
Increasingly Stringent Safety Requirements
Stricter Environmental Regulations
Maintenance Orientated Design
Relative Increase In Knowledge
Shrinkage Of Time-Intervals
Shorter Utilization Time Of Systems, Process And Programs
Shorter Innovation Period
Manifold Combinations Possible
What Is Inspection (Condition Monitoring)
The Significance Of The Application Of Inspection Systems
Reasons For Machinery Failure
Total Cost Of Maintenance
Maintenance Activities
INTRODUCTION
For the most part, isn't maintenance still as a necessary evil or as an extension of
production? Don't maintenance departments hold a relatively high degree of
responsibility yet have very little influence when important decisions are made?
These common attitudes will hardly enable companies to meet the challenges
confronting them in the future.
There are manifold reasons why maintenance in practice is not usually accorded the
importance it deserves. These range from insufficient knowledge of this specialized
discipline to a lack of appreciation for maintenance activities and all the way to
failure to recognize the close ties between production and maintenance.
It is important that company management will acknowledge the steadily rising
importance of maintenance. Maintenance will in fact become a decisive factor in
production.
More and more industries are employing condition-monitoring programs in their
maintenance strategies to increase plant equipment availability.
This presentation will describe the difference between condition monitoring and other
maintenance philosophies and their development over the years.
1.1
DEFINITION
A review of the maintenance strategy over the course of time should begin before
1970. At that time, the area maintenance foreman was the dominant figure in the
maintenance world.
He determined when and how a repair would be carried out based purely on his
own personal experience - normally after the damage had occurred - and also
decided where and when plant improvements would be carried out.
Costs were irrelevant, budgeting and cost control was done but only in a very limited
way.
Many companies still follow the strategies of the 50's and 80 's for the most part,
so-called unplanned or breakdown maintenance.
1.1
Breakdown Maintenance
Using this method Planning costs are fairly low. However, work can only be planned after
Naturally, this procedure is still worthwhile for some components but the percentage
of breakdown maintenance should be very small
Companies, which recognized that this strategy was not efficient enough for their
plants moved one step further, to preventive maintenance.
1.2
Preventive Maintenance
A method, which was first applied in the airline industry, is based on regular
replacement or repair of parts based on experience, without taking the actual
condition of the part into consideration.
This had the following advantages:
0
0
O
0
0
The exclusive use of this method like it was the case in the 1970s was thus very
expensive for most companies, but preventive maintenance nowadays is still a
necessity for equipment, which should provide 100% availability and safety.
1.3
Condition-based Maintenance
These and other advantages clearly justify additional personnel costs for inspection
and increased planning.
2. Maintenance Philosophies
2.1
A. NO MAINTENANCE
2.2
B. BREAKDOWN MAINTENANCE
10
2.3
11
2.4
12
Due to the fact that the "no maintenance" strategy as such no longer exists, three
basic equipment maintenance philosophies remain to be applied.
13
14
GOALS OF MAINTENANCE
15
GENERAL
cost minimization
maximum plant availability
maximization of reliability
economical plant maintenance
maximization of service life by preserving the value of fixed assets.
In addition to these individual targets, certain target-groups are also indicated, such
as:
0
0
0
o
optimization of profit
optimization of service life
optimization of maintenance costs
ratio of preventive maintenance cost to cost of expected damage is
reasonable
From an economic viewpoint, the partial goals are always derived from the
overriding corporate goal of profit maximization and can be summarized into two
primary goals of maintenance:
16
17
4.
18
5.
CURRENT PRACTICAL
MANAGEMENT
SITUATION
OF
MAINTENANCE
The situation described here is based on studies carried out in companies as well
as discussions with maintenance experts in scientific and practical fields.
Misjudgment and Strategic Error of Corporate Management
The importance of maintenance within a company is generally underestimated. Only
in exceptional cases is there Gear targets and long-tern strategies for maintenance.
This permits considerable freedom of action and has created many weak points,
which have been known for years but have not yet been eliminated.
Uncritical Ordering Attitude by the Client (Production)
Overvalued - too tight - repair deadlines lead to a high percentage of immediate
maintenance measures and consequently to great requirements for on-call services.
Safety consciousness is exaggerated. In part, cost consciousness is very
non-discriminating; particularly as a sufficiently detailed overview of maintenance
costs and trends can often not be given.
Lack of or Inadequate Managerial Instruments in Maintenance
The important function of job planning is not given adequate importance. This
means that in many cases unplanned maintenance prevails instead of planned.
Spare parts management is neglected. Records on the number and type of parts in
stock are rarely kept, making it impossible to control inventory.
