Lecture on Basic Knowledge of Equipment Management

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Section 1: China’s Current Equipment Management System I. The “Equipment Management Regulations” 1. Characteristics of the Equipment Management Regulations – A combination of domestic and international practices; transformation and progress. 2. China’s equipment management system (basic guidelines, principles, main tasks)  Three basic guidelines: – Equipment management should adhere to the principle of “relying on technological progress.” – It should pursue the goal of “promoting production development.” – It should follow the approach of “prevention first.”  Five combinations: – Combination of design, manufacturing, and use. – Combination of maintenance and planned repairs. – Combination of repair, renovation, and upgrading. – Combination of professional management and mass participation in management. – Combination of technical management and economic management.  Main tasks: – Maintaining the good condition of equipment. – Improving the quality of a company’s technical equipment. – Maximizing the efficiency of equipment use. – Achieving good returns on investment. II. Implementing the “1995 National Equipment Management Guidelines” 1. Changing the concepts behind equipment management. 2. Separating government functions from those of enterprises, and changing the macro-level management approach for equipment. Two changes are required: **direct management vs. indirect management**； Only for industrial and transportation management, as well as overall social management. 3. Rethinking Equipment Management from the Perspective of Establishing a Modern Corporate System
Evaluation Criteria: Integrity rate, downtime rate, utilization rate, maintenance costs, idle rate, accidents
Market: Maintenance services, spare parts, leasing, transfer, technical information, consulting
Regulations: Legal frameworks, standards
Efficiency Improvement: Management, renovation, upgrading
Training: Technical skills, business knowledge, management concepts

Section 2: Equipment Usage Management
I. Proper and Rational Use of Equipment
1. Rational Allocation
– Compatibility
– Balance
– Appropriate flexibility
2. Rational Production Planning
– Matching adaptability
– Full capacity without overloading
3. Strengthening Process Management
– Processes should adapt to equipment; equipment should support processes
4. Equipment Environment and Conditions
– Environment: Corrosion prevention, moisture protection, dust prevention, vibration reduction, constant temperature, constant humidity
– Conditions: Monitoring, random inspections, alarms, enclosed facilities, proper attire for personnel

II. Usage Management
1. Proper Use
– Pre-shift training
– Working with certificates
– Assigning specific personnel to specific equipment with defined responsibilities
2. Establishment of Rules and Procedures
– Usage guidelines
– Operating procedures
– Maintenance procedures
– Job responsibilities
3. Inspection and Supervision
– Team leaders
– Equipment specialists

Section 3: Equipment Maintenance Management
I. Equipment Maintenance System: Three-Level Maintenance System
1. Daily Maintenance
– Performed by: Operators
– Key points: Pre-shift inspections, lubrication, cleaning, handling abnormalities, post-shift maintenance, accurate record-keeping, consistent efforts, weekend maintenance
2. Level 1 Maintenance
– Performed by: Operators (mainly) + Maintenance workers (assisting)
– Key points: Regular planning, thorough disassembly, cleaning and inspection, lubrication, adjustment of gaps, tightening, proper documentation, adherence to standards
3. Level 2 Maintenance
– Performed by: Maintenance workers (mainly) + Operators (assisting)
– Key points: Regular planning, comprehensive inspections, calibration of instruments, full lubrication, repair of defects, adjustment of precision, replacement of damaged parts, restoration of tolerances, elimination of leaks, detailed record-keeping, development of countermeasures, standard inspections

