&EPA
United States
Environmental Protection
Agency
Office of Water October 1973
Program Operations (WH-547) 430/9-74-004
Washington, DC 20460
Water
Maintenance Management
Systems for Municipal
Wastewater Facilities
MO-7
-------
NOTES
To order this publication, MO-07, "Maintenance Management Systems for Municipal
Wastewater Facilities", write to:
GENERAL SERVICES ADMINISTRATION (8BRC)
CENTRALIZED MAILING LIST SERVICES
BUILDING 41, DENVER FEDERAL CENTER
DENVER, COLORADO 80225
Please indicate the MO number and title of publication.
-------
MAINTENANCE
FOR
MUNICIPAL WASTEWAT1B FACILITIES
MUNICIPAL OPERATIONS BRANCH
- OFFICE OF WATER PROGRAM OPERATIONS
U. S. ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, D, C. 20460
CONTRACT NO. 68-01-0341
OCTOBER 1973
-------
EPA Review Notice
This manual is presented as helpful guidance and source
material only; it is not a regulatory document. Mention of
trade names or commercial products does not constitute EPA
endorsement or recommendation for use.
u
-------
ABSTRACT
The Environmental Protection Agency (EPA) through its operation and maintenance
program, Office of Water Programs Operations, has commissioned Wiley & Wilson, Inc.,
Engineers * Architects * Planners, Lynchburg, Virginia to develop recommendations for
the preparation of maintenance management systems to be used at municipal wastewater
treatment facilities. The recommendations are presented in the form of a manual to be
used by treatment system management in developing maintenance management systems.
The principal background for this work came from the existing maintenance guidelines
as outlined in the Appendix of the "Federal Guidelines For Design, Operation and
Maintenance of Wastewater Treatment Facilities", 1970, During the project, informatioa
was obtained from persons experienced in maintenance management. Existing main-
tenance management systems used by wastewater treatment facilities, industry, anei the
armed forces also were reviewed.
These recommendations cover each of the basic features required in a sound maintenance
management system and a separate section of this manual discusses each feature.
These recommendations are not intended as a rigid format; they can be modified to, fit
the particular at hand. By following these recommendations, a complete and efficient
maintenance management system will be developed.
111
-------
-------
TABLE OF CONTENTS
SECTION
I CONCLUSIONS
II RECOMMENDATIONS
' * - *
III INTRODUCTION '" ^5
Scope and Purpose 5
Manual Format 6
Basic System Features Outline 6
IV EQUIPMENT RECORD SYSTEM '9
General 9
Equipment Numbering System 9
Equipment Catalog 10
Maintenance Information 10
Card File Systems 13
Single Card System ' 13
Three Card System . 14
"Edge-Punched Card System 14
Collection System Maintenance Records .- _ 19
Computerized Maintenance Program 21
V MAINTENANCE PLANNING AND SCHEDULING - 27
General 27
Schedule Chart Board ' 32
Work Order System " 32
Preventive Maintenance 39
Preventive Maintenance Servicing Procedure and Checklists ' 43
Corrective Maintenance " 43
- Manpower Utilization 44
-- Maintenance Labor Standards 47
VI STOREROOM AND INVENTORY SYSTEM 49
Central Storeroom 49
Storeroom System 50
Inventory System 50
- Purchase Order System 53
-------
TABLE OP CONTENTS
(Continued)
SECTION PAGE
VII MAINTENANCE PERSONNEL AND ORGANIZATION 57
General 57
Maintenance Personnel 57
Maintenance Organization 59
Maintenance Personnel Training 60
VIII COSTS AND BUDGETS FOR MAINTENANCE OPERATIONS 67
Maintenance Costs 67
Maintenance Budget 70
IX CORRELATION OF THE BASIC SYSTEM FEATURES
INTO A WORKING MAINTENANCE MANAGEMENT
SYSTEM 75
General 75
Example Maintenance Management System 76
(Small, Middle Size and Large Facilities)
X MAINTENANCE MANAGEMENT SYSTEM EVALUATION 95
GUIDELINES
XI ACKNOWLEDGEMENTS 101
XII REFERENCES 103
VI
-------
LIST OF FIGURES
FIGURE
NO. ' PAGE
1 PREVENTIVE MAINTENANCE FORM ' 15
2 EDGE-PUNCHED CARD RECORD SYSTEM ,17
3 SAMPLE CARD FOR THE WEEKLY FREQUENCY GROUP 18
4 DAILY WORK SHEET 20
5" CLOSED SYSTEM COMPUTER MAINTENANCE PROGRAM 26
6 DAILY WORK SHEET 29
7 ROUTINE DUTIESTO BE SCHEDULED BY FOREMAN 30
8 MAINTENANCE SECTION GENERAL PRIORITY SCHEDULE 31
9 WORK ORDER FORM 34
10 WORK ORDER FORM 35
11 WORK ORDER FORM 36
12 WORK ORDER FORM 37
13 WORK ORDER FORM 38
14 STOREROOM INVENTORY CARD 51
15 STOREROOM TICKET 52
16 SAMPLE PURCHASE ORDER 55
17 MAINTENANCE ORGANIZATIONAL CHARTPLANT : 61
10 MGD OR LESS
18 MAINTENANCE OKGANIZATIONAL CHARTPLANT SIZE: 62
10 MGD TO 50 MGD
19 MAINTENANCE ORGANIZATIONAL CHARTPLANT : . 63
50 MGD TO 100 MGD .
20 MAINTENANCE ORGANIZATIONAL CHARTPLANT SIZE; 64
100 MGD AND GREATER
21 MAINTENANCE COST TREND FORM " 69
22 SAMPLE THREE CARD SYSTEM 79
23 SAMPLE EQUIPMENT RECORD CARD 82
24 WORK ORDER FORM 84
25 WORK ORDER FORM 85
26 MAINTENANCE SECTION GENERAL PRIORITY SCHEDULE 86
27 SAMPLE INVENTORY CARD 88
28 STOREROOM TICKET 89
29 SAMPLE PURCHASE ORDER - 91
vn
-------
-------
SECTION I
CONCLUSIONS
1. A sound maintenance management system will help ensure that a municipal waste-
water treatment facility operates efficiently and the effluent limitations, as described
in the facility's discharge permit, are being met.
2, A review of municipal wastewater treatment facilities across the country reveals
that, although no standard maintenance system is in use, all plants have instituted
some form of maintenance. However, many plants haven't undertaken their main-
tenance in an orderly enough manner that it could be termed a system.
3. The information on maintenance management systems contained in this manual
should be helpful to persons developing the maintenance chapter in a treatment
facility's Operation and Maintenance Manual. The information should also assist
persons revising an existing maintenance program. The manual, however, does not
attempt to define ideal maintenance management systems for every size and type
municipal wastewater treatment plant.
4. Treatment plant management must give their full support to the maintenance pro-
gram if it is to be successful. Plant management must convince all maintenance
personnel that, by following the maintenance program, both the overall plant oper-
ation and the maintenance organization will benefit.
5. A good maintenance management system ensures that necessary preventive main-
tenance work is performed through proper planning and scheduling, by adequately
trained personnel, and by realistic estimates of corrective maintenance require-
ments.
6. The costs required to maintain a preventive maintenance program are less than the
expensive repairs that result from inadequate preventive maintenance.
7. The records of a good maintenance system on equipment, work orders, and store-
room activities contain sufficient cost information to permit control of maintenance
expenditures and to allow realistic budget preparation.
8. A maintenance management system should not stand still. It needs to be continuously
reviewed and revised to keep up with changing equipment requirements, staff
capabilities, and maintenance costs.
9. The attention given to maintenance activities by wastewater treatment management
is somewhat less than that given by managers in profit oriented industries.
-------
10. The most important factor in any good maintenance program is the people involved.
It is essential to pay attention to the needs of these people. These people's needs
include adequate training, proper tools, good working surroundings, competitive
salaries and fringe benefits, and adequate opportunity for advancement in both
salary and degree of responsibility.
-------
- - - -. SECTION II '
RECOMMENDATIONS
1. Persons preparing the maintenance chapter for a municipal wastewater treatment
facility's operation and maintenance manual should review the information on
maintenance management systems contained in this manual. This manual contains
the necessary information to ensure that consideration is given to each feature
required in a sound maintenance management system. Persons revising existing
maintenance programs also may find this information helpful.
2. Persons recommending maintenance management systems for municipal wastewater
treatment facilities should review thoroughly the requirements for the particular
facility under consideration. Obtain information from persons with experience in
the maintenance and operation of equipment similar to that in the facility under
study. The maintenance program recommended, however, should be tailored to the
facility's needs. Also, investigate the use of computers to handle a portion or all of
the maintenance system.
3. The maintenance management system of a municipal wastewater treatment facility
should be ready for implementation when the plant is started up. All necessary
forms should be available and procedures defined. These items, of course, can be
revised at some later time, but it is important to have the maintenance program
properly initiated to ensure its proper place in overall plant operation.
4. The training of the maintenance staff should receive the same emphasis as the
operator training in a municipal wastewater treatment facility. This training is
necessary if maintenance skills are to be sharpened and expanded, and should be a
combination of formal courses, correspondence courses, and on-the-job training.
5. All corrective maintenance work in a municipal wastewater treatment facility should
be initiated by a written work order. Of course, emergency repairs are an exception
to this recommendation, but a follow-up work order should be prepared even on these"
repairs. The work order system provides the necessary control to ensure that correc-
tive maintenance work is not interfering with the preventive maintenance schedule.
The system provides a record of maintenance labor and material costs. The work
orders also can be used to measure the efficiency of the maintenance staff.
<.
6. Detailed preventive maintenance procedures (or checklists) should be developed for
all major equipment items in the municipal wastewater treatment facility. These
procedures (or checklists) should be based on individual manufacturer's recommen-
dations and provided to maintenance crews to help ensure preventive maintenance
is performed correctly and efficiently.
-------
7, Municipal wastewater treatment management regularly should investigate the per-
formance standards of maintenance labor and use of maintenance manpower. Such
investigation will improve the efficiency of their maintenance personnel. Performance
usually improves when a minimum level of acceptable work is established and when
the activities of the labor force are planned and scheduled for maximum efficiency.
-------
- - -SECTION III
INTEODUCTION
Scope and Purpose
The primary function of municipal wastewater treatment facilities is to collect and treat
municipal waste-waters so as to attain an interim national ", . . goal of water quality
which provides for the protection and propagation of fish, shellfish, and wildlife, and
provides for recreation in and on the water." The Federal Water Pollution Control Act
Amendments of 1972 stipulate that this is to be accomplished by publicly owned treat-
ment works in a consistent and reliable manner so as to meet effluent limitations based
upon secondary treatment or any more stringent applicable limitation, by July 1, 1977,
and so as to employ the best practicable waste treatment technology by July 1, 1983.
The specific conditions and limitations will be identified in a permit issued to each point
source discharge under the "National Pollutant Discharge Elimination System" as
established by the Act.
Since the discharge of pollutants in excess of the effluent limitations of discharge permits
is prohibited by the Act, it is essential that municipal wastewater plants, from the day of
initial operation, effectively treat wastewater in compliance with those limitations. This
manual has been prepared to assist in the accomplishment of this objective.
This manual provides guidelines to aid plant management in selecting, instituting, and
evaluating various maintenance management systems for municipal wastewater treat-
ment facilities. A maintenance management system encompasses all those policies, plans,
and procedures required to -adequately maintain a facility.
To obtain data for the manual, a survey of existing manual and automated maintenance
systems literature was conducted. Techniques used by the Armed Forces, industries, and
existing municipal wastewater treatment systems were reviewed and field surveys of
selected facilities also were made. The results of these surveys plus information obtained
from persons experienced - in maintenance management, and recommendations from
Wiley & Wilson's Sanitary Engineering Conceptual Design Team all are incorporated
in this manual.
The treatment plant must be recognized as a highly specialized and complex manufac-
turing facility that must produce an acceptable product or effluent. It is the plant
management's responsibility to produce this effluent at the lowest unit cost and at the
highest quality possible. One important key to fulfilling this responsibility is a sound
maintenance management program.
A good maintenance management system will reduce breakdowns, extend equipment life,
and provide for more efficient manpower utilization and performance. The system will
-------
provide data to aid in solving maintenance management problems and develop cost and
budget recommendations.
Manual Format
Persons using this manual should be familiar with its organization and the general
contents of its major sections, and following basic definitions:
Preventive maintenance is work done to prevent breakdown, reduce wear, improve effici-
ency, and extend the life of equipment and structures. These are maintenance functions
that can be performed while the plant is usually in operation. These tasks would include
routine inspection of equipment, lubrication, and minor equipment adjustments.
Corrective maintenance is work required for repairs and nonroutine maintenance func-
tions. These tasks are performed while the plant is in operation or with & minimum of
equipment downtime. These tasks would include changing belts and replacing worn
bearings and brushes.
Major repairs or alterations are major tasks which generally occur when a unit is out of
service. These tasks usually involve large expenditures of money and additional support
personnel to aid or accomplish the required task.
Detailed discussions of the basic features of any sound maintenance management system
are provided in the following sections:
Equipment Record System
» Maintenance Planning and Scheduling
Storeroom and Inventory System
« Maintenance Personnel and Organization
Cost and Budgets for Maintenance Operations
The following is a brief introduction to each of the five basic features of any sound
maintenance management system. A system efficiently using these basic features will
provide for economy in maintenance cost and reliability in equipment operations for the
maintenance program.
Equipment Record System The equipment record system contains information on
each item of equipment requiring maintenance. This system may be one card on each
-------
item of equipment, a number of. cards for each item, or for largre plants, a combination
of both cards and data maintained on a computer.
The equipment record system provides information on preventive maintenance tasks with
their frequencies, corrective maintenance work performed and maintenance cost data.
Information used in making cost analyses, preparing maintenance budgets and evaluating
maintenance problems will be found in the record system.
Maintenance Planning and Scheduling The planning and scheduling of maintenance
work is an essential ingredient in any good maintenance management system. If plan-
ning and scheduling is done properly, the maintenance force will be used in the most
efficient manner and the preventive maintenance program will be effective. Tools for
planning and scheduling include schedule boards, maintenance work orders, and main-
tenance labor standards. The key to succssful planning and scheduling is a realistic
estimate of a facility's corrective and preventive maintenance needs.
Storeroom and Inventory System The purpose of a good maintenance management
system is to ensure the proper operation of the treatment facility. The storeroom and
inventory procedures used at the treatment plant can help ensure that the maintenance
system's purpose is achieved. A good storeroom procedure will maintain control of items
on hand, will recognize when to reorder needed supplies, will facilitate locating items
on hand, and will provide for efficient purchasing and receiving of all supplies.
Maintenance Personnel and Organization Regardless of the care which goes into the
selection of an equipment record system or work order system, it is the plant's main-
tenance staff who is ultimately responsible for ensuring the maintenance management
system functions properly. All maintenance tasks within the treatment facility should
be analyzed, and properly trained personnel in, sufficient numbers should be provided.
The maintenance management system should provide adequate staffing, arrange compre-
hensive maintenance training programs, develop accurate job descriptions for all per-
sonnel, and maintain an organizational chart to help define maintenance responsibilities.
Cost and Budgets for Maintenance Operations Information on plant maintenance cost
and the development of a maintenance budget are very important for their incorporation
into the plant's total operation and maintenance budget. Before an accurate estimate of
maintenance cost can be made or a sound maintenance budget can be prepared, it is
necessary to divide the maintenance operations into service categories such as preven-
tive maintenance, corrective maintenance, and major repairs or alterations. With the
maintenance operations defined, the information in the equipment card file on work
performed, work contracted out, items used from storeroom stock and purchased, and a
breakdown of man-hours can be used to develop information on maintenance cost. With
allowances for equipment replacement, expansion, and information on maintenance history
for the plant, the maintenance budget then can be developed.
-------
The manual section entitled "Correlation of the Basic System Features into A Working
Maintenance Management System" provides three examples of how the basic features
may be combined to develop a sound system.
Criteria to be used for evaluating proposed or existing maintenance management systems
are provided in the manual section entitled "Maintenance Management System Evalu-
ation Guidelines."
-------
SECTION IV
EQUIPMENT RECORD SYSTEM
General
An equipment record system should be developed to maintain Information on each item
of equipment. The facility owner should be involved in selecting the system to be
recommended. The equipment record system should contain information on each item
of equipment. This system may be only one card on each type of equipment, a number
of cards for each item or for larger plants, a combination of information cards and data
maintained on a computer.
In addition to the equipment records, as-built drawings of the facility, construction
specifications, construction photos, shop drawings, and manufacturer's catalogs should
be maintained in a file for easy access.
The equipment record system will be used as a source of information for developing cost
and budgets, and obtaining information to evaluate maintenance problems,
Equipment Numbering ^System
The first step in selecting- an equipment record system Is to find an equipment numbering
system that best satisfies the needs of the particular treatment facility. Each item of
equipment in the plant requiring maintenance should be assigned a number for easy
identification and to help ensure all equipment receives proper attention,
One approach is to start numbering the equipment beginning with the point where the
wastewater enters the plant and continue to number each item of equipment as the
wastewater continues through the plant. Sludge handling equipment is numbered after
all wastewater treatment equipment has been numbered.
The consecutive numbering system is not flexible with respect to equipment additions
and omissions. Therefore, consideration might be given to alternating equipment numbers
(1, 3, 5, ?, 9 etc.) or using an alphabetical suffix (12A, 12B, 12C, etc.) to handle this
problem.
A second approach is to number all equipment in a specified area or building with a
range of numbers as 100-120 and the equipment in another area 200-230, this system
of block numbering for a specified area aids in locating equipment, adding equipment,
and setting up numbering system for the equipment card file.
A third approach is to divide the facility into nine and assign 1000 numbers to
each; the stages may be further broken down to 100 series numbers to identify specific
-------
items and allow for future additional units. For example, the pretreatment stage may
be identified as:
3000 Pretreatment Stage 3210 Compressor
3100 Grit Collection 3220 Accessories
3101 Structure 3300 Screens
3110 Mechanism 3301 Structure
3120 Hoist 3310 Bar Screens
3130 Conveyor 3320 Trash Rack
3200 Preaeration 3330 Trash Rack Rake
3201 Structure
A fourth approach is to use a combination of letters and digits. Each plant building or
structure is classified by a capital letter and begins with the influent end of the facility.
An example would be as follows:
A - Pump building
B - Grit chamber
H - Sludge disposal
Equipment in each building is numbered in the sequence of flow such as the pump
building drainage pumps could be A-1.2.
A simple consecutive numbering system is usually entirely satisfactory for a small plant
with a minimum of structures and equipment. A more complicated system that definitely
locates, designates function and identifies is justified for a large plant with several
buildings and a number of treatment steps.
Equipment Catalog
After each item of equipment has been assigned a number, a catalog should be prepared
that lists equipment descriptions, locations and equipment numbers. The catalog will pro-
vide a convenient reference for locating equipment and identifying equipment numbers.
The catalog may be a small file, a notebook containing this information, or a computer
printout bound into a desk reference.
Maintenance Information
The maintenance information maintained in the equipment card or computer files is a
vital part of plant maintenance and operation. The maintenance information should
10
-------
include a list of preventive maintenance functions to be performed and their frequencies.
As these preventive maintenance items are performed, they should be recorded with
the date the work is accomplished and related cost information. As corrective main-
tenance work is performed, this information should also be recorded with the date the
work is accomplished, cost information, and any pertinent comments.
The following is an outline of the information the equipment cards or computer should
contain:
» Description of equipment and equipment number with location in plant.
» * Supplier with address, representative, phone number, date of purchase with
cost.
*Size, model, type, and serial number.
Electrical and/or mechanical data.
Inventory of spare parts on hand.
* Preventive maintenance items to be accomplished with their frequency.
Space to note when PM was performed, by whom and pertinent comments.
Data on man-hours, costs, and materials or supplies consumed.
Information on corrective maintenance work should be maintained in a
manner similar to that outlined above for preventive maintenance.
A system to compile this information for use in determining cost and for
future use in budget development.
* Copies of all purchase orders and invoices should be routed through the maintenance
department to ensure all needed equipment data may be obtained for the equipment
record system.
The system for retaining equipment data should include procedures and information on
how the system is to function and to describe each employee's responsibilities.
Adequate maintenance records assist in equipment evaluation, aid in establishing budgets
for manpower and materials, and help ensure an efficient schedule for preventive main-
tenance functions. Maintenance records also provide plant management with aa indi-
cation of the efficiency of the maintenance personnel. This allows management to assign
11
-------
maintenance personnel to jobs for which they are best qualified and to rotate personnel
for training and overall experience throughout the facility. Such experience provides for
continuity during absences or personnel changes. The information in the equipment
record system can help provide answers to the following maintenance related questions:
1. Is the maintenance work on a specific item of equipment excessive in relation to
other similar units ?
a. What is the cause ?
(1) Is it lack of preventive maintenance?
(2) Is it wrong application of the equipment?