Servicing and inspections are done only halfheartedly. Often there is a complete
lack of records on breakdowns or weak point analyses and repair. The work order
system is very inefficient and incomplete. Usually it is slow and nontransparent
Many of the weaknesses mentioned can be attributed to the fad that maintenance is
not adequately supported by data processing. There are - if any - many separate
systems as group-constrained solutions and no unique strategy for maintenance
management.
A survey of 25 industrial enterprises recently carried out by the Institute for
Economic and Management Sciences confirms these brief descriptions of the
current situation.
19
6.
Area of Specialization:
20
Mechanical
Electrical
Electrical
Measurement and
Control Units
Electrical, Electronic,
Elements
Logic Functions
Logic
and
Fluid
Control
Control
Engineering
Programming
Troubleshooting
Organization of
Repairs
Principles of NC Programming
Troubleshooting and Recognition of
Programming
Errors
Theory of Fault-Finding
Logic Systems
Practical Troubleshooting
21
Updating of Fault
Documentation
22
7. MAINTENANCE STRATEGY
23
7.1
Increasing public sensitivity reinforces this criterion above all. Accidents in atomic
reactors, chemical plants, and in airline travel have alarmed wide circles of the
population.
Maintenance experts know that maintenance, no matter how well executed and
organized cannot entirely preclude the sudden occurrence of damage.
However, there is no question that equipment weak points will be tracked down
even more efficiently in the future, through ultra sensitive servicing and inspection
devices/systems.
7.2
- flue-gas desulphurization
- filter plants
- waste water purification plants
The plant operators are thereby confronted with technologies, which are new to
them, and which also place special demands on the respective maintenance
department(s).
7.3
Maintenance-Oriented Design
Maintenance personnel have long called for a design process, which takes the
needs of, and for maintenance into consideration. Increasingly, their demand that
"maintenance start with the design" is being put into action. One could fill entire
libraries with examples of unacceptable designs, which resulted in time-consuming
and expensive repairs.
It has become widely accepted that the designer requires more than a
comprehensive training. More and more, there is awareness that plant parts or
components may fail due to the negative impact of dirt, excessive cold or heat, peak
loads, operating errors, and/or the complexity of the plant as a whole or of the
system on the plant part being designed.
24
7.4
Assuming the knowledge in the year 1800 to be 100 percent, its current level is
approximately 1600 percent and will presumably quadruple within the next twenty
years ff present trends continue. Innovations appear regularly and must be used if
an optimum is to be maintained.
7.5
The volume of new knowledge within a given time frame is increasing at the same
rate as progress is accelerating. The result is that patents, system designs, etc.
within a specific field follow one another at shorter intervals.
7.7
The time, which passes before a new invention can be put to practical, use (ready
for the market) is decreasing. If one traces the history of technology, one discovers
that the innovation period in earlier eras was quite long and that there were
inventions, which were not innovated at all, although they were actually practical
from a modem point of view.
Other inventions were developed twice, because at the time they were first
conceived, no one knew or devoted much thought to where and how they could be
profitably utilized.
When new systems are developed, it is advisable to consider not only the already
familiar possibilities, but also those, which are currently being developed or
anticipated. If this is not done, then a system might already be obsolete by the time
it is implemented.
25
7.8
26
8.
1.
Planning
2.
Performing
3.
4.
Analysis of results
5.
27
9.
10.
Natural wear
11.
The opinion that maintenance costs are comprised of personnel and material expenditures has rapidly lost support since
in production shops became cost-conscious.
Maintenance Expenditures
(fix & variable)
Costs of Breakdowns
Consequential costs
of Breakdowns
Personnel
Product Volume
Sales Loss
Material, Spares
Delays
Delayed Delivery
Energy
Lack of Quality
Delayed Income
Tools
Process Energy
Loss of Image
Rents
Education
Contractors
Loss of Customer
Cost / Min.
It's important to continuously control maintenance costs and to help keep the total cost of production down. For this
purpose, two significant values should be available in each production plant.
