ABOUT THE PRESENTOR

ARMANDO R. DIAZ
Master of Science in Business Administration (MBA)
ASEAN CHARTER PROFESSIONAL ENGINEER
Professional Electrical Engineer ( PEE )
Registered Master Plumber
Certified Plant Mechanical( CPM )
Accredited Pollution Control Officer

Licensed Professional Engineer with more than 40 years experience in the field of
building and facility design, consultancy, construction, operations and maintenance
involving various mechanical electrical plumbing and fire protection system

2016 PSUMP NATIONAL PRESIDENT

2011 IIEE NATIONAL PRESIDENT

2010 MITEEA Most Outstanding Alumni

1998 as Most Outstanding Practitioner in Industry of the Philippines
Member : Society of Philippine Accredited Consultant
Philippine Society of Mechanical Engineers
Recipient of Various Civic Awards : Rotary,REACT,YMCA,LOBSET and MARS
Work Experiences :

2001-2007 : Universal Robina Corp. ( BOPP Division ) –

Engineering Manager

1994-2001 : Uni-Lonseal-Mitsui (Phil-Japan Co.) -

AVP-Engineering

1992-1994 : Ramada Hotel - Chief Engineer

1979-1989 : International Rice Research Institute –

Chief Engineer

1974-1979 : Honeywell Instrumentation -

Start-up and Commissioning Engineer
Projects Handled 2007-present :

MEPF DESIGN and PROJECT MANAGEMENT

Consultation for MECHANICAL ELECTRICAL FIRE PROTECTION and

PLUMBING (MEPF) of various industrial, commercial and residential
establishment

MEPF Design and Project Management : PEPSI Cola , Sto. Tomas Plant
MEPF Design and Quality Control : ARUZE Mfg. Plant, LISP 3
Design and Consultancy : DASHEN Beer Brewery ( Ethiopia)
Design and Consultancy : SPT Clark
Design and Consultancy : Laguna Water District
MEPF Design and Project Management : PRICON Microelectronics
MEPF Design and Consultancy : AREZA Commercial Complex
Design and Consultancy : PTRI-DOST Bldg. Rehabilition
Design and Consultancy : ERDB-DENR Bldg. Rehabilitation
Design and Consultancy : HENKEL Expansion Plant
Design and Project Management : Rong Bo Yu Injection Plant

2/18/2017
Consultancy Works :
SOUTHEAST ASIA FOOD INC. ( Datu Puti )
C.T. Chun Inc.
Coral Bay Nickel Project ( Palawan )
Ligo Sardines ( Zamboanga )
Multiflex RNC Phil. (URATEX )
St. Luke Hospital ( Global City ) : Consulting Services
Electrical Project Evaluation on the integrity of Grounding System
Global Power ( Toledo City ) : Consulting Services
Evaluation of present capacity to determine the size of their
expansion project

Present Job :
MEPF ENGINEERS CO. : Principal Engineer and Partner
KANG HARO ENGINEERING : CEO and Partner

TRANS ASIA CONSTRUCTION AND DEVT. CORP. : Retainer /Consultant

On-going Project : SUNPOWER New Regional Building
SUNPOWER New Production Facilities
LUFTHANSA TECHNIC , New Maintenance Building
TREE of LIFE Heritage Building@ T.M. Kalaw
UNILAB Expansion Building
LITTELFUSE Expansion Building
Manila Bay Resort MEPF Project
DASHEN BEER @ETHIOPIA

2/18/2017
PLEASE VISIT GOOGLE : armando r diaz iiee
 SYSTEMATIC MAINTENANCE
4-FOUR SYSTEM
Topic Highlight

A great deal can go wrong if equipment is not adequately

maintained. However, on an industry set-up the organization
of maintenance crew is so lean that a numbers of equipment
seems impossible to be maintained. Hence in most cases,
maintenance is considered not so important and given
notice only by the organization once breakdown happens
which hampers the business operation. Hence, the “Four
System of Maintenance” concept, which is under
consideration to be published in a handbook by Engr. Diaz,
is a facilities maintenance management tool (like a
counterpart of ISO 9001 of quality management) focusing on
the proper manpower structuring, maintenance planning,
etc.
- Basic Operation and MAINTENANCE
PRACTICES

- Tactical Planning for Scheduling and

Daily FM tasks that Support the
Operation of Facility
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Maintenance refers to all activities
which assists in
KEEPING
• Plant
• Equipment
• Building
• Facilities
.. and among others in
GOOD
2/18/2017 CONDITION
 Why Is MAINTENANCE so
special?
• It presents as great challenge to a
person’s engineering abilities as is to his
management know how.
• Any person in charge of maintenance
whether small or large company feels
that his is a unique field.