(3) Is breakdown result of inherent defect in the equipment?
(4) Is it due to poor lubrication?
(5) Was the equipment overloaded?
2. Is this maintenance procedure repetitive?
a. Can the maintenance procedure be simplified, improved or eliminated?
b. Are the correct to'ols available?
c. Was an experienced craftsman assigned to the job?
d. Were spare parts required?
(1) Were the spare parts immediately available from plant inventory?
e. Can preventive maintenance procedures be established at less cost?
3. Was overtime work required?
4. Is the clerical time required out of proportion to the maintenance work per-
formed ?
a. Is the overhead cost of clerical work justified for this facility?
12
-------
5. Can the maintenance be done by contract with outside party?
6. Do the maintenance records help in planning maintenance work and
scheduling?
a. Can the cost of time and materials be reduced?
7. Is the data of sufficient volume for the facilities maintenance functions to
be processed" by computer ?
Card File Systems
Various card files are available such as single equipment cards, a three card, system,
edge-punched cards, and card files which are set upright or are located in a horizontal
position and have an edge exposed on which color tabs are placed. These tabs mark
the month and week in which preventive maintenance work is to be performed. These
card systems are readily available through most office supply agencies and the systems
can be adapted to plants based on their individual needs.
The card system will require time to develop and must be done carefully and thoroughly.
Preferably it should be started when a new or improved facility goes into operation.
The record system will be of little value if it is not kept up to date.
Single Card System
A single card system can be developed using ordinary ruled 5" x 8" cards or 8-1/2" x 11"
cards. This system is adequate for small plants where a single supervisor is responsible
for maintenance and record keeping is a duty he must perform by himself. Each item of
equipment should have a single card either filed by equipment number or filed alpha-
betically. The equipment card face should contain the following information:
» Name and location of equipment or structure
Name of manufacturer, supplier, or builder
Cost and installation date -
Type, style, model
* Capacity, size, rating
Serial and code numbers
13
-------
Nature and frequency of maintenance
* Proper lubricants, coatings
The backs of the caids are used to record the date the work is performed, the type of
work, and initials of the person performing the work. Corrective maintenance tasks may
also be noted on the back of the card to provide a complete record of all maintenance
work performed on the item of equipment. Figure No. 1 shows the face and back of a
sample card from a single card system.
Three Card System
The three card system may be used by large or small facilities. Several types of three
card systems are currently available. The following is an outline of the basic information
which may be maintained on each of the three cards:
1. The first card has equipment number, description, nameplate data, vendor
name, cost information, location, mechanical and/or electrical data on the
front of the card. A spare parts list and space for additional information
are on the reverse side of the card.
2, The second card contains equipment item, number, preventive maintenance
tasks and their frequencies. The card should have a metal tab or some other
method to identify when a maintenance task is to be performed.
3, The third card contains item, department, preventive maintenance work
performed, with labor hours, labor cost, materials, and total cost. The re-
maining side contains corrective maintenance work performed with man-
hours and cost data as outlined for preventive maintenance. The date is
also entered to identify when the work was performed. Some standard cards
are color coded in one corner to identify that no work is required or work
is required and is being performed on the item.
Edge-Punched Card System
Edge-punched cards offer advantages for all but the smallest installations. The edge-
punched card type of record systems are available with either a hand-sorted punched
card filing system or electromagnetic filing system. The cards have rows of holes pre-
punched along each edge. The face and back of the card are used for a written record
of the desired data. Each hole or combination of holes along the edges is assigned a
specific meaning.
To designate, for example, a semiannual service, the paper between the edge of the card
and the hole marked "semiannual" is removed, thus forming a notch.
14
-------
IAN.
FEB.
MAR. | | APR.
MAY
JUHE
[JULY | | AUG.[ [SEPT.j I OCT.
NOV.
DEC. |
BOARD Of PUBLIC UTILITIES
PREVENTIVE MAINTENANCE PROGRAM
EQUIPMENT
ELECTRICAL. EQUIPMENT
EQUIPMEHT
SERIAL NO
MACHINE NO. '
VENDOR
.MODEL
BELT SIZE NO-
MAKE >
SERIAL NO
TYPE
VOLTAGE AMPS R PM
PHASE FRAME H.P,
ITEM NO.
WORK TO 86 DONE
FREQUENCY
TIME
SERVICE RECORD
DATE
-
WORK DONE
SIGNE0
DATE
WORK DONE
SIGHED
DATE
WORK DOME
SIGNED
Courtesy of Mr. Marvin J. Miller
Plant Superintendent
Casper Sewage Treatment Plant
Casper, Wyoming
FIGURE NO. 1
15
-------
Using the hand sorted punch card system to select all "semiannual" cards from a pack of
cards, the pack is aligned in a vertical position with the desired hole in the upper edge.
As indicated in Figure No. 2, a needle similar to an ice pick is then passed through the
hole. Upon fanning out the pack and lifting it with the needle, all cards notched in the
selected position drop from the pack, while those not notched remain suspended from
the needle. This type of card record system is primarily for use in municipal wastewater
treatment systems, but it also has application for remote pump stations and in collection
system maintenance.
The following steps outline the procedure to establish an edge-punched card system for
preventive maintenance tasks:
Use the equipment number for the file number for each item.
List all equipment and structural units with their respective preventive
maintenance tasks, frequencies, information on how task is to be accom-
plished, length of time required to perform task.
* Establish a schedule for the required tasks.
Transfer information to edge-punched cards.
A complete set of duplicate cards should be made and filed in a protected area. These
will make replacement easier if cards are lost or destroyed. Personnel should be dis-
couraged from treating cards as worksheets. Cards should not be permitted outside the
office area.
Provisions should be made for collecting cards that contain information on deficiencies
discovered during routine maintenance and for cards that cannot be completed after they
have been pulled. These cards can be reviewed and personnel assigned to the work
remaining.
Anywhere from one to five cards can be prepared for any one item of equipment, de-
pending on the frequencies of maintenance work required. More effort is required to
place data on extra cards, but it is felt the ease with which personnel can identify
work assigned on a particular day more than compensates for this initial work. Figure
No. 8 is a typical card for the weekly frequency group.
In large plants or where the engineering, accounting, and maintenance shops are divided
or in widely separated areas or distant locations within the region served by the facility,
it may be necessary to duplicate cards and provide all departments with appropriate in-
formation. Edge-punched cards offer an infinite variety of services for scheduling and
16
-------
Courtesy of Journal Water Pollution
Control Federation, Vol. 26, p. 1399
(Nov. 1954)
o o o\/«. o o o
oooo^ooo
o o o o
SEMI ANNUAL
FIGURE 2 PRINCIPLE OF EDGE-PUNCHED CARD RECORD SYSTEM FOR
MAINTENANCE PROGRAMS.
17
-------
\x o
O «"\
OOT
P'S
o°
o*!
O"*
o*
O*J
Q« c
oǤ
0-J
OA_
^"^
13*5
/v. -
l/ooooooooooooooo
WMQSAJFMAMJ JASON
FREQUENCY MONTH
O
0
U\
o o o O"L
1 2 3 4 5 J \
ASSIGNMENT / O
MENLO PARK SANITARY DISTRICT
INSPECTION AND SERVICE RECORD - SEWAGE TREATMENT PLANT
Equipment :
ITEM
WORK TO BE DONE
REF.
MACHINERY FILE NUMBER
Sf 7 4 Z I OSF742 i OSF742 I'D
ono onono o no o oonono
FREO.
TIME
SF
O
T 4 2 i <
O O O O f
O
O
O
O
o
o
o
o
o
o
o
o
V
t
FIGURE NO. 3 SAMPLE CARD FOR THE WEEKLY FREQUENCY GROUP
Courtesy of Journal Water Pollution
Control Federation, Vol. 26, p. 1399
(Nov. 1954}
-------
recording information. Edge-punched cards are adaptable to all parts of the waste-water
system. Cards which are 8-1/2" x 11" allow for adequate space on the back of cards
to record a long life history of the item.
Collection System Maintenance Records
The collection system^ maintenance records should include information on the collection
lines, any force or pressure mains or siphon systems. Any special areas should be reviewed
by the preparer of the maintenance system to determine what maintenance information
and data should be maintained.
Line cleaning crews should be provided with a record sheet on which is shown, a diagram
of the work area. Provisions for supplying the following information are also included
on the form:
Distances between manholes
* Depth of manholes
Condition of manholes and lines
Unusual conditions (large trees and culverts)
The line cleaning foreman collects these record sheets each day and makes out a daily
worksheet. Figure No. 4 is a typical daily worksheet. Items listed on this sheet include:
» Location of work
Employees used
Man-hours
» Equipment information
The superintendent and foremen should prepare permanent collection system record cards
on a weekly basis. The following information is recorded:
" Location
Manhole numbers and/or invert elevations and manhole lid elevations
where branching occurs
19
-------
Sewer Maintenance Department
Location:
CITY OF BOULDER, COLORADO
Date
Men Used
Hours
Account
No.
Material Used
Equipment
Used
Hours
Account
No.
Distance
Depth of
Depth of
Distance
Depth of
Depth of
Distance
Depth of
Depth of
between manholes_
manhole #
manhole #
between manholes_
manhole #
manhole #
between manholes_
manhole #
manhole #
GENERAL REMARKS:
FIGURE NO. 4
20
-------
» Pipe size
Manhole depths
Distance between manholes
Manhole condition
Infiltration estimate
» Line condition
The reverse side of the permanent record card contains provisions for recording:
Date of emergency call
Time of call
Time crew reported to call
« Line condition upon arrival
» Emergency remedy
Prevention recommendations
Provisions should be made to record emergency calls on a collection system map; after
three calls to a given location, the line may be repaired or replaced. The progress of the
line preventive maintenance program may also be monitored on a collection system map
using colored tape to indicate lines that have been serviced.
Data from the permanent record cards should be compiled into monthly and annual
reports. These reports would be helpful in preparing budgets and defending budget
requests.
The equipment record systems described for use with a plant's equipment can also be
used with the equipment at remote pumping stations in the collection system. Additional
information on collection system maintenance records can be found in the Water Pollution
Control Federation Manual of Practice No. 7 Sewer Maintenance.
Computerized Maintenance Program
Some facilities may find it economical to computerize their maintenance programs. The
decision to use computers in a maintenance program must consider many different
factors.
21
-------
Of course, the availability of a computer is of primary importance. Many cities have their
own computers or have access to computer facilities. If the city does not have a computer,
a remote terminal in the plant could be used to tie the treatment facility into a computer
located in another city. Complete computerized maintenance packages are also offered
commercially by a number of companies. These computerized maintenance packages are
either adapted to the city's computer or use a remote terminal connected to some other
computer where the necessary computer time is purchased.
This section does not give details on the specifics of computerized maintenance programs.
Its objective is to discuss the maintenance related services that can be accomplished with
computers.
The following description outlines the capabilities and basic features of a single purpose
or multipurpose system. The system may be either a maintenance information system or
total documented control readout system of scheduling, cost, equipment history, and
manpower requirements.
The four basic elements of the most fundamental types of information systems are:
Input Method of getting data to process into a computer
Program Set of computational procedures for processing input in a
specified manner
File Mechanism for storing information often used in processing data
Output Reports Feedout of information sought from computer processing
input or file data
The following is an outline of the type of programs which may be developed:
Single Purpose, Single File System
This system is a closed system in the sense that only information which is introduced
as input may appear in the files or in the reports. The single purpose, single file system
is used in conjunction with manual scheduling of maintenance work.
Examples:
Equipment numbering, descriptions and nameplate data
Materials and spare parts inventories
22
-------
Maintenance histories
Standing work orders
Multipurpose, Single File System
This system does not require data to be introduced each time a different program is
executed. The system is built around central computer files. An example is a perpetual
inyentory file of the material and spare parts system.
Multifile, Multipurpose System
This system is based on communications between multipurpose, single file systems. The
goal of this system is to develop a closed-loop maintenance control system that would
permit one reporting plan to furnish a total documented control readout of scheduling,
cost, equipment history, and manpower requirements.
The system is based on total plant rather than the area approach. The first step in
developing the system is to establish PM requirements on each piece of equipment. This
is done considering the following equipment parameters:
Number of hours operated
Severity of use
Condition and age
A program coordinator must be responsible for programming each piece of equipment
into the system. He must also perform the following tasks:
Ensure cards are properly printed
Fieldcheck the system
Monitor printouts
Coordinate with key maintenance personnel
The PM time estimates and cost information are input to the computer to determine
budget expenditures in relation to services performed. The system would provide the
following functions:
23
-------
Schedules work
« Verifies completion of PM functions
Prints out maintenance costs in labor and parts
Stores current information on materials and spare parts
Maintains information on work order backlog
Records available resources (craftsmen, mobile equipment, etc.)
Work order cards are prepared in advance by data processing and distributed to the
maintenance section. Upon completion of the work, the work order is returned to be
recorded. Cards are reviewed and sent to data processing where data is placed into the
equipment maintenance record. Work orders fall into three categories:
Long form (three sections: Scheduled Repair, Service, and Project)
* Emergency repair
» PM work order
This system is equipped with query-response capabilities which enable a program in one
system to ask questions and receive answers from files in adjacent systems.
Emergency work cannot be planned, but once the emergency is apparent, the system can
plan it quickly with minimum disruption to scheduled work. An extension of this system
may be an aperture card file that handles photographic information and may be retrieved
on demand and copies furnished to appropriate personnel on an on-time-and-destroy
basis.
Persons developing a computerized maintenance program must choose a program that
satisfies the needs of the facility in question. A computerized system that is too
sophisticated for the facility will mean the time spent in gathering input data is excessive
in relation to the benefits received from the computer maintained data. The facility that
requires a fully computerized maintenance program and is trying to use a combination
manual-computer system is also in trouble.
Two factors of increasing importance which will make investigating maintenance by
computer an important future consideration are:
24
-------
Economics
Availability of manpower
Figure No. 5 is an example of the flow chart for a closed system computer maintenance
program.
25
-------
Plant Engineering
Plant Supervisors
Equipment
Information
Sheet
Maintenance
Experts
Telephone
Request
Equipment
Information
Sheet
\) Data
TI Processing
Plant Engineering
(Reschedule Uncompleted PM Job Orders)
Courtesy of Mr. R. I. Oliverson
Plant Engineering
October 15, 1970
Equipnent
Maintenance
Record
Data
Processing
(Update PM System)
FIGURE NO. S CLOSED SYSTEM COMPUTER MAINTENANCE PROGRAM
26
-------
SECTION Y
MAINTENANCE PLANNING & SCHEDULING
General
Wastewater treatment facilities do not observe holidays and vacation shutdowns. The
facilities do experience variations in flows and maintenance work loads. Under these
conditions it is imperative that maintenance be planned and scheduled so that there is no
idle time or peak work load period. Maintenance scheduling will vary with the size and
coihplexity of the facility and with the type of personnel available. However, proper
management will provide a maintenance plan no matter what the facility size.
All maintenance work must be scheduled just as the facility's operating routine is
scheduled. Preventive maintenance should not be a haphazard procedure to be done if
time permits "or if it rains". Indoor and outdoor maintenance should be scheduled to
take advantage of open or inclement weather, low load or flow periods, and other variable
conditions beyond the contr.ol of the operating staff..
In planning and scheduling maintenance , tasks, the Program Evaluation and Review
Technique (PERT) and Critical Path Method (CPM) can be used effectively. These
techniques will aid in scheduling interrelated tasks. It is beyond the scope of this manual
to adequately cover PERT and CPM. For additional information, refer .to Project Man-
agement with CPM and PERT by J. J. Moder and C. R. Phillips, Reinhold Publishing
Corp. This reference lists other sources of additional information.
Some maintenance tasks must be scheduled for the once-a-year opportunity when the
plant load normally is at its lowest because of industrial or institutio'nal variation or
the weather. This may be the time to drain, check, repair, and paint elarifier and certain
underwater items of equipment.
There are seasonal items to be scheduled such as:
1. Lawn and landscaping work
2. Snow removal
3. Exterior painting
4. Road and walkway repairs
,There are perennial items which may occur either annually or as often as every 4 or
5 years, such as:
27
-------
1. Roofing
2. Paving & road repairs
3. Fencing
4. Insulating
5. Electrical system upgrading
6. Plumbing revisions
Plant management should also review job tasks and possible emergency conditions which
plant personnel cannot handle due to either a lack of skills or proper equipment. These
tasks should be reviewed and advanced arrangements made with contractors or a repair
service to handle these tasks and to be available to aid facility personnel in handling
emergency problems.
In emergency conditions involving key units, these units should not be shut down unless
there is a need prior to the start of work. Before initiating work, the sequence of steps to
complete the task should be developed. Proper planning and scheduling will ensure that
sufficient personnel, proper equipment and parts will be available in the work area to
accomplish the task and minimize the actual downtime for the item of equipment. Once
work has started, there should be no interruption that would cause any delays in placing
the unit back in service.
In planning and scheduling preventive and corrective maintenance tasks, the facility
may use a schedule chart board, work order system, daily or weekly worksheets, and
general priority schedule sheets to forward information to the maintenance staff on
what task are to be accomplished, the dates and priorities. A backlog develops when
scheduled work isn't accomplished. This work backlog should be reviewed and the more
critical tasks assigned the highest priority. The daily or weekly worksheets are a listing
of maintenance tasks to be accomplished. Examples of these sheets are shown in Figures
No. 6 and 7. The general priority schedule sheet may list tasks and priorities as shown
in Figure No. 8.
Proper planning and scheduling will help in establishing standard operating procedures
(SOP's) for the treatment facility. The SOP's ensure that the facility is operated in an
efficient manner by placing as many operations as possible on a routine basis. Routine
preventive maintenance tasks, such as checking oil levels and visual inspections for noise
or excessive heat which are performed by the operators, should be included in the SOP's.
28
-------
DAILY ROUTINE
NOTE:
1. SAFETY FIEST SHALL BE STRICTLY OBSERVED.
2. WORK AREAS SHALL BE KEPT CLEAN AT ALL TIMES. -(WASHED &
DISINFECTED)
3. ANYTHING UNUSUAL SHOULD BE REPORTED.
Wailoa and Pua Pump Stations
1. Make visual inspection
2. Check pump packing
3, Cheek sump pump-oil
4. Check flo-matcher water level and temperature
5. Alternate variable spee'd motors manually
6. Bleed air receiver tank (s)
Hilo
1.
2.
Sub Stations
Clean grating (Hose down)
Visual check: Pump packing-sump pump
Peninsula
1. Bleed compressor tank
2. Check sump pump
Keaukaha
1. Bleed compressor tank
2. Check sump pump
Treatment Plant
Grit Chamber
1. Grind rags and wash down
2, Visual inspect sprayer nozzles
3. Remove grit once a week
Clarifier
1. Hose down as required scum pit
2. Hose down
3, Pump out
Sludge Pump Building
1, Check sump pump
2. Visual check
3. Check sludge pump-oil level
Courtesy of Mr. Harold Sugiyama
Bureau of Sewers & Sanitation
Hilo Sewage Treatment Plant
Hilo, Hawaii
FIGURE NO. 6
29
-------
ROUTINE DUTIES TO BE SCHEDULED BY FOREMAN
Weekly
Grit Chamber
Remove sediments and floating solids
Sludge Centrifuge Building
1. Check centrifuge torque converter oil level
2. Remove sludge (Run centrifuge with water if sludge is not removed)
Monthly
Sludge Pump Building
1. Grease air compressor bearings
2. Clean air filter
Wailoa Pump Station
1. Check compressor oil level
2. Clean air filter
General Duties
January and July
Pua Station
Greaseall bearings
1. Electric motor bearing
2. Drive shaft bearing
3. Pump bearing
4. Change packing as required (complete)
5. Exercise all valves grease shaft
6, Wash floors as required
Sludge Centrifuge Building
Grease all bearings
February and August
Wailoa Pump Station Courtesy of Mr. Harold Sugiyama
Grease all bearings Bureau of Sewers & Sanitation
1, Electric motor Hilo Sewage Treatment Plant
2. Pump drive shaft Hilo, Hawaii
8. Pump
4. Change packing as required (complete)
5. Exercise all valves grease shaft
6. Wash floors as required
FIGURE NO. 7
30
-------
Form 1
MAINTENANCE SECTION GENERAL PRIORITY SCHEDULE
to
ORDER DATE
1
PRIORITY
JOB DESCRIPTION
«
* !
COMPLETION DATE
.
Courtesy of Mr. L. W. Ketcham
Plant Superintendent
Central Treatment Plant
, . Tacoma, Washington
NOTE: The Maintenance Section will generally pursue the highest priority
assignment unless specifically instructed otherwise by a supervisor.
When conditions are not favorable to work on a higher" assignment
they may drop back to the next lower one.
SUPERVISOR, TREATMENT PXANTS
FIGURE NO. 8
-------
Schedule Chart Board
A maintenance plan involves time, personnel, equipment, schedules, costs and work orders.
