Use, maintenance, and lubrication management of equipment

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The management of equipment use, maintenance, and lubrication is a crucial aspect of equipment lifecycle management (or post-use management). Enterprises should establish incentive mechanisms for equipment management as well as self-restraint mechanisms to ensure that equipment remains in good condition and functions effectively. They should also explore and summarize new experiences, incentive mechanisms, and self-restraint mechanisms related to equipment use, maintenance, and lubrication management. This will help maintain equipment in optimal condition, thereby contributing to improved economic efficiency, product quality, and safe production within the enterprise. Section 1: Use of Equipment I. Purpose and Significance of Proper Use of Equipment The process by which equipment operates under load and performs its designated functions is known as the usage process. During use, due to various forces and chemical effects, as well as factors such as the method of use, operating specifications, and duration of operation, the technical condition of the equipment changes, resulting in a gradual decline in its performance. To control the changes in the technical condition during this period and slow down the decline in the equipment’s operational capacity, it is necessary to understand the patterns of degradation based on the operating conditions to which the equipment is exposed as well as its performance characteristics ； Create environmental conditions suitable for the equipment to operate in, follow proper and reasonable usage methods and allowed operating specifications, control the load and continuous operation time of the equipment, and maintain it carefully. All of these measures must be carried out by the operator. Only when operators use the equipment correctly can its good operating performance be maintained, its efficiency fully utilized, and its service life extended. Only when operators use the equipment correctly can sudden malfunctions be reduced and prevented. Therefore, it is important to emphasize the proper use of equipment. II. Guidelines for Equipment Use This refers to the various basic requirements and regulations regarding the proper use of equipment by operators. It includes tasks such as voucher handling, assigning specific personnel to specific machines, shift handover systems, the “four requirements,” the “five principles,” the “three standards of excellence,” and the “four skills”; these are systems and guidelines that operators must strictly abide by. 1. Certificate-based operation: Before using the equipment independently, operators must receive education in basic technical theories and training in practical operating skills. They must pass the equipment operation test and obtain an equipment operation certificate before they can use the equipment on their own. Critical, major, and rare equipment, as well as key equipment, are examined by the enterprise’s equipment and power department; other equipment is examined by the directors in charge of equipment within the respective user departments. Operation permits are all issued by the enterprise’s equipment and power department. Generally, only one model of equipment is specified on the operation certificate. Skilled workers who pass the training and examination can obtain operation certificates for one or more types of equipment. 2. Assigning specific personnel to specific machines: Implementing this practice helps to clarify the responsibilities of operators, ensuring that equipment is used correctly and that regular maintenance tasks are carried out properly. The equipment post responsibility system should specify the basic duties and rights of operators, the essential requirements they need to know and be able to do, as well as the methods for assessment and rewards. The assignment of specific personnel to specific machines shall be determined by the using unit. It must be approved by the workshop mechanic and then filed with the equipment management department. For precision, large-scale, rare, or key equipment, it must be reviewed by the relevant competent department and authorized by the enterprise’s senior manager in charge of equipment before implementation. After approval, the assignment of personnel to specific machines should remain relatively stable; any necessary changes must be carried out in accordance with the procedures outlined above. Maintenance personnel should be assigned for public facilities, with clear maintenance responsibilities defined. For equipment operated by multiple people, a machine supervisor system is implemented, with the supervisor being responsible for the use and maintenance of the equipment. To ensure the proper use of equipment, some companies have implemented a \"three-fixation\" system (that is, assigning numbers to equipment, designating specific persons for its management, and assigning specific individuals for its storage). Among these three aspects of designation, assigning numbers to equipment and designating specific persons for its storage are easy to understand. The concept of designating management units involves grouping the equipment in a team together as one \"unit,\" with the team leader serving as the \"head of that unit.\" The head is required to take full responsibility for the storage, use, and maintenance of all the equipment in that team. 3. Shift handover procedure: For equipment involved in continuous production or where shutdowns are not permitted, shift handover can be carried out while the equipment is in operation. The outgoing operator must document in detail any problems encountered during operation in the “Shift Handover Logbook”. They must also proactively inform the incoming operator about the equipment’s operating conditions. Both parties should conduct a joint inspection; upon completion of the handover, they must sign the logbook. If a face-to-face handover is not possible, the person handing over duties should perform routine maintenance to ensure the equipment remains in a safe condition, fill out the handover record, and submit it to the responsible person for signature as a proxy acceptance. The successor may refuse to take over if any abnormal conditions of the equipment are detected, such as unclear records, unclear circumstances, or instances where the equipment has not been maintained as required. If problems arise with the equipment after the handover due to unclear transfer, the person taking over shall be responsible. Every piece of equipment in use by the company must have a \"shift handover log,\" which shall not be torn up or altered. Regional repair stations should promptly collect the “shift handover logs” to analyze the current condition of the equipment and take measures to improve maintenance work. The equipment management department and workshop supervisors should pay attention to randomly checking the implementation of the shift handover system. 4. “Four requirements” for using the equipment: (1) Neatness: Tools, workpieces, and accessories should be arranged neatly; safety protection devices must be in place, and wiring conduits must be intact. (2) Cleaning: Clean the inside and outside of the equipment; ensure that all sliding surfaces, lead screws, racks, gears, etc. are free of oil residue and damage, and that no water or oil leaks from any part. Remove all debris and cuttings. (3) Lubrication: Refuel and change oil on schedule; the oil quality must meet requirements, and there should be sufficient oil containers, oil guns, and oil cups. Oil felt, oil lines, and oil gauges must be clean, and the oil circulation system must be unobstructed. (4) Safety: Implement a system of assigning specific personnel to specific machines and establishing shift handover procedures, while adhering to operating procedures. Use the equipment properly, monitor for any abnormalities, and prevent accidents. 5. The “five disciplines” for using equipment: (1) Use the equipment only with an operation permit, and comply with safety operating procedures. (2) Keep the equipment clean regularly and refuel it as specified. (3) Comply with the equipment shift handover system. (4) Manage tools and accessories properly to prevent loss. (5) If any abnormality is detected, stop the machine immediately; for issues that cannot be resolved on one’s own, notify the relevant personnel promptly to conduct an inspection and take action. 