2. 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

3. HISTORY
Decentralized Shops/Repair Centers with Multiple Trades ( )
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

4. 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

5. WMU BRONCO PHILOSOPHY OF PREVENTIVE MAINTENANCE

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

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

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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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 ~ / ~11,000 tons
Number of Air Handlers ~ / ~ 7,000 filter changes
Number of Steam Traps ~ 3,775

17. TAGGING AND DATABASE ENTRY
WMU Nomenclature
WMU Equipment Barcode

18. CREATING TASK PROCEDURES AND FREQUENCY

19. 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

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

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

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

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

24. THEORY OF PREVENTIVE MAINTENANCE EVOLUTION

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

26. BEST PRACTICES Eddy Current Testing for Chillers

27. BEST PRACTICES Annual Trap Testing / Repairs

28. BEST PRACTICES Laser Alignment

29. BEST PRACTICES Electrical Switch Gear Thermal Inspection

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

31. WMU CFC Program “THE NEED TO COMPLY”

32. 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

33. TRACKING REFRIGERATION PURCHASES
All refrigeration cylinders have an assigned number.

34. TRACKING REFRIGERATION USAGE

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

36. 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”

37. WMU CFC PROGRAM

38. Thank You
Thank You!