A schedule chart with subjects, personnel and time is a convenient aid to reduce impulse
searches for work for idle personnel. A schedule chart board may be divided into weekly,
monthly, and yearly sections so that the entire range of maintenance functions can be
observed. Color tabs and labels can be coded to account for all personnel and their duties
at a specific point in time. The removal of the tag from the schedule chart board indicates
the work is underway or has been completed. The chart board can reduce the time re-
quired to instruct or search for personnel to perform maintenance functions. The board
also provides a graphic indication of progress and manpower usage and of tasks that are
running1 behind. The size, method of use and detail of the schedule chart board depend
upon the facility's scheduling requirements.
In small plants, the superintendent or chief operator must consider using all three
operating shifts to accomplish required maintenance activities. This requires proper plan-
ning, scheduling and controlling of the activities of the operators and all outside repair
services performing maintenance tasks.
Work Order System
A work order system should be used to initiate all preventive maintenance and corrective
maintenance tasks. There are two basic types of work orders. The first type is a standard
work order and generally covers repetitive work to be done in a given area, such as a
preventive maintenance task. The second type work orders are written job orders. They
may originate in the area where the work is to be performed and constitute the authority
to carry out specific corrective maintenance tasks. They can also be originated by the
maintenance supervisor to perform corrective maintenance tasks identified either by
verbal reports or conditions noted where performing preventive maintenance tasks. The
following are the basic features a good work order system should contain:
1, The work order form should contain the following minimum information:
date; work order number; location of work to be performed; nature of
problem; the work required; the desired timing for accomplishing the job,
such as emergency, as soon as possible, when convenient, or during equip-
ment shutdown; space to write information on actual work accomplished
and comments; and space for supervisory signature.
2. The work order becomes a record of repairs and a history of the equipment
requiring repair. It also provides a method for comparing similar items of
equipment with respect to their maintenance requirements.
32
-------
3. The work order establishes a comparative guide for the cost of repetitive
repairs; the cost of similar jobs can be checked for cost overruns.
. 4. The work order should not be financed from petty cash but included -in
budget considerations.
5. The work order should be a guide for cost and materials expended.
6. The work order should define the work to be performed, the materials
required, and the schedule to be followed for a particular job.
7. Only special emergency work should be performed without first preparing
a work order. For emergency repairs, a work order should be filed to com-
plete the maintenance records.
8. The cause of the needed repair should be reported on the work order.
9. The work order should be a complete record of the repair service.
10. The work order should be signed only by authorized persons.
11. 'The work order system should help to reduce equipment downtime.
12. The work order records whether the repair could have been avoided with
adequate preventive maintenance.
13. The work order should "be used whenever a repair requires new parts,
equipment shutdown, or outside repair service. Routine maintenance below
a preestablished time limit does not have to be placed on work orders.
14. With the work completed, the work order should be used to note the task
on the equipment record for the particular item of equipment. The task .
description, work order number, and the cost data with date should be noted
in the record system. The work order number will provide access to locating
the w.ork order should the need arise.
15. The work orders should be filed by work order number and kept as a history
record of work performed.
Figures No. 9, 10, 11, 12, and 13 are example work order forms which can be developed
and used. Figures No. 9 and 10 are the type of forms which a small facility may find
33
-------
WORK ORDER
WORK ORDER NO.
WORK TO BE PERFORMED:
MATERIALS REQUIRED:
WORK PERFORMED BY:
2.
3.
4.
WORK COMPLETED:
SIGNED:
DATE:
DATE;
HOURS
HOURS
HOURS
HOURS
COMMENTS:
FIGURE NO. 9 SAMPLE WORK ORDER
34
-------
MAINTENANCE WORK ORDER
co
01
ELECTRICAL:
REPORTED BY:
MECHANICAL:
OTHER:
ATTENTION OF:
DATE:
BUILDING:
EQUIP. NO.
JOB ORDER NO,:
,
COMPLAINT:
WORK DONE:
WORK ASSIGNED BY:
WORK ASSIGNED TO:
DATE STARTED:
DATE 'FINISHED:
Courtesy of Mr. Carl M. 'Schwing
Charles County Community College
LaPlata, Maryland ,
FISURE NO, 10
-------
GO
Location
Requested By
Description of Work
Work Accomplished & Comments
Approved By
Completed By
Remarks
Work Order
Order No.
(Phone)
Priority
Title
Date of Completion
Date
r~j Emergency
Q Action
D told
Job Estimate
labor $
Material$
Drawings Attached
Survey Required
Date
Job Cost
Labor $-
Mater ial$_
FIGURE NO. 11
-------
Date.
Work Order No.
Location
Requested By:
(Phone)
Priority:
Mame
No.
Q Inspect r~j Replace
r~\ Repair r~j Overhaul
D
Service.
Paint
Work Description
Work Performed/Comments
Job Estimate
Labor $.
Material
$
Maintenance Superintendent
Work Record
Personnel Assigned
Total .
Manhours
Date
-
Work Done
Parts & Materials
Work Completed By
Work Accepted By
Date
_D?te
FIGURE NO. 12
SAMPLE: WORK ORDER
37
-------
WORK ORDER
No.
Date
Location
Work To Be Performed
Priority -
Labor $_
Estimate
Material ?_
Estimate
.Requested by.
Phone
Record Hours of Labor, Travel Time and Equipment Time Used
Materials Used
Labor, Truck and Equipment Time
Item
Ouan.
Unit
Price
Total
Total
Name
Total
Hot
R
jrs
O.T.
Rate
Total
Remarks
Work. Completed By.
Work Accepted By .
Date
Date
FIGURE NO. 13
38
-------
sufficient for their needs. Figures No. 11 and 12 are forms which a large facility could
use to provide and maintain more information.
Preventive Maintenance
Preventive maintenance requirements must be determined and incorporated - in a pre-
ventive maintenance program to allow these tasks to be planned and scheduled into the
normal flow of work. .
Preventive maintenance can be defined as work done to prevent breakdown, reduce wear,
improve efficiency, and extend ,the life of equipment and structures. The greatest
reliability and dependability of equipment are experienced only when a well-planned and
organized preventive maintenance program is carried out. Another reason for setting
up a preventive maintenance program is that emergency repair costs- are much higher
than the routine repairs that are required to prevent "breakdowns.
A good preventive maintenance program consists of three basic parts:
1. A method of periodic inspection, lubrication, adjustment and/or other ser-
vicing of machinery, equipment and structures.
2. A record of repairs, alterations and replacements. " .
3. A method of cost accounting for the different parts of the preventive main-
tenance program.
All three parts of the preventive maintenance program should be simple, reliable and
accurate. A sound preventive m'aintenance program need not be elaborate to affect'
reductions in downtime and expensive and untimely repairs arid replacements.
The following items will help in establishing an efficient preventive maintenance pro-
gram:
1. A simple and comprehensive preventive maintenance inspection form.
2. Inspection of equipment and structures on a. regularly scheduled basis.
3. Proper servicing of equipment. -
4. Accurate recording of work performed.
5. Notification of proper supervisor when repairs are beyond preventive main-
tenance team capability. . * -
39
-------
6. Adequate planning and proper assignment of duties.
7. Efficient execution of task.
8. A balanced work load.
9. Complete system of cost accounting.
The following are advantages of establishing a preventive maintenance system in any
size treatment facility:
1. More efficient scheduling of personnel time.
2. Better scheduling of parts and material deliveries.
3. Seduction in travel time.
4 Better use of personnel skills.
5. More efficient execution of work orders.
Management must accomplish the following to ensure a successful preventive main-
tenance program:
1. Determine preventive maintenance needs by inspection.
2. Organize maintenance forces.
3. Schedule and prepare work orders.
4. Record necessary data.
5. Prepare repetitive standards to control costs.
In order to establish a preventive maintenance program, data must be collected on all of
the items to be included in the program. Typically the data collected should contain such
information as manufacturer, model, type, size, serial number, location and horsepower.
Another important step is the formulation of servicing procedures and checklists.
Scheduling is another important part of any preventive maintenance program. Establish-
ing an efficient schedule requires knowledge of servicing procedures and a knowledge
40
-------
of the function each item of equipment plays in the overall performance of the plant.
The following is an outline of the basic steps required to. effectively schedule preventive
maintenance activities:
Step 1 List all equipment requiring preventive maintenance. Use equipment catalog
s- ,
for this step.
Step 2 Determine the preventive maintenance requirements and their respective
frequencies for each item of equipment. This information should be in the
equipment card or computer file.
Step 3 Estimate the time and skills required to perform each preventive maintenance
task.
Step 4 List all preventive maintenance tasks in the weekly frequency group. Total
the maintenance time requirements and compare this total with the available
man-hours in the maintenance work week. _ ;
r
Step 5 Establish a preventive maintenance schedule for a typical work week. This
schedule must be adjusted for corrective maintenance requirements, monthly,
quarterly, semiannual, and annual preventive maintenance requirements, and
any other items that would take maintenance time away from weekly pre-
, , ventive maintenance activities.
Step 6 On a yearly calendar select tentative dates for performing all monthly,
quarterly, semiannual, and annual maintenance.
Step 7 The typical work week schedule now becomes the basic maintenance schedule
for planning each week's maintenance activities.
Step 8 Each week the basic schedule is modified as required to handle preventive
maintenance tasks other than those in the weekly frequency group. The
schedule must also be adjusted for work priority changes due to jobs being
carried over from the previous week.
Step 9 Planning and scheduling preventive maintenance is a continuous function.
Planning must take contingencies into account and scheduling must be flexible
enough to handle maintenance emergencies.
Step 10 Using a basic schedule for planning each week's preventive maintenance
activities will help ensure the maintenance effort is properly coordinated and
directed. Management must emphasize the need for proper scheduling if
maintenance objectives are to be realized.
41
-------
The schedule of inspections on plant equipment is dependent on the following factors:
1. Availability of standby equipment
2. Manufacturer's recommendations
3. Operating conditions
4. Management experience
5. Operating schedule of equipment
An accurate cost accounting system is also necessary to determine the cost of repairs,
replacements and preventive maintenance performed on each item of equipment.
The equipment manufacturer's maintenance manual is generally the best maintenance
guide for any particular item of equipment. However, the adequacy of the manufac-
turer's information should be verified. Most equipment is mass produced on a competitive
basis and the costs of its maintenance should be consistent with its value, life expectancy,
and replacement cost. Equipment should be rated as to its critical position in the plant
operating system and its maintenance priority. This information will aid management
in determining the maintenance expense which will be consistent with an item's value,
life expectancy, and replacement cost. The following is an example of how the equipment
may be broken down into categories:
Category A:
Small dollar value items ($25 or less), such as spark plugs, fluorescent lamps,
and other similar items, should be replaced at appropriate intervals of opera-
tion unless a breakdown will not interfere with normal plant operations.
Category B:
Intermediate value equipment ($25 to $100) justifies preventive maintenance
when there are little labor and material costs involved. This includes minor
repairs and replacement of parts for lawn movers, fork lifts, small motors and
similar items which the operator or maintenance personnel can replace promptly
with no major downtime involved.
Category C:
Equipment such as large pump motors and compressors must have adequately
scheduled preventive maintenance. The breakdown of a minor part may cause
the failure of a major component of the item of equipment. Major components
42
-------
of equipment are not ordinarily carried in stock, either at the treatment facility
or by the manufacturer. For this reason,'minor spare parts-Should be available
at the treatment facility for rapid installation. Likewise, proper lubrication and
adequate preventive maintenance on this category of equipment must be per-
formed. Maintenance cost records can be used to plot cost curves or make cost
analyses. Such curves will show whether repairs are due to poor preventive
maintenance, inappropriate equipment, overloading, and will also show the
economical point for replacement of the unit.
Unnecessary ,or too frequent preventive maintenance can be as wasteful as improper
maintenance procedures. Treatment system management must determine the optimum
preventive maintenance schedule and replacement program.
Preventive Maintenance Servicing Procedure and Checklist
It has been shown that the preparation of a preventive maintenance servicing procedure
and checklist for each item of equipment can be of significant value to maintenance per-
sonnel in performing difficult maintenance tasks. In preparing such a- procedure, only
those items applying to the particular item of equipment should be included. Directions
appearing on the procedure should never be of a general nature. .A preventive main-
tenance procedure eliminates the wasted time that results when maintenance personnel
try to follow poorly prepared maintenance directions. The servicing procedures normally
follow the manufacturer's recommended preventive maintenance schedule. Valuable
servicing procedures information is also made available through professional organiza-
tions and maintenance specialists. A checklist virtually rules out the possibility of
personnel accidently overlooking an important preventive maintenance check. The check-
list can be modified and added to over the years to make it more complete and functional.
Corrective Maintenance
Planning and scheduling of maintenance work must also make provisions to handle
corrective maintenance tasks. Corrective maintenance can be defined as work required
for repairs and nonroutine maintenance functions. The maintenance personnel must
always be ready to handle these work tasks as equipment failures occur and emergency
conditions arise. A review of equipment will aid in determining what failures may occur.
A review of these potential failures will aid in determining spare parts and equipment
required to correct these problems, should they arise. In planning for corrective main-
tenance, provisions^ should^ be made with outside repair services or contractors for
assistance should major problems occur.
Corrective maintenance tasks should not be initiated without a work order unless the
problem is an emergency and immediate action is required. Even, for emergency work, a
work order should be completed. It should identify the work for record purposes even if
43
-------
the job has been completed. The work order will provide a record of repairs, cost data,
and a history of the equipment requiring repairs. The use of the work order should help
reduce equipment downtime and should provide information on whether the repairs
could have been avoided with adequate preventive maintenance.
Procedures for performing corrective maintenance tasks should follow the manufacturers'
recommendations for disassembling and assembling their items of equipment. Manufac-
turers frequently provide trouble-shooting checklists for use with their equipment. These
trouble-shooting guides should be readily available to persons performing corrective
maintenance tasks.
Manpower Utilization
As management upgrades its maintenance staff, it must also improve the planning and
scheduling of maintenance tasks to obtain maximum manpower utilization.
Manpower management techniques can often result in substantial savings when applied
to maintenance activities. The savings can be realized by continuing to provide the
existing level of service, by reducing the maintenance forces, or by keeping the main-
tenance forces at present levels and increasing the amount of work and service. Any
plan designed to improve manpower utilization must have the full support and cooper-
ation of top management. Manpower utilization techniques include:
The planning of maintenance crew sizes and composition.
The proper selection of tools and equipment.
The preplanning of travel routes to work areas.
The improvement of maintenance techniques.
Control reports to stimulate the reaching of objectives.
The first step in establishing such a system is to select a method of work measurement.
The simplest form of work measurement is estimating how long a given job will take.
Estimating, however, is an inconsistent method. Work measurement based on prede-
termined time standards and detailed operational standard time data is more reliable.
Standard time data exists for operation such as:
Using tools
44
-------
Handling parts . . ;
Lubricating
Moving about the job
Climbing ladders _ . '
Assembling and disassembling ,
Rigging ~ *
Making adjustments
Many of these operations are applicable to the daily maintenance tasks performed within
a municipal wastewater treatment system.
A job analysis must be conducted for each maintenance task. The job analysis describes
the following:
The recommended method broken down into step by step procedures.
The number of men required to perform each step.
A time range is developed for use with maintenance work. This time range is necessary
because of the variability of conditions surrounding maintenance work. The standard
time used when planning maintenance jobs is the average of the range.
Manpower utilization studies often reveal that the majority of jobs can be performed
most economically with a reduced crew size. To compensate for unscheduled absenteeism,
provisions should be made for transferring men from a manpower pool.
Crew manpower savings can be made:
1. by having crews report directly to job sites, and
2. by paying an equipment operator overtime to pick up equipment prior to
starting time and to return the equipment to a central yard after quitting
time.
45
-------
Travel time can be a big nonproductive cost. In the case of specialized crews, travel is an
important cost factor. To help alleviate the travel problem, the following should be
considered:
Arrange crew sizes on a day-by-day basis to match the work requirements,
Eliminate the specialized crew concept to allow jobs in many categories to
be handled by a single crew. Work is provided in a more concentrated
geographical area and travel time reduced.
Permit a backlog of noncritical jobs.
Prior to initiating a plan to improve manpower utilization, a standard must be estab-
lished. This standard serves as a base from which the new plan may be evaluated.
Reports should be provided to key personnel so the progress of the plan can be monitored.
The parameters covered by these reports should include:
Plan coverage
« Plan performance
Travel
Manning
The planners developing the work assignme nts for the maintenance crews must consider
the following;
« Job priority
Time job should take
Availability of equipment
Crew size
Routing for minimum travel time
46
-------
Maintenance Labor Standards ._-'.
In conjunction with manpower utilization, maintenance labor standards should be
developed. Maintenance labor standards can be helpful in preparing accurate work
estimates. These work estimates are essential in the planning and scheduling of main-
tenance work. A labor standard can be defined as the sum of a group" of elemental time
values. The values which are used are the times required to perform defined elements of
work in a specific maintenance job. Maintenance labor standards can increase efficiency
in scheduling, manpower utilization, and productivity. The average level of effectiveness
of maintenance crews can be as low as 30-40 percent. Through careful organization,
accurate measurement and rigid control, the level of effectiveness of maintenance crews
can be raised to an effective work time of S0% or approximately 6.4 hours for an eight
hour shift.
Maintenance labor standards are most frequently applied to repetitive jobs. A well
designed work order system is essential to applying work measurement techniques to
maintenance jobs. From a maintenance measuring standpoint,- the job order should
contain the following minimum information: date; location of work to be performed;
nature of the problem; what work is required; the desired timing for accomplishing the
job, such as emergency, as-soon-as-possible, when convenient, or during equipment shut-
down; work accomplished; man-hours; and supervisor signature. The work orders
provide information on the man-hours required to perform certain maintenance tasks
A review of these man-hours can be used to develop maintenance, labor standards. The
labor standards will provide a task description and give the man-hours required to
perform the task.
* »
Many organizations currently employing some form of maintenance labor standards
developed their standards internally. Maintenance Labor Standards have been developed
by the Armed Forces for many tasks; the Navy has Engineered Performance Standard
Public Works Maintenance, a guide -which covers a broad range of maintenance tasks and
which can be used as an aid in developing standards. Outside consulting services can
be used to establish or to aid in establishing maintenance labor standards. The most
common way of setting'standards is through supervisor estimates; this method, how-
ever, is probably the least effective way to establish labor standards. Advantages can be
gained,by using a responsible person in the maintenance planning area who is familiar
with all facets of the trade being studied and who has the ability to estimate all main-
tenance jobs. Obviously, not many individuals can meet all of these requirements. This
points out the need for a training program for estimators. There are four basic types of
systems that can be used for measuring maintenance performance; historical perfor-
mance; statistical; checker; and analyst. When initiating a maintenance performance
measuring system, jobs of more than eight man-hours are used and 50-60 % of all work
will be covered. Gradually the program should be expanded to include jobs of less than
eight hours and cover 85-90% of all work. Jobs of less than two man-hours generally are
not measured.
47
-------
A sound and economical approach to maintenance Labor Standards has been developed
in a technique commonly called Universal Maintenance Standards (UMS). UMS was
developed specifically to solve the work measurement problems of nonrepetitive jobs in
maintenance operations.
If the normal techniques of time study, standard data, and historical records are too
exact for your plant, then Universal Maintenance Standards should be considered. These
standards are based upon a range of time. For example, a mechanic will not accept as
fact that a standard for replacing valve in a line is 28-1/2 minutes. They will agree
that such a job can be performed in, say, between 20 and 40 minutes. Thus, we can
follow this principle to set in advance a reliable standard based upon sound engineering
data, and the standard will be correct a high percentage of the time.
This concept can best be described as establishing time slots for which a time range in
hours has been established for each slot. For example:
Slotl, .15 ,25 Average .20
Slot 2, .25 .50 Average .40
SlotS, .50 .90 Average .70
Slot 4, .90 1.50 Average 1.20
Slot 5,1.50 2.50 Average 2.00
Slots can be developed for as many time ranges as are required.
The job of the analyst is to take work orders and place them in the proper slot. This
procedure is followed until every maintenance job has been slotted, and, as a result,
universal maintenance standards have been developed.
These standards can then be used in the conventional manner to schedule work and control
maintenance productivity.
The supervisor plays a major role in any maintenance measurement system. He must
report to the job estimator any unforeseen deviations in the planned job. He must also
ensure methods improvements are promptly measured and the new values included in
the standards manual. The tradesmen must also receive training in the philosophy and
techniques of measurement of maintenance performance. Measurement in no way de-
tracts from the tradesmen's skills; in fact, it emphasizes their effective use. Remember:
to apply measurement without reporting results to those participating impairs human
relations.
Some type of maintenance labor standards have been in use by some organizations for
over twenty years. There appears to be no consensus on the subject of labor standards
among maintenance management people in industry. However, management must surely
look to maintenance if it is to reduce costs in the future.
48
-------
SECTION VI
STOREROOM AND INVENTORY SYSTEM
Central Storeroom
A central storeroom for spare parts, equipment, special tools, and supplies should be
established. This will ensure these items are available for the repairs and maintenance
work required to keep the plant operating efficiently.