6. The “Three Goods” requirements for equipment maintenance (1) Manage equipment properly ； The equipment is under the care of designated personnel; it cannot be used or modified without approval. (2) Make good use of equipment: Strictly follow the operating procedures and avoid overloading the equipment. (3) Repair the equipment: Operators are required to work with maintenance staff to promptly resolve equipment failures. 7. Requirements for the “four skills” in equipment maintenance: (1) Ability to use: Operators must learn the equipment operation procedures, undergo practical training, and obtain an operation certificate before they can operate the equipment independently. (2) Maintenance: Learn and implement maintenance and lubrication procedures to keep the equipment clean and in good condition. (3) Inspection: Understand the equipment’s structure, performance, and vulnerable components; possess basic knowledge of normal and abnormal operation of the equipment; work together with maintenance technicians to conduct inspections and identify problems. (4) Fault troubleshooting: Familiar with the characteristics of the equipment, aware of the precautions for disassembly and assembly, capable of making basic adjustments, and able to work together with maintenance workers to troubleshoot faults. III. Operating and Usage Procedures for Equipment
The operating procedures for equipment are technical guidelines that enable operators to properly master the necessary operational skills. They constitute one of the fundamental documents guiding workers in the correct use and operation of equipment. Its contents specify the requirements that operators must adhere to throughout the entire operating process, based on the structure and operational characteristics of the equipment, as well as requirements for safe operation. Generally includes: (1) Contents and requirements regarding site cleanup and equipment status inspection prior to operating the equipment. (2) Tools and instruments that must be used to operate the equipment. (3) Main process parameters for equipment operation. (4) Causes of common faults and troubleshooting methods. (5) Operating procedures and precautions for driving. (6) Methods and requirements for lubrication. (7) Specific requirements for inspection and maintenance. (8) Procedures and precautions for parking. (9) Requirements for the use and adjustment of safety protection devices. (10) Specific tasks and record contents for handover and takeover. Equipment operation procedures should strive to be concise and practical; items that are common to all types of equipment can be standardized as unified requirements. The equipment operating procedures are regulations for using the equipment, based on its characteristics and structural features. Its contents generally include: (1) the operating range and process requirements for using the equipment. (2) Basic qualities and skills required of users. (3) Job responsibilities of the user. (4) Various systems that users must comply with, such as assigning specific personnel to specific machines, operating based on permits, shift handovers, maintenance, and accident reporting. (5) Procedures essential for users, such as operating procedures and maintenance procedures. (6) Technical standards that users must master, such as lubrication cards, inspection, and routine maintenance cards. (7) Tools and equipment necessary for operation or inspection. (8) Disciplinary rules and safety precautions that users must follow. (9) The contents and standards for examining and evaluating users. IV. Standards for Equipment Condition and Principles for Determination Maintaining the good condition of equipment is one of the main tasks in enterprise equipment management. Using the equipment correctly and in accordance with the operating and usage procedures is a fundamental requirement for maintaining its integrity. Therefore, standards for equipment condition should be established to provide an appropriate measure for determining whether the technical condition of equipment is satisfactory. The standards for the good condition of equipment are established based on classification. Taking metal cutting equipment as an example, its standards for good condition include: (1) The accuracy and performance must meet the requirements of the production process. (2) All transmission systems are operating normally with a complete range of gears. (3) All control systems operate sensitively and reliably. (4) The lubrication system is fully equipped; the pipes are intact, the oil passages are unobstructed, and the oil level gauges are clearly visible. (5) The electrical system is fully equipped, with complete piping; it features sensitive performance and reliable operation. (6) The sliding parts are operating normally, with no severe stretching, abrasion, or damage. (7) Clean the inside and outside of the machine tool. (8) Essentially no oil leakage, water leakage, or air leakage. (9) Parts are complete. (10) Complete safety protection devices are available. Among the above standards, items (1) to (6) are the main criteria; if any one of them is not met, the equipment is considered defective. There are also corresponding integrity standards for non-metal cutting equipment (such as forging equipment, lifting equipment, industrial furnaces, power pipelines, industrial pumps, etc.). Regardless of the integrity standards for any type of equipment, the following principles (or requirements that must be met) should be followed when formulating them: (1) The equipment shall have good performance; mechanical equipment shall be able to meet the requirements of the production process steadily, power equipment shall function in accordance with the original design or specified standards, and there shall be no occurrences of overheating or overpressure during operation. (2) The equipment operates normally; all parts and components are present, and the safety protection devices are in good condition. The degree of wear and corrosion does not exceed the specified standards. The control system, measuring instruments, and lubrication system are functioning properly. (3) The consumption of raw materials, fuel, lubricating oil, kinetic energy, etc. is normal; there are virtually no leaks of oil, water, air (vapor), or electricity, and the exterior is clean and tidy. The specific criteria for intact equipment shall be uniformly formulated by the competent authorities or industry associations of each sector. Section 2: Maintenance and Upkeep of Equipment
The maintenance and upkeep of equipment serve as the foundation for all tasks related to management, operation, care, and repair. It is also one of the primary responsibilities of operators. It is an important measure for keeping equipment in good working condition at all times, and it constitutes a proactive preventive measure. Equipment maintenance is also an objective requirement for its proper operation. During use, due to the physical movements and chemical reactions associated with the equipment, its technical condition inevitably changes, and abnormal phenomena occur; in addition, wear and tear caused by human factors such as loosening, dry friction, and corrosion also take place. This is a hidden hazard of the equipment; if not addressed promptly, it will lead to premature wear of the equipment and may even result in serious accidents. By carrying out proper maintenance of the equipment, addressing any issues that arise promptly, and improving its operating conditions, it is possible to prevent problems before they occur and avoid unnecessary losses. Practice has shown that the lifespan of equipment depends to a large extent on the level of maintenance. Therefore, the maintenance of the equipment must be carried out compulsorily, with strict supervision and inspection. Both workshop equipment staff and repair stations should focus their efforts on maintenance, emphasizing \"prevention first and maintenance as the foundation.