Equipment Inspection Log Management Table

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List of Inspection Record Forms
(I) Standard-type records
● Maintenance technical standards
● Inspection standards
● Lubrication standards
● Maintenance operation standards (work hour and procedure sheets)

(II) Management-type records
● Daily inspection plan sheets (daily inspection work cards, weekly inspection work cards)
● Short-cycle inspection plan sheets (for machinery and electrical systems)
● Long-cycle inspection plan sheets (for machinery and electrical systems)
● Lubrication management sheets
● Monthly lubrication work sheets
● Shift-specific lubrication work sheets
● Trend and precision inspection plan sheets
● Special spare parts management records for machinery

(III) Implementation-type records
● Daily inspection record sheets (daily inspection work cards, weekly inspection work cards)
● Periodic inspection record sheets and inspection checklists (for electrical systems)
● Degradation trend management sheets
● Precision inspection sheets (provided by the testing department)

(IV) Performance-type records
1. Inspection performance records
● Inspection work logs (to be set up individually)
● Trend management performance records (listed on the same sheet as the degradation trend management sheets)
● Precision inspection performance records (provided by the testing department)

2. Fault performance records
● Equipment failure (accident) reports
● Equipment failure (accident) record sheets

3. Scheduled maintenance performance records
● Equipment repair history sheets
● Equipment documentation sheets

4. Maintenance cost performance records
● Maintenance project assignment forms
● Monthly spare parts consumption statistics sheets
● Monthly material consumption statistics sheets