The inventory of supplies, materials, equipment, special tools, parts, and space required
for storage will be determined by the overall characteristics of the wastewater treatment
system. The treatment system may include the following:
f r ' ~-
I. Collection lines
2. Trunk sewers and interceptors
* ' , ; ' '' *
3. Pumping stations and force mains
4. Treatment facilities
For the purpose of developing a maintenance inventory, the treatment system may be
divided into the following .categories. These categories will ensure supplies. used for
maintenance work can be readily identified.
*
1. Construction
2. Maintenance
3. Operation
The .necessary inventory and purchase order scheduling will vary with the categories
and combinations of treatment system features cited above. The question of inventory
amount should be answered by the facility management and should be determined from
the nature of the equipment on hand and the sources of supply. A review of the equip-
ment and the manufacturer's recommendations will aid in determining what spare parts
and miscellaneous supplies should be maintained. Spare pumping and compressor capacity
equal to that required by the largest unit should be provided. An intermediate sized
spare unit for lower demands should also be provided. Failure to carry an inventory of
items which are used on a routine basis can be considered poof management. Conversely,
maintaining a supply of readily available and/or seldom used items is wasteful. The
deli very, time required for items such as valves, bearings, or other wearing parts, must
49
-------
be considered when deciding what items should be carried in an inventory. Maintenance
paint supplies should be ordered as needed. The paint should be used promptly and
not kept in stock to age. Special coatings may have to be ordered in advance of their
anticipated use.
The more often an item is used or replaced, the more important a supply inventory
becomes. Certain items can be bought cheaper in quantity lots; by sharing orders with
other departments, a savings can be realized.
Storeroom System
The storage area may be only a small room with the plant operator having the key and
a log book in which to record items and their uses. As the plant size and complexity
increase, the quantity of materials will require a storeroom and storeroom clerk to
maintain it. A system for arranging items in the storeroom should be established to aid
in locating items. This system should ensure that all storage compartments are properly
labeled and that item location is correctly identified in the storeroom catalog.
For a large storeroom, an accounting system should be established to maintain infor-
mation on items purchased, stock on hand, cost, and supplier. The accounting system also
should provide a checkout procedure to identify the use and location of special tools and
equipment. This will aid in locating equipment needed for emergency jobs or needed for
reassignment to jobs with a higher priority. The items must be numbered to aid in
identification; this numbering system may have like items or a family of items within a
range of numbers, or items may be numbered corresponding to equipment in a particular
area. The item numbers will provide a means of identifying and locating the material. A
storeroom catalog should be developed listing each item number, description, location,
and vendor information. .A central storeroom may be used with other municipal divisions
with spare parts for the wastewater plant, filtration plant, and streets divisions.
Inventory System
A card file system should be used to maintain inventory, parts description, cost, date,
supplier and the minimum and maximum quantities to be maintained. The inventory
cards should be filed by the identification number of the item. For items which may be
long lead items, a reorder point should be established to aid in resupply. A storeroom
withdrawal ticket should be used to provide information about and a record of material
drawn from stock. The storeroom ticket should provide space for item number, des-
cription, quantity required, job, and who obtained item. A storeroom ticket or with-
drawal slip should be completed when any item is used. The ticket will be a record
showing when the items were used and for what purpose. This information will help
determine when to reorder. This system will provide an inventory of items currently in
stock. Facilities with computers can include this system in their computer and obtain
printouts as required. Figures No. 14 and 15 are examples of a storeroom inventory
card and a storeroom ticket respectively.
50
-------
STOREROOM INVENTORY CARD
Item Description -
Item No.
Isle No.
Bin No.
Quantity Maximum
Reorder
Minimum
INVENTORY INFORMATION
Quantity
Used
or
Stocked
-
Date
-- Signed --
-
Quanti ty
on
Hand
USAGE OR SUPPLY INFORMATION
Usage - Work Order No. -
Supply - Purchase Order No.
*
FIGURE NO. U SAMPLE INVENTORY CARD
51
-------
DATE
COST CODE NO. ,
mm ORDER NO.
WORK DESCRIPTION
STOREROOM TICKET
EMPLOYEE
FOREMAN
DEPT.
DEPT.
ITEM NO.
DESCRIPTION
QUANTITY
UNIT COST
TOTAL COST
MATERIAL PROVIDED
MATERIAL RECEIVED
[Signature Storeroom Cleric}
(Signature)
(Date)
(Date)
FIGURE NO. 15 SAMPLE STOREROOM TICKET
52
-------
Items considered as consumables do not require withdrawal slips. An inventory card Is
used to maintain a record of usage of these items. The cards are reviewed periodically to
determine when reorder is necessary.
Computer control of the ordering of supplies and replacement parts should be investi-
gated. Time sharing as a computer service may be an economical alternative. In any
case, the inventory system is a management task that must be developed using sound
judgment.
" " -/"/
Purchase Order System
A purchase order system should be established to obtain items required and to replenish
the stock of consumable items as the quantity is depleted. Although purchasing for the
facility will usually be handled by a central municipal division, the facility should
develop a system to provide the necessary purchasing information or to initiate the pre-
liminary order. The system should provide a record for the date items were ordered,
when they were received, the quantity, the unit cost; the total cost, the supplier, item
destination (maintenance or operation) and space for comments, such as results of
receipt inspection or a shipping problem encountered. Standing purchase orders can be
used effectively to spread out delivery of large quantities of supplies. The purchase
order should contain the following information:
1. Purchase order number
2. Work order number (if applicable),
3. Date initiated
4. Date required
5. Shipping information
6. Information on terms of payment
7. Information on item to be obtained such as quantity, stock number, descrip-
tion, cost per unit, total cost.
&. Specifications or other requirements for the purchase items. (There may be
attached information to which the user may be referred.)
9. If a vendor is to supply drawings, information lists, operation and main-
tenance instructions, these should also be noted.
-------
Upon receipt of material, all specifications, drawings, documents, and purchase order
information should be available to the person or persons responsible for receipt inspection
to assure the vendor has met all requirements of the purchasing department. All material
shipments should be inspected for possible shipping damage, and a check of quantities
should be performed for comparison with shipper's forwarding documents. As discrep-
ancies are noted at receipt inspection, they should be noted and action taken to correct
any problems.
Purchase orders will include but are not limited to the following items:
1. Fuel
2. Pipe, valves, fittings and other line materials
3. Chemicals and lubricants
4. Expendable items (drill bits, flares, barricade materials, etc.)
5. Small tools and appliances
6. Wearing parts
7. Janitorial supplies and other miscellaneous items
Figure No. 16 is provided as a sample purchase order.
54
-------
TO
SHIP TO
IMPORTANT
_0ur Purchase Order Number must appear on
Invoices, Packages and Correspondence,
PURCHASE ORDER NO.
WORK ORDER NO. _
DATE INITIATED _
DATE REQUIRED _
SHIP VIA
F.O.B.
TERMS
QUANTITY
STOCK NUMBER/DESCRIPTION
PRICE
PER
TOTAL
APPROVED BY
DATE
SHEET
OF
FIGURE NO, 16 SAMPLE PURCHASE ORDER
55
-------
-------
'" " SECTION VII
MAINTENANCE PERSONNEL AND ORGANIZATION
General
Regardless of the care which goes into the development of a maintenance management
system, the system cannot attain its full value without qualified personnel. The
Environmental Protection Agency has developed two manuals entitled "Estimating Staff-
ing for Municipal Wastewater Treatment Facilities", Contract Number 68-01-0828, and
"Estimating Costs and Manpower Requirements for Conventional Wastewater Treat-
ment Facilities", Contract Number 14-12-462, to provide assistance in estimating the
maintenance personnel requirements. To adequately prepare manpower recommenda-
tions, a task analysis of each job within the maintenance, system should be made.
Maintenance Personnel
i
The maintenance personnel for a wastewater treatment plant .will vary in number and
specific job tasks. Job descriptions should be developed as outlined in,,the EPA report
entitled, "Estimating Costs and Manpower Requirements for Conventional Wastewater
Treatment Facilities," Contract Number 14-12-462. The job titles given below are taken
from the EPA report cited above. The maintenance functions for each job title also are
given and are excerpted from the complete job descriptions, (operation and mainten-
ance) to assist manual users in developing their maintenance systems,
Superintendent Responsibile for maintenance of entire plant and review of
maintenance functions.
Assistant Superintendent Assists superintendent in review of maintenance
functions and planning special maintenance tasks and alterations.
Clerk Typist Clerical duties as typing and filing purchase information,
maintenance information, and work orders.
Operations Supervisor Supervises and coordinates activities of plant operators,
laborers, custodians, and other plant personnel. Prepares work schedules subject
to the superintendent's approval, Inspects plant to determine maintenance
requirements,
Shift Foreman Supervises operation of plant, under general direction of
supervisors. Performs duties of operations or maintenance supervisors in their
absence. Replaces maintenance worker during emergency.
57
-------
Operator II Performs routine maintenance functions and custodial duties.
Operates and maintains power generating equipment and incinerators.
Operator I Assists Operator II in performing the maintenance duties as.
outlined or shall perform tasks as requested.
Maintenance Supervisor Supervises all preventive and corrective mainten-
ance on entire plant. Plans, schedules, and directs all maintenance work. Su-
pervises and instructs maintenance workers. Supervises inspections of contract
maintenance and submits maintenance budget requests, Responsible for main-
tenance records.
Mechanical Maintenance Foreman Supervises mechanical maintenance crew
in performance of maintenance and repair tasks on machinery, equipment,
buildings, structures and grounds. Supervises and instructs maintenance per-
sonnel on routine and emergency tasks. Consults supervisors regarding pre-
ventive maintenance program, Establisnes and operates preventive mainten-
ance program. Performs inspections and determines repair methods. Works
with contractors and manufacturer's representatives on difficult tasks. Main-
tains maintenance records,
Maintenance Mechanic II Performs preventive and corrective maintenance on
mechanical and electromechanical machinery and equipment, under direction of
superior. Assists in keeping maintenance records and installs and sets up new
equipment. Supervises, instructs, and inspects work of Mechanic I, Maintenance
Helper, or Laborer to ensure proper performance of maintenance work or re-
pairs.
Maintenance Mechanic I Under the direction of Mechanic II, Foreman, or
Supervisor, performs or assists in performance of preventive and corrective
maintenance. These tasks may also include limited laborer and custodial duties.
Also, assists in keeping maintenance records.
Automotive Equipment Operator-Operates automotive equipment such as
trucks, tractors, or fork lifts. Assists in loading and unloading of equipment.
Operates equipment to cut grass and weeds, bulldoze soil, or remove snow. Per-
forms maintenance on the equipment.
Electrician II Performs corrective and preventive maintenance on electrical
or electronic operating and control systems. Performs task using independent
judgment in solving problems and under general supervision of maintenance
supervisor or assistant superintendent. Maintains maintenance records and
supervises Electrician I, Maintenance Helper, and/or Laborer.
58
-------
-Electrician I Assists Electrician II . or performs corrective and preventive ,
'maintenance, on electrical systems, fixtures, or, equipment. Performs. tasks based ,
upon oral and written instructions including specifications, codes and wiring
diagrams. The work is frequently performed independently and inspected by
supervisor".' Maintains maintenance *re"eords "and supervises "maTnfenance" Helper
"an'3/oi* laborer. * '" ...... " " ' "" "" --«-"«""*" «..-.-- .1- «.. i > . - i» tt
Maintenance Helper Assists maintenance mechanic in maintaining and repair-
ing 'equipment, machinery, buildings and grounds. Duties also may include
rt-i *.H<-'iy , rtt, ip .t*f? ^',"Ji '.-urr-ws arfi j*.. -, il , vt :.; .-« - -*-." '< "i ', -' -" '
maintaining simple maintenance records and performing laborer tasks as re-
, _ --=,-- - .,<- , . -- ,f, -, ;, - fjs't'.^ -_ «
quired.
,
Laborer Performs general tasks such 'as cleaning equipment, maintaining
buildings and grounds, performing custodian Tasks and carries or holds material,
'sufpplies, or tools to assist1 operating and/or maintenance personnel.
j^-4i» Jm'lz. :'.iiaJUiV:-sfrt r ^{."iiJ-St rr-^'jjy.i ^%0fy'jut ?^r.r -j;yj i«i !-^»,..j.». ' ..",.
Painter -^- Prepares surfaces for painting such _as scraping, washing, burning,
sanding, sandblasting, puttying and caulking. Matches, mixes, and blends vari-
ous interior or exterior paints or wall covers and applies them. Erects and uses
maintain, clean, and store tools and equipment; and clean or have arrangements
._ made for, Jaborer tp^clean the^work site% ^tt>rL ;.-?e
'-* "-/-J r*^C /o*^ ^-j-* * ^ "-"* H~* *'i rt y'iu T*j&*»f".< 3'1 * *iv>l ,*#Fi u_*ru o?-< ^ ,, ,.*.-«,<-
"«Sforekee'per-^-_ Requisitions^ receives, inspects, "^verifiesj" "stores,' ~ 'and __ issues
"'materials, supijlies, tdols,4 and equipment. Maintains" irivenfory'records; controls
material; and reports material used, spoilage "or'^otfiier' losses, inventory-
adjustments, and refusal of shipment. Responsible for determining method of
storage, identification and location of stock. Divides stock quantities into portions"
-to fill orders and identifies when reorder is required. - :::,,.,"/_..; ~-.v -?.-sv
.^Custodian -.Cleans.alLor. designated portions of .wastewater. treatment plant.
and .grounds. .Performs general'custodial duties such as-cleaning restrooms,
maintaining supplies, emptying waste cans and ashtrays, maintaining grounds,
1 picking up lifter, sweeping 'walks, and shoveling snow of cutting grass. Re-
ports" aify'rep^afrs or Adjustments 'required.
Maintenance Organizatior
The plant head should review the job descriptions, facility's maintenance force and
personnel performing'maintenance functions. Based upon this, review and guidance pro-
vided by" the EPA.repoTrts on, staff ing previously mentioned, a maintenance organization-
alrehart should be developed for the plant. Depending upon .plant size and type, tills
-------
chart may outline each employee by job title or particular groups such as Maintenance
Mechanic II or I. Figures No. 17 and 18 are examples of maintenance organizational
charts.
The job titles used in these organizational charts are based upon the EPA reports dis-
cussed previously. The numbers in parentheses beside each job title identify the possible
number of employees of each job title a plant in this size range may have.
Figure No. 17 outlines two organizational charts for plants 10 MGD or less. Mainten-
ance organizational chart number 1 outlines the maintenance staff with a plant super-
intendent. Chart number 2 has the organizational outline for a smaller plant with the
chief operator as the head. Figures No. 18, 19, and 20 outline the organizational charts
for plants 10 MGD to 50 MGD, 50 MGD to 100 MGD, and 100 MGD and greater, re-
spectively. The possible number of employees for plants 100 MGD and greater were
not included, for this number will depend upon the particular plant. There are rela-
tively few facilities in this size category and each facility's maintenance staff must be
tailored to its particular needs. Organizational charts should outline the chain of com-
mand for the maintenance work force.
Job descriptions should be developed, and this information, along with the organiza-
tional chart for the facility, will help eliminate problems involving responsibilities for
maintenance work.
Rating maintenance personnel and evaluating maintenance jobs are important in order to
establish salaries and a wage structure for the plant organization. It is beyond the scope
of this manual to cover adequately this topic. For additional information refer to Main-
tenance Engineering Handbook by L. C. Morrow, 2nd Edition, McGraw-Hill, Inc.
Maintenance Personnel Training
As wastewater treatment plants expand and new equipment is obtained, the maintenance
tasks and problems increase. To perform the corrective and preventive maintenance tasks,
the maintenance force must be trained and upgraded to handle these problems. An effec-
tive maintenance staff is always improving its ability to handle present tasks.
Maintenance training can be considered to perform two basic functions. First, it can be
used as a cure for existing deficiencies. Second, it can be used as a preventive measure to
help eliminate potential future problems. For any maintenance training program to be
successful, it should be aimed at meeting the plant maintenance needs and should be-
come an essential part of the overall plant maintenance effort.
Before initiating a maintenance training program to correct deficiencies in certain
maintenance jobs, the specific job should be thoroughly analyzed. The job should be broken
down step by step to determine if, in fact, training and not some other factor is the
60
-------
MAINTENANCE ORGANIZATIONAL CHART NO. 1
[Superintendent (0.5-1)
[Operator II (1-4)| | Maintenance Mechanic II (0-1)| [Electrician II (0-1) |
[Operator I (1-6) | | Maintenance Mechanic I (0-1)|
Auto. Equipment Operator (0-1)
Laborer (0-2)
Maintenance Helper (0-2)
MAINTENANCE ORGANIZATIONAL CHART NO. 2
I Operator II (1-2)
[Operator I (1-4.)
Maintenance Helper (0-1)
Auto. Equipment Operator (0-1)
Laborer (0-1)
Figure No. 1? Maintenance Organizational Charts - Plant Size; 10 MGD or Less
-------
ro
[OPERATIONS SUPERVISOR
[SHIFT FOREMAN (o-2)|-
[OPERATOR n (i-n)l
[OPERATOR i
[SUPERINTENDENT (1)
[ASSISTANT SUPERINTENDENT (0-1)]-
ICLERK TYPIST (0-2)1
[MAINTENANCE SUPERVISOR ((Pf)]
I
IMECH. MAINTENANCE FOREMAN (o-i)| [ELECTRICIAN n (o-i)|
L " "--in nnr _ _ tri ^~~*~~~.^*
AUTO EQUIPMENT OPERATOR (0-4)
LABORER (1-5)
CUSTODIAN (0-1)
MAINTENANCE MECHANIC II (.5-2)1 [ELECTRICIAN I (0-1)|
[MAINTENANCE MECHANIC I
MAINTENANCE HELPER
Figure No.18 Maintenance Organizational Chart - Plant Size: 10 MGD to 50 M6D
-------
Ch
oo
SUPERINTENDENT (1)
[ASSISTANT SUPERINTENDENT (i)h
lOUJVll
| CLERK JTYPISTi i (1.5-4)1
OPERATIONS, SUPERVISOR (0-1)
SHIFT FOREMAN (0-5)
MAINTENANCE SUPERVISOR (0-1)[
OPERATOR II <6-17)|
[OPERATOR i (8-25)|- l
AUTO EQUIPMENT OPERATOR (1-6)
- .Ml <' I
LABORER (4-8)
i I !,[(>
E FOREMAN (0-3)|
<; !
ECHANIC II (1-3)|
i
[ELECTRICIAN
I-- i ;?. u
ELECTRICIAN
ik
MAINTENANCE MECHANIC I Q-;3)|
MAINTENANCE HELPER'{2-6)1,' V1''
1 ' "
STOREKEEPER»(0-1)
'PAINTER'(o-i)
'CUSTODIAN (1)
Figure No. 19 Maintenance Organizational Chart ..Plant Size: 50 MGD to 100 H.GD.
-------
O1
-Pa
(SUPERINTENDENT!
ASSISTANT SUPERINTENDENT
ICLERK TYPIST
OPERATIONS SUPERVISOR
[MAINTENANCE SUPERVISOR
MECH. MAINTENANCE FOREMAN
AUTO. EQUIP-
MENT OPERATOR
LABORER
MAINTENANCE MECHANIC II
MAINTENANCE MECHANIC I
MAINTENANCE HELPER
ELECTRICIAN II
ELECTRICIAN I
STOREKEEPER
PAINTER
CUSTODIAN
FIGURE NO. 20 MAINTENANCE ORGANIZATIONAL CHART PLANT SIZE; 10QMGD AND GREATER
-------
ingredient that must be improved to achieve the desired efficiency. If the job analysis
shows that maintenance training is required, the first step should be to establish re-
alistic objectives.
Realistic criteria for measuring these objectives must also be provided. If adequate labor
standards exist for the maintenance tasks personnel are being trained for, these standards
can be used to measure training objectives. Inexperience must be considered when
evaluating any newly trained maintenance employee's performance. The level at which
the maintenance training should be initiated must also be defined. The type of training
program that -will best accomplish the stated objectives must be selected. The types of
maintenance training programs include on-the-job training, classroom instruction, and
programmed instruction. Maintenance training programs instituted by other organiza-
tions should be studied for both general and specific training techniques employed.
Trainees should be given standardized screening tests to provide indication of their
technical levels and to give the instructor an indication of any potential student weak-
nesses. If required, basic and advanced courses could be held on a continuous basis. It
.is important that class sizes be limited to give students individual attention, Class
times of two hours per day, two days per week have been shown to be most effective.
Certificates of completion should be awarded to all individuals who successfully complete
the maintenance training program.
Training classes are available through Federal and State Water Pollution Control Agen-
cies. Several large industries offer correspondence courses in maintenance subjects,
and suppliers of wastewater treatment equipment also provide training classes on
maintaining their equipment. All of these potential sources of maintenance training
should be investigated and programs selected to help satisfy the facility's maintenance
training requirements.
