INDUSTRIETECHNIK

SRI LANKA INSTITUTE of ADVANCED TECHNOLOGICAL EDUCATION

Automotive
Engineering
Electrical and
Electronic
Instructor Manual

Engineering
Instructor Manual

Training Unit

Electrical Maintenance
Theory

No: MS 004

List of Contents

Page

Introduction

1.
1.1.
1.2.
1.3
2.
2.1
2.2
2.3
2.4
3.
3.1
4.
5.
6.
7.
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
8.
9.
10.
11.
12.

4
5
5
6
7
8
9
10
11
14
15
16
17
18
19
20
20
20
21
21
21
21
22
23
24
25
26

Definition
Breakdown Maintenance
Preventive Maintenance
Condition-Based Maintenance
Maintenance Philosophies
No Maintenance
Breakdown Maintenance
Preventive / Planned Maintenance
Predictive / Condition Based Maintenance
Goals Of Maintenance
General
The Position Of Maintenance Within A Company
Current Practical Situation Of Maintenance Management
Increasing Complexity Of Maintenance Services
Maintenance Strategy
Increasingly Stringent Safety Requirements
Stricter Environmental Regulations
Maintenance Orientated Design
Relative Increase In Knowledge
Shrinkage Of Time-Intervals
Shorter Utilization Time Of Systems, Process And Programs
Shorter Innovation Period
Manifold Combinations Possible
What Is Inspection (Condition Monitoring)
The Significance Of The Application Of Inspection Systems
Reasons For Machinery Failure
Total Cost Of Maintenance
Maintenance Activities

INTRODUCTION
For the most part, isn't maintenance still as a necessary evil or as an extension of
production? Don't maintenance departments hold a relatively high degree of
responsibility yet have very little influence when important decisions are made?
These common attitudes will hardly enable companies to meet the challenges
confronting them in the future.
There are manifold reasons why maintenance in practice is not usually accorded the
importance it deserves. These range from insufficient knowledge of this specialized
discipline to a lack of appreciation for maintenance activities and all the way to
failure to recognize the close ties between production and maintenance.
It is important that company management will acknowledge the steadily rising
importance of maintenance. Maintenance will in fact become a decisive factor in
production.
More and more industries are employing condition-monitoring programs in their
maintenance strategies to increase plant equipment availability.
This presentation will describe the difference between condition monitoring and other
maintenance philosophies and their development over the years.

1.1

DEFINITION

The maintenance strategy is an object-related procedure, which specifies individual

maintenance activities, i.e. content, method and scope, to be carried out at
predefined intervals. If this procedure is defined by optimalization criteria then one
refers to an optimal maintenance strategy.

A review of the maintenance strategy over the course of time should begin before
1970. At that time, the area maintenance foreman was the dominant figure in the
maintenance world.
He determined when and how a repair would be carried out based purely on his
own personal experience - normally after the damage had occurred - and also
decided where and when plant improvements would be carried out.
Costs were irrelevant, budgeting and cost control was done but only in a very limited
way.
Many companies still follow the strategies of the 50's and 80 's for the most part,
so-called unplanned or breakdown maintenance.

1.1

Breakdown Maintenance

Using this method Planning costs are fairly low. However, work can only be planned after

damage has occurred.

This method can result
in:
0
0
0
0
0

high breakdown rate

considerable amount of consequential damage
longer preparation time
time-consuming spare parts ordering procedures
inefficient use of resources (personnel, material, time, funds)

Naturally, this procedure is still worthwhile for some components but the percentage
of breakdown maintenance should be very small
Companies, which recognized that this strategy was not efficient enough for their
plants moved one step further, to preventive maintenance.

1.2

Preventive Maintenance

A method, which was first applied in the airline industry, is based on regular
replacement or repair of parts based on experience, without taking the actual
condition of the part into consideration.
This had the following advantages:
0
0
O
0
0

reduction of the breakdown rate

accurate planning of the maintenance activities
precise control of resources
lower damage costs
increased safety

However, there were still some disadvantages to be considered:

O
0

higher consumption and costs of spare parts

Inefficient use of spare parts and personnel due to too frequent replacements
and repairs

The exclusive use of this method like it was the case in the 1970s was thus very
expensive for most companies, but preventive maintenance nowadays is still a
necessity for equipment, which should provide 100% availability and safety.

Finally, due to cost considerations, further development led to condition-based

maintenance.