\" I. Equipment maintenance: Caring for equipment through general methods such as wiping, cleaning, lubricating, and adjusting in order to maintain and preserve its performance and technical condition is known as equipment maintenance. There are four main requirements for equipment maintenance: (1) Cleaning: The interior and exterior of the equipment must be clean; there should be no oil residue on sliding surfaces, screws, racks, gearboxes, oil holes, etc. There should be no oil or air leaks from any part of the equipment. Chips, debris, and dirt surrounding the equipment must also be thoroughly cleaned up. (2) Neatness: Tools, accessories, and workpieces (products) should be placed neatly, and pipes and wires should be organized in an orderly manner. Keeping equipment clean and tidy is also a requirement for ensuring and improving product quality as well as practicing civilized production. Some foreign companies tend to adopt a critical attitude toward equipment maintenance; when experts and consultants visit a factory and see that the machines are not polished or that the semi-finished products are covered in dirt, they will make surprisingly harsh criticisms, which often seem like an overreaction. They believe that these problems reflect, above all, a lack of rigor in work practices, and under such practices the quality of the company’s products is highly questionable. (3) Lubrication: Refill or change oil on schedule, ensure continuous oil supply without dry friction, maintain normal oil pressure, keep the oil level gauge clear, ensure unobstructed oil passages, use oil that meets the required standards, and keep oil guns, oil cups, and oil seals clean. (4) Comply with safety operating procedures and avoid overloading the equipment: The equipment should be equipped with complete and reliable safety protection devices, and any unsafe factors must be eliminated promptly. Equipment maintenance generally includes routine maintenance, periodic maintenance, regular inspections, and accuracy checks; the maintenance of the equipment’s lubrication and cooling systems is also an important part of its upkeep. The daily maintenance of equipment is the fundamental task in equipment upkeep, and it must be carried out in a systematic and standardized manner. For the regular maintenance of equipment, work quotas and material consumption quotas must be established, and evaluations should be conducted based on these quotas. The regular maintenance of equipment should be included in the assessment criteria of the workshop contract responsibility system. Regular equipment inspection is a planned preventive inspection that, in addition to human senses, makes use of various inspection tools and instruments, and is carried out according to a scheduled inspection checklist. Regular inspection is also known as periodic inspection. Precision checks should also be carried out on mechanical equipment to determine the actual level of precision of the equipment. Equipment maintenance shall be carried out in accordance with the maintenance procedures. The equipment maintenance procedures outline the requirements and regulations regarding the daily maintenance of equipment. Adhering to these procedures can extend the service life of equipment and ensure a safe and comfortable working environment. Its main contents should include: (1) the operational requirements for the equipment to be neat, clean, sturdy, properly lubricated, resistant to corrosion, and safe; the operational methods; the tools and materials to be used; the standards to be met; and the precautions to take. (2) Locations, methods, and standards for routine inspection and maintenance as well as periodic inspections. (3) Contents and methods for inspecting and evaluating the extent to which operators maintain equipment, etc. II. The two-level and three-level maintenance system: The type of maintenance system adopted by a company is an important indicator that directly affects the level of equipment management and maintenance within that company. It represents a stage in the development of maintenance management that has emerged as a result of the influence of foreign maintenance management systems, taken into account along with the actual conditions of domestic companies. The three-level maintenance system was developed in China in the mid-1960s, based on a summary of the practical application of the planned preventive maintenance system of the former Soviet Union in China; it has been gradually improved and refined over time. This system reflects the shift in China’s equipment maintenance management from a focus on repairs to one centered on preventive maintenance. It also demonstrates the progress made in China’s equipment maintenance management and the growing emphasis on a prevention-oriented maintenance policy. The three-level maintenance system is a mandatory maintenance system in which operators take the lead in performing maintenance on equipment, with a focus on prevention while also emphasizing repair. The three-level maintenance and major repair system implemented by some industries and enterprises (or systems involving three levels of maintenance plus two types of repairs, etc.) can also be generally referred to as the three-level maintenance system. The three-level maintenance system emphasizes the role of maintenance in equipment management and scheduled repairs, makes the requirements for operators to achieve \"three excellences\" and \"four skills\" more specific, and enhances the knowledge and skills of operators in maintaining equipment. The three-level maintenance system broke away from the relevant regulations of the former Soviet Union’s planned preventive maintenance system; it corrected certain shortcomings in that system and proved to be more practical. With the implementation of the three-level maintenance system, the concept of well-maintained equipment was introduced, and gradually, the assessment of equipment integrity rates became a key technical indicator for enterprise equipment management. In the implementation of the three-level maintenance system, some practices from military weapon management were also adopted, with an emphasis on collective management and repair. Thanks to the implementation of the three-level maintenance system, the equipment integrity rate of the enterprise has been effectively improved, the equipment failure rate has been reduced, the cycle time for major equipment repairs has been extended, and the costs associated with such repairs have been lowered, resulting in excellent technical and economic outcomes. The contents of the three-level maintenance system include: (1) Daily maintenance: also known as routine maintenance, it refers to the upkeep that must be carried out by the operator on a daily basis. The operator is required to do the following in each shift: inspect and lubricate the equipment before starting work, strictly follow the operating procedures during the shift, and carefully clean and wipe the equipment 15 to 20 minutes before ending the shift (with an appropriate extension on weekends), recording the condition of the equipment in the shift handover log. Daily maintenance is the foundation of upkeep work; it is a proactive preventive measure and a regular task that falls within the responsibilities of operators. It holds the same importance as completing production tasks. The purpose of daily maintenance is to ensure that the equipment is neat, clean, lubricated, and safe, thereby preventing accidents and failures. To ensure strict daily maintenance of equipment, some industries (such as the machinery industry) have also established equipment maintenance procedures. (2) Level 1 maintenance: carried out mainly by operators, with guidance from maintenance workers. This is a planned maintenance task, also known as regular maintenance. It requires the planned disassembly and inspection of specific parts and key areas of the equipment, thorough cleaning of its exterior and internal components, clearing of the oil circuits, cleaning or replacement of oil seals, oil lines, and filters, checking for wear, adjusting the clearance between various components, and tightening all parts, so as to eliminate any defects, clean the internal components, ensure unobstructed oil circuits and clear oil indicators, enable smooth operation, and guarantee normal functioning. The maintenance of the electrical portion is the responsibility of maintenance electricians. After completing the first maintenance, any defects that remain uncorrected should be documented and noted; the workshop mechanics shall organize the acceptance inspection. The scope of maintenance should cover all equipment in use by the enterprise; for critical equipment, it must be strictly implemented. The main purpose of the first maintenance is to reduce equipment wear, eliminate potential hazards, and extend the equipment’s service life, thereby ensuring that the production tasks can be carried out