65
-------
-------
_______________________ ........ _ ^SECTION -VIII ;
COSTS AND BUDGETS FOR MAINTENANCE OPERATION'S -i,t E
Maintenance Costs ^ aur-ivi% j>yfn iroir£St:s.4SiQ- S3ne«0ifff£fn 9.1T
Maintenance costs,,can Jje^a, ^significant percentage of a wjastewater treatmjent, plant sjptal
operation and maintenance budget. Because maintenance costs in general have, increased
to become such a large part of the total yearly operating cost, plant superintendents have
been required-, to,. take- positive' action.. It is - important .that -.sufficient information be
-i^ ,, ' ;np siirti.'t* «*..»-a3i iteuiU ij^ftftorti ,}.. ,.>fyajjtt,'f>iii »ju<>x fi * \ilitf< lauRdli
maintained to permit proper monitoring and control of, maintenance .costs and the ,main-
-»"!i>jf-, jt i.,>J,riAi>i»j ij «, Mj<3&i jl?-- -Ml., jjuawi* 3*JB# JeSliii* alt .iJUWllJ iU »R»aJ3«4AS
tenance
sts
--;r'i&fcjK3riJ ttvotami gi^TO'// sni ql^ffiaum 9»i fefia
Before an accurate estimate of maintenance costs can be made or a sound maintenance
budgetjan be prepared, JJ js- n|cefsary tg ^Y^^M^JaWBt^PSf
service .cal^^ri^^^^pt^^,^^^,^^^,^ |f
£'0..._* u; ,r..'?-'"-fi&J.§'»Ft^s'"jess3io!i: dcf TiSfff eeasff'j'isjtj bujj *J9jjl3osJ Jsdi
Preventive maintenance. jsitl}e_in,ainj;enanc(e." >f pnctip.ns^, .that ,_can^ generally.. be"
perfprmed 'jyjule. the .plant , is, in. -operation ^operat
roujbine. inspection of equipment,, lubrication, and minpr: jquipmeni,
,h9csr0i9.fat" sd birroris s^oes srf} ,»IB
Corrective maintenance is the repairs performed while the plant is in operation
T3"LQ!cWith,arnijnim,um o.f equipment dpsntime,.iTJ\esj3jm,ajnteji^^ 5,iT
»ieirpacking, pumps,., changing belts; and repl.a,cmg,bearing~s,.- brushes; ej;(:,.,.Th>ey,lare ;«jyj
i?30 sflnietimes, - performed, , by . operating ipersonne] , but-nin,Qst - -often, ;by_ ; plaijt T
* ;5,;ten.anc,e men_.QrJby-being%(;ontracte,d,'put. ^-ff^j^o
..zsiri +8O3 lujot aril sffttiotoMol rf* *»irj'3!'"f .jffernoosfq^i '*o virrfcilucfsi iol tiwo& Jorig.ai It oiotsd ot
_sr;7rN*' 'iff .""<: arwf rr 'fit hf*9r?-<::vrl h'f""/** TVi1' «"' '"f'- fffffi^i firro?* ,fij«f« a<»rf »'»,'* 'rt'fsrff P *O '>ffT'5'rK"
With' mamtenance"operations~ defined by service categories,' the maintenance manager s
»,,,-. ,.ir-, ^ftorrftfvrnj-f.fclt o* "ifsno'fl +.-,-«* r->n*/^{ "->?' * -.-.rfTfr-r'ACi f r-» zn*i'trrtt>? onrrart^trrfRfTr «rrfp<'ff'>Trff% «rn1 . o^rf]'5rTr«rt'*9«
the equipment record system, work order system, storeroom system" and contract main-'
tenance. A good maintenance manager should realize that an overall sustained plan
base'cl-' on -accurate records'" is the'- key to 'any type of' cost" re>ductibrh7The;f6116wihg'ltSms^
should be'-'e8hsidere'dnby &e 'roSt' donicioi&:ina^^ni»Taffiff^er^*s?joa"JiOft5» rro, h^tinost f+f«s«j**voionit_fR
Work Order System" The work order system should ensure that the specific
s\'o otiuj- 93nts09Jfji,Cff» "fj&y*'' ,r)Bkr0't f&.bnsfl. iswaofs-j R ;anMsficfR!T?9 vd
maintenance task is defined accurately. It should spell out how the maintenance
67
-------
task is to be done; the forms should provide space for time data and calculated
cost information.
Organization The maintenance organization must provide a method to
communicate work requests quickly, accurately, and simply. The responsibilities,
accountability, and function of all personnel in the organization must be clearly
denned.
Leadership A good maintenance manager must let his workers know what is
expected of them. He must give them the necessary training and equipment to
perform the tasks they are assigned. He must provide them with some means to
measure their performance and he must help the workers improve themselves.
Control The key to maintaining control of the wastewater treatment system
maintenance functions is based on records which keep the management so well
informed that budgets and purchases may be forecast accurately. The minimum
records necessary to maintain control are the work order, storeroom requisition,
schedules, equipment history, and time sheets. Periodic reviews should be made
to ensure the maintenance expenses are not exceeding the budget, and, if they
are, the cause should be determined.
The equipment history record should contain a detailed description of the item and register
total maintenance hours and cost. An additional form can also be used to establish
maintenance cost trends. This form should provide for recording preventive maintenance
and repair labor hours, equipment operating hours, labor costs per operating hour, total
labor and material cost per operating hour, and a graph for plotting the total cost index.
The cost index plotted over a period- of months is helpful in determining when main-
tenance costs on an item are becoming excessive. This form is a good tool for manage-
ment to use to determine the normal operating expense for an item of equipment. An
abrupt change from the normal will indicate a problem which should be investigated.
This same plot is helpful in estimating the length of time any item should be allowed to
operate before it is shut down for rebuilding or replacement. Figure No. 21 is an ex-
ample of a maintenance cost trend form. This form could be used to prepare budgets
for maintenance operations and to illustrate cost trends to management personnel
responsible for purchasing maintenance supplies and equipment items.
In budgeting maintenance and operating costs certain needs inevitably occur that cannot
be readily anticipated, Examples of this type of expenditure would be major emer-
gency repairs such as those caused by floods or other c;«tastrophies or unscheduled minor
capital improvements required on short notices. Needs of this type can be handled effec-
tively by establishing a renewal fund or replacement and heavy maintenance fund over
68
-------
MAINTENANCE COST TREND FORM
o
3:
-------
and above the normal maintenance budget. Money is generally allocated to such funds
on an annual basis and if not used carried over to .the next year.
Maintenance Budget
The plant superintendent or head of the facility should be responsible for the development
of the maintenance budget. If a system of records is established using guidelines pre-
viously outlined, the data from past cost reports will be used to develop the proposed
maintenance budget. The following is a checklist of items which should be included in
the proposed budget:
Preventive Maintenance 7 including PM man-hours, s'upphes, lubricants, and
related cost.
« Corrective Maintenance including information from work orders on CM
man-hours, supplies, and parts.
Major Repairs or Alterations Estimated cost of proposed major tasks and
capital improvements.
» Contract Maintenance or Repair Services All cost related to maintenance
services provided by outside maintenance personnel,
» Special Project Cost Maintenance cost related to experimental projects
such as proposed treatment alterations; these might be such alterations as
chemical addition or a- trial change of a trickling filter to high rate.
The preventive maintenance and corrective maintenance budgets are computed in si similar
manner. The man-hours and supplies used should be broken down by craft. The previous
year's maintenance man-hours can be determined based upon a review of time sheets and
jobs performed with information on filed work orders. Man-hours can be converted to
dollars using next year's projected standard man-hour rate with an extension to cover
fringe benefits cost. The man-hour figure should be adjusted for an anticipated increase
or decrease in equipment. An additional 0.5 to 1.0 percent should be included with last
year's man-hour totals to cover wear and tear on equipment. The average percent increase
or decrease in the cost of supplies and lubricants should be obtained from the purchasing
department. The percent increase or decrease in storeroom operating overhead should be
noted as well as any anticipated change in freight rates. This information should be
consolidated into one percentage figure and the lubricant and supply dollars computed by
craft. The preventive maintenance budget will be the total of the labor and supply dollars.
The corrective maintenance budget is also determined by totaling the-labor and supply
dollars assigned to it.
70
-------
To obtain the major repair and alterations budget, remo₯e the.eosts.of jobs, performed last
year that will not be repeated this year. The cost of projects in-active backlog which will
span the new year should be addedcThe, major .repair and;alteraMons,wiiieli have received
approval should also be listed. To these items must be added the forecast" of "next year's
needs. This includes_ equipment overhauls, m_2di|icationSj;any Alterations; and^building
repairs. A total of the items listed under maj olFTeliialr^M^terations wilTyielcrthe budget
-".£".* "frvsA qwons ?f «'»'> -ym'jH&A fiOKteluolsj j&y&rj^ MM ot 'uiUmis i£yfJ>.Wj'.ft, ) ",o.Hj/,
request for that maintenance service category.
" . .r i*,^ "*.oj :.3vs£
The importance of adequate maintenance budgets cannot be overstated. AJaek,,of funds is
detrimental to any maintenance system. The information in the,equipment record system
~"5*iCC^J^ J*ZJ*^t
on work performed, work contracted out. items used from storeroomTstocjE'and purchased.
, - , - , .,:, _,i>»f<' Hbcxti "jnouorf OuO.otJ- <
and a breakdown of man-hours provide information on maintenance costs. Using these
costs and making allowances for equipment replacement, expansion, and information on
------- - T-^T M TV? rnACfWff '.T'tlA'VT
maintenance history for the plant, the maintenance budget can-be-developedi- A sample
maintenance budget calculation follows: --'JMOT I zionL i^e-i 00u,05 I
- :r='i gttij b:»tfifio">Y 'oo
_,_" , _ , T^ , __ ** - ' ;>:'.: ;.l5-,-s& dd nsau^s&jf
PM Supply Costs Last Year
&. j- &&~,"£d5!'',{W'F}c5ff«S339i)io'}8"i iXi O'JKO B^tjud fans J?C*D s&nsnajnffim )«iw afdsisla-uj si II
2£*sW sib 0f ftff««i ad UJ53 *5!n|T9jiE» i«dn!ioo3a no
_A*aaj5,%, to, Coyer Increases, In Costs of Supplies & Lubricants.
~!j8- ^3i*!i\O'jh> JO^S^jib^.Jm^^^'J^^.^ff 9rjjLZf^ i AU tg^aaj*..
-------
$ 126,000 Labor
-{- 15,750 Supplies
$ 141,750 Preventive Maintenance Budget
CORRECTIVE MAINTENANCE BUDGET
NOTE: Calculation similar to PM budget calculation. Assume costs shown below were
determined using procedure given for PM budget.
$ 70,000 Labor
25,000 Supplies
$ 95,000 Routine Repair Budget
MAJOR REPAIR BUDGET
$ 50,000 Last Year's Projects
85,000 Projects that will not be repeated this year
| 15,000
20,000 Projects in active backlog which will span
the new year
25,000 Projects approved for next year
-j- 5,000 Forecast of next year's needs
| 65,000 Major Repair Budgat
TOTAL MAINTENANCE BUDGET
$ 141,750 PM Budget
95,000 Corrective Maintenance Budget
_65,000 Major Repair Budgat
$ 201,750 TOTAL MAINTENANCE BUDGET
NOTE: The example above has been simplified to illustrate only the basic steps in
preparing a maintenance budget. However, using costs determined in the manner
illustrated and making allowances for equipment replacement, contract
maintenance work, and the maintenance history for the plant, a sound
maintenance budget can be developed.
It is preferable that maintenance cost and budget data be recorded and transferred to a
central utility accounting system from which it can be recalled; however, if this cannot be
accomplished the data must be maintained informally in logs in a "cuff system" by plant
personnel. Additional information on accounting systems can be found in the Water
Pollution Control Federation Manual of Practice No. 10 Uniform System of Accounts for
Wastewater Utilities.
72
-------
A cost coding system should be developed to permit labor hours to be assigned to normal
operations, preventive maintenance, ^corrective maintenance, and major repairs or
"alterations. The coding system also permits time charged to sick leave, vacation and holi-
days to be recorded. Typical cost coding systems include the following:
Code Description
00 Unassigned
01 Vacation
02 Sickness
03 . Holidays
04 Normal Operations
05 Preventive Maintenance
06 Corrective Maintenance
Of Major .Repairs or Alterations
08 Training
NOTE: For example, changing oil, a PM task, could be assigned the Code No. 05-7. This
would permit similar PM tasks to be grouped within the general PM task head-
ing.
For plants in which most personnel are performing certain maintenance duties, the
man-hours for each employee should be broken into each half hour of the work shift with"
charge numbers established to cover operations and maintenance work,
There are several factors which maintenance managers should be aware of in developing
their budgets. The method of sludge processing generally produces the greatest single im-
pact on total plant costs for a given type plant. As more sophisticated means are used to
upgrade the treatment of wastewater, 0 & M costs can be expected to rise sharply.
0 & M costs are also greatly affected by cost of labor and supervision; any changes that
affect manpower (wage increases and training) will markedly affect O & M costs. To
determine the yearly change in total maintenance cost, costs of maintenance based up-
on flow volume can be used as indicator.
73
-------
-------
SECTION IX
CORRELATION OF THE BASIC SYSTEM FEATURES
INTO A WORKING MAINTENANCE MANAGEMENT SYSTEM
General
This section provides examples of maintenance management systems for various size
plants. The following three examples are for a small facility, a middle size facility, and a
large facility. The examples assume all facilities are properly staffed and are operating
continuously. The example maintenance systems for the three size facilities are all work-
able systems. However, they are not intended to be rigid formats for all facilities within
a given size range. In developing a system for a particular plant, a person may use any
combination of the feature techniques from larger or smaller plants and may" adapt
them to his particular plant. Because various procedures can be used in a variety of
plants, no size range has been assigned to these examples. A person preparing a new
system or updating an existing system can use these examples to help develop the main-
tenance management system which best fits his particular plant.
Each example is broken down into the five basic features of a maintenance management
system. This breakdown corresponds to this manual's format which has a separate section
on each of these five basic features. This permits persons reviewing these examples of
maintenance management systems to quickly refer to the appropriate section in this man-
ual for a discussion of any item described in the examples.
75
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
SMALL FACILITY
MIDDLE SIZE FACILITY
LARGE FACILITY
Genera!
This example is based upon a facility with a
superintendent and several operators having
to perform the operations and maintenance
work and keep the maintenance records.
General
This example is for a middle size plant with
a maintenance staff performing the major
maintenance tasks and a clerk typist to assist
in record keeping. The operators will be re-
quired to perform minor preventive main-
tenance on some equipment.
General
Because of the size and the number of per-
sonnel required to efficiently operate a large
plant, its maintenance management system
must be tailored for that particular plant
The following is an example using a closed
system computer approach
Equipment Record System
To develop the equipment record system,
each item of equipment is numbered. For a
small plant, the first equipment item in the
pretreatment area is given the number one.
AH other equipment is numbered consecu-
tively following the wastewater flow through
the facility Multicomponent items are brok-
en down and numbers are assigned to each
component requiring any type maintenance
tasks. After numbering equipment following
the wastewater flow, the numbering is con-
tinued to cover all sludge handling equip-
ment The consecutive numbering was chosen
because the number of items in a small plant
is usually less than one hundred and the
system is simple to apply The following is
a sample of this equipment numbering
system
Number Equipment Description
1 Mechanically Cleaned Bar
Screen
2 Comrainutor
3 Raw Wastewater Pump No 1
Equipment Record System
To develop the equipment record system, each
item of equipment is numbered. All items
of equipment are numbered with the equip-
ment in a specified area or building being
within a range of numbers Multicomponent
items are broken down and numbers are as-
signed to each component requiring any type
maintenance tasks The numbering sequence
follows the flow through the plant and is
continued to cover all sludge handling equip-
ment The following is a sample of this
equipment numbering system"
Number Equipment Description
1-25 Pretreatment Structure
1 Mechanically Cleaned Bar Screen
2 Commmutor
3
26-100
26
27
28
Primary Treatment Structure
Primary Sedimentation Tank
No 1
Manifold Valve No 1
Equipment Record System
To develop the equipment record system,
each item of equipnient is numbered. The
equipment numbering system assigns 1000
numbers to each major stage of the treat-
msnt plant Multicomponent items are brok-
en down and numbers are assigned to each
component requiring any type maintenance
tasks The following is a sample of this
numbering system
Number Equipment Description
1000
1100
1110
1111
1112
1113
1114
1200
1210
1211
1300
1810
1311
Pretreatment Structures
Raw Sewage Pump Station
Bar Screen Eoom
Influent Bypass Valve
Influent Diversion Gate
Commmutor No 1
«
Control Eoom
Pump Motor Control Panel
*
Pump Room
Raw Sewage Pump No 1
*
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY
Number , Equipment Description
10 Primary Sedimentation Tank
11 Sludge Collection
Mechanism
35 Aeration Tank
36 ' Aerator No. 1
42 Final Clarjfler
43 Sludge Collection
Mechanism
49 Chlorine Contact Tank
58 Raw Sludge Pump No. 1
63 ' Primary Digester
64 Primary Digester Stirring
Mechanism
72 Sludge Drying Beds
MIDDLE SIZE FACILITY
Number Equipment Description
Aeration Tanks
Aeration Tank No, 1
Mechanical Mixer No. 1
Final Clanfiers
Final Clarifier No. 1
Sludge Collection
Mechanism
LARGE FACILITY
Number Equipment Description
153
176-250 Operations Building
251-275 Chlorine Contact Tank
251
* *
276-300 Sludge Thickener
276 .
* ' > *
301-325 Digester and Sludge Gas
System
,301
*
826-850 ' Centrifuges
326 «
2000
2100
2110
2120
2121
2122
2130
. 2131
2132
2200
2210
2211
2212
2213
2220
2221
2222
2300
2810
2320
2321
Primary Treatment Structure
Primary Sedimentation
Influent Manifold
Primary Sedimentation
Tank No. 1
Valve No. 1
Primary Sedimentation
Tank No. 2
Boiler Room
Raw Sludge and Scum,
Pumping System
Raw Sludge Pump No 1
Digested Sludge
Recirculation System
Sludge Recirculation
Pump No. 1
Control Room
Motor Control Center
No 1
High Pressure Air System
Compressor
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY
NOTE: The consecutive numbering system
is not flexible with respect to equipment ad-
ditions and omissions. Therefore, considera-
tion might be given to alternating equipment
numbers (1, 3, 6, 7, 9, etc.) or using an
alphabetical suffix (12A, 12B, 12C, etc.) to
handle this problem.
The list of equipment numbers along with
their corresponding equipment descriptions
are kept in a folder. This folder is filed and
used as an equipment catalog This catalog
provides a convenient list of equipment num-
bers and their corresponding equipment
descriptions.
In a small plant with the superintendent
and/or chief operator having to plan, sched-
ule, perform and record maintenance tasks,
the equipment record system selected is a
single card file system Figure No. 23 is a
sample single card containing nameplate
data and preventive maintenance tasks on
the front and a record of repairs on the
reverse side. These equipment record cards
are set upright in a file holder with the top
edge exposed A metal tab is placed on the
week of the month in which the next pre-
ventive maintenance task is to be accom-
plished
MIDDLE SIZE FACILITY
A list of the equipment numbers and their
corresponding item descriptions are kept in
a notebook. This notebook serves as an equip-
ment catalog. This catalog provides a con-
venient list of equipment numbers and their
corresponding equipment descriptions.
A three card system is used as the plant's
equipment record system. Figure No. 22
shows samples of the cards used in this
three card system. The first card contains
the equipment description, nameplate data,
and spare parts list The second card is a
combination work order form and preventive
maintenance list PM frequencies also appear
on this card.
The card is removed and copied when pre-
ventive work is scheduled The copy is as-
signed a work order number and the
preventive maintenance tasks to be per-
formed are circled The third card contains
a history record of repairs. When a history
record card is filled with information, the
completed card is removed and placed in
permanent history record and a new card is
placed in the file These cards are main-
tained in a horizontal tray with the bottom
edge of the third card exposed The third
card has a sliding progressive signal posi-
tioned on the month for the next scheduled
PM inspection, when the inspection is com-
pleted, the signal is moved to the month
designated for the next inspection The card
also contains a four window multicard
LARGE FACILITY
Number Equipment Description
2322 Holding Tank
2400 Chlormator Room
2410 Scales
2420 .
3000 Aeration Tanks
3100 Aeration Tank No 1
3110 Mechanical Mixer No. 1
3120
3130
Equipment numbers, item descriptions and
nameplate data are input to the computer.
An up-to-date printout of this information
is bound and used as an equipment catalog
Additions or deletions of equipment items are
made with a computer data card. The com-
puter can be keyed to reproduce any desired
portion or all of the equipment catalog
information.
A multifile, multipurpose computer system is
used for the equipment record system. The
preventive maintenance tasks and frequen-
cies are input into the computer files Ad-
ditional information on planning and sched-
uling and cost data are also filed. The
system provides a closed-loop maintenance
control system that permits one reporting
plan The system provides a total docu-
mented control readout of scheduling! cost,
equipment history, and manpower require-
ments
-------
xl
TAG NO
EQUIPMENT
RECORD
BSE
*MM]
. LOOTION
MFC
MFC SERIAL NO
Bobbins & Myers, IncT
VENDOR Motor * U. S. Motors
DESCRIPTION OF EQUIPMENT
SPARE PARTS IN STOCK
Centrifuge Feed Pump'No.2
'RMS COURTESY OF
Acme Visible Records, Inc.
, Virginia
FIGURE NO. 22 SAMPLE THREE CARD SYSTEM
SHEET I of 3
-------
O3
O
No.
- Centrifuge Feed Pump No. 2
WO»K ODDCI NO
HO [ OPERATION (00 OHtr THOSt tHCHaiB)
WORK ORDER
10
Operate all valves
10 m
Check oil level Inmotor gear case
10m
Operate variable speed unit through entire range
10 m
Operate gland seal water shut-off valves, clean strainer and check operation
of solenoid valve
30 m
Check drive belt tension and condition
Removebelt guard and check separation of back stop
Check varidrlve belt condition, lubricate splined shaft
Q or Ev. of 250 hrs.
Change oil in motor gear case
Repack motor bearing and flush and relubricate pump bearing
Clean entire unit and retouch paint
MAINU*
«**£
SCHCBUIC
Jl
jn.
m
fl.
IL.
JL.
IL.
IL
ANNUAL
SEMIANNUAL
48 4* 50 SI 8Z
FIGURE NO, 22 SAMPLE THREE CARD SYSTEM
FORMS COURTESY OF
Aceme Visible Records, Inc.
Crozet, Virginia
SHEET 2 of 3
-------
HISTORY OF REPAIRS
mm-
00
DATE
/7/73
tW7\
/15/7
W O. NO
1 981
i 1031
J 1190
.
iJ\G NO
DESCRIPIICN OF REPAIRS
Change oil in motor gear case
Repack motor, flush and relubricate pump bearing
Check drive tension and condition
-.
.
,
DESCRIPTION
-; V;'j\'i".H
Centrifuge Feed Pump No. 2 ;
DOWN
TIME
1
4
h
hr
hrs.
hr
<
MAN >
HOURS
lij hr.
4 hrs.
h hr.
MATERIAL.
COST
^
10
1
-
1
'
nil
oc
,
MONTHLY INSPECTION CONTHOU
'
I I I
I I I
JL,
PIQURE NO. 22 SAMPLE THREE CARD SYSTEM
FORMS COURTESY OP
A,oewe Vusble Records,- Inc.
'>ozat, Vtrginta
SHEtf 3 of 3
-------
JAM.
1234
reu.
1234
HAR.
1234
APR.
1234
HAY
1234
Preventive Maintenance Progran
JUI1C
1234
JULY
1234
AUG.
1234
SEPT. OCT.
1234 1234
NOV. OEC.
1234 1234
Lqulpr.ient Record lluaber :>
EQUIPMEHT UCSCRIPTIOtl
Itame
Comsinutor
Serial llo. 1-432-607
Vendor
ynrthiiwiton Coro.
Vctiilor Aildross
?on»Ior Rep. jphn
Initial Cost
Dqe
Phone
Date
ELECTRICAL OR HECKAKICAL DATA
Size
Ik HP
Model U1824PK71
Type
K
IJORK TO HE UOIIE
Cutting surface should be
Cutting surfaces should be
inspected
and adjusted
checked for sharpness
Lubricate communitor with Grease #1
Change gear motor
oil - SAE
10 (Winter) - SAE
SAE 30 (Fall
40 (Summer) -
S Spring)
Inspect for unusual noise or heat
Inspect coiibs, cutter teeth
, shear bars, and base seal
FREQUENCY
(Juarterly
Semiannual ly
Biweekly
Quarterly
Daily
Biweekly
TIME
DATL
IfflRK DCKIE
SIGNED
DATE
UOKK DOIIf
SIGHfcO
DATE
mm DOIIE
SIG1IEI)
FIGURE NO. 23 SAMPLE EQUIPMENT RECORD CARD
82
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY
Maintenance'Planning and Scheduling
The required preventive maintenance tasks.
are listed on the equipment record cards
with their frequencies ,
I ' i
Bach week tha superintendent reviews., all
the equipment record cards jwith tabs de-
noting work to be performed! m the coming
week He uses these cards to prepare the
PM work orders for the coming week" A
work order priority list is then developed
This priority list includes work orders* which-
will not be completed during the present
week and must be carried over to next week, i
Figure No 25 is a sample work order form
and Figuie No 26 is! a sample work order
priority list Current work orders are main-
tained in a log book with the priority lifct '
as the first- page Each Friday, all completed
work orders are taken out of the log by the
superintendent, applicable information is re-
corded on equipment record cards and the
work orders are placed in a file. This file
becomes a history of work accomplished at
the facility .\ ' '
Before an operator or maintenance helper
starts to work on a work order, he reviews _
the notebook containing the preventive main-
tenance procedures and checklists Preven- '
live maintenance procedures and checklists
are typed on Si'/'xll" pages with file
MIDDLE SIZE FACILITY
signal to designate the four weeks in each
month A signal is lowered to denote the
specific week in which the task is to be
accomplished. *
Maintenance Planning and Scheduling
i The preventive maintenance tasks and fre-
quencies are listed on the second card of the
; equipment record system.
The clerk typist reviews the card system
, weekly and remove^ the work order cards
(second card) for all equipment requiring
PM work in the coming week. Copies of this
card are made, a work order number as-
signed, and required PM items, circled
The work orders are forwarded to the main-
tenance supervisor for his review .and to
have work priorities established. The work
orders and priority list are forwarded, to
the mechanical maintenance foreman who
assigns the work. When the work is. 'accom-
plished, "the work order form i.s completed
and returned to the clerk typi.st. He records
pertinent information and flies the work
order in a history file of work orders.
The mechanical maintenance foreman le-
" views all the work orders prior to assigning '
them to the maintenance staffs He then pro-
vides each crew with the PM procedures, and
checklist for the particular task assigned '
The PM procedure and checklist are typed j
on 8i'/'xll" pages and have file numbers
LARGE FACILITY
Maintenance Planning and Scheduling
All corrective and preventive maintenance
tasks are initiated by work orders Figure
No 24 is an example, of the type work order
used '
A weekly computer printout provides' a list-
ing of preventive maintenance tasks to be
performed in the coming week.,The main-
tenance rclerk use*, this listing to prepare
preventive maintenance work orders The
preventive maintenance work orders are
then foi warded to the maintenance foreman
who assigns the work The records clerk
also piepares the corrective maintenance
work orders The maintenance supeivisor
reviews all corrective maintenance work
orders and approves them before forwarding
them'to the maintenance foreman.
The maintenance foreman prepares a correc-
tive maintenance work estimate before issu-
ing the work order to the maintenance staff
Upon completion of the work orders the
clerk forwards the forim to the computer
center Here the cost information on the
work orders is input to the computer The
computer program lists equipment number,
description, total co^t-of maintenance, pre-
ventive maintenance cost, corrective main-
tenance cost,-total man-hours and cost of
-------
8/7/73
Work Order
Location
Pretreatment Structures
Euulwnent Name
Communitor No. 1
No.
1114
"
Job Estimate
Tlf,V»- « 260.00
Material $ 0
^ 738
Requested By: Priority:
J. D. 7
(Phone)
g] Inspect r~j Replace r~j Service
[""I Repair r~\ Overhaul r~\ Paint
Work Description
Inspect and adjust cutting surfaces.
Work Performed/Comments
Cutting surfaces were inspected and adjusted.
It was required to sharpen some surfaces.
John Jones
Maintenance Superintendent
Work Record
Personnel Assigned
C, 6. Doe
D. Smith
| Total
Manhour s
20
20
40
Date
8/16/73
Work Done
Adjusted and shar-
pened cutters
Parts & Materials
None
Work Completed By D. Smith
Work Accepted By
ilnhn
Date 8/16/73
_Date 8/17/73
FIGURE NO. 24
SAMPLE: WORK ORDER
84
-------
WORK ORDER
WORK ORDER NO.
452
DATE:
8/9/73
WORK TO BE PERFORMED:
Aerator No. 1 Equipment No. 36
Lubricate motor bearings.
MATERIALS REQUIRED:
Grease #2
WORK PERFORMED BY:
1. Jack Smith
2.
3.
4.
2 HOURS
HOURS
HOURS
HOURS
WORK COMPLETED:
SIGNED: Jack Smith
DATE:
8/13/73
COMMENTS:
FIGURE NO. 25 SAMPLE WORK ORDER
85
-------
Form 1
MAINTENANCE SECTION GENERAL PRIORITY SCHEDULE
CO
ORDER DATE
8/14/73
8/10/73
8/10/73
8/10/73
8/3/73
PRIORITY
1
2
3
4
5
JOB DESCRIPTION
Work Order No. 572 - Replace flexible connections to the
chlorine cylinders
Work Order No. 569 - Inspect and adjust cutting surfaces
of cotnmunitor
Work order No. 571 - Lubricate worm gear and speed reducer
on Clarifier No. 1
Work Order No. 570 - Lubricate aerator motor bearings
Work Order No. 550 - Paint rear entrance si cms. aates. and
Courtesy
post. Plant Sue
central 1
Tacotna, h
COMPLETION DATE
8/17/73
8/24/73
8/24/73
8/24/73
8/31/73
of Mr. L. W. Kctcham
erintendcnt
reatment Plant
ashington
NOTE: The Maintenance Section will generally pursue the highest priority
assignment unless specifically instructed otherwise by a supervisor.
When conditions are not favorable to work on a higher assignment
they may drop back to the next lower one.
SUPERVISOR, TREATMENT PLANTS
FIGURE NO. 26
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY
numbers corresponding to the equipment
number of the item the procedure was de-
veloped for. The notebook is located with the
work order log book. The preventive main-
tenance procedures are removed and placed
on a clipboard for use in the work area When
preventive maintenance procedures, are re-
moved, a card is -placed in the notebook
identifying who is using the procedure. Upon
completion of work, the procedure is re-
placed and the card is removed.
Storeroom and Inventory System
A storeroom is provided to maintain parts
and supplies. Each shift operator maintains
a key to the storeroom. All storeroom items
are numbered and listed in a storeroom cata-
log A reference to the item's location in the
storeroom is also included in the catalog
The storeroom has consecutively numbered
shelves and b'tns for storing supplies.
To maintain an inventory of each item, a card
file is used. The card file has an index card
for each item and the cards are filed by item
number. The card -contains the information
as shown on the sample form, Figure No. 27
As items are removed from stock, a store-
room withdrawal slip, (see Figure No, 28)
is completed. The withdrawal slip is used
MIDDLE SIZE FACILITY
corresponding to equipment numbers. A
sign-out sheet is provided and initialed when
a procedure has been removed from the PM
procedures'file. Upon completion of the work,
the procedure* is returned and the sign-out
sheet updated.
Storeroom and Inventory System
A storeroom is provided for maintaining
parts and supplieb The clerk typist main-
tains the storeroom and controls access to it.
All storeroom items are numbered and listed
in a storeroom catalog. The materials aie
stored on shelves and in bins. Their location
is noted in the storeroom catalog.
To maintain an inventory of each item, a
card file is used. This card file has an index
card for each item and the cards are filed by
item number. A sample index card is shown
in Figure No, 27 As items are withdrawn
from stock, a storeroom withdrawal slip is
completed The clerk typibt revises the index
LARGE FACILITY
supplies The work orders are then filed and
become a history of work accomplished.
Comprehensive preventive maintenance pro-
cedures and checklists have been developed
for each item of equipment. These procedures
are based upon the manufacturers' recom-
mendations. These procedures are bound in-
to a maintenance manual and each operating
section has a copy of the manual. The pro-
cedures are indexed' and referenced to the
equipment number. As a procedure is needed,
a copy of the procedure is made and given
to the mechanics who are to perform the
PM tasks
Storeroom and Inventory System
The storeroom catalog is maintained on the
computer. The computer printout lists item
number, description, vendor (information,
cost data, location in the storeroom, maxi-
mum and minimum quantities and reorder
point The storeroom catalog printout is
placed in a binder for easy use in the store-
room
The storeroom clerk issues supplies using a
storeroom ticket such as the sample shown
in Figure No 28. The clerk will record the
information from the storeroom ticket on
the inventory form for the equipment item
Items considered as consumables do not re-
quire withdrawal slips. The record card is
used to maintain information on quantities
consumed, The clerk will inventory these
items periodically to determine when re-
order is required. The Inventory system is
-------
STOREROOM INVENTORY CARD
Item Description - Set of Gaskets
Part No. U-21247
For Wallace & Tiernam Chlorinator
Series A-741
Quantity Maximum
Reorder
Item No. 87_
Aisle No. 1
Bin No. 18
Minimum
INVENTORY INFORMATION
Quantity
Used
or
Stocked
2
1
1
Date
I/IS/
73
2/21/
73
3/18/
73
Signed
J. D.
B. G.
J. D.
Quanti ty
on
Hand
2
1
2
USAGE OR SUPPLY INFORMATION
Usage - Work Order No.
Supply - Purchase Order No.
P. 0, Ho. 55
W. 0. No. 212
P. 0. No, 197
FIGURE NO. 27 SAMPLE INVENTORY CARD
-------
STOREROOM TICKET
8/7/73
DATE
COST CODE NO.
P25
WORK ORDER NO. 792
Joe Smith
₯
EMPLOYEE
John Jones
FOREMAN
WORK DESCRIPTION Change oil In gear box
Mai ntenanpf
DEPT.
Maintenance
DEPT.
ITEM NO.
47
DESCRIPTION
SAE 40 Motor Oil
nondetergent
QUANTITY
8 qt. '
UN IT, COST '
0.79/qt.
TOTAL COST
$6.32
-
MATERIAL PROVIDED
MATERIAL RECEIVED
E. White '
^Signature Storeroom Clerk)
J. Smith '
8/7/73
ft
(Date)
8/7/73
(Date)
FIGURE NO. 28 SAMPLE STOREROOM TICKET
89
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY
by the superintendent to keep the index
card file up to date. The withdrawal slips are
maintained in a file as a record of items
withdrawn from stock.
Items considered as consumables do not re-
quire withdrawal slips. The superintendent
inventories these items periodically and up-
dates the inventory cards to determine when
reorder is necessary.
When the quantity in stock drops to the re-
order point, the superintendent provides a
list of items, descriptions, and quantities to
the municipal purchasing department to
initiate reorder of supplies.
Maintenance Personnel and Organization
The following is a sample organizational
chart for a small plant. The number in
parentheses identifies the number of em-
ployees for each job title:
SUPERIKTEHDEKr (1)|
| OPERATOR II (4)
KAINTEMNCE
HELPER
(1)
MIDDLE SIZE FACILITY
cards with information obtained from the
withdrawal slips. The withdrawal slips are
placed in a permanent file for a record of
supplies consumed. Figure No. 28 shows a
sample withdrawal slip. Items considered as
consumables do not require withdrawal slips.
The inventory card is used to maintain a
record of usage of these items. The clerk
typist inventories these items periodically
and updates the inventory cards to deter-
mine when reorder is necessary.
The clerk reviews the index cards as they
are updated to determine if the reorder, of
supplies is necessary. The items required are
listed and given to the maintenance super-
visor for his review and to be forwarded to
the municipal purchasing department.
Maintenance Personnel and Organization
The following is a sample organizational
chart for a middle size facility The number
in parentheses identifies the number of em-
ployees for each job title:
LARGE FACILITY
kept up to date by the storeroom clerk. A
sample of the inventory card used is shown
in Figure No. 27. When the storeroom clerk
determines a reorder is required, he prepares
the purchase order and forwards it to the
city purchasing department. Figure No. 29
is a sample of the type of purchase order
used.
Items in the storeroom are located using an
aisle and bin designation. This location infor-
mation is on the storeroom catalog printout.
The storeroom clerk also checks out special
tools and keeps information on the cost of
general supplies not chargeable to corrective
or preventive maintenance work.
Maintenance Personnel and Organization
The following is a sample organizational
chart for a large facility. The number in
parentheses identifies the number of em-
ployees for each job title:
IsupttiirTEioc
(»s
WTIOKS SUPERVISOR (1
1
[SHIFT FOftENU (li |
[OPERATOR II (10)|
(OPERATOR"! TisTl
AUTO eguinen
iLMOROt (10)
ISTAJCE SUPOI I
1
-i l*tlt Ht
*T (IK 1
TOCOCT ClU
laERK TTP1ST UK
IMAIKTEHMCE SUPCRVISM (1)1
MCE NCCMXIC 11 (4)4
INAINTEMNCE NECHAHIC i (su
i IMINTEMKE «.«i (7)1
OPEMTOR (Z}\
1
[Eucnucu* i tjjj
QBTCP1AM U) |
-------
TO
Progress Pump Corp.
88 Worthington Drive
St. Louis, Missouri 63043
SHIP TO Lynchburg STP
1005 River Road
Lynchburg, Virginia 24502
IMPORTANT
Out Purchase, Order. Number must appetr on
Invoices, Packages and Correspondence,
PURCHASE ORDER NO.
WORK ORDER NO.
DATE INITIATED
DATE REQUIRED
SHIP VIA
F.O.B.
TERMS
972
585
8/9/73
8/27/73
QUANTITY
1
1
NOTE
Parts for p
Frame type
Serial Numb
STOCK NUMBER/DESCRIPTION
Drive shaft
Cat. No. 26501
Connecting rod
Cat. No. 26502
jmp 8" - 5444C
>A5
;r 70 42 89
PRICE
PER
TOTAL
APPROVED BY J. A. Jones
DATE
8/10/73
SHEET 1 OF 1
FIGURE NO. 29 SAMPLE PURCHASE ORDER
91
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY
The superintendent does not have an assis-
tant The second and third shift have only
an Operator II on duty.
On the day shift, the superintendent will re-
view operations and maintenance work. The
Operator II, in addition to normal operations
and maintenance tasks, assigns maintenance
tasks to the maintenance helper.
The small plant, because of its limited main-
tenance capability, must contract out elec-
trical repairs and major mechanical repairs
The small plant depends on outside sources
for training courses to upgrade their staff.
The state sponsored operator training schools
and short courses sponsored by the Environ-
mental Protection Agency are used to meet
the plant's training needs.
The operators must perform maintenance
tasks, clerical duties, and record keeping in
addition to their normal operating tasks.
The superintendent follows operations and
maintenance closely to help in planning and
scheduling work
MIDDLE SIZE FACILITY
The superintendent has responsibility for
overall plant operations and maintenance.
The maintenance foreman is responsible for
maintenance planning and scheduling and
reviewing maintenance tasks to be accom-
plished. The clerk typist is responsible for
recording maintenance information in the
equipment record system and maintaining
the storeroom and inventory system. The
maintenance mechanics perform the pre-
ventive and corrective maintenance tasks,
The operations section only performs the
minor maintenance required during the nor-
mal operation of the equipment.
The maintenance foreman continuously re-
views his maintenance staff and provides
training to upgrade their qualifications.
Maintenance men are sent to short courses
or take correspondence courses offered by
the State and Federal Water Pollution Con-
trol Agencies.
The superintendent and mechanical main-
tenance foreman review all preventive and
corrective maintenance tasks with respect
to staff size and capabilities. They then de-
cide what tasks must be contracted to out-
side repair services Arrangements are made
with private contractors or service agencies
to perform all tasks beyond the capability of
facility personnel.
LARGE FACILITY
The superintendent has responsibility for
overall plant operations and maintenance.
The maintenance supervisor is responsible
for maintenance operations and keeps the
superintendent informed of the status of the
maintenance program. The maintenance
supervisor is responsible for reviewing main-
tenance tasks and planning and scheduling
the work. The records clerk maintains equip-
ment records and prepares the work orders.
The storeroom clerk maintains the storeroom
and inventory system, keeps all related
records and initiates purchase orders. The
Electrician II aids in planning and schedul-
ing electrical tasks. The operation section
correlates operations with required main-
tenance tasks and only performs the minor
maintenance required during the normal
operation of the equipment.
The maintenance foremen continuously re-
view the maintenance operations and report
to the maintenance supervisor. They also
review the maintenance staff and recommend
training to upgrade their qualifications.