1.3

Condition-based Maintenance

Maintenance activities were enhanced to include constant monitoring of equipment

and parts. The results of this monitoring are decisive factors in when a part should
be replaced or repaired.
The advantages and this method are obvious:
O
O
O

selective planning and resource utilization

low spare part costs
constant, up-to-date knowledge of the equipment condition

These and other advantages clearly justify additional personnel costs for inspection
and increased planning.

2. Maintenance Philosophies

The following diagrams show the effect of different maintenance philosophies on

equipment life.
A . . . . . no maintenance
B . . . . . breakdown or unplanned maintenance
C . . . . . preventive or planned maintenance
D . . . . . predictive or condition based
maintenance

2.1

A. NO MAINTENANCE

2.2

B. BREAKDOWN MAINTENANCE

10

2.3

C.PREVENTIVE / PLANNED MAINTENANCE

11

2.4

D. PREDICTIVE / CONDITION BASED MAINTENANCE

12

Due to the fact that the "no maintenance" strategy as such no longer exists, three
basic equipment maintenance philosophies remain to be applied.

Breakdown Maintenance (run to failure) "Running till breakdown occurs". This

strategy will be followed if breakdown costs are less than costs of other
strategies.
Preventive Maintenance
"Changing parts periodically". This strategy will be followed if condition monitoring
is impossible or uneconomic or breakdown costs are higher than replacement
costs.
Predictive Maintenance (condition monitoring) 'Planned replacements prior to
breakdown expected due to results of regular checks".

13

Most machinery failures are predictive; therefore a good, well-selected monitoring

program provides the basic tool for predictive maintenance.

14

GOALS OF MAINTENANCE

15

GENERAL

The corporate function of the maintenance department is to ensure that the

technical facilities are in working order. Maintenance economy is defined by the
goal of minimizing the overall costs arising from the direct and indirect maintenance
costs. This goal is achieved by investing in information systems and the resulting
plan ability. Today, of course, one is seldom in a position to apply this theoretical
knowledge as a management tool in practice. The reason for this is the difficult
additional collection and preparation of the respective data, which would have to be
extensive enough to demonstrate an empirical relationship between the individual
factors with sufficient accuracy.
Progress towards optimization can be achieved, however, through continual
comparison of the costs of in-house services as well as the prices of contracted
services and the corresponding market trends. By suitably depicting the cost of
maintenance activities, it is possible to determine the optimum capacity of the
in-house maintenance department as well as the share of externally contracted
services.
Before the corporate objective for the plant maintenance sector is defined, a
number of maximization and minimization targets are listed, which are of highest
priority and are frequently cited in maintenance literature and practice.
Several frequently-mentioned targets are:
o
o
o
o
o

cost minimization
maximum plant availability
maximization of reliability
economical plant maintenance
maximization of service life by preserving the value of fixed assets.

In addition to these individual targets, certain target-groups are also indicated, such
as:
0
0
0
o

optimization of profit
optimization of service life
optimization of maintenance costs
ratio of preventive maintenance cost to cost of expected damage is
reasonable

From an economic viewpoint, the partial goals are always derived from the
overriding corporate goal of profit maximization and can be summarized into two
primary goals of maintenance:

Optimization of Plant Availability

16

Minimization of the Total Cost of Maintenance

17

4.

THE POSITION OF MAINTENANCE WITHIN A COMPANY

As a result of technical developments and cost trends the significance of

maintenance and the value attributed to ft is being increasingly recognized and
acknowledged. Solutions have been developed by companies themselves, as well
as by external institutions, to put maintenance - whose status as an equal and
often-critical corporate element is by now uncontested - in an organizational
position to perform its manifold technical and economic functions.
But one cannot help feeling, as one examines companies and maintenance
departments and follows relevant literature, that maintenance is still in an
unpleasant position; a position from which it can only extract itself with great effort
A real breakthrough to the desired status has not been possible so far, or has been
only partially successful. The uneasiness of the maintenance experts can be
attributed to the fact that they were not able to keep pace with the general technical
and economic developments using the means and resources available to them.
The routes taken to bridge the growing discrepancy were not always the best