II. Equipment Inspection System
1. Types of Inspections
– Daily inspections
– Periodic inspections
– Special inspections
– Precision inspections
2. Inspection Form
Year, Month, No., Equipment ID, Equipment Name, Inspector, Reviewer, Inspection Items, Acceptable Conditions, Dates
Examples: No cracks or damage on the observation mirror; no rust on the water-side observation mirror; sufficient cooling water; no leaks in the cooling pipes
3. Preparation for Inspections
– Identifying key areas and weak points of the equipment
– Determining inspection items (based on technical requirements and appropriate instruments)
– Setting criteria for evaluating inspection results (based on equipment specifications and practical experience)
– Determining inspection intervals (considering safety, wear and tear, process requirements, load, experience, and flexibility)
– Choosing inspection methods (disassembly, non-disassembly, during operation or not, using the five senses, or instruments)
– Assigning personnel responsible for inspections (based on the type of inspection)
– Defining inspection forms
– Determining what needs to be recorded and how to analyze the data
4. Conducting Inspections
– Inspecting the equipment according to established guidelines ； Record: Document the inspection results ； Handling: Check for any abnormalities that occur during the process and address them promptly to restore the device to normal operation. Record the results of these actions; if an issue cannot be resolved, it must be reported to the relevant department for handling ； Analysis: Regularly analyze the content of inspection records to identify weak points or areas that are difficult to maintain in the equipment, and propose improvement suggestions ； Improvement: Organize and carry out improvements to the weak points of the equipment. 5 Inspection Management: Inspection model management: The inspection work models include: inspection area division, inspection route maps, and inspection business processes (PDCA cycle) ； The inspection plan models include: daily inspection work sheets, regular inspection plan tables, long-term inspection plan tables, specialized inspection plan tables, and precision inspection plan tables ； Inspection performance management: Record management includes: daily inspection records, lubrication and refueling records, periodic inspection records, repair reports, improvement and maintenance records, MTBF analysis records, maintenance cost records, and so on ； Performance analysis includes: analysis meetings, fault analysis, analysis and management of degradation trends, procedures for researching and deciding on maintenance plans, the application of analysis methods, and so on ； Management of the technical competence of inspection personnel: job responsibilities of inspection personnel, technical requirements for inspections, training for inspection personnel, assessment of their performance and work results, and human resource management for inspection staff. Section 4 Equipment Lubrication Management
I. Tribological Foundations of Lubrication Management
1. Research Topics in Tribology
– Causes of friction
– Mechanism of wear particle formation
– Lubrication theory
– Tribological properties and failure mechanisms of mechanical moving pairs
– Friction and wear testing techniques
– Anti-friction and wear-resistant materials and their surface treatment techniques
– Lubricant materials
2. Guidelines for Lubrication Management
– Equipment wear curve
– Wear amount
– Running-in period
– Normal wear stage
– Severe wear stage
– Wear stages (T)
– Equipment wear curve

II. Objectives and Contents of Lubrication Management
1. Objectives:
– Prevent abnormal wear of mechanical moving pairs
– Prevent contamination and leakage of lubricants
– Avoid lubrication-related failures
– Improve reliability
– Reduce maintenance costs
2. Contents:
– Lubrication technology management
– Management of lubrication supplies

III. Implementation of Lubrication Management
1. Establishing an organization and assigning personnel
– Professional lubrication technicians
– Full-time lubrication managers
– Operators responsible for daily lubrication tasks
– Lubrication stations (for preparation, testing, supply, recovery, and recycling)
2. Formulating rules and regulations
– Job responsibility system
– Equipment lubrication system
– Lubrication station management system
– Equipment cleaning and oil change system
3. Implementing effective management
– Technical support for management: lubrication cards, charts, computer-aided lubrication management software
Equipment lubrication card: Equipment name, model, serial number, workshop location, total oil storage capacity in kg, manufacturer, lubricant used, parts requiring oil changes, lubricant material, lubrication interval, oil volume in kg
– Planning for cleaning and oil changes: annual, quarterly, and monthly plans, as well as plans for replacing oil based on its quality ； Oil product quality management: testing upon arrival, regular testing of used products ； Lubrication “five fixed” management: fixed location, fixed quality, fixed quantity, fixed person, fixed frequency ； Lubrication “three-filter” management: oil intake filtering, drum rotation filtering, and oil filling filtering. Lubrication technology management: resolution of lubrication-related faults, modification of lubrication systems for complex equipment, old oil recovery and recycling technologies, as well as the testing and promotion of new lubricating materials and technologies ； Lubrication facility management: Automatic lubrication system diagnosis and maintenance management, lubrication tool management ； IV. Computer-Aided Lubrication Management
1. Functions:
– Equipment lubrication records
– Oil quality management
– “Five fixed principles” for lubrication management
– Management of equipment cleaning and oil replacement plans
– Oil demand planning
– Management of lubrication facilities
– Inspection and evaluation of lubrication work
– Generation of lubrication management documents and cards

2. Logical flow of computerized lubrication management:
Equipment lubrication records → Oil quality management → “Five fixed principles” for lubrication management → Management of lubrication facilities → System for generating lubrication management documents and cards
Management of equipment cleaning and oil replacement plans → Oil demand planning → Inspection and evaluation of lubrication work

Section V. Equipment Failure Management
I. Equipment failures and their classification
Definition: The equipment loses its specified functions (cannot operate, performance deteriorates, or it becomes unsafe).
1. Classification by occurrence process:
– Sudden failures
– Gradual failures
2. Classification by duration:
– Intermittent failures
– Permanent failures
3. Classification by macroscopic causes:
– Inherent failures
– Failures due to improper operation and maintenance
– Wear-related failures
4. Classification by functional deterioration:
– Potential failures
– Functional failures

II. Causes and patterns of failures
1. Macroscopic causes:
– Design defects
– Material defects
– Manufacturing defects
– Improper operating and maintenance conditions
2. Microscopic causes:
– Failure due to elastic deformation
– Failure due to plastic deformation (yielding)
– Failure due to plastic fracture
– Failure due to brittle fracture
– Failure due to fatigue fracture
– Failure due to corrosion
– Failure due to wear
– Failure due to creep

III. Patterns of failure occurrence
1. Bathtub curve:
Wear amount → Failure rate
Initial stage → Period of occasional failures → Wear/deterioration stage → Failure stage
2. Gradual failure process:
Potential failures occur at intervals P; functional failures occur at intervals F.
Prevention maintenance is carried out at times tP and tF.
The process of deterioration progresses as follows: minor defects → moderate defects → major defects → failures.
If not addressed, it can lead to shutdowns or significant impacts on equipment functionality.
3. Multiple combined failure conditions:
Single factor, multiple factors, or complex factors can cause deterioration.

IV. Comprehensive management of equipment failures
1. Collection of failure information:
Records of equipment usage and failures, including equipment numbers, names, models, specifications, dates of use, failures, inspections, troubleshooting steps, spare parts used, labor costs, downtime, and repair times.
2. Storage and analysis of failure information:
Computer-based storage and analysis: information input → statistics → querying → display → printing.
Contents include the name of the faulty equipment, number of failures in the workshop/factory, total downtime, average time between failures, average repair time, and charts showing the severity of failures.
3. Failure analysis:
Analysis using charts to determine the frequency of failures.
Examples: 92.5%, 99.9%, 81.4%, 70.3%, 45.5%.
Common causes of failures include transmission spindles, electrical issues, and others.
Fishbone analysis is also used to identify root causes of failures.
PM analysis involves analyzing the physical nature of failures beyond their surface symptoms. P: phenomena physical problem preventive – phenomena, physical problems, preventable. M: mechanism material machine manpower method – mechanisms, materials, equipment, human resources, methods. Ask why five times in a row. Hypothesis testing method Phase A: Problem A Hypotheses 1, 2, … Verification 1, 2, … Conclusion A ； Phase B: Problem B Hypotheses 1, 2, … Verification of 1, 2, … Conclusion B ； Phase C: Problem C Hypotheses 1, 2, … Verification 1, 2, … Conclusion C ； Final Conclusion: Analysis of the deterioration trend chart; Equipment performance: t1, t2, t3, t4, t5; Time. Fault tree analysis: (Top event) Equipment failure and Component Failure 1 (Intermediate events); Component Failure 2 and/or Element 1, Element 2, Element 3, Element 4 – failure, failure, failure, failure (Bottom events). Optimization of fault sets: f1, f2, f3, f4, f5; Fault set representation sets: s1, s2, s3, s4, s5, s6, s7, s8. Three principles: maximum probability + minimum cost + optimization of pure sets. 4. Fault handling: Causes of fault characteristics include repeatability, frequency, periodicity, wear and tear, inherent defects, human error, and repair requirements. Measures include repairs, renovations, regular corrections, standardization, training, quality control, and redesign. 5. Evaluation and feedback: Equipment status and maintenance experience; Feedback from design and manufacturing manufacturers (design and production), user departments (selection), and maintenance departments (repair and renovation). 5. Equipment accident management: An equipment accident refers to a situation where production is halted or efficiency is reduced due to abnormal damage, resulting in losses that exceed acceptable limits. Classification: General accidents, Major accidents, Severe accidents
2. Investigation and analysis: Cut off power supply, eliminate potential hazards; protect the scene and report immediately; investigate causes and analyze solutions; develop plans for restoration and emergency repairs
6. Equipment condition monitoring and management
1. Feasibility analysis and decision-making: Effective and cost-efficient
2. Monitoring methods selection: Vibration monitoring (offline, online), oil analysis, infrared imaging, others
3. Assigning dedicated personnel: Selection criteria, training
4. Trend management: Trend monitoring, determination of alarm thresholds
5. Data-driven repair decisions: Monitoring feedback mechanism for rapid decision-making; maintaining readiness for repairs

