Maintenance & Reliability News - Maintenance Journal

8
AMMJ
July 2013
Terry scanned the written information
(getting feedback) on repairs made,
delays encountered, and parts and tools
used for each job.
Terry also knew that separate daily
timesheets each technician completed
would be entered into the CMMS by a
clerk and assign labor costs to each
work order.
Along with parts charged from the
storeroom, the CMMS would total the
cost for each work order.
It was critical to have history cost
information to help guide future repair or
replace decisions.
On one job it was not clear what extra
part the technician had used. Terry
paged the technician to ask him so the
plan for a future job would have the part
available.
After making changes to several of the
existing job plans in the CMMS (using
feedback), Terry gave the paper work
orders to the planning clerk to type the
written feedback onto each work order
in the CMMS, mark them as CLOSE,
and then discard the actual paper
copies.
Time for the morning break. Things
were going at a good pace.
Not only was all the reactive work
planned before lunch, but Terry had
been able to close out the finished
work orders and would get a start on
planning the other work orders.
After break, Terry concentrated on the
“proactive” AUTH work orders in the
CMMS.
Two jobs required extensive
maintenance planning and two jobs
required only minimum maintenance
planning. Terry printed out a copy of
each proactive job for note taking.
On the first extensive job, a
thermography route (predictive
maintenance) had shown a slight leak
for a valve. A check of the CMMS
history showed that this valve had a
history of leaking.
The second extensive job, for a
pump, had no identified component
tag number because schematics and
coded tags were still being developed
and hung for that section of the plant.
Terry still looked around in the CMMS
to see if he could find any past work
orders under the general system code,
but wasn’t able to find anything (system
vs. component level).
Of course, there wouldn’t be any
history for the minimum maintenance
jobs.
Terry put on his hard hat and safety
glasses and went out to scope the
proactive work orders with a field
check.
He noted that although the valve was in
somewhat of a high pressure service, it
had flange connections and would not
require a certified welder. Terry decided
to include scaffolding in the plan.
Terry then looked at the valve which
was reported to be running hot. Terry
was not sure what the solution to this
would be.
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