Developments and Trends So Far

It was not all that long ago that production plants were generally wage-intensive
and equipped only with relatively simple machines. At that time, it was frequently
possible to bridge machine operations in the event of a breakdown by increasing
the manpower. In an emergency, there were other machines and time, space,
and/or capacity buffers to fall back on, without having to tolerate appreciable
losses. The demands placed on the maintenance team were relatively low.
Things changed as machine-intensive factories separated production more and
more from manual labor. Larger, compacter, and more complex technical systems
replaced simple machines. Investments rose along with the quantities produced
and the possibilities to compensate and by-pass became more limited. The
production figures were decisively influenced by the operational reliability of the
plants and breakdowns caused losses, which degreased the profits of the
company.
At this stage of development the traditional maintenance organizations reached the
limits of their capability. It was the end of "management by foreman", based on
intuition, personal initiative and improvisation, which had been common and had
fulfilled the requirements of the times.
Further mechanization and automation of production resulted in an almost total
dependency on machines. The tasks of operations personnel are limited to
operation and monitoring. High output levels, favorable profits, and low prices/unit
can only be achieved if the production plants function well. With increased in Ted
inking of plants, there is also greater probability of a breakdown and greater
technical and financial losses are expected as a result.

18

5.

CURRENT PRACTICAL
MANAGEMENT

SITUATION

OF

MAINTENANCE

The situation described here is based on studies carried out in companies as well
as discussions with maintenance experts in scientific and practical fields.
Misjudgment and Strategic Error of Corporate Management
The importance of maintenance within a company is generally underestimated. Only
in exceptional cases is there Gear targets and long-tern strategies for maintenance.
This permits considerable freedom of action and has created many weak points,
which have been known for years but have not yet been eliminated.
Uncritical Ordering Attitude by the Client (Production)
Overvalued - too tight - repair deadlines lead to a high percentage of immediate
maintenance measures and consequently to great requirements for on-call services.
Safety consciousness is exaggerated. In part, cost consciousness is very
non-discriminating; particularly as a sufficiently detailed overview of maintenance
costs and trends can often not be given.
Lack of or Inadequate Managerial Instruments in Maintenance
The important function of job planning is not given adequate importance. This
means that in many cases unplanned maintenance prevails instead of planned.
Spare parts management is neglected. Records on the number and type of parts in
stock are rarely kept, making it impossible to control inventory.
Servicing and inspections are done only halfheartedly. Often there is a complete
lack of records on breakdowns or weak point analyses and repair. The work order
system is very inefficient and incomplete. Usually it is slow and nontransparent
Many of the weaknesses mentioned can be attributed to the fad that maintenance is
not adequately supported by data processing. There are - if any - many separate
systems as group-constrained solutions and no unique strategy for maintenance
management.
A survey of 25 industrial enterprises recently carried out by the Institute for
Economic and Management Sciences confirms these brief descriptions of the
current situation.

19

6.

INCREASING COMPLEXITY OF MAINTENANCE SERVICES

The ever-higher qualifications demanded of maintenance personnel become very

obvious when one remembers that some twenty years ago it was rather mechanical
and trade skills, which were required. Today, electronic specialists and software
experts play an increasingly important role.
In addition to extensive technical expertise, maintenance personnel are required to
have the ability to penetrate complex process sequences systematically. This
means that maintenance crews have to be able to think and act in an
interdisciplinary manner. This trend is clearly evident in the qualifications demanded
of maintenance personnel servicing machine tools, shown in following total.
Qualifications Demanded of Maintenance Personnel
Servicing Machine Tools

Area of Specialization:

Knowledge Required of:

20

Mechanical

Machine Tool Components and Operating

Elements Geometry and Dimensions of the
Machine Tools
Set-Up and Servicing of Machine Components
Hydraulic and Pneumatic components
Electrical Components and Control Elements
Electronic Components and Circuits

Electrical

Electrical
Measurement and
Control Units
Electrical, Electronic,
Elements
Logic Functions

Logic

and

Fluid

Control

Contact, Measurement and Control

Units

Control
Engineering
Programming
Troubleshooting
Organization of
Repairs

Basic Principles of Control

Measuring Devices and Transducers
Transformers
Principles of a Machine Tool Control System
General NC Control Systems

Principles of NC Programming
Troubleshooting and Recognition of
Programming

Errors

Theory of Fault-Finding
Logic Systems
Practical Troubleshooting

Documentation of Planned and Unplanned

Repairs

21

Updating of Fault
Documentation

22

7. MAINTENANCE STRATEGY

23

7.1

Increasingly Stringent Safety Requirements

Increasing public sensitivity reinforces this criterion above all. Accidents in atomic
reactors, chemical plants, and in airline travel have alarmed wide circles of the
population.
Maintenance experts know that maintenance, no matter how well executed and
organized cannot entirely preclude the sudden occurrence of damage.
However, there is no question that equipment weak points will be tracked down
even more efficiently in the future, through ultra sensitive servicing and inspection
devices/systems.

7.2

Stricter Environmental Regulations

To satisfy legