OVERVIEW Scheduled Maintenance Program History Philosophy Initiating a Scheduled Maintenance Program Best Practices CFC Program Compliance Tracking Refrigerants EPA Leak Detection Requirement Additional Recordkeeping Requirement

HISTORY Decentralized Shops/Repair Centers with Multiple Trades (1986-2003) Centralized Shops with Single Trades (Prior 1986) ADVANTAGES: Labor force availability Sharing of knowledge DISADVANTAGES: No ownership of building Lack of customer/supervisor interaction Lack of building familiarization ADVANTAGES: Ownership among trades Familiarization of building Better customer services DISADVANTAGES: Expertise of supervisor Service calls took priority of PM

Centralized PM / Decentralized Shops or Repair Centers (2003-Present) TODAY Centralized PM / Decentralized Shops or Repair Centers (2003-Present) ADVANTAGES: Ownership among trades Familiarization of building Better customer services Focus on services calls and PM DISADVANTAGES: Labor Separation

WMU BRONCO PHILOSOPHY OF PREVENTIVE MAINTENANCE

STAFF MANAGEMENT/TRADES Preventive Maintenance Shop Manager Planner/Scheduler Engineering Plumber Maintenance Mechanics Electrician Chiller Refrigeration Pipe Fitter Skilled Trades Helper

Computerized Maintenance Management Software TOOLS / EQUIPMENT Computerized Maintenance Management Software Laser Alignment Tool Gas Flue Combustion Analyzer And if all else fails…

ATTITUDE / CULTURE Successful Preventive Maintenance Practices “If it ain’t broke, don’t fix it!”

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

INITIATING A CENTRALIZED PM PROGRAM Inventory of Equipment Tagging and Database Entry Creating Task Procedures and Frequency Percentage of Labor Hours Dedicated to Preventive Maintenance Checks and Balances Constant Program Review

Inventory of Equipment Number of Buildings = 136 Total Square Footage = 7,804,267 Number of Equipment Identified ~ 10,763 Number of PM Work Orders Issued Last Year ~ 11,139 / 25% Number of Chillers ~ 28 / ~11,000 tons Number of Air Handlers ~ 272 / ~ 7,000 filter changes Number of Steam Traps ~ 3,775

TAGGING AND DATABASE ENTRY WMU Nomenclature WMU Equipment Barcode

CREATING TASK PROCEDURES AND FREQUENCY

PERCENTAGE OF LABOR HOURS DEDICATED TO PM   Carpenter Carpet/Tile Layer Electrician Environmental Control Person Locksmith Maintenance Roofer Millwright/Maintenance Mech. Pipe fitter Plumber Refrigeration Repair Person Skilled Trade Helper

CHECKS AND BALANCES Dedicated Staff Review Completed Work Order Perform Site Visits

CHECKS AND BALANCES Dedicated Staff Review Completed Work Order Perform Site Visits

CHECKS AND BALANCES Dedicated Staff Review Completed Work Order Perform Site Visits

CHECKS AND BALANCES Dedicated Staff Review Completed Work Order Perform Site Visits

THEORY OF PREVENTIVE MAINTENANCE EVOLUTION

PREVENTIVE MAINTENANCE EVOLUTION Service Call Work Orders vs. Preventive Maintenance Work Orders

BEST PRACTICES Eddy Current Testing for Chillers

BEST PRACTICES Annual Trap Testing / Repairs

BEST PRACTICES Laser Alignment

BEST PRACTICES Electrical Switch Gear Thermal Inspection

BEST PRACTICES Maintenance Time Reminder Utilizing Building Automation System to issue Preventive Maintenance work order based on run time.

WMU CFC Program “THE NEED TO COMPLY”

WMU CFC PROGRAM “RECORDKEEPING” In 1997, with the introduction of our Computerized Maintenance Management System (CMMS – TMA), we were able to integrate our recordkeeping policies into one central system. Refrigeration Usage Entry Refrigeration Sales Entry

TRACKING REFRIGERATION PURCHASES All refrigeration cylinders have an assigned number.

TRACKING REFRIGERATION USAGE

TRACKING REFRIGERATION EQUIPMENT Total Equipment with Refrigeration ~ 799 Equipment with 50# of Refrigeration or more ~ 44

EPA LEAK RATE REPAIR REQUIREMENTS Comfort Cooling 15% per 12 months Process Cooling 35% per 12 months 30 days from discovery of leak Industrial process shutdown allows 120 days Or Retrofit/Retirement within 12 months of detection “WMU’s philosophy is to repair all leaks”

WMU CFC PROGRAM http://www.pp.wmich.edu/ms/pm/cfc.html

Thank You Thank You! anand.sankey@wmich.edu