Ahead of the Game
An Introduction to Preventive Maintenance
By George Kennedy
Preventive Maintenance (PM) is proactive maintenance performed in order to prevent a problem from occurring later on. Utility contractors perform PM on their heavy equipment to prolong the life of the equipment, reduce jobsite breakdowns and failures that lead to costly delays and lost production time and to prevent accidents that could injure employees or damage property. Smaller motorized equipment (pickups, motor vehicles, generators, welders, compressors, etc.) and non-motorized tools and equipment (trench boxes, shoring, ladders, slings, etc.) should also be covered by the PM program.
So, how do you set up such a program? A PM program starts with taking an inventory of all the equipment,
vehicles and tools you use in your day-to-day operations. To avoid confusion, provide each item with an inventory number. Then make a list for each item of what could break down or fail if not properly maintained. From that list, create a PM schedule that shows the various maintenance activities that need to be performed and when. Refer to the manufacturers’ manuals and instructions for suggestions. It should also be noted that scheduled PM does not preclude the need for regular and routine inspections such as the daily inspection of trench shields and the slings used to lift heavy pipe. What it does do is ensure that nothing will be overlooked or taken for granted.
To illustrate what’s involved, let’s use motorized equipment as an example. The PM program for motorized equipment should cover all the mechanical factors related to the safe operation of the equipment. Items such as brakes, headlights, stop lights, turn signals, tires, backup alarms, seat belts, horns, windshields, rear view mirror — to name just a few — should be included in inspections and maintenance schedules. And emergency equipment such as a fire extinguisher in an excavator should also be included in the PM schedule. OSHA requires that many of these items be in good condition and in working order at all times. For example, a cracked windshield or missing seat belt on an excavator could result in a citation.
When setting up a PM program for equipment and vehicles, remember that operators and drivers play an important role. When possible, they should be assigned to a specific piece of equipment or vehicle. That way, they will become familiar with the equipment and how it normally operates. This puts them in an excellent position to notice if something is not working correctly. They should also be encouraged to take particular care of their equipment and vehicles and be responsible for reporting defects when they are discovered. To facilitate that process, provide your crew with vehicle condition report forms and require them to complete the reports on a regular basis (e.g., weekly). One copy should be kept in the piece of equipment or vehicle and the other turned in to the equipment shop supervisor. Some companies go as far as requiring the operator or driver to keep a daily inspection log — this can be a good thing to have if OSHA shows up to make an inspection.
Here’s another suggestion. The U.S. Department of Transportation requires commercial drivers to perform a pre- and post-trip vehicle inspection. Why not require all operators and drivers to do the same at the beginning of the work day? That way any major or safety-related defects can be reported and corrected before the vehicle or equipment is used. Minor problems that don’t involve safety can be corrected during the next scheduled maintenance, as long as they have been documented and the mechanic is made aware of them. Keep in mind that things are often overlooked if not documented.
Let’s also take a look at the importance of performing PM on non-motorized equipment and tools, which are often overlooked despite the fact that they can greatly impact safety. Suppose, for example, that a structurally damaged trench box (e.g., bent or missing cross brace collar) is sent out to the field. Let’s assume that the competent person does his or her job and inspects it. Finding it damaged, will he or she allow it to be used as is, not use the box at all or wait until another one is delivered? The right answer of course is to wait until another one is delivered. If the box is used as is or workers are permitted to enter an unprotected trench, the competent person is not only risking workers’ lives, but also OSHA citations and penalties. All of these questions, considerations and decisions can be avoided with an effective program of preventive maintenance.
Finally, a word about training. Managers and supervisors often assume that workers know what they should be looking for when they are instructed to make an inspection. This is not a safe assumption. You might, for example, instruct workers to inspect the hydraulic lines, and they do it day after day without realizing that little worn spots can lead to a failure. That’s why training is so important; it’s the only way to ensure that workers know exactly what is expected
of them.
As noted at the beginning, the benefits of preventive maintenance include: improved reliability; reduced cost of replacement; reduced downtime; and safer operations. Some would argue that it is an unreasonable cost in the sense that the cost of regularly scheduled downtime and maintenance would exceed that of operating or using the equipment until a repair is necessary or the equipment breaks down. There is no doubt that there is a cost factor involved, but inspections and maintenance can often be performed in off periods such as during the winter, between jobs or when it rains and the jobsite is shut down. Additionally, the cost equation breaks down when one considers the potential human toll if accidents and fatalities result from equipment or tool failure that could have been prevented.
George Kennedy is NUCA Vice President of Safety. |