until the next maintenance period. In recent years, some enterprises, higher-level regulatory authorities, and equipment management associations have carried out effective work in implementing and promoting first-level equipment maintenance. For example, the Shanghai Equipment Management Association and the Shanghai Machinery and Electrical Industry Equipment Management Association actively organize competitions for the first-level maintenance of cutting machines and other equipment within the city and the industry, achieving good results; these efforts have contributed to further implementing the principles outlined in the Equipment Management Regulations. (3) Secondary maintenance: Primarily carried out by maintenance workers, with the participation of operators; it involves disassembling, inspecting, and repairing specified parts of the equipment. In addition to the contents of routine maintenance, it also requires mechanical and electrical inspections, replacement of worn parts, some scraping and lapping work, as well as changing machine oil and lubricating motors. After completing the secondary maintenance, the maintenance workers must fill out the inspection records in detail. These records are then inspected and approved by the workshop mechanics and operators; the approval forms are subsequently submitted to the Equipment and Power Division for archiving. The main purpose of secondary maintenance is to bring equipment up to good condition, improve and stabilize the equipment availability rate, and extend the maintenance interval. Secondary maintenance also involves some maintenance aspects; however, it is stipulated that maintenance workers should be the main executors. In terms of content, it primarily consists of repairs. Therefore, this is different from daily maintenance and periodic maintenance; secondary maintenance should be regarded as a separate category of planned repairs for handling and evaluation. The three-level maintenance system has achieved good results and yielded valuable experience in Chinese enterprises, but it has been emphasized from the perspective of technical management. To ensure that it meets the requirements of economic management, it is still necessary to continuously draw lessons from practice. Further exploration and summary are also needed regarding how to implement three-level maintenance for some imported equipment (high-precision, large-scale, or rare individual machines or production line equipment), as well as whether such three-level maintenance is indeed necessary. III. Measures to improve the level of equipment maintenance
To enhance the level of equipment maintenance, maintenance activities should essentially be made threefold standardized—that is, normalized, proceduralized, and institutionalized. Standardization means bringing maintenance procedures into unity; it is necessary to objectively consider and establish rules based on the conditions of each company regarding which parts need to be cleaned, which components need to be adjusted, and which devices need to be inspected. Process standardization involves formulating various maintenance procedures based on different equipment, and carrying out maintenance in accordance with those procedures. Institutionalization means establishing different maintenance cycles and schedules based on the various equipment and their operating conditions, and ensuring strict adherence to them. For regular maintenance work, time quotas and material consumption levels must be established, and performance should be evaluated based on these quotas. Equipment maintenance work should be evaluated in conjunction with the enterprise’s economic contract responsibility system. At the same time, enterprises should also mobilize their staff to carry out equipment maintenance efforts that combine specialized and mass participation, including self-inspections, peer inspections, and comprehensive equipment inspections. IV. Inspection and Evaluation of Equipment Maintenance Work The inspection and evaluation of equipment maintenance is an activity organized regularly under the leadership of the plant manager by the enterprise’s equipment and power department. Based on the four requirements of order, cleanliness, lubrication, and safety, as well as the needs to manage, utilize, and maintain equipment properly, specific scoring criteria are established. The results of these inspections are published within the plant and linked to rewards and penalties, thereby promoting civilized production and voluntary maintenance activities. It is an important measure for continuously improving the efficiency with which equipment functions. Enterprises should establish a leadership body for inspecting and evaluating the status of equipment maintenance, to assess the following aspects: (1) the establishment and implementation of job responsibility systems at all levels. (2) The completeness of various equipment management documents. (3) Performance of various technical and economic indicators, such as: equipment integrity rate and the pass rate of random inspections on intact equipment, results of random maintenance checks, and fault occurrences. Inspections and evaluations should primarily aim to encourage those who perform well, in order to promote the development of equipment management work. “The “Red Flag Equipment Competition” is an effective way to ensure proper equipment maintenance, and it is necessary to continuously summarize experiences in order to achieve practical results. V. Equipment Maintenance Organization: The experience of enterprises with advanced equipment management practices has shown that equipment maintenance requires a combination of professional management and collective effort, as well as the implementation of a responsibility system for equipment upkeep. The mass management organization is structured around teams, which form a network responsible for the daily and regular maintenance of equipment. Single-person operated equipment; the user is responsible for maintenance ； Class division tasks; establish a captain responsibility system and implement a shift handover system ； Public equipment is maintained by a designated person appointed by the management of the unit that uses it ； The team equipment officer is responsible for the maintenance and management of the equipment in the entire team. The main organizational form for professional equipment maintenance is regional maintenance teams. The Regional Maintenance Team is fully responsible for the maintenance and emergency repairs of equipment in the production area. Its tasks include: (1) carrying out maintenance and repair work on the equipment within its assigned area, ensuring that targets such as the equipment’s operational rate and the downtime due to failures are met. (2) Diligently implement the regular equipment inspection system and area patrol inspections. Guide and supervise operators to carry out daily and periodic maintenance tasks. (3) Under the guidance of workshop mechanics, participate in tasks such as general equipment inspections, precision checks, adjustments, leak repairs, as well as fault analysis and condition monitoring. The advantage of this type of equipment maintenance organization, namely the regional maintenance team, is its high level of mobility when carrying out emergency repairs, which allows for minimizing the downtime required for equipment repair. Moreover, the on-duty fitters can carry out various preventive tasks and participate in planning efforts even when not called upon to do so. The division of equipment maintenance areas should take into account factors such as the distribution of production equipment, the condition of the equipment, technical complexity, production requirements, and the skill level of repair craftsmen. Based on the factors mentioned above, workshop equipment can be divided into several areas, or area maintenance teams can be formed according to the type of equipment. The equipment on the assembly line should have maintenance areas designated according to the line. The regional maintenance team must formulate plans for periodic inspections and accuracy checks, and specify the time each shift should dedicate to routine equipment inspections. To ensure that these activities do not disrupt production, scheduled equipment inspections should be carried out on non-working days at the factory, while routine inspections during each shift should be conducted during the production workers’ lunch breaks. To improve the quality of equipment maintenance, equipment maintenance cards and procedure guides for equipment maintenance should be prepared. The equipment maintenance card should include a detailed list of the maintenance tasks required for that equipment, as well as the timing and intervals for carrying out each task. These intervals should be determined based on data from the analysis of equipment failures. Since the length of the maintenance intervals depends on the importance of the equipment, its operating conditions, and the rate of wear, different intervals may be specified for devices of the same model. Moreover, when the operating conditions change, the originally established maintenance intervals should be revised or adjusted accordingly. The equipment maintenance procedure guide is prepared specifically for each piece of equipment, and the specifications in this guide must be strictly followed when performing equipment maintenance. The equipment maintenance procedure guide card should include the processes, steps, and methods for carrying out various maintenance tasks, and it contains the following sections: ； Job number, sequence of various processes and steps, content of the job along with the methods and order for completing it, simplified diagrams and technical requirements for each assembly unit, names and numbers of tools, time quota for completing the job, and the technical level required for the work, etc. VI. Equipment inspection system The equipment inspection system is one component of Japan’s “Total Productive Maintenance” system. This system shifts the focus of maintenance management from upkeep to inspection, enabling early detection of any abnormalities or deterioration in equipment. This prevents declines in production and quality caused by unexpected failures, thereby minimizing any potential losses. It represents the latest stage of development in the maintenance and repair system. The so-called equipment inspection system refers to an equipment maintenance management system designed to maintain the specified functions of equipment. Within set time frames, and in accordance with prescribed inspection standards and schedules, operators or maintenance workers use their senses and simple testing tools to inspect the equipment. Based on these standards, they assess the technical condition of the equipment and determine what maintenance work is necessary. Inspection work is generally divided into two categories: routine inspections and periodic inspections. Daily inspections are mainly carried out by operators on a frequency of within one month, while regular inspections are handled by maintenance workers with the assistance of operators; such inspections often involve both checking and repairs. To carry out the inspection system effectively, the following basic requirements should be followed: (1) Implement management involving all employees, with production workers participating in the inspections; only with the broadest support from the workforce can this preventive maintenance system, which is based on prevention, be effectively implemented. (2) While involving a large number of production workers in inspections, dedicated inspectors should be appointed, including specialized maintenance workers who conduct professional inspections by equipment zone, as well as engineering and technical personnel who carry out detailed inspections, to ensure an accurate assessment of the technical condition of the equipment. (3) Inspectors must possess corresponding management functions and be granted appropriate authority in accordance with their responsibilities. The main management functions of inspection personnel include: inspecting and monitoring the condition of equipment, analyzing and handling equipment accidents, formulating repair plans, and preparing maintenance material plans and cost budgets. (4) There must be a set of scientific inspection standards, inspection forms, and systems. ① Designated points: First, identify the maintenance points of a device that must be monitored. By keeping an eye on these points, accidents will not occur, and any faults will be detected in a timely manner. ② Scaling: Establish inspection and handling standards as well as grease application benchmarks point by point according to the specified points. ③ Regular: The inspection interval is determined based on specific time points, such as per hour, day, week, month, quarter, or year. ④ Specific items: The items to be inspected must be clearly specified; one point may correspond to one item or multiple items. ⑤ Designate a person: Identify the person responsible for the inspection, which can be the operator, maintenance worker, or engineering technician. ⑥ Method determination: Identify the inspection methods and tools. For example: human senses such as eyes, ears, nose, and hands, as well as tools and instruments. ⑦ Inspection: Check the environmental conditions, whether the inspection is conducted while the equipment is shut down or in operation, and whether the equipment is disassembled or not. ⑧ Record: Conduct a point-by-point inspection, and fill in the inspection data, assessment impressions, handling suggestions, inspection time, etc. in the specified format; the inspector must sign. ⑨ Handling: Any issues identified during the inspection that can be resolved should be dealt with promptly, and the results should be recorded in the inspection handling report. Those that cannot be resolved or for which no means exist to address them should be reported to the relevant departments for handling, with the results also documented. ⑩ Analysis: Regularly analyze inspection records and handling records to identify areas with high failure rates or significant losses, as well as weak points, prepare reports on these analyses, and provide them back to the management department. (11) Improvement: Take improvement measures based on the recorded and analyzed problems. (12) Evaluation: Each improvement should be evaluated based on its economic effectiveness. Subsequently, continuous improvements should be made through a repetitive cycle of implementation, thereby enhancing the overall level of equipment management. Section 3: Equipment Lubrication Management
1. The Significance of Lubrication Management
Equipment lubrication management is a crucial component of equipment maintenance work; naturally, it is also an extremely important part of overall equipment management. Strengthening the lubrication management of equipment and basing it on scientific management is of great significance for ensuring the balanced production of enterprises, maintaining equipment in good condition and fully utilizing its efficiency, reducing equipment accidents and malfunctions, as well as enhancing both the economic and social benefits of enterprises. Lubrication plays an important role in mechanical transmission and equipment maintenance; it can affect the performance, accuracy, and lifespan of equipment. For the equipment in use in enterprises, various lubricants should be selected properly in accordance with technical specifications, and lubrication should be carried out at the specified intervals, in the designated areas, and in the required amounts. This helps to reduce friction and wear, thereby ensuring the proper operation of the equipment, extending its lifespan, reducing energy consumption, and preventing pollution – all with the aim of improving economic efficiency. Therefore, proper lubrication of equipment is an indispensable aspect of enterprise equipment management. The technical method of applying a substance with lubricating properties to the contact surfaces of parts that move relative to each other within a machine, in order to reduce friction at those contact surfaces and minimize wear, is known as equipment lubrication. Applying a lubricant to the friction surfaces of machine parts allows it to adhere firmly to those surfaces, forming a lubricating film. This oil film bonds strongly to the frictional surfaces of the parts; its intermolecular coefficient is very low, allowing the two frictional surfaces to be effectively separated by the lubricant. In this way, the friction at the contact surfaces between the parts becomes the friction between the molecules of the lubricant itself, thereby reducing friction and wear. It can be seen from this that lubrication is closely related to friction and wear. The work of organically linking the three aspects—friction, wear, and