• It requires as much tact and tolerance

as it requires patience and persistence -
in fact it requires ...
2/18/2017
 SUPERMAN

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OBJECTIVES

- What does MAINTENANCE have to achieve?

Operational objectives:

Which is the following objectives apply in your company?

Yes No Remarks

1. To maintain equipment
(a) in acceptable condition
(b) in top operating conditions
2. To ensure maximum availability for plant and
equipment at reasonable cost
3. To provide service that will avert breakdowns at all
times at any cost
4. To extend plant life to the last limit?
5. To maintain plant and equipment with maximum
economy and to replace at predetermined periods
6. To ensure high - quality performance.

7. To ensure safe and efficient operation at all times

8. To maximize output over the next five years

9. To maintain a reasonably good appearance of plant

2/18/2017 10. To maintain a plant spotlessly clean at all times
OBJECTIVES
- What does MAINTENANCE have to
achieve?
Cost objectives

Which is the following objectives apply in your company? Yes No Remarks

1. To minimize maintenance expenditure and to

maximize profits
2. To provide maintenance service within the limits of
a budgeted amount

3. To provide funds as a ratio of sales volume

production investment
4. To have maintenance expenditure on the amount of
service required by plant and equipment in view of
its age and its rate of utilization.
5. To allow a certain amount of contingencies, tooling
and incidentals at the discretion of the maintenance
executive
2/18/2017
BENEFITS

- What do we expect to gain from good maintenance?

A. Financial benefits

The Factors Expressed in terms of Important for

1. Extended plant life Book value Utilization of capital

2. Uninterrupted production Higher plant availability Utilization of capital
Improved quality of Reduced scrap and inferior
3. Value of output
production grades
On- time deliveries, less
4. Reduced production delays Customer relations
delay penalties
5. Reduced costs of repairs Maintenance costs Maintenance Economy
Less stand- by plant and
6. Inventory carrying costs Capital utilization
spares
Improved equipment Lower plant cost per unit of
7. Unit costing
replacement product

2/18/2017
BENEFITS

- What do we expect to gain from good maintenance?

B. Organizational Advantages

Expressed in
The Factors Important for
terms of

Co-ordination between
Improved
1. production and Internal planning
understanding
maintenance
Unproductive Manpower
2. Manpower planning
time utilization
3. Planning of deliveries Cost of delays Plant utilization

2/18/2017
BENEFITS
- What do we expect to gain from good
maintenance?

C. Technical advantages

The Factors Expressed in terms of Important for

Improved equipment Better choice of Optimum

1.
suitability machines production
Build up of technical Better and more Standard of
2.
data accurate information technical
Improved maintenance Minimum maintenance Plant
3.
schedules costs availability
Improved plant Performance and Operating
4.
condition reliability efficiency

2/18/2017
BENEFITS

- What do we expect to gain from good

maintenance?
D. Human considerations

The Factors Expressed in terms of Important for

Losses due to claims and Production

1. Increased safety
less production costs economy
Improved
2. Tidiness of shop floors Workers' morale
housekeeping
Less friction,
3. Harmonious relationships Staff relations
better relations

2/18/2017
BENEFITS
- What do we expect to gain from good
maintenance?
E. Customer relations

Expressed in Important
The Factors
terms of for

Reliable delivery Improved Sales

1.
dates reputation promotions

"Showcase" Better public Company

2.
housekeeping image image

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POLICIES
- By what means shall we proceed, within limits
shall we try to work towards our objectives?