Section 5: Equipment Repair Management
I. Equipment repair methods
1. Reactive repair (for redundant or non-core equipment)
2. Scheduled repair (for equipment with clearly defined wear cycles)
3. Mandatory repair (for equipment related to safety, severe failure consequences, or process-related issues)
4. Repair after inspection (for equipment without fixed loads, precision, delicate, or critical equipment)
5. Condition-monitoring-based repair (for equipment under condition monitoring and trend management)
6. Opportunistic repair (for equipment with available production time, during holidays, or when wear cycles are not clear; for targeted repairs)
7. Transformative repair (for equipment with severe wear, repeated failures, or inherent defects)

II. General steps for equipment repair
1. Planning
2. Pre-repair inspection
3. Preparation of documents (work orders, drawings, information)
4. Material preparation (spare parts, materials, tools, instruments)
5. Organizational preparation (command, communication, coordination)
6. On-site preparation (water, electricity, gas, power, air)
7. Execution of repairs
8. Testing and acceptance
9. Summary and feedback

III. Selection of repair strategies
1. Repair strategy based on reliability: Focus on failure consequences, feasibility, and effectiveness
2. Repair strategy based on utilization rate: Evaluation of utilization impact, analysis of failure characteristics, selection of repair methods
3. Adaptive repair strategy: Assessment of production losses due to repair methods, evaluation of repair costs, comprehensive cost assessment
4. Other comprehensive evaluation methods: Comprehensive evaluation focusing on consequences + benefits + repair resources

IV. Repair planning
1. Basic principles for developing repair plans:
– Operation control principles: Work volume, priority, repair resources
– Work volume balancing principle: Balanced allocation of maintenance, scheduled repairs, transformations, and emergency repairs according to priority
– Centralized and decentralized balancing principle: Planning distributed from top to bottom according to priority levels
– Clear and accurate information flow principle: Meetings, communication, E-mail
2. Procedures for developing repair plans:
– Identify key equipment in the system and production downtime periods
– Break down equipment into individual components
– Determine the best repair methods for each component
– Develop work plans and schedules
3. Documents related to repair plans: Work order sheets, preventive maintenance instructions, repair plans (see example below), work summary tables, workload balance charts, assignment cards, repair plan tables.
Example: Equipment name – 5t crane; Location – Warehouse (66); Cycle – Weekly; Tasks:
1. General inspection
2. Check for abnormal noise, vibration, and temperature in the main drive
3. Check for abnormal noise, vibration, and temperature in the auxiliary drive
4. Check the operation of the lifting mechanism
5. Check for abnormal noise, vibration, and temperature in the motor
6. Inspect the wire rope and hook for damage
7. Verify that the limit switches are functioning properly
8. Check the safety and condition of the hanging control device
9. Check the safety of the main drive motor
10. Check the safety of the main drive brakes and pad wear
11. Check the reliability of the main drive bearings
12. Check the condition of the main drive gearbox
13. Check whether the auxiliary motor is properly installed
14. Check the brake clearance, operation, and pad wear
15. Check the components of the lifting mechanism
16. Check the reliability of the brakes under load
17. Check for oil leaks in the gearbox
18. Check the wear and condition of the wire rope
19. General inspection
20. Report on lubrication conditions
21. Report on the overall cleanliness of the machine
22. Check the motor terminals and grounding
23. Check for loose wires and signs of wear
24. Check the terminal connections of the auxiliary motor and grounding
25. Check the electrical components of the lifting mechanism
26. Check for any damage to the crane assembly and ensure it moves freely
27. Check the motor terminals and grounding for safety
28. Check the wiring of all limit switches

V. Development and implementation of repair plans
Preparation: Information, instructions, drawings, spare parts details; Assignment of work numbers and cost codes; Preparation of preventive maintenance instructions; Issuance of work orders; Development of work schedules and assignment of tasks; Evaluation, feedback, and data compilation and archiving

VI. Control over the implementation of repair plans
1. Progress control: Monitoring and adjustment of timelines
2. Cost control: Tracking expenses and comparing them with budgets
3. Quality control: Implementation of certification systems and acceptance procedures