The facility management provides training
courses for the maintenance personnel at
the facility in addition to courses provided
by high schools, colleges, and State Water
Pollution Control Agency The maintenance
supervisor reviews all preventive and cor-
rective maintenance tasks with respect to
staff size and capabilities. A list of tasks
which must be contracted to outside repair
service has been prepared. Arrangements
have been made with private contractors
-------
SMALL FACILITY
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
MIDDLE SIZE FACILITY
LARGE FACILITY
and service agencies to perform all tasks
beyond the capability of the facility staff
Costs and Budgets for Maintenance Opera-
tions
The cost information from the equipment
record system, work orders, storeroom in-
ventory cards and the maintenance man-
hours are used to develop the maintenance
budget To aid in determining maintenance
man-hours, a cost coding system breaks an
employee's eight hour shift down into time
spent performing various types of work The
coding system uses 01 as the charge code for
normal operations, 02 for preventive main-
'tenance and 03 for corrective maintenance
The municipal accounting department main-
tains these man-hours and provides cost
summaries to the superintendent He uses
these totals to determine if maintenance man-
hours are excessive and to compare corrective
maintenance man-hours to preventive main-
tenance man-hours This helps the superin-
tendent to determine if his preventive
maintenance program is being performed
satisfactorily (NOTE' See Section VIII,
Costs and Budgets for Maintenance Opera-
tions, for additional information on main-
tenance budget preparation.)
The user of this manual should review his
particular plant's requirements and develop
his own s>ystem using this example as a
guide
Costs and Budgets for Maintenance Opera-
tions
The superintendent and maintenance super-
visor review the cost information in the
equipment record system, work orders, store-
room inventory cards, and the maintenance
man-hours to help them develop a main-
tenance budget To aid in determining main-
tenance man-hours, a cost coding system
breaks an employee's eight hour shift down
into time spent performing various types of
work The coding system uses 002 for sick
leave, 001 for vacation, 003 for holidays,
004 series numbers for normal operation
tasks, 005 series for PM work and 006 series
for corrective maintenance work. Only
breaking the man-hours between operations
and maintenance is sufficient for budget pur-
poses, but the breakdown on maintenance
man-hours helps the supervisor in establish-
ing time requirements for performing repeti-
tive maintenance tasks In addition, he uses
these man-hours and'cost summaries to de-
termine if maintenance man-hours are exces-
sive and to compare corrective maintenance
man-hours to preventive maintenance man-
hours This helps the superintendent deter-
mine if his preventive maintenance program
is being performed satisfactorily (NOTE.
See Section VIII, Costs and Budgets for
Costs and Budgets for Maintenance Opera-
tions
The sources of information on maintenance
costs include computer files, storeroom cards,
work orders and maintenance contracts The
maintenance supervisor assists the superin-
tendent in developing a maintenance budget.
The computer has the cost data on preventive
and corrective maintenance on file, and this
information is used in evaluating mainten-
ance work
In addition, maintenance costs for an indi-
vidual item of equipment can be obtained
from the computer to determine if mainten-
ance costs are excessive in relation to original
cost.
To aid in determmg maintenance man-hours,
a cost coding system breaks an employee's
eight hour shift down into time spent per-
forming various types of work. A sample
coding system provides codes as V01 for
vacation, S02 for sickness, H03 for holidays,
N04 series for normal operations tasks,
N05 series for preventive maintenance and
' NOG series for corrective maintenance work
Breaking the man-hours between operations
and maintenance is sufficient for budget pur-
poses, but the breakdown on maintenance
man-houis helps the superintendent and
-------
EXAMPLE MAINTENANCE MANAGEMENT SYSTEM
(Continued)
SMALL FACILITY MIDDLE SIZE FACILITY LARGE FACILITY
Maintenance Operations, for additional in- maintenance supervisor establish time re-
formation on maintenance budget prepara- quirements for performing repetitive inani-
tion.) tenanee tasks. (NOTE: See Section VIII,
Costs and Budgets for Maintenance Opera-
A person developing a system for a middle tions, for additional information on main-
size plant should review his particular plant's tenance budget preparation.)
requirements and develop his own system
using this example as a guide. A person developing a system for a large
plant should review his particular plant's
requirements and develop a system com-
patible using this example as a guide.
-------
SECTION X
MAINTENANCE MANAGEMENT SYSTEM EVALUATION GUIDELINES
This section is to aid persons developing maintenance management systems by providing
a checklist for evaluating a proposed system and- to aid treatment plant management in
evaluating an existing maintenance management system. The evaluation guidelines are
broken down into the five basic maintenance features considered essential to a mainte-
nance management system. A maximum of two hundred (200) points have been allotted
to each feature, thus a maximum score of one thousand (1000) points is possible. In re-
viewing a system, the evaluator must remember these guidelines apply to all types and
sizes of treatment plants. Due to the range of plant sizes and their complexities, no mini-
mum passing score has been given. The purpose of these guidelines is to aid in locating
problem areas so they may be corrected or improved. An individual using these evalua-
tion guidelines will generally find the maintenance system he is analyzing does possess
most of the features outlined in the Guidelines. However, there will probably be many
qualifications accompanying each positive response to the questions in the Guidelines.
This is true because the features of many maintenance systems are either incomplete
or are incapable of performing their intended function. Each question in the Evaluation
Guidelines should be carefully weighed and given a rating commensurate with the fea-
ture's ability to perform its role in the total maintenance management system.
EQUIPMENT RECORD SYSTEM
EVALUATION GUIDELINES
MAX.
RATING
YOUR
RATING
1. Do you have an equipment numbering or other
identification system to aid in locating and identi-
fying all major'items of equipment?
2. Do you have a system for maintaining nameplate
data and other essential information on all major
equipment items within the treatment system?
3. Does your maintenance record system provide for
listing preventive maintenance (PM) tasks, giving
their frequency and recording the PM work per-
formed ?
20
50
30
95
-------
EQUIPMENT RECORD SYSTEM
(CONTINUED)
EVALUATION GUIDELINES
MAX.
RATING
YOUE
RATING
4. Does your maintenance record system provide for
recording corrective maintenance work per-
formed?
5. Does your maintenance record system provide for
recording such information as maintenance man-
hours, spare parts or components used in repair
and name of individual performing each job?
6. Does your maintenance record system provide for
recording all maintenance related costs and can
these costs be readily compiled for use in mainte-
nance budget preparation ?
7. Are miscellaneous maintenance related documents
such as as-built drawings, construction specifica-
tions and photos, shop drawings and manufac-
turers' literature properly filed and indexed and
readily available to maintenance staff?
TOTAL
20
30
20
200
PLANNING AND SCHEDULING
EVALUATION GUIDELINES
MAX.
RATING
YOUR
RATING
1. Is some form of schedule chart or priority list pro-
vided to assist maintenance supervisors in con-
trolling maintenance tasks ?
2. Do you plan and schedule preventive maintenance
(PM) tasks for all major equipment items within
the treatment system?
20
SO
96
-------
PLANNING & SCHEDULING
(CONTINUED)
EVALUATION GUIDELINES
MAX.
RATING
YOUR
RATING
a. Are PM frequencies based upon manufac-
turers' recommendations and by inspection?
b. Does the existing maintenance organization
permit the proper scheduling of required PM
and take into account the corrective mainte-
nance demands on the maintenance force ?
3. Are potential corrective maintenance tasks ade-
quately considered in maintenance planning ?
4. Do you have a work order system that satisfies the
treatment system's maintenance requirements ?
5. Are manpower management techniques used effec-
tively to obtain maximum utilization?
6. Do you have some form of labor standards to
assist in preparing accurate work estimates for
repetitive maintenance jobs?
7. Have you contracted for maintenance tasks be-
yond the capability of your staff and determined
the availability of this support?
TOTAL
10
10
20
30
30
30
20
200
97
-------
STOREROOM AND INVENTORY SYSTEM
EVALUATION GUIDELINES
MAX.
RATING
YOUR
RATING
1. Have you provided a storeroom or storage area to
assist in controlling the flow of spare parts, com-
ponents and maintenance supplies ?
2. Have you reviewed manufacturers' recommenda-
tions and studied each major equipment item's
maintenance requirements to determine what
maintenance items should be maintained ?
a. Have you developed a system to monitor quan-
tities of all maintenance items kept in stock?
b. Have you established minimum and maximum
quantities for all maintenance items kept in
stock?
c. Do you have a purchase order system that
adequately controls the procuring of mainte-
nance items ?
3. Do you have system for locating a given item in
the storeroom ?
4. Do you have a catalog or index system to assist
in identifying and locating a given item in the
storeroom ?
5. Do you have a storeroom ticket or withdrawal slip
to use when maintenance items are taken from
stock?
40
40
20
20
20
20
20
20
TOTAL
200
98
-------
MAINTENANCE ORGANIZATION & PERSONNEL
EVALUATION GUIDELINES
1. Do ^you have a maintenance organization chart
that satisfies treatment system requirements ?
2. Is your maintenance organization chart reviewed
and updated as required?
3. Do you have job descriptions for each job title
within your maintenance organization?
4. Are job descriptions kept up to date and made
available to maintenance personnel as required ?
5. Prior to initiating any program to correct defi-
ciencies in a maintenance job, is a thorough anal-
ysis of this job performed?
6. Do you have a maintenance training program that
satisfies the maintenance objectives of the treat-
ment system?
TOTAL
MAX.
RATING
30
' 20
30
20^
50
50.
200
YOUR
RATING
-
** - v
COST AND BUDGETS FOR MAINTENANCE OPERATIONS
-- _t,_ _ * -,.* ^ ,
EVALUATION GUIDELINES
1. Are maintenance .costs broken down by mainte-
nance categories such as preventive maintenance,
corrective maintenance and major repairs' or
alterations ?
2. Do you have a system of cost codes or charge
numbers for allocating labor and materials to
specific maintenance jobs?
MAX.
RATING
50 '
40
YOUR
RATING
99
-------
COST AND BUDGETS FOR MAINTENANCE OPERATIONS
(CONTINUED)
EVALUATION GUIDELINES
MAX.
RATING
YOUR
RATING
3. Do you have a system for recording the mainte-
nance cost history of all major equipment items?
4. Do you have a system for compiling cost informa-
tion for use in budget preparation and mainte-
nance cost studies ?
5. Do you have a system for recording contract main-
tenance costs so they can be used in preparing
maintenance budgets?
TOTAL
30
'50
30
200
Persons using these Evaluation Guidelines should follow up the evaluation with a review
of the areas receiving the lowest ratings. It should be remembered that an apparent weak
area may be due to another system feature performing poorly and pulling the weak area
down.
The questions in the Evaluation Guidelines are grouped into the five basic maintenance
features. Individuals can review the section of the manual which discusses each basic
feature when they find deficiencies in the maintenance system they are analyzing. The in-
formation contained in the manual should assist persons in correcting the weaknesses in
their maintenance management system.
It should be recognized that several of the questions in the Evaluation Guidelines deal
with items that are absolutely essential to the success of any maintenance management
system. These critical items include an equipment identification system, planning and
scheduling preventive maintenance tasks, control of spare parts and supplies, and a sys-
tem for preparing maintenance budgets. Maintenance management systems that receive
low ratings in any of these critical areas should be considered deficient and appropriate
corrective actions taken.
100
-------
SECTION X!
ACKNOWLEDGEMENTS .
The data reeieved through personal communications with management and maintenance
staff personnel in both wastewater treatment facilities and industry is gratefully
acknowledged.
The support of the project by the Office of Water Programs Operations, U. S.
Environmental Protection Agency, and the help provided by the staff of the Municipal
Operations Branch is acknowledged with appreciation.
101
-------
-------
SECTION XII
REFERENCES
The following two references are basic handbooks which provide information on each of
the basic system features:
1. L. C.' Morrow, Maintenance Engineering Handbook, Second Edition, McGraw-Hill,
Inc., 1966.
2. W. Staniar, Plant Engineering Handbook, Second Edition, McGraw-Hill, Inc., 1959.
The following list of references provides information in developing each of the basic
features of a maintenance management system,
* £
EQUIPMENT RECORD SYSTEM
1. R, E. Deem, "Maintenance Record Systems." A paper presented on May 2, 1968 at
the AWWA Pennsylvania Section Meeting, Philadelphia.
2. D. P. Backmeyer and A. E. Schmer, Jr., "Maintenance - Control with Card System,""
Sewage and Industrial Wastes, Vol. 28, No. 9, p. 1187 (Sept. 1956).
3. M. B, McKinne, W, R. Uhte, M. J. Wise, and E, E. Ross, "Card Record Systems for
Preventive Maintenance," Sewage and Industrial Wastes, Vol. 26, No. 11, p. 1399
(Nov. 19S4).
4. E. Hamilton, "Maintenance Records for Sewers and Lift Stations," Journal WPCF,
Vol. 32, No. 4, p. 427 (Apr. 1960).
MAINTENANCE PLANNING AND SCHEDULING
1. E. H, Kittner, "Planning and Scheduling of Maintenance in a Small Plant," P|ant
Engineering, March 5,1970.
2. R, P. Baronet, "To Meet Today's Maintenance NeedsFormal Scheduling a Must,"
Plant Engineering, Jan. 21, 1971.
3. S. J. Fuehs, "Planning Guidelines for a Small Plant Work Order System," Plant
Engineering, Dec. 24, 1970.
- - i~ . _.
4. R. L. Oliverson, "Planning and Scheduling Boards," Plant Engineering, p. 45, July
8, 1971. . "
103
-------
STOBEROOM AND INVENTORY SYSTEM
1. Jack Wu, "Controlling Maintenance Stores," Plant Engineering, p. 89, April 6, 1972.
2. G, M. McCourt, "Controlling PM Work and Spare Parts Inventory," Plant Engineer-
ing, p. 70, February 24, 1972.
MAINTENANCE PERSONNEL AND ORGANIZATION
1. M. M. Broadwell, "Planning Key to Successful Maintenance Training," Plant
Engineering, p. 107, April 18, 1968.
2, "The Payoff in Maintenance Training," Plant Engineering, p. 90, March 23, 1972.
3. William A. Hasfurther, "Operator Training and Certification Past, Present and
Future," Journal WPCF, Vol. 37, No. 1, p. 71 (January 1965).
COSTS AND BUDGETS FOR MAINTENANCE OPERATIONS
1. B. Carson and J. E. Mailhos, "Plan Carefully for a Sound Maintenance Budget,"
Plant Engineering, March 7, 1968.
2. J. E. Koop, "Controlling Runaway Maintenance Costs," Plant Engineering, p. 52,
(May 28, 1970).
3. E. I. Bowen, "Winning the Maintenance Cost Battle," Plant Engineering, p. 76, Dec.
19, 1971.
4. J. E. Koop, "Measuring the Progress of Maintenance Cost Reduction Program,"
Plant Engineering, p. 60, June 24, 1971.
The following references are provided as sources for information.
1. Fourth Worldwide Maintenance Management Conferences, San Francisco, California
8-11 May 1962 USAF.
2. AFM 66-12 Depot, Field and Organizational Maintenance. Vehicle Management and
Maintenance 1 March 67. Dept. of the Air Force.
3. Communications Electronics Maintenance Programs (CEMP) AFSCFM 66-1.
104
-------
4. AFM 66-1 PACAF Supplement 1Maintenance Management.
5. SAC Manual 66-14. ProductionControl for Aircraft ..Maintenance.
6. SAC Manual 66-12, Specialized Aircraft Maintenance Management Manual.
7. SAC Manual 65-2. Supply Support of Specialized Aircraft Maintenance.
8. ADCM 66-2. Consolidated Aircraft Maintenance.
9. The Usage Deficiencies of the Maintenance Data Collection System. NavShips System
Command.
10. Grumman Gulfstream II Computerized Aircraft Maintenance Program.
11. NAVSHIPYDNOR Instructions 4790.1 3M Depot Level Maintenance Reporting;
procedures for.
12. Air Force Satellite Control Facility Maintenance Plan AFSCF Pamphlet 66-2.
13. AFM66-1 Maintenance Management, Depot, Field and Organizational Maintenance.
14. NavShips Instruction 4790 3M Depot Level Maintenance Reporting; SupShip pro-
cedures for.
15. NavShips Instruction 4700. 14, 3-M Depot Level Maintenance,Reporting'.
16. ADC Supplement 1, AFM66-1, Maintenance Management Depot, Field and Organi-
zational Maintenance.
17. Federal Guidelines, Design, Operation, and Maintenance of Wastewater Treatment
Facilities, Department of the Interior, September 1970.
18. R. S. Vida, "Modernizing Maintenance Techniques," Plant Engineering, Sept. 17,
1970. ~
19. E. H. Eittner, "Planning and Scheduling of Maintenance in a Small Plant," Plant
Engineering, March 5, 1970.
20. R. P. Baronet, "To Meet Today's Maintenance NeedsFormal Scheduling a Must,"
Plant Engineering, Jan. 21, 1971.
105
-------
21. B, Carson and J. E. Mailhos, "Plan Carefully for a Sound Maintenance Budget,"
Plant Engineering, March 7, 1968.
22. S. J. Fuchs, "Planning Guidelines for a Small Plant Work Order System," Plant
Engineering, Dec. 24, 1970.
23. R. L. Michel, A. L. Pelmoter, and R. C. Palange, "Operation and Maintenance of
Municipal Wastewater Treatment Faclities," Journal WPCF, 41, 3, Part I, 335-354
(March 1969).
24. R. L. Michel, "Costs and Manpower for Municipal Wastewater Treatment Plant
Operation and Maintenance, 1965-1968," Journal WPCF, 42, 11, 1883-1910 (Nov.
1970).
25. W. F. Garber, "Treatment Plant Equipment and Facilities Maintenance," Journal
WFCF, 42, 10, 1740-1770 (Oct. 1970).
26. J. A. Sullivan, "Contractor's View of Contract Maintenance," AICLE Paper 96, 63rd
Annual Meeting, Chicago, Nov. 29-Dec. 3, 1970.
27. J. W. Sarappo, "Contract Maintenance: Its Place in Chemical Plants," Chem. Eng.
76, 25, 264 (Nov. 17, 1969).
28. M. V. Antropov and A. A. Zuev, "System of Optimum Scheduling of Repairs for
Basic Equipment of Chemical Factories," Chem. & Petroleum Engineering News,
11-12, Nov. Dec. 1968, p. 928-31.
29. L. M. Buttery, "Maintenance Planning System Designed for Process Plants," Oil &
Gas, J. 66, 17,190-3 (Apr. 22,1968).
30. E. James, "Successful Maintenance Reorganization," Hydrocarbon Processing 46, 3,
191-4 (March 1967).
31. C. H. Edmonson, F. P. Flesca, and J. A. Sullivan, "Cost and Control of Mainte-
nance," Chem. Eng. Progress 62, 5, 33-8 (May 1966).
32. C. F. Hooper, "Maintenance of Chemical Plants," Chem. & Process Eng. 46, 2, 61-8
(Feb. 1965).
33. R. L. Dodds, "Streamlining Maintenance Paperwork," Chem. Eng. 70, 19, 200 (Sept.
16,1963).
106
-------
34. R. Smith, "Cost of Conventional and Advanced Treatment of Wastewater," Journal
WPCF, 40, 1546 (1968).
35. C. M. Loucks, "Chemical Problems in Water System Maintenance," Plant Engineer-
ing, p. 61 (April 4,1968).
36. M. Hilmer, "Avoid Coil Freezeups Use Traps in Piping Hookup," Plant Engineer-
ing, p. 84 (April 4, 1968).
37. B.Carson and J. Looney, "Maintenance Standards Can Be Established," Plant Engi-
neering, p. 87 (April 4, 1968).
38. R. A. Smith, "Developing an In-Piant Electronics Maintenance Training Program,"
Plant Engineering, p. 92, April 16, 1970.
39. D. M. Farnsworth, "Preventative Maintenance Checklist," Plant Engineering, p. 80
(Feb. 10,1972).
40. E. B. Skubik, "At Bristol Laboratories Maintenance is a Vital Ingredient," Plant
Engineering, p. 54 (August 22, 1968).
41. M. M. Broadwell, "Planning Key to Successful Maintenance Training," Plant
Engineering, p. 107 (April 18, 1968).
42. E. Jansen, "What Plant Engineers Think of Maintenance Labor Standards," Plant
Engineering, p. 96 (March 7, 1968).
43. J. E, Koop, "Controlling Runaway Maintenance Costs," Plant Engineering, p. 52
(May 28, 1970).
44. Grounds Maintenance, 1972 Weed Control'Record Guide.
45. L. E. Harvill, "Preventative Maintenance: A Key to Cost Cutting," Deeds & Data,
WPCF Publication, D-7 (Feb. 1972). ,
46. R. E. Deem, "Maintenance Record Systems." A paper presented on May 2, 1968 at
the AWWA Pennsylvania Section Meeting, Philadelphia.
47. S. S. Baxter and R. E. Deem, "Manpower-Utilization Studies." A paper presented
on June 23, 1970, at the AWWA Annual Conference.
107
-------
48. J. W. Jardine, "Computer Assures Pinpoint Water Control," The American City, p.
82 (September 1971).
49. FWPCA Sewage Treatment Plant Operation and Maintenance Questionnaire.
50. "Recommendations for Minimum Personnel, Laboratory Control and Records for
Municipal Waste Treatment Works." A paper presented at 38th Annual Meeting, Con-
ference of State Sanitary Engineers (June 1963).
51. J. R. Franzmath.es, "Operational Costs of Trickling Filters in the Southeast," Jour-
nal WPCF, 41, 814 (1969).
52. J. A. Logan, W. D. Hatfleld, G. S. Russel, and W. R. Lynn, "An Analysis of the
Economics of Wastewater Treatment," Journal WPCF, 34, 9, 860 (Sept. 1962).
53. C. L. Swanson, "Unit Process Operating and Maintenance Costs for Conventional
Sewage Treatment Processes," Internal FWPCA Memorandum (Aug. 1966).
54. "Estimating Costs and Manpower Requirements for Conventional Wastewater Treat-
ment Facilities," EPA Report, Contract No. 14-12-462.
55. "Need for Improved Operation & Maintenance of Municipal Waste Treatment
Plants," FWQA, Report to the Congress.
56. R. C. Thayer, "Mechanical,Maintenance Program," Sewage and Industrial Wastes,
Vol. 30, No. 9, p. 1194 (Sept. 1958).
57. "Operation of Wastewater Treatment Plants," WPCF MOP No. 11.
58. C. Jones, "Preventative Maintenance of Diesel Electric Generator Sets," Plant Engi-
neering, p. 58 (Dec. 24, 1970).
59. C. Jones, "Preventative Maintenance of Diesel Electric Generators," Plant Engineer-
ing, p. 85 (Jan. 21, 1971).
60. R. Jansen, "First Interchangeability Lube Chart," Plant Engineering, p. 63, August
22, 1968.
61. M. L. Hurt and G. H. Seaae, "Computer Scheduling Improves Plant Lube Programs,"
Plant Engineering, p. 78, March 5, 1970.
108
-------
62. Dr. H. J. Kiefer, "PPM Planne'd Paint Maintenance," Plant Engineering, p. 104
(April 16, 1970).
63. H. P. Grubb, "Coordinated^Lubrication Assures Equipment Reliability," Plant Engi-
neering, p. 58 (Jan. 23, 1969).
64. M. P. Hunt, "Priority System Replaces Across-the-B6ard Motor Maintenance Pro-
gram," Plant Engineering, p. 38, April 2, 1970.
65. L. D. Worsted, "Maintenance Craft Training Do It Yourself!", Plant Engineer-
ing, p. 52, October 29, 1970.
66. Editorial, "Housekeeping," Plant Engineering, p. 95, May 14, 1970.
67. W. Colebrook Cooling, "Controlling Maintenance in a Small Plant," Plant Engineer-
ing, p. 102, October 14, 1971.
- r - -
68. H. A. Wright, "Overload Protection of Three Phase Motors," Plant Engineering, p.
98, October 14, 1971.
69. NEM*A Standards MG 1-14.33, Unbalanced Voltage Polyphase Motors, 1971.
70.' J. A. DeVille, "The Leader: Key to Maintenance Labor Efficiency," Plant Engineer-
ing, p. 116, October 14, 1971.
71. Frank J. Prince and Robert G. Hammond, "Maintaining Motor Control Centers,"
Plant Engineering, p. 128, September 16, 1971.
72. W. H. Weiss, "Getting the Plant Ready for Winter," Plant Engineering, p. 107, Sep-
tember 16, 1971.
73. S. A. Vargo, "Installing the Right Lube Program," Plant Engineering, p. 55, Sep-
tember 2, 1971.
74. L. H. Spence, "Preventing Pump Damage from Piping Strain," Plant Engineering, p.
72, Sept. 2, 1971.
75. F. Herbathy, "How To Write Maintenance Instructions for Optimum Results," Plant
Engineering, p. 86, May 4, 1972.
109
-------
76. Colebrook Cooling, "Controlling Maintenance in Small Plant," Plant Engineering,
p. 60, August 19, 1971.
77. Jack Wu, "Controlling- Maintenance Stores," Plant Engineering, p. 89, April 6, 1972.
78. Fred J. Hammerstein, "Controlling Contamination in Circulating Lube System . . .
With a Continuous Settling Tank," Plant Engineering, p. 92, April 6, 1972.
79. K, A. Grunert, "Protecting Instruments and Controls with Surge Suppressors,"
Plant Engineering, p. 86, March 23, 1972.
80. Donald D. Walls, "Checklist of Good Lubrication Practices," Plant Engineering, p. 88,
March 23, 1972.
81. "The Payoff in Maintenance Training," Plant Engineering, p. 90, March 23, 1972.
82. E. W. Perry, Jr. and H. B. Gibson, "Terminating Aluminum Conductors," Plant
Engineering, p. 101, March 23, 1972.
83. "Good Roofing Practice Begins at the Structural Deck,"' Plant Engineering, p. 105,
'March 23, 1972.
84. G. M. McCourt, "Controlling PM Work and Spare Parts Inventory," Plant Engineer-
ing, p. 70, February 24,1972.
85. P. D. Tomlingson, "Minimizing the Problems of Maintenance Department Changes,"
Plant Engineering, p. 42, Jan. 27,1972.
86. John Campbell, "Drying Out Compressed Air," Plant Engineering, p. 138, Jan. 13,
1972.
87. P. D. Tomlingson, "Preventive Maintenance Musts," Plant Engineering, p. 39, Dec.
23,1971.
88. E. I. Bowen, "Winning the Maintenance Cost Battle," Plant Engineering, p. 76, Dec.
19,1971.
89. E. M. Stolberg, "Economic Principles of Equipment Replacement," Plant Engineer-
ing, p. 78, Dec, 9,1971.
110
-------
90. J. D. Dacquisto, "Beating Those Power Demand Charges," Plant Engineering, p. 88,
Nov. 11, 1971.
91. A. I. Sippola, "Minimize Downtime by Employing the Right Lubricant Program,''
Plant Engineering, p. 73, Nov. 27, 1970.
92. "Applying the 4th M to Routine Maintenance-Methods!", Plant Engineering, p. 84,
Nov. 12, 1970.
93. Colebrook Cooling, "Controlling Maintenance in* a Small Plant," Plant Engineering,
p. 66, August 5, 1971.
94. Colebrook Cooling, "Controlling Maintenance in a Small Plant," Plant Engineering,
p. 56, July 22, 1971.
*
95. D. E. Nourse, "You and the Motor Repair Shop," Plant Engineering, p. 70, July 22,
1971.
96. D. E. Nourse, "You and the Motor Repair Shop," Plant Engineering,.p. 58, May 27,
1971.
97. R. L. Oliverson, "Planning and Scheduling Boards," Plant Engineering, p. 45, July
8, 1971.
98. J. E. Koop, "Measuring the Progress of Maintenance Cost Reduction Program,"
Plant Engineering, p. 60, June 24, 1971.
99. J. J. Wilkenson and J. L. Lowe, "A Computerized Maintenance Information Sys-
tem That Works," Plant Engineering, p. 94, May 31, 1971.
* ~ r- r *
100. L. M. Buttery, "Key to Profit Improvements Maintenance by Computer," Plant
Engineering, p. 63, April 15, 1971.
101. Editorial, "Getting Compressed Air in Shape," Plant Engineering, p. 72, April 15,
1971.
102. P. J. Heaney, "Getting Compressed Air in Shape," Plant Engineering, p. 36, April
1, 1971.
103. P. J. Heaney, "Getting Compressed Air in Shape," Plant Engineering, p. 60, March
18, 1971.
Ill
-------
104. D, W. Leader, "Care of Worn Gear Speed Reducers," Plant Engineering, p. 60,
October 29, 1970.
105. American Gear Manufacturers Association Standard 250.22, "Lubrication of Indus-
trial Enclosed Gearing,"
106. R. L. Oliverson, "Plant PM and Lubricant Program Are Computerized for Close
Control," Plant Engineering, p. 98, October 15, 1970,
107. L. H. Spence, "Avoid Cavitation in Centrifugal Pumps," Plant Engineering, p. 110,
October 15, 1970.
108, "Appropriate Packing Reduces Pump Maintenance," Public Works, p. 68, June, 1971.
109. "Inspecting and Maintaining Portable Fire Extinguishers," Plant Engineering, p. 52,
December 23, 1971.
110, National Fire Protection Association Booklet NFPA No. 10A, "Recommended Good
Practice for the Maintenance and Use of Portable Fire Extinguishers."
111. W. T. Conner, "What Are You Doing To Help Your Maintenance Department,"
Plant Engineering, p. 52, September 3, 1970.
112. R. L. Oliverson, "Meet Maintenance Needs on a Contract Basis," Plant Engineering,
p. 62, August 20, 1970.
113. J. A. Shrapshire, "Lubricate Maintenance Problems Away . . . Automatically," Plant
Engineering, p. 74, August 20, 1970.
114. "Do It Yourself Forced Feed Lube System," Plant Engineering, p. 50, December 23,
1971.
115. E. F. Monroe, "Grinding's Growing Role in Plant Maintenance," Plant Engineering,
p. 76, August 20,1970.
116. W. H. Weiss, "In Plant Maintenance Craft or Area Supervision," Plant Engineer-
ing, p. 54, August 6, 1970.
117. D. P. Norris, "Techniques for Formalization of Maintenance Procedures," AWWA
Journal, Vol. 54, No. 8, p. 935.
112
-------
118. Technical Manual TM5-661, U. S. Dept, of War, 1945, "Inspection and Preventive
Maintenance Services Water Supply Systems at Fixed Installations."
119. R. E. Morris, Jr., "Preventive Maintenance Program at Dallas," AWWA Journal,
Vol. 56, No. 5, p. 579.
120. 0. M. Kristy, "Preventive Maintenance of Plumbing Units," AWWA Journal, Vol.
51, No. 2, p. 191.
121. Panel Discussion, "Preventive Maintenance for Water Works," AWWA Journal, Vol.
48, No. 8, p. 281. ' " ~ -
122. G. J, Hopkins and D. Hurlbert, "Organizing and Planning for Sewer Maintenance,"
Journal WPCF, Vol. 39, No. 3, p. 281 (March 1956).
123. M. K. Nelson, "Operation and Maintenance - A Responsibility of the Design Engi-
neer," Journal WPCF, Vol. 36, No. 11, p. 1415 (Feb. 1967).
124. William Schneider, "Preventive Maintenance of Electrical Equipment," Journal
WPCF, Vol. 36. No. 1. p. 118 (Jan. 1964). - "' :
125. Panel Discussion, "Plant Maintenance," Journal WPCF, Vol. 31, No. 4, p. 485 (April
1959). -....-.
126. A. E. Holcomb, "Personnel, Tools, and Equipment for Sewer Maintenance," Jour-
nal WPCF, Vol. 32, No. 4, p. 430 (April 1960).
127. N. S. Bubbis, "Comminutor Maintenance,"- Journal WPCF, Vol. 32, No. 4, p. 487
(April 1960).
128. D. P. Backmeyer and A. E. Schmer, Jr., "Maintenance Control with Card System,"*
Sewage and Industrial Wastes, Vol 28, No. 9, p. 1187 (Sept. 1956).
129. J. A. Croes, "Identification Please," Sewage and Industrial Wastes, Vol. 28, No. 7,
p. 937 (July 1956).
130. M. B. McKinne, W. R. Uhte, M, J. Wise, and E. E. Ross, "Card Record Systems for
Preventive Maintenance," Sewage and Industrial Wastes, Vol. 26, No. 11, p. 1399
(Nov. 1954).
118
-------
131. E. Hamilton, "Maintenance Records for Sewers and Lift Stations," Journal WPCF,
Vol. 32, No. 4, p. 427 (Apr. 1960).
1E2. "General Handbook," Engineered Performance Standards, Public Works Mainte-
nance, NAVDOCKS P-701.0, June, 1964.
133. "Pipefitting, Plumbing Handbook," Engineered Performance Standards, Public
Works Maintenance, NAVDOCKS P-711.0, November 1966.
134. "Electric, Electronic Handbook," Engineered Performance Standards, Public Works
Maintenance, NAVPAC P-703.0, November 1966.
135. Technical Practice Committee, "Paints and Protective Coatings for Wastewater
Treatment Facilities MOP 17," Journal WPCF, Vol. 39, No. 10, Part 1, p. 1715
(Oct. 1967).
136. Technical Practice Committee, "Paints and Protective Coatings for Wastewater
Treatment Facilities MOP 17," Journal WPCF. Vol. 39, No. 11, p. 1896 (Nov. 1967).
137. Technical Practice Committee, "Paints and Protective Coatings for Wastewater
Treatment Facilities MOP 17," Journal WPCF, Vol. 39, No. 9, p. 1504 (Sept. 1967).
138. Herman R. Zablatzky and Stanley A. Peterson, "Anaerobic Digestion Failures,"
Journal WPGF, Vol. 40, No. 4, p. 581 (April 1968).
139. James M. Fassel, "The Care and Feeding of Small Pumping Stations," Journal
WPOF. Vol. 39, No. 4.
140. Glen J. Hopkins and Don Hulbert, "Organizing and Planning for Sewer Mainte-
nance," Journal WPCF. Vol. 39, No. 2, p. 230 (Feb. 1967).
141. "Pumping Station Operations," Journal WPCF, Vol. 38, No. 3, Part 1, p. 464
(March 1960).
142, George M. Ely, Jr., "Wastewater Pumping Station Design Criteria," Journal WPCF,
Vol. 37, No. 10, p. 1437 (Oct. 1965).
143. David P. Backmeyer, "Gas Engine Tube Oil and Gasket Water Cooling Prob-
lems," Journal WPCF, Vol. 37, No. 3, Part 1, p. 407 (March 1965).
144. Glen J. Hopkins, O. C. Hopkins and Fred L. Kramer, "Catching up on Deferred
Maintenance at Kansas City, Missouri," Journal WPCF, Vol. 37, No. 2, p. 236 (Feb.
1965).
114
-------
145. Harold A. Pfreimer, "Preventive Maintenance of Air Force Sewage Works," Sewage
and Industrial Waste, Vol. 29, No. 3, p. 309 (March 1957).
146. Ralph A. Garno, "Cleaning Digesters at Niles, Michigan," Journal WPCF, Vol. 33,
No. 9, p. 996 (Sept. 1961). ' . '
147. Willis Van Huevelen, Jack K. Smith, and Glen J. Hopkins, "Waste Stabilization
Lagoons Design, Construction, and Operation Practices Among Missouri Basin
States," Journal WPCF, Vol. 32, No. 9, p. 909 (Sept. 1960).
148. John R. Wolfs, "Explosion Prevention," Journal WPCF, Vol. 31, No. 3, p. 321 (Mar.
1959).
149. "Economical Practices in Sewage Treatment Plant Operations," Journal WPCF, Vol.
31, No. 6, p. 753 (June 1959).
150. Frank Short, "Small Plant Safety Hazards," Journal WPCF, Vol. 30, No. 1, p. 93
(Jan. 1958).
151. Stephen H. Goodman, "Sewer Maintenance in Santa Clara County, California,"
Journal WPCF. Vol. 30, No.'l, p. 101 (Jan. 1958). - -
152. "Small Engine Overhaul Guide," Grounds Maintenance, Vol. 7, No. 3, p. 36 (Mar.
1971).
*
153. James S. Mattson and Frank W. Kennedy, "Evaluation Criteria for Granular Acti-
vated Carbon," Journal WPCF. Vol. 43, No. 11, p. 2210 (Nov. 1971).
154. R. M. Bremmer, "InJPlace. Lining of Small Sewers," Journal WPCF, Vol. 43, No. 7,
p. 1444 (July 1971).
155. Gillman J. Lachy, "Wastewater Treatment Plant Personnel, Image & Training,"
Journal WPCF, Vol. 43, No. 7, p. 1439 (July 1971).
156. C. F. Logino, Jr., C. S. Green, III and C. F. Kauffman, "Sewage Treatment or Pol-
" lution Control Trainees View Their Jobs," Journal WPCF, Vol. 44, No. 1, p. 41
(Jan. 1972). - ,
157. Plant Engineering, Vol. 26, No. 22, " Measuring Maintenance Improvements" by
George Fremont, p. 59, November 2, 1972.
115
-------
158. William F. Garber, "Treatment Plant Equipment & Facilities Maintenance," Journal
WPCF. Vol. 42, No, 10, p. 1740 (Oct. 1970).
159. William B. Bustard, "Electrical Maintenance in Sewage Treatment Plants," Journ-
nal WPCF. Vol. 32, No. 1, p. 99 (January 1960).
160. Kerwin L. Mick, "Plants and Painting," Journal WPGF, Vol. 32, No. 1, p. 104 (Jan-
uary 1960).
161. N. L. Hadley and E. 0. Potthoff, "Electric Power Reliability in the Sewage Plant,"
Sewage and Industrial Wastes, Vol. 27, No. 4, p. 393 (April 1955).
162, George Strudgeon, "Operation and Maintenance of Sewage Pumps," Sewage and
Industrial Wastes. Vol. 27, No. 4, p. 506 (April 1955).
163. "Piping Color Codes," Sewage and Industrial Wastes, Vol. 28, No. b, p. 813 (June
1956).
164. Leo Krapp, "Pump Bearing Maintenance," Sewage & Industrial Wastes, Vol. 29, No.
11, p. 1313 (November 1957).
165. Paul Ehrenfest, "Sewage Pump Bearings and Packing," Sewage and Industrial
Wastes. Vol. 29, No. 10, p. 1199 (October 1957).
166. "Proper Pump Maintenance," Sewage and Industrial Wastes, Vol. 29, No. 10, p, 1203
(October 1957).
167. Melvin Bowers, "Tips on Sludge Drying Bed Care," Sewage and Industrial Wastes,
Vol. 29, No. 7, p. 835 (July 1957).
168. Anthony E, Bell, "Digester Cleaning Experience," Sewage and Industrial Wastes,
Vol. 30, No. 10, p. 1312 (October 1958).
169. P. P. Rowan, K. L. Jenkins, and D. H. Howells, "Estimating Sewage Treatment
Plant Operation and Maintenance Costs," Journal WPCF, Vol. 33, No. 2, p. Ill
(February 1961).
170. William A. Hasfurther, "Operator Training and Certification Past, Present and
Future," Journal WPCF, Vol. 37, No. 1, p. 71 (January 1965).
116
-------
171. C. E. Spainhour, "Organizing a Formal Plant Lube Program," Plant Engineering,
p. 82, September 7,1972.
172. George Fremont, "Maintenance Management How's. It Doing?", Plant Engineer-
ing, p. 82, September 7,1972.
173. "Scheduled Service Keeps Contractor's Fleet Working," Roads & Streets, p. 74, Sep-
tember, 1972.
174. "Peirce Takes New Cinch on Equipment Maintenance," Roads & Streets, p. 82_, Sep-
tember, 1972.
175. "Farm Out Routine Maintenance Keep Tough Jobs in Shop," Roads & Streets, p.
90, September, 1972.
176. Charles Saunders, "Computerized Maintenance System Gives All Data to All Who
Need It," Roads & Streets, p. 96, September, 1972.
177. James Beatty, "Scheduling Repetitive Maintenance Jobs," Plant Engineering, p. 53,
July 27, 1972.
178. Robert M. Blanchard, "Four-Year Maintenance Estimate Helps Program Funds,
Manpower," Roads, p. 22, April, 1972.
179. Journal WPCF, Vol. 30, No. 9 "Mechanical Maintenance Program" by R. C, Thayer,
p. 1194, Sept. 1958.
18°- Journal WPCF, Vol. 35, No. 4 "Safety Aspects of Sewer Maintenance" by Elmer 1.
Ross, p. 469, April 1963.
181. Journal WPCF, Vol. 35, No. 8 "Records & Reports For Wastewater Treatment
Plants" by James D. Goff, p. 1017, Aug." 1963.
182. Journal WPCF, Vol. 34, No. 2 "Lubrication of Equipment" by Harold B. Hemphill, p.
145, Feb. 1962.
183. Journal WPCF, Vol. 34, No. 6 "Pump Operation and Maintenance" by R. C. Thayer,
p. 616, June, 1962.
184. Journal WPCF. Vol. 34, No. 12 "Settling Tank Maintenance and Hyperion" by Glenn
W. Thwaytes, p. 1235, Dec. 1962.
117
-------
185. Journal WPCF, Vol. 35, No. 1 "Maintenance of Collectors and Conveyor Equipment"
by R. A. Kronewitter, p. 123, Jan. 1963.
186. Plant Engineering, Vol. 26, No. 25 "Developing a Sound Maintenance Concept" by
Paul D. Tomlingson, p. 102, Dec. 14, 1972.
187. Plant Engineering, Vol. 26, No. 24 "Updating a Standby Power System" by D. D,
Bluhm, D. H. Birlingmair and R. W. Fisher, p. 82, Nov. 30, 1972.
188. Plant Engineering, Vol. 26, No. 19 "Front Line for Cost Control The Main-
tenance Supervisor," p. 91, Sept. 21, 1972.
US GOVERNMENT PRINTING OFFICE 1981 677-094/1124Hsglon No 8
118
------- |