Setting up and implementing inspection record forms
I. The importance of record-keeping forms
1. The daily work of inspection personnel involves both hands-on tasks and writing tasks. In the morning, inspections are carried out on-site; in the afternoon, work is done by writing down notes related to management. All the writing-related tasks involve dealing with inspection records (Baosteel has long since switched to computer-based operations, achieving paperless management). 2. The design, formulation, filling out, and revision of inspection records should form a complete management system that is closely related to all aspects of equipment maintenance activities. Establishing and making good use of various inspection record sheets can facilitate the proper conduct of inspection tasks. Conversely, it either becomes a mere formality or leads to blind repairs, thus deviating from the proper path of inspection management. For example, if the P (Planning) in PDCA is omitted, then the D (Execution) will also be missed as a result. 3. Teigang Group is a modern steel complex whose main production process lines are of the continuous-type design. Its equipment features large scale, continuous production, and automated operation. As a result, the tasks assigned to maintenance personnel are extremely demanding in terms both of quantity and quality. The variety of records that need to be kept, the volume of work involved, and the level of scientific management are on par with those of other modernly managed enterprises. 4. For inspection personnel, they must not only systematically study and grasp the essence of inspections, but also face the issues of what kind of inspection ledger to establish, as well as how to specifically create and implement it. II. Basic composition and content of inspection logs: Many logs need to be established, and there are certain connections between them. When creating these logs, it is necessary to start from the PDCA work cycle method (i.e., the process control method) specified by the inspection and maintenance system. The following is an introduction in order: 1. The basic type of ledger consists of four parts: the equipment ledger, the component ledger, the spare parts ledger, and the installation meter ledger. (1) Equipment register: It can also be referred to as an equipment list or equipment file. The performance parameters of key and important equipment, especially the specifications of vulnerable components, should all be recorded in detail. For example, for DC motors, it is necessary to record not only the voltage, current, speed, and GD2 reduction ratio, but also information such as the material, size, and quantity of carbon brushes, as well as the model, quantity, lubrication points of bearings, and the factory serial number. The list, with multiple machines listed under it, is included in the summary table for easy reference ； Each machine is assigned a unique card, which facilitates historical recording – such as what kind of failures occurred in which month and year, and what parts were replaced. (2) Parts inventory: It records the various components of different types of equipment; in particular, vulnerable parts that are listed as spare parts must be recorded one by one, with the exact quantity noted. This is a considerable amount of work, but it must be done. For example, inside a DC distribution panel, there are various types of fuses, air switches, relays, contactors, circuit boards, indicator lights, etc. In situations where there are many different models and quantities of such panels, it is possible to compile statistics based on the panels themselves; however, to compile statistics by type, it would take several months to complete the task. (3) Spare parts ledger: As a spare parts ledger, in addition to including information such as spare part numbers, equipment numbers, main unit names, installed capacity, and inventory levels, it should also include storage location codes, ordering status, and consumption patterns. In short, it has a strong classification system, which facilitates searching and enforcement as well as inventory checking. (4) Equipment listing sheet: This is a list of the devices that require inspection, compiled from among various devices, in order to determine how many types of devices need to be inspected and their quantities. It is the final record to be created in this type of ledger. With this ledger, and by summarizing it in chart form, one can have a clear understanding of the equipment that is under one’s responsibility for inspection. In short, basic ledger systems are the fundamental basis for carrying out inspection ledger management; the existence of such basic ledger systems is an important indicator of whether an accurate overview of the situation exists. 2. The standard-type ledger consists of four parts: maintenance technical standards, inspection standards, lubrication standards, and maintenance operation standards (the so-called four major maintenance standards). In addition, it should also include operating procedures (referred to in Japan as: tejun-te) and fault diagnosis manuals. Like the first type of ledger, this type of ledger is a one-time task that is essential before starting work. It is mainly drawn from various device user manuals and product samples, and is compiled by taking into account **standards, usage characteristics, and individual experience. (1) Maintenance technical standards: Within the maintenance standard system, maintenance technical standards serve as the foundation; they provide crucial technical support for the formulation of the other three types of standards, namely inspection standards, lubrication standards, and maintenance operation standards. It reflects the performance characteristics of the equipment, its maintenance properties, as well as the technical management values for the maintenance of various parts (points) of the equipment, including the inspection methods for allowable values such as temperature, pressure, flow rate, current, voltage, and dimensional tolerances. The contents of this standard are largely compiled by extracting relevant sections from JIS (Japanese Industrial Standards), GB (**Standards), and MS (corporate standards). Initially, it can be prepared by professional technicians. The content should be concise, so that inspection personnel can become familiar with and master it. (2) Inspection standards are divided into daily and regular inspection standards. The former is mainly used by operators performing routine inspections and on-duty maintenance workers, while the latter is used by full-time inspection personnel. There should be standards for all items that require inspection, such as AC motors, DC motors, drive discs, reducers, rolling mill bodies, etc. Inspection standards serve as the basis for inspection personnel to conduct preventive inspections on equipment. Their contents should include the areas to be inspected, the items to be checked, the details of the inspection, the inspection frequency, the standard values for assessment, the inspection methods, the allocation of tasks for inspections, and the conditions under which inspections should be carried out. This standard is prepared by dedicated inspection personnel and serves as the basis for formulating daily inspection plans and regular inspection plans. (3) The grease supply standards should include the areas where grease is applied at all the filling points, the grease supply cycle, methods, responsibilities, the types and specifications of grease, the quantity required, as well as inspection requirements. Generally, there are two types of oils: thin oil and thick oil, and the method of adding them can be manual or automatic. Today, most of the Japanese AC motors used in the equipment introduced by Baosteel come equipped with oil-filled bearings and oil filling holes on the housing; when determining the periodic inspection schedule for such