lubrication—that occur when surfaces in mutual interaction move relative to each other, and of investigating them both theoretically (mechanistically) and practically, is collectively referred to as tribology; this has gradually evolved into a discipline in its own right. Engineering and technical personnel both at home and abroad have done considerable work in the research of tribology. This includes both in-depth theoretical discussions as well as practical experiments and explorations, all of which have played a positive role in improving lubrication performance. In practice, people’s understanding of resolving issues related to friction, wear, and lubrication continues to deepen, as does their awareness of the detrimental effects of friction and wear. This will gradually become one of the most common concerns in equipment management within enterprises ； One of the most important issues. According to surveys, both abroad and in China, the annual loss of industrial efficiency caused by friction and wear is substantial. Meanwhile, after improving lubrication management, the resulting economic benefits are enormous. After strengthening lubrication management across the country, the UK saves 700–1 billion pounds per year, while the US is estimated to save 16 billion dollars per year. After strengthening its equipment lubrication management, China’s First Automobile Works managed to reduce the lubricating oil consumption per vehicle produced in 1980 by 50% compared to 1975; this resulted in annual savings of over 800 tons of lubricating oil. When the world-renowned expert on friction and lubrication, Dr. Jost from the UK, visited China, he estimated the economic benefits that China could reap from strengthening equipment lubrication management. He believes that, given the scale of construction in our country, by utilizing existing friction technologies, 15 billion yuan can be saved each year by the end of this century. It is evident that lubrication work has great economic significance. According to statistical analysis, equipment failures or unplanned shutdowns caused by friction and wear also account for a significant proportion in our country. Analyzing the reasons behind this reveals that they are directly or indirectly related to lubrication. A major metallurgical industry corporation conducted an investigation and analysis of the major equipment accidents that occurred in its subsidiaries over the past 10 years, and found that poor lubrication was a significant cause of these equipment accidents. Among them, a certain steel plant experienced 76 mechanical equipment accidents over 10 years, of which 22 were caused directly by poor lubrication, accounting for 28.91%; these accidents were mainly related to the burning out of sliding bearings, highlighting the severity of the problem. Furthermore, many enterprises in our country suffer from severe equipment aging and widespread oil leakage; in line with the requirements of \"doubling output and savings while reducing consumption and emissions\", it is particularly important to improve equipment lubrication management. II. Objectives and tasks of lubrication management The series of technical and organizational methods used to control equipment friction and reduce or eliminate equipment wear are known as equipment lubrication management. Its purpose is: (1) to provide proper lubrication for the equipment, reduce and eliminate wear on it, and extend its service life. (2) Ensure the normal operation of the equipment, prevent equipment failures, and reduce performance degradation. (3) Reduce frictional resistance and lower kinetic energy consumption. (4) Improve the production efficiency of equipment and the precision of product processing, ensuring that the enterprise achieves good economic results. (5) Ensure proper lubrication, save oil usage, and avoid waste. The basic tasks of lubrication management are: (1) establishing a lubrication management system and detailed procedures for equipment, as well as defining the responsibilities of lubrication staff. (2) Collect lubrication technology and management materials, establish lubrication technology archives, compile lubrication cards, and guide operators and dedicated lubricators in carrying out lubrication tasks properly. (3) Determine the lubricant materials for each piece of equipment and their consumption quotas, and prepare lubricant material plans in a timely manner. (4) Check the quality of lubricant procurement, and properly manage the receipt, storage, and distribution of lubricants. (5) Develop a regular oil change schedule for the equipment, and ensure proper recycling and utilization of used oil. (6) Check the lubrication of the equipment, address existing problems promptly, replace damaged lubrication components, devices, oiling tools, and equipment, and improve the lubrication methods. (7) Take active measures to prevent and control equipment oil leakage. (8) Provide technical training for relevant personnel to improve lubrication skills. (9) Implement the \"five-fixed management\" principle for lubrication, summarize and promote advanced lubrication technologies and practices, and apply them to achieve scientific management. III. Lubrication Management Organization 1. Organizational Structure To ensure the proper conduct of lubrication management tasks, an enterprise’s lubrication management organization should be established in a manner that takes into account the size of the enterprise and the requirements related to equipment lubrication. Appropriate personnel should be assigned to various levels of this organizational structure, as this is an important aspect and organizational guarantee for effective equipment lubrication. Currently, there are mainly two organizational forms for lubrication management: centralized management and decentralized management. “During the process of transforming an enterprise’s operating mechanism, enterprises can make overall considerations regarding the setup of lubrication organizations based on the needs of equipment management.” (1) Centralized management approach: This involves establishing lubrication stations and lubricant regeneration teams within the company’s equipment and power department, which are responsible for directly managing the lubrication of equipment in all workshops across the plant. The advantages of this management form are that it facilitates the rational utilization of labor force, enhances the professionalism, work efficiency, and work quality of lubrication personnel, and promotes the adoption of advanced lubrication technologies. The disadvantage of this organizational structure is its poor coordination with production. Therefore, this organizational structure is mainly used in medium and small-sized enterprises. (2) Decentralized management format: This involves establishing a central lubrication station within the Equipment and Power Department, which has subordinate groups for lubricant preparation, cutting fluid preparation, and waste oil recovery and regeneration. These groups are responsible for all lubricants, cutting fluids, and waste oil regeneration throughout the plant. Each workshop is equipped with a lubrication station responsible for lubricating the equipment there. The advantage of this approach is that it can fully motivate the workers in the workshop, which is beneficial for production. Its disadvantage is that technical expertise is spread out, making it easy to overlook equipment lubrication. The decentralized management model is mainly used in large enterprises. 2. Allocation of lubrication management personnel: In large and medium-sized enterprises, engineering and technical personnel in charge of lubrication work should be assigned to the equipment and power departments. Small enterprises should assign full-time or part-time lubrication technicians within their equipment and power department. The number of lubrication technicians can be determined based on the total complexity factor of the enterprise’s equipment. To meet the needs of lubricant condition monitoring and used oil recycling, large and medium-sized enterprises should be equipped with oil testing laboratories and laboratory technicians. A dedicated person should be assigned to manage the used oil treatment station. Lubrication technicians should have received education at a secondary vocational school or above in mechanical or friction lubrication engineering, be able to select lubricant materials appropriately, keep up to date with information on new lubricant materials, and possess the skills to operate common oil analysis and monitoring instruments in order to assess the quality of oils and continuously improve lubrication management practices. Lubrication workers are technical professionals; in addition to possessing the technical knowledge required for their role, they should also have skills equivalent to those of a repair fitter at level 2 or above. To carry out cleaning, oil changing, and oil refilling tasks, it is necessary to regularly check the lubrication status of the equipment, manage various lubrication tools properly, and also assist in handling all related lubrication tasks, including regular sampling for inspection. 3. Responsibilities of lubrication management personnel: (1) Formulate management systems for equipment lubrication and prepare lubrication charts for the equipment. (2) Prepare lubrication cards for all mechanical equipment in the plant, and establish oil change schedules for the equipment. (3) Prepare plans for equipment cleaning, oil change, and filtration, and organize their implementation. (4) Implement the \"five fixed principles\" for equipment lubrication, check the quality of the oil, and replace or filter it based on the test results. (5) Regularly check the lubrication status and leakage conditions of equipment in use, propose preventive measures, and formulate leak-control plans. (6) Responsible for organizing the laboratory analysis of lubricating oils and the recycling of used oils. (7) Prepare a procurement plan for the required amount of lubricants, and submit it to the supply department for purchasing and supply. (8) Responsible for providing guidance on the selection, substitution, blending of lubricants, as well as the preparation of cooling cutting fluids. (9) Regularly track the consumption of lubricants and prepare various reports. (10) Lead the technical work at the lubrication station, as well as the tasks carried out by lubrication technicians, grease formulators, and laboratory analysts. 4. The \"five fixed principles\" and \"three filtrations\" for equipment lubrication: The \"five fixed principles\" and \"three filtrations\" for equipment lubrication are effective methods for standardizing and institutionalizing daily lubrication management tasks, ensuring proper lubrication practices. They represent the experience accumulated in China’s lubrication sector, and enterprises should organize these practices carefully and implement them effectively. The contents of the “five fixed principles” for lubrication management are: (1) Fixed location: Perform oil filling, top-up, and oil replacement at the locations, lubrication points, and inspection points (oil level sight glasses) specified in the lubrication chart, as well as check the oil level and the supply of oil. (2) Qualitative specification: Determine the type, grade, and quality requirements of the oil required for the lubrication areas; the oil to be used must pass quality tests. The use of substitute materials or blends must be scientifically justified. Lubrication devices and tools should be kept intact and clean to prevent contamination of lubricants. (3) Quantification: Perform routine lubrication of each lubrication point in accordance with the specified quantities, implement quota management for oil consumption, and ensure proper addition of oil, refilling of oil, as well as cleaning and oil change of the oil tanks. (4) Regularly: Refill oil at the intervals specified on the lubrication card, and conduct sampling tests at the prescribed intervals. Based on the results, decide whether to clean and change the oil or to use circulation filtration, as well as determine the timing for the next sampling test. This is an important aspect of proper lubrication maintenance. (5) Designation of personnel: In accordance with the provisions in the chart, the tasks are divided among operators, maintenance workers, and lubrication workers, who are responsible for filling oil, adding oil, cleaning, and changing oil; meanwhile, persons responsible for taking samples for inspection are also designated. The equipment department should prepare a standard table for the \"five-fixed management\" of lubrication, specifying which equipment and which parts require lubrication, what type of oil to use, the frequency of oil filling (or oil change), what lubrication devices to employ, and who is responsible for these tasks. As science and technology advance and experience is gained, this \"five-fixed management\" system should be further refined and improved through practical application. To ensure the cleanliness of lubricating oil, it must undergo three stages of filtration (i.e., “three filtrations”): filtration upon arrival, filtration before distribution, and filtration during refilling. 5. Organization of oil change: Theoretical analysis and practice show that it is necessary to change the oil in equipment in a timely manner. There are two methods for changing the oil in mechanical equipment: regular oil changes and oil changes based on oil quality. The regular oil change method is mainly used for equipment that consumes little oil and operates at high frequencies. The main drawback of the regular oil change method is that sometimes oil which still meets the main quality criteria for use is still forcibly replaced, resulting in waste. The oil exchange by quality method is mainly used for equipment with high oil consumption or low operating rates. Oil testing technology should be adopted to ensure oil replacement based on quality. IV. Equipment lubrication planning work: The equipment lubrication plan serves as the basis for lubrication managers to carry out various tasks. The planned activities include: oil cleaning and replacement plans, oil quality testing plans, equipment lubrication plans, and leak repair plans, etc. 1. Cleaning and oil change plan: The cleaning and oil change plan includes annual and monthly cleaning and oil change schedules. The annual cleaning and oil change plan is a monthly plan for the entire year, prepared by each workshop based on the oil change intervals specified on the lubrication cards, the time since the last oil change, and the planned operating rate of the equipment. To minimize the impact on production, the timing of cleaning and oil change should be coordinated with maintenance schedules as much as possible. The monthly cleaning and oil change plan is formulated based on the annual equipment oil change plan, taking into account the results of sample testing. 2. Oil quality testing plan: To ensure the proper lubrication of precision equipment, strengthen monitoring of oil quality for such equipment, and implement oil replacement based on quality for equipment with low operating rates, it is necessary to formulate an oil quality testing plan on a monthly basis. For general equipment with a low operating rate, the oil testing interval is equal to its oil change interval; that is, an oil quality test is conducted prior to the scheduled oil change. For precision equipment, in addition to conducting an oil quality test prior to oil change, it is also necessary to arrange 1–2 oil quality tests during the oil change cycle, depending on the characteristics of the equipment. 3. Equipment oil usage plan: Based on the number of equipment planned to be operated during the planning period, the annual oil change quota per machine, the annual normal oil replenishment quota per machine, and the annual oil supply quota for routine maintenance of each machine, lubrication managers prepare the equipment oil usage plan. The oil utilization plan must specify the annual and seasonal requirements for each type of oil, based on their respective specifications. This plan is proposed by the Equipment and Power Department, while the Supply Department is responsible for procurement and supply. 