Production
operations 2
Management
Policies 3
Maintenance
Policies 1 Personnel
practices 4
Union
Relations 5
Financial
Objective 6
2/18/2017
2/18/2017
 MAINTENANCE
ORGANIZATION
MAINTENANCE MANAGER

MECHANICAL

2/18/2017
What does MAINTENANCE really
do?
• What constitutes maintenance work?

• What are the functions of our

maintenance department?

• What do we expect of maintenance?

What Constitutes MAINTENANCE work?

• Training of Maintenance Staff

• Training of Production Operators
• Testing parts for suitability
• Planning servicing schedule
• Improvement and modification
• Protective painting
• Spare parts availability

Apart from the obvious jobs of repair, lubrication,

overhauls, inspection and replacement of parts, there
are others which are less immediately evident. Among
these duties we find:
What are the FUNCTIONS of MAINTENANCE DEPT?
• The grouping-together of complete plant and equipment
inventory is as if we were to say, ”look, this is what we to
maintain”

• Management and administrative duties which have to be

assigned to the maintenance staff to cover the life of plant
at its various stage.

• The type of service required by the plant

• The degree of planning involved, such as emergencies,

periodically, repeated cycles or “do-it-any-odd-time”jobs

• The reasons for doing the jobs e.g. repair of breakdown,

prevention of failure detection of faults, etc..
 What do we EXPECT of
MAINTENANCE?

• What is expected of maintenance

depends on WHO does the
expecting.
 Planning the System of Maintenance

Poorly organized maintenance department are

not hard to find
Here are some of the opinions taken from a rich
collection acquired over the years:
• Our machines are so old that no amount of maintenance will help them. Anyway,
we are planning to replace them

• The equipment is brand new and highly automatic, all it needs is a few drops of oil
in the right place.

• We have had no trouble for many years just as we are, these are study machines so
why worry?

• Our operators have instructions to take good care of their machines and it works!

• We have tried to get experienced men for years, but in this area, they are simply
not available.

• We rely on outside contractors. They are right next door, you know!

• Our foremen knows all the machines like the back of his hand, we do not need a
system to tell us what’s wrong

• We have bunch of good labs,they work hard and would resent being tied down by
procedures

• We get all our figures from accounting.

 LOOP OF SYSTEMATIC ACTION

• will tell us the best way to develop maintenance

service

• will have us to establish:

– WHAT is to be done, and WHY

– HOW the work is to be done, and WHEN the job and

WHO is to do it
 Plant Data
Groups Policies Budgets
Number of Seasonal Investment
Units
Equipment Utilization Finances
Condition, etc.
Loads Depreciation

Recording of Relevant
Data

1. Management techniques
2. Clerical procedures Analysis of need
Breakdown Elimination
3. Technological Practices
Implementation
4. Personnel management
Planning and 1. Design Improvements
5. Financial/operational controls
Scheduling
2. Change of schedules
Controls 3. Service specifications

Reporting
 Breakdown Maintenance
“Don’t do a thing until you see smoke
rising”
Breakdown Maintenance
Normally this approach is referred to as a “repair”
maintenance but it is not in the true sense a system at all
because there is no service is carried out unless a failure has
occurred. In so doing, what we really needs on this approach
is obtaining full information of breakdowns. Having these
formations, discussions has to be done for us to arrive a
solution to avert recurrence of the same nature by:

• Re-designing or improving part or component

• Re-scheduling maintenance service
• Altering operating instructions
• Changing the process
• Re-training/orientation of Personnel
 Routine Maintenance
Simple Service in a regular way or “as much
as we can afford”
 Routine Maintenance
Under this system, there are two level of
maintenance namely FIRST and SECOND.
Under the first Level Maintenance, there is
no tools or equipment needed. Only the
five senses is necessary :

•Smelling •Hearing •Seeing

•Feeling

•Tasting
Routine Maintenance
Second Level Maintenance, some activities are:

• Lubrication on daily, weekly and monthly

and yearly basis
• Changing and cleaning of filters on
specified time
• Servicing of Air Compressor every quarter

Simply, Routine Maintenance is a

procedure being followed on a
documented procedure known to as
“CHECKLIST”.
SAMPLE DAILY CHECKLIST

DATE __________________ TIME __________________

COOLING SYSTEM /FILTERS

OPERATING CONDITION

ARCING / SPARKING
VIBRATION / SOUND

CARBON BRUSH
TEMPERATURE
DESCRIPTION REMARKS

1 EXTRUSION
=211+R12-M021 Rotary Valve Big Bag Station Motor
=213+R12-M011 Vaccum Feeder MB1 Motor
=213+R12-M013 Vaccum Feeder Pearlized Motor
=216+S11-M011 Granulate Con. Fan Ext. Feeding
=216+S11-M021 Hopper Mixer Motor
=311+H12-M131 Main Extrusion Gear Oil Pump 1
=214+S11-M023 Dos. Unit Coex2 MB2 Suction Motor

LEGEND : 3 Normal s For Repair / with abnormalities

m Not Applicable & Need Urgent repair

Checked By: Noted By:

 DAILY CHECK LIST__________________________ YEAR ________ MONTH__________________
Item
EQPT. PLACE of INSPECTION DESCRIPTION CRITERIA METHOD 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
No.

1 Roll No. 1 WITHIN RATED VISUAL

2 Roll No. 2 WITHIN RATED VISUAL

3 Roll No. 3 WITHIN RATED VISUAL

4 Roll No. 4 WITHIN RATED VISUAL

Below 90º &
5 LUB. ROLL 1 TEMP. & FLOW
VISUAL
Continous
Below 90º &
CALENDER ROLLS

6 LUB. ROLL 2 TEMP. & FLOW

VISUAL
Continous
Below 90º &
7 LUB. ROLL 3 Continous
VISUAL
TEMP. & FLOW
Below 90º &
8 LUB. ROLL 4 VISUAL
TEMP. & FLOW Continous
APPROPRIATE
9 LUB. GEAR BOX CONTINUOS VISUAL
LUBRICATION
HYDRAULIC
10 ROLL CROSS HYDRAULIC 90 KG/CM2 VISUAL
MARKER
HYDRAULIC
11 QUICK OPEN 200 KG/CM2 VISUAL
MARKER
MAIN MOTOR SHAFT &
12 NORMAL
BRG. TEMPERATURE HAND
EYE, EAR,
13 WHOLE SOUND SMELL & SAME NOSE &
VIBRATION HAND
14 WHOLE GOOD VISUAL

15

Legend 3 = NORMAL D =FOR REPAIR

O = FOLLOW UP O =URGENT

Shift -In- Charge: _________ _________ _________ Section Leader : _____________ _______________
 ELECTRICAL DAILY CHECKLIST
DATE __________________ TIME __________________

COOLING SYSTEM /FILTERS

OPERATING CONDITION
VIBRATION / SOUND

ARCING / SPARKING

CARBON BRUSH
TEMPERATURE
DESCRIPTION REMARKS

=214+S11-M 054 Dos . Unit Coex2 MB2 Dos ing Motor

=214+S11-M 025 Dos . Unit Coex2 MB3 Suction Motor

=214+S11-M 056 Dos . Unit Coex2 MB3 Dos ing Motor

=214+S11-M 027 Dos . Unit Coex2 Copo Suction Motor

=214+S11-M 058 Dos . Unit Coex2 Copo Dos ing Motor

=214+S11-M 040 Dos ing Unit Coex1 Mixer Motor

=214+S11-M 050 Dos ing Unit Coex2 Mixer Motor

=915+A 15-M 015 Coextruder #1 DC Motor

=916+A 16-M 015 Coextruder #2 DC Motor

=315+A 15-M 211 Co-extrus ion #1 Gear Pum p Motor

=316+A 16-M 211 Co-extrus ion #2 Gear Pum p Motor

=321+A 72-M 021 Air Knife Fan Motor

2 REGRANULATION
=392+A 92-M 031 Was te Grinder Motor

=392+A 92-M 055 Feed Rolls Top DC Motor

=392+A 92-M 075 Feed Rolls Bottom DC Motor

=392+A 92-M 037 Was te Grinder Hydraulic Pum p Motor

Com pactor Hydraulic Pum p Motor

Erem a Extruder Motor

=392+A 92-M 044 Erem a Conveyor Belt Motor

Erem a Pelletizing Head Motor

LEGEND : 3 Normal s For Repair / with abnormalities

m Not Applicable k Need Urgent repair

Checked By: Noted By:

 Planned Maintenance

According to the needs of the

equipment and utilization,
specified on annual time scale.
 Planned Maintenance

Team effort is the key for the success of the

equipment and utilization specified on annual
time scale.
 Planned Maintenance
As a rule the following activities are
included on the plan.
• Inspections
• parts and materials preparation
• Replacement of parts if found necessary
• Adjustment and calibration
• All other activities and lastly
• Recording after the job is very
important
 Preventive Maintenance
“Well do anything to prevent breakdowns”
Preventive Maintenance

Normally this applies to system which strive to reduce the likelihood

of failures such as aircraft operation, power stations, or critical
installations in case of mines ventilation.

This approach is very costly and need some statistical data and
analysis. To established this system immediately, we need
information on the manufacturer for the life of their machine.
 Preventive Maintenance
To achieve the prevention of breakdowns, planned service is carried
out with the explicit additional objective of detecting weak points
and ensuring perfect functioning by replacing parts which could still
be used were it need for the assurance that we required.

Thus after the service a machine is “as good as new” and high degree
of reliability.
Preventive Maintenance
Naturally, the cost of running this system
is high and it is therefore be applied
only in the cases of

absolute necessity.
 STEPS IN PREPARATION OF
MAINTENANCE PROGRAM
1. Identify and list all equipment installed to be maintained
2. Provide checklist for the equipment and machines (First Level Maintenance)
3. Provide service schedule as per manufacturer’s recommendation or industry
standard (Second Level Maintenance)
4. Prepare Plan Maintenance Schedule for one year
5. Prepare Preventive Maintenance just after you have statistical data or
knowledge
6. Attach service control tag to equipment
7. Implement and monitor all maintenance schedules
8. Record all activities to Equipment History Card (EHC)
 PAPERWORK

• Paperwork performs the following important task :

– INITIATES action, by identifying the job and the date

– COLLECTS data, by describing the action taken
– CONTROLS operation, by recording the input of resources

• By taking these tasks, we can ensure:

– The RELEVANCE of data

– Their ACCURACY
– Their RETRIEVABILITY
 FORMS...

• There is no right or wrong form

• Form design is a function for the needs of application

• But of course the simple rule is the

“simpler the better”

PLANNING and SCHEDULING

PLANNING –preparatory work which define the job

WHOM or by WHAT craft it should be done and
what sequence

SCHEDULING – refers to the timing of the job

WHEN and WHERE
it is to be done
 Maintenance hour is shared
among the following
a. Routine Schedules

b. Planned Maintenance

c. Preventive Maintenance

d. Irregular and unforeseen jobs

e. overhauls,plant shutdowns or project work

TYPES OF WORKLOAD IMPLEMENTATION

Routine service schedules:

lubrication, inspection, replacements

Planned Maintenance

Preventive Maintenance

Irregular Jobs and

Emergencies

Overhauls, new installations

and/or large-scale jobs
Routine Maintenance /
Inspection Tags
Problems relating to the operation of
maintenance stores
A.Organizational Problems

– Staffing

– Authority to receive , issue , inspect , reject

– Responsibility to stock

– Reporting to what function

Problems relating to the operation of
maintenance stores
B. Procedural Problems

– Issuance and receiving procedures

– Stock control method ; reordering point

– Paperwork sequence

– Dealing with scrapped,salvaged, and reconditioned parts

– Inventory codes of stock items

– Inventory taking
Problems relating to the operation of
maintenance stores
C.Physical Facilities

– Size of stores,layout,gates,mezzanines,etc.

– Shelving and marking

– Lifting and transporting devices

– Safety measured , security

– Lighting,humidity control,pest control,etc.

Problems relating to the operation of
maintenance stores
D. Items Stocked

– Supply of tools and instruments

– Grouping of materials

– Storing and preservation of spare parts

– Storing of standby unit

– Standardization

– Elimination of obsolete items

Problems relating to the operation of
maintenance stores
E. Economics

– Reordering quantity

– Turnover rate of stock

– Depreciation and interest rate

– Obsolescence

– Costing of items

– Contract suppliers

– “ Make or Buy “ decision

STOCK CONTROL
Rule-of-Thumb in determining re-
ordering point

a.Classify into FAST,MEDIUM and SLOW-MOVING items

b.Fixed-interval,fixed quantity orders can be placed as

constant consumption rate

c.Maximum/minimum methods for costly items requiring

yearly reviews for obsolescence and turnover
STOCK CONTROL

Analytical Method in Determining Re-ordering point

– Number of machine using the same parts

– Average rate of usage

– Restocking lead time(delivery period)

– Cost of tied-up capital

– Available storage space

– Cost of order(economic batch size)

– Risk of obsolescence
STOCK CONTROL
An Approach to Replacement Procedures

Replacement problems of plant

equipment and machine relate to the
following managerial functions:

PRODUCTION - the user of equipment

MANAGEMENT - the provider of money
MAINTENANCE -the adviser on replacement
STOCK CONTROL

An Approach to Replacement Procedures

A good maintenance system will enable

MAINTENANCE MANAGER to fulfill
the role exceptionally well especially in
providing relevant data of service
STOCK CONTROL

Instances relating to replacement as direct outcome of

mechanical/electrical deterioration

•Wear and Tear

•In-accuracy and lack of uniformity of
product
•Low degree of reliability
•High frequency of stoppages
•Increased safety hazard
•Excessive power consumption
•Rising maintenance cost
 HUMAN ELEMENT

Maintenance personnel gets

upset because of
frustration
EXPRESSIONS OFTEN HEARD

“There’s nobody to talk to.They simply won’t

listen”

“It’s dead-end job,no use in trying”

“Why hurry?the stores/parts/tools/supervisors

will hold up anyhow”

“It’s a dirty job , they blame you for everything”

Factors that will help in creating proper mind-set
”good morale”

Management Policies- which relates

directly or indirectly to maintenance

Working Conditions and Relationship-

under which work is perform

Personnel Policies-which are in force

Areas that can be profitably investigated to
improve current situation

– The available manpower

potential(experience,training and skill)

– Morale boosters

– Competence of supervisors

– Maintenance Manager job performance

– Incentives to good workers’ performance

 A GOOD MAINTENANCE WORKER

• He must be inquisitive (desire to know) and

resourceful

• He must be adaptable and self-sufficient

• He must be dependable and responsible

• He must be keen to learn and interested to his

trade

• He must be able to observe and visualize

• He must be co-operative and helpful

A GOOD MAINTENANCE WORKER

• He must be healthy in body

• He must be emotionally stable

• He must be safety conscious for himself and to

his fellow workers

• He must able to work under pressure

• He must be alert and posses keen senses

• He must always try to do a good job

 UTILITIES DAILY CHECKLIST
DATE: TIME:

HOT OIL BURNER

SMOKE/ STACK
SET POINT (SP) vs PROCESS VARIABLE(PV)
ALARM
FIRST SHIFT

OIL FLOW (.25 TO .34)

OIL PRESSURE (2.7 TO 3.5)
LEAKS
NOISE / VIBRATION
FUEL PRESSURE (22 TO 30)
WHOLE
OTHER / REMARKS

LEGEND :
3 Normal s For Repair / with abnormalities
m Not Applicable k Need Urgent repair

AIR COMPRESSOR
AIR COMPRESSOR
1 2 3
PACKAGE DISCHARGE PRESSURE (RATED)
FIRST STAGE DISCHARGE TEMP (250 C)
SECOND SHIFT

SECOND STAGE INLET TEMP( 60 C)

PACKAGE DISCHARGE TEMP (60 C)
BEARING OIL TEMP( 76.7 C)
TOTAL HOURS
LOADED HOURS
OIL LEVEL
NOISE / VIBRATION
CHILLER
EVAPORATOR PRESSURE 1
CONDENSER PRESSURE 1
THIRD SHIFT

EVAPORATOR PRESSURE 2
CONDENSER PRESSURE 3
ACTIVE CHILLED WATER SET POINT(SP)
EVAPORATOR ENTERING WATER TEMP
EVAPORATOR LEAVING WATER TEMP
OUTDOOR AIR TEMP

CHECKED BY: NOTED BY:

FIRST SHIFT SECOND SHIFT THIRD SHIFT

 DATE :

WEEKLY HYDRAULICS CHECKLIST

Gas Pressure (Accum ulator)

Blockage Indicators
Fluid Tem perature

Water Coolers
External leaks

REMARKS
Air Coolers
Fluid Level

Dam age

Noise
EQUIPMENT

Dirt
Main Extrusion Gear Oil Pump 1
Main Extrusion Gear Oil Pump 2
MONDAY
Co-Extruder 1 Gear Oil Pump
Co-Extruder 2 Gear Oil Pump
Waste Grinder Hydraulic Pump
Compactor Hydraulic Pump Motor
TUESDAY
TDO Chain Lubrication Pump Inlet
TDO Chain Lubrication Pump Outlet
TDO Bolt Lubrication Pump
TDO Hydraulic Pump Chain Tension
WEDNESDAY
TDO Edge Guide PneumoHydralic Pump OS
TDO Edge Guide PneumoHydralic Pump DS
Edge Trim Grinder Hydraulic Pump Motor
Winder Hydraulic Pump Motor
THURSDAY
Main Slitter Hydraulic Pump
Secondary Slitter 1 Hydraulic Pack
Secondary Slitter 2 Hydraulic Pack
Secondary Slitter 1 Edge Guide Hydraulic
FRIDAY
Secondary Slitter 2 Edge Guide Hydraulic
Cigarette Slitter Hydraulic Pump

LEGEND : 3 Normal s For Repair / with abnormalities

m Not Applicable k Need Urgent repair

Checked By: Noted By:

 DATE:

MONTHLY AIRCONDITIONING CHECKLIST

ACU Location Full Load Ampe re

Capacity Ampe re
Voltage Phas e

Re marks : Re marks :

Compressor d Leak of R-22 /Oil d

Fan Motor 1 Water Leak 1
Fan Blower 1 Drain Fan 1
Fan Blade 1 Suction Pressure 1
Air Filter 1 Electrical Control 1
Thermostat 1 Vibration 1

Le ge nd:
O - Normal
X - Ne e d Re pair
RC - Re pair Comple te d

RECOMMENDATION

Che cke d B y: Note d B y:

AVFM Maintenance Planner

 FORKLIFT MAINTENANCE CHECKLIST
TRUCK MODEL
TRUCK ALLOW . LOAD
TRUCK OW NER

Date:

CHECK HERE CHECK HERE

Result of remedy found, if any,

r on previous checking r Slide View Mirror

r Leaks of oil, fuel or water r Shift Lever(s)

r Tire inflation pressure FL/FR r Loading Levers

RL/RR r Parking brake levers

r Hub nut torque FL/RR r Monitoring lamps

RL/RR r Meters and Gauges

r Overhead guard r Fuel Level

r Brake & clutch fluid level r Lights and Lamps

r Battery electrolyte level r Turn Signal

r Coolant level r Horn button test

r Engine Oil level r Clutch pedal

r Fan belt tension r Brake pedal free travel

r Rear combination lights r Mast test

r Hydraulic oil level r Lift chain tension

r Piping and cylinders r Steering handlewheel free play

r Powershift Transmission fluid level r Exhaust gas condition

r Load backrest r Clutch test

r Forks and fork stoppers r Brake test

r Headlights and front combination lights r Steering test

r Operator's seat adjustment r Parking brake test

r Back-up lamp / back-up alarm test

Legend:

m Normal l Repair completed

X Need repair T Not applicable

Checked By:

AVFM

RECOM M ENDATION
 No. ____________

WORK TURN-OVER REPORT

MAINTENANCE DEPARTMENT

Date : Time Started : _______

Location : Time Finished : _______

ITEM DESCRIPTION REMARKS

Prepared By: _____________ Concurred By : ________________

 MAINTENANCE PRACTICE
UNDER RCM
RELIABILITY CENTERED MAINTENANCE (RCM)
• REACTIVE (BREAKDOWN)

• PREVENTIVE (TIME-BASED)
• PREDICTIVE (CONDITION-BASED)

• PROACTIVE (RELIABILITY-
BASED)
THANK YOU
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