motors, special attention should be paid to the bearing replacement cycle. This standard is developed by dedicated inspection personnel, and based on it, a lubrication management sheet is created to serve as a guide for replacing or topping up lubricant in the equipment. Operators at various positions and maintenance staff on duty use this lubrication standard to prepare lubrication work sheets. (4) Maintenance operation standards. These standards should include the maintenance methods for a particular maintenance project (i.e., detailed operational steps), the tools and equipment required, spare parts, construction materials, safety precautions, as well as the labor hours and schedule for the maintenance work—including the sequence of disassembly and assembly and the time required for each procedure. Currently, at Baosteel, it is basically prepared by the maintenance team, and then confirmed by the inspection team. 3. Management form types ● Daily inspection plan table (under 1 week, 1 day, 1 week) – Daily inspections (in practice, no separate daily inspection plan table is used; instead, daily and weekly inspection work sheets are employed) ● Short-term inspection plan table (1 week – 1 month) ● Long-term inspection plan table (3 months – 3 years) ● Lubrication management table ※ There is also a separate “trend and precision inspection plan table” (which is derived from the regular inspection plan table); since the introduction of computerized management, the degradation trend management table and the precision inspection plan table have been combined into one table to facilitate management). In addition, there should also be forms such as equipment importance classification (A, B, C), inspection route maps, and detailed rules for maintenance task allocation. \"Daily\" refers to cycles of less than 1W (in computer management, this is defined as less than 1M), while \"regular\" refers to cycles of more than 1W (in computer management, it is defined as 1M or more). It is usually possible to prepare a cycle management table covering a period of 3 years (otherwise, it would be a long-term inspection plan table); the former is primarily intended for operators and maintenance staff who carry out daily inspections. Creating a cycle management table may seem easy on the surface; in reality, however, many factors must be considered to develop one properly. The reason why inspection activities fail to get off the ground in some companies is partly due to the absence of a good cycle management table. The cycle management table is a masterpiece of Nippon Steel Kunitzu Plant in Japan.  (Standard types + Management table types) =＞ P4. The implementation table types include three categories: daily inspection records (daily inspection work sheets, weekly inspection work sheets), lubrication records, and periodic inspection records (including short-cycle inspection record sheets and long-cycle inspection record sheets). Regular inspection records are classified by area and category, and can be further divided into three types: inspection checklists (referred to in Japan as \"inspection accuracy tables\"), degradation tendency management tables, and detailed inspection tables. These three types of records are to be filled in by the personnel responsible for equipment inspection on a daily basis, and they must be completed carefully. (Previously, according to Baosteel’s equipment inspection management regulations, precise inspections were classified as a separate category; however, with the adoption of paperless computer-based management, they are now included in the regular inspection record forms, that is, combined with the records related to equipment degradation trends in the same form.) These are the most commonly used records. Implementation sheets are created based on the predetermined inspection items for equipment – there is an implementation sheet corresponding to each item. Therefore, these records account for the majority of the entire inspection documentation. The following are introduced separately: (1) Inspection checklists. We know that equipment degradation can be divided into two types: sudden failure type (efforts are made to prevent it from occurring) and performance decline type (gradual degradation type). For inspection items belonging to the former category, a pass/fail check can be performed using an inspection checklist, i.e., by marking ○, △, or ×. For normal conditions, mark ○; for damaged conditions (requiring repair afterward), mark ×. In such cases, emergency repairs (urgent actions) should be carried out or temporary measures taken to maintain production. The focus is on devices marked with △ (those that show abnormalities but are still functional). Such devices should be promptly recorded in the maintenance logs, designated as items requiring special inspection, or have their inspection interval changed from 1 to 1D or 1. The Japanese call this approach \"tracking inspection,\" in order to monitor the development of any abnormalities and determine the most appropriate time to address them, thereby achieving the goal of preventive maintenance. (2) The degradation tendency management table applies to Category A and B equipment, which are of the type with poor performance due to data accumulation (the degradation pattern of the equipment is gradual). Based on the changes in data from regular measurements, and by monitoring the degradation trend of the equipment, the most appropriate time for maintenance is determined to eliminate it. Inspection items that fall into this category include fan vibration, wear degree of gears in the reduction gearbox, measurement of wear on the upper and lower crankshafts of the flying shear, insulation resistance measurement, carbon brush wear measurement, and three-phase current measurement. (3) In a sense, precision inspection forms are somewhat similar to degradation tendency management; in some cases, when abnormalities occur in certain parts of the equipment, precise instruments and meters are needed for diagnostic testing – with no fixed schedule for this. The operating condition of the equipment is also determined through the accumulation of data, except that the tasks requiring the use of such precise instruments and meters for inspection are assigned to specialized testing companies with expertise in equipment diagnosis. The inspection items that fall into this category are numerous in the electrical field of industrial automation; examples include switch testing, testing of electrical drive systems, high-voltage protection devices, insulation testing, harmonic analysis of power grids, and waveform monitoring. In terms of mechanical equipment as well, tests such as stress, torque, torsional vibration testing, vibration and noise measurement, oil sampling and analysis, ferrography, spectral analysis, and bearing diagnosis all fall under the category of precision inspections. In order to implement predictive maintenance (anticipating problems in advance) and prevent unexpected failures in high-precision equipment systems, it is essential to develop more inspection items in this area, provided that economic conditions permit. => Transitioning to adaptive maintenance (increase in online equipment monitoring points, increase in the total number of detailed inspections). In short, for different types of equipment, it is necessary to determine which inspection tasks should be carried out and to establish corresponding inspection records that are used on a regular basis in order to achieve preventive maintenance (rather than reactive maintenance). This is a crucial matter that affects the competence of those responsible for inspections as well as the success or failure of inspection activities. Implementing form-based records =＞ D.C (implementation, recording). 5. The performance record forms include five types: routine inspections, scheduled maintenance, failures, maintenance costs, and summaries of equipment management meetings; these are compiled on a monthly basis and archived. These five types of forms can be filled out using the templates established uniformly by the head office. However, as dedicated inspectors who are responsible for recording their monthly work performance, they can design their own appropriate forms, preferring to use charts for presentation (with less reliance on textual descriptions and more use of data to illustrate points). Regardless of the performance sheet filled out, it is important to have a comparison between planned figures and actual figures; for example, how many cycle management tasks were carried out during that month, how many hours were lost due to failures, and what the success rate of scheduled maintenance was. (1) Inspection record sheet: information such as abnormalities detected, number of abnormalities resolved, who detected them and who handled them; also details on how much cycle management was carried out, how many trend management tasks were performed, how many detailed inspections were conducted, and the equipment’s maintenance compliance rate. It is specifically reflected in the inspection work logs, trend management performance records, and precision inspection performance sheets. (2) Fault record sheet: It should not only tally the number of faults, downtime, production shutdown time, as well as the causes and responsible parties, but also include analysis and comparisons (especially focusing on recurring incidents). This is specifically reflected in the equipment accident reports and failure record sheets. (3) Scheduled maintenance performance table: It should not only record information such as scheduled (annual) maintenance tasks, working hours, and the success rate of scheduled maintenance (in terms of time, tasks, and load), but also determine whether the proportion of cycle management tasks (including those related to degradation trends) among all scheduled (annual) maintenance tasks is 60% or more (which is the minimum requirement). If the scheduled maintenance items are merely the results of routine inspections or emergency repair tasks (i.e., troubleshooting items), then such scheduled (annual) maintenance loses its purpose. The actual results of scheduled maintenance are specifically reflected in the equipment repair history sheet and equipment records. (4) Maintenance cost record: It should include the full amount spent on spare parts and materials, labor costs for maintenance work, fees for external services, and costs related to outsourced projects. This is specifically reflected in the maintenance work assignment form, the monthly actual consumption statistics table for spare parts, and the monthly actual consumption statistics table for materials. (5) Achievements in equipment management seminars: Each factory (department) shall hold equipment management seminars at various levels from the grassroots up on a monthly basis (i.e., maintenance performance analysis meetings). Each inspection area should provide various types of relevant data, including inspection results, failure records, cost information, scheduled maintenance records, spare parts usage, material consumption figures, as well as details regarding key management items. If all the above achievements are collectively referred to as equipment condition management, then condition management together with the subsequent main tasks constitute the meeting materials. This is specifically reflected in the comprehensive monthly performance analysis reports for equipment at all levels. Although the inspection personnel do not participate in the preparation of meeting materials, they must provide relevant information regarding the condition of equipment within their respective areas of responsibility. The purpose of these meetings is to address the “C” in PDCA—that is, evaluating work based on records. On the basis of an analysis of actual performance, improvement suggestions should be put forward. These suggestions should encompass major policies such as revisions to standards and plans, modifications to management ledgers, proposals for improvement measures related to maintenance, and score management. Each inspection work area is to implement these measures according to its own specific circumstances, so as to achieve the “A” in PDCA—namely, improvement and enhancement. It is difficult to distinguish between the C and A phases; therefore, they are often combined into one S phase (i.e., PDCA ≡ PDS). Ledger for performance records => C.A (Inspection, Processing). III. Points to note in ledger management Based on the current implementation status of the inspection ledgers at Baoshan Iron & Steel, the following points are provided for reference only: 1. Completeness of the ledgers The inspection work is carried out in accordance with the PDCA cycle; therefore, the established inspection ledgers should also encompass all aspects of equipment management, so that the PDCA cycle can be effectively implemented. 2. The implementation of the inspection records should be relatively fixed: the daily and monthly on-site inspections carried out by the inspectors must be conducted in accordance with the items, dates, and other details predetermined in the inspection record sheets. It is not allowed to skip any inspections or carry them out incompletely; there must be a unified working pattern. Furthermore, based on this implementation, improvements to the inspection records should be made through evaluations conducted at equipment management seminars. This is essential; otherwise, the goal of improvement cannot be achieved, and the true purpose of inspections will be lost. 3. Pragmatism: There is no equipment in the world that does not require inspection. To fully understand and master the performance of the equipment as well as the key points for its inspection and maintenance, to list all the items that require inspection without omission and to carry out those inspections – this is what pragmatism entails. 4. The inspection record sheets established for practical purposes should be realistic and highly operational; they must be developed in line with available resources, so as to truly serve as a guide for practice. If the ledger is set up in a too complicated manner, it often proves to be futile and fails to serve its purpose. In short, determining what kind of inspection log to use for managing equipment is ultimately a matter for the inspection personnel themselves. Inspection personnel have the most say in what falls within their area of responsibility; it is absolutely unacceptable to ignore objective realities and simply build whatever is ordered from above, just to fulfill duties. 5. Accuracy of record-keeping: Currently, among domestic enterprises, the “C” and “A” stages within the PDCA cycle are not being carried out satisfactorily. The “C” stage, known in English as “Check,” refers to the process of inspection; however, the Japanese call it “recording”—that is, examining the results of implementation and properly documenting them. During implementation, little attention is paid to records, and some even engage in falsifying records (perjury). In this regard, it must be emphasized that records must be accurate; otherwise, they’re completely useless. Records should be regarded as the basis for maintenance; that is, every problem that occurs during equipment operation must be recorded in detail in order to implement effective improvement measures. When documenting idt evidence, it is essential to ensure “standardization” and “precision”. Therefore, when setting up a point ledger for recording, it is necessary to clarify its purpose – striving for simplicity. The following are the essential record sheets: ● Inspection and repair history sheet (equivalent to a medical record card) ； ●Inspection Work Log (preset fields) ； ●Inspection checklist ； ●Fault record ； ●Trend inspection record ； ●Records of spare parts and material consumption.