4. Equipment leak repair plan: Equipment managers and lubrication technicians shall conduct a thorough investigation of equipment with oil leaks, record the locations and causes of the leaks in a table, and develop repair plans and implementation strategies based on the severity of the leaks. Controlling oil leaks and implementing leak-reduction measures is not only a task within equipment maintenance management but also part of efforts to save energy and reduce consumption. Leak control work should focus on three aspects: investigation, repair, and management. (1) Investigate: Observe phenomena, identify weaknesses, analyze causes, formulate plans, and propose measures. (2) Treatment: Methods such as blocking, sealing, guiding, connecting, repairing, welding, modifying, and replacing are employed to address oil leaks based on the actual issues. (3) Management: Strengthen management to consolidate the results of inspections and rectifications. In strengthening management, relevant efforts should be carried out concurrently; for example: establishing and improving lubrication management systems and responsibility mechanisms, as well as strictly enforcing regulations regarding fuel supply and the recycling of waste oil ； Establish a sound and reasonable system of original records and carry out proper statistical work ； Establish lubrication stations, assign dedicated personnel, strengthen inspections, and set fuel consumption standards. Some enterprises have summarized ten methods for preventing oil leaks in lubrication management; these are known as the “Ten Methods” for leak prevention: frequent inspection, detection, modification, replacement, wrapping, reassembly, proper fitting, redirection, padding, and welding. Diligence: Regularly inspect, ask questions frequently, and take action promptly. Search: Carefully look for the location and cause of the oil leak. Modification: Alter unreasonable structures and devices. Replacement: Replace worn-out seals and other lubrication components in a timely manner. Wrap: Wrap sealing tape, sealing thread, etc., around the oil pipe joints. Reply: Increase or expand the oil return holes to ensure smooth oil return and prevent leakage. Matching: Ensure the correct selection of sealing rings and groove interfaces. Introduction: Install oil guide pipes, oil cut-off pipes, oil baffles, etc. at the points of leakage. Gasket: Apply a special paper gasket or sealant on the joint surface. Welding: Weld and repair leaking oil holes and oil vents. Proper sealing also plays a positive role in preventing and reducing oil leaks. V. Lubricants and Their Selection
1. Main functions of lubricants
Lubricants primarily serve the following functions:
(1) Lubrication: Reduces friction and prevents wear. (2) Cooling effect: In the cycle, it carries away frictional heat, reducing the temperature and preventing burns. (3) Sealing function: Prevents moisture or other impurities from entering. (4) Washing effect: Removes dirt, metal particles, and other foreign substances from the friction surface. (5) Rust and corrosion prevention: Isolates the metal surface from air to prevent oxidation. (6) Shock absorption and load relief: It provides shock absorption and cushioning for reciprocating mechanisms, thereby reducing noise ； The pressure lubrication system helps to unload the equipment during startup and reduce the starting torque. 2. Classification of lubricants and criteria for selection (principles) (1) Classification: Lubricants are divided into three main categories: liquid lubricants, solid lubricants, and gas lubricants. Liquid lubricants are the most widely used; among them, mineral lubricating greases are the most common and frequently utilized type, such as various machine oils, hydraulic oils, gear oils, etc. (2) Basic criteria (principles) for selecting lubricants: Given the various positive effects of lubricants, companies must proactively carry out this technically demanding task. The basic criteria for selecting the right lubricant are: ① Speed of movement: At high speeds, low-viscosity lubricants should be used; conversely, higher-viscosity lubricants are appropriate. ② Exercise load: The greater the load and pressure, the higher viscosity lubricant should be used; conversely, a lubricant with lower viscosity is appropriate. ③ Operating temperature: At low temperatures, lubricants with low viscosity should be used; at high temperatures, lubricants (greases) with good fluidity and strong oxidation resistance are appropriate. In cases of large temperature fluctuations, lubricants whose viscosity is less affected by such changes should be chosen. ④ Working environment. ⑤ Friction pair clearance, surface precision, and position: For friction pairs with small clearances and high surface precision, low-viscosity lubricants should be used; in locations where oil is prone to leaking, high-viscosity lubricants are appropriate. 3. Substitution of lubricating oil: Since our factory does not have a complete range of lubricant grades, it is permissible to use other types of oils as substitutes in such cases. Another situation, and one that is even more prominent and important, is the issue of using domestically produced alternatives to lubricants for imported equipment; this problem has become more evident in recent years and deserves proper attention. The substitution of lubricating oil must follow the following principles: (1) Give priority to viscosity specifications. (2) The degree of oil refining should be considered. (3) Oil additives should be considered. (4) The operating conditions of the machinery should be considered. (5) For worm gear pairs and similar components under heavy load, guide rail oil with a comparable viscosity can be used as a substitute. (6) Transformer oil should not be used as a substitute for lubricating oil. In short, the key specifications of the alternative oil selected, such as viscosity and flash point, should be the same as or similar to those of the oil being replaced. It is important to note that only oils with higher viscosity can be used to replace those with lower viscosity; only in this way can the purpose of lubricating the machine be achieved. 4. Main quality indicators of lubricating oils and their determination (omitted). VI. Problems existing in lubrication management work and the measures taken. Although Chinese enterprises have achieved some results and progress in lubrication management, as well as in theoretical research and academic discussions, there are still some issues: (1) In many enterprises, the organizational structure for lubrication management is inadequate, and there are no dedicated managers; as a result, a top-down lubrication management system has not been established. (2) The lubrication management system is inadequate and imperfect. (3) Lubrication technology management is outdated, resulting in high lubricant consumption. (4) The lubrication economic benefits are poor. To address the issues in lubrication management, the following measures should be taken: (1) Update concepts and raise awareness of the importance of lubrication work. Many people think it’s not a big deal if the equipment’s lubrication is subpar; when abnormalities occur, they prefer to rely on assumptions rather than looking for causes in the lubrication system. Often, when equipment fails, there is only a demand for prompt repairs; in order to fix it as quickly as possible, focus is placed on supplying spare parts, with little attention paid to lubrication. Under the contract responsibility system, only the completion of production tasks is pursued, with no attention paid to proper lubrication. All of this requires the relevant personnel to update their mindset and carry out lubrication work properly. (2) Improve the organization to establish a top-down equipment lubrication network. (3) Apply modern management techniques to improve lubrication procedures, monitor the lubrication status of operating equipment, and ensure proper lubrication of the equipment. For example, oil testing technologies are implemented, and equipment is serviced with oil of appropriate quality. Apply value engineering theory to select lubricants appropriately. The complexity coefficient of lubrication work is used in place of the complexity coefficient of mechanical repairs to calculate the workload related to lubrication, thereby enabling the proper allocation of lubrication personnel. (4) Implement policy and target management in lubrication work to strive to improve management levels. (5) Conduct tribology research. For example, conduct ferrography studies to enhance the dynamic management of equipment lubrication. Promote the application of new lubrication materials, new processes, new technologies, and lubrication additives. Accelerate the technical renovation of lubrication systems for old equipment. Do a good job in sealing leaks. (6) Strengthen the mass management of lubrication. For example, lubrication technology competition events, Lubrication Month activities, lubrication problem-solving initiatives, and so on.