Maintenance Costs / Produced Unit
Unit Description
Motor Protection Switch
Operational Measures
Period
Qualification
Electrical
function,
Technician
check
nominal
current
adjustment
2
Miniature Breaker
Clean,
search
for
defects,
check 1 x annually
mechanical function
3
Clean,
search
for
Technician
defects,
check 1 x annually
mechanical function
4
Clean,
search
for
Clean,
search
for
defects,
check 1 x annually
Pushbutton
Clean,
search
for
defects,
check 1 x annually
Limit Switch
Electrical
Technician
defects,
check 1 x annually
mechanical function
7
Electrical
Technician
mechanical function
6
Electrical
Technician
mechanical function
5
Electrical
Electrical
Technician
2 6 x monthly
Electrical
Technician
Electrical
Technician
Centrifugal Switch
Electrical
Technician
Item
10
Unit Description
Power Contactors
Operational Measures
Clean,
search
contacts,
for
contact
defects,
pressure
Period
check 1 x annually
and
Qualification
Electrical
Technician
Auxiliary Contactors
Clean,
search
for
defects,
check 1 x annually
mechanical function
12
Time Relay
Electrical
Technician
2 x annually
Electrical
Technician
Timer
Clean,
search
for
defects,
check 2 x annually
mechanical function
14
Fuse Isolator
Electrical
Technician
2 x annually
Electrical
Technician
Clean,
search
for
defects,
check 2 x annually
nominal current
16
Thermostat
Electrical
Technician
2 x annually
Electrical
Technician
Item
17
18
19
Unit Description
Buchholz - Relay
Measuring Instruments
Optical-And Acoustic-Alarms
Operational Measures
Test indication and release function\
Period
2 x annually
Electrical
Technician
Electrical
Technician
1 x annually
Qualification
Electrical
Technician
Capacitor:
1 x annually
Electrical
Technician
DC - Machines
Clean Housing
Weekly
Electrical
Technician
length
of
brushes,
change
and
for
colour
changes
Daily
Item
21
Unit Description
Operational Measures
Period
Electrical
Technician
Daily
1 x annually
DC-Motor:
Remove covers, clean the windings
1 x annually
Qualification
Monthly
22
Monthly
Technician
Electrical
Weekly
Item
22
Unit Description
Slip Ring Induction Motors
Operational Measures
Period
Monthly
Qualification
Electrical
Technician
Search
for
possible
faults
in Monthly
Electrical
possible faults
Technician
Eldro-Brake
Electrical
Technician
Accumulators
Weekly
Electrical
Technician
Item
25
Unit Description
Accumulators
Operational Measures
Clean,
tighten
and
lubricate
Period
the Monthly
connections
Electrical
Technician
Auxiliary means:
equipment
Qualification
Personal protection
(gloves,
safety
glasses,
protection dress),
Acid meter
Alcalide meter
Distilled water
Vaseline grease
26
Plate-Resistors
and
search
for
or
Electrical
Technician
plate
and
insulation
resistance
Auxiliary means: Ohmmeter
27
Electrical
Technician
Control Magnet
Every
three Electrical
Technician
Item
29
Unit Description
Brake Lifting Magnet
Operational Measures
Clean and search for possible defects
Period
Monthly
Measure protection-resistance
Qualification
Electrical
Technician
Magnetic Device
Monthly
Electrical
Technician
cable
and
plug-sockets
Load Lift-Magnet
Electrical
sockets
Technician
32
Technician
discharge
capacitors
Electrical
resistance
of
Item
32
Unit Description
Power Transformer (Oil Cooled Type)
Operational Measures
Period
Qualification
Electrical
devices
Technician
Control Board
Electrical
or
Technician
faults,
check
mechanical
and
electrical function
34
Electrical
or
Technician
faults,
check
mechanical
and
electrical function
35
Electrical
Technician
housing
Check interior housing, connectors for
defects and tightness
36
Monthly
Electrical
Technician
Item
37
38
39
Unit Description
Power Sockets
Lighting Sockets
Emergency Lighting
Operational Measures
Period
Every
Check interlocking
month
Every
three Electrical
Technician
three Electrical
month
Technician
Electrical
41
Lighting System
Qualification
Technician
Every
Check function
month
Every
three Electrical
Technician
three Electrical
Technician
abrasion
Check length of brushes and change if
necessary
42
Cabledrum (Springoperated)
Electrical
Technician
holders
Check cable and connection socket
43
Crane Track
Electrical
extension
Technician
joints,
insulators
and
connectors
44
Crane Trolley
Electrical
tightness
Technician
and
seals
of
protection
covers
Item
44
Unit Description
Trolley
Operational Measures
Period
Qualification
Electrical
defects
Technician
joints,
insulators
and
connectors
45
Weekly
Electrical
Technician
Item
Unit Description
Operational
Period
Qualification
Measures
46
Brush-Lifting-Device
defects or abrasion
Technician
Lubricate as required
Check
mechanical
function
47
Current Collector
contact Monthly
Check
Electrical
Technician
as required
Clean insulators, check
brushes for any defects
Check
pulley
for
defects or abrasion
48
Welding Converter
Clean
and Every
housing
two Electrical
Technician
and
contact
of
brushes,
carbon-brushes
in
fro
possible
defects at commutator,
cables,
plug
and
sockets
Check
mechanical
function
49
Welding Transformer
Clean
and Every
housing
faults,
check
mechanical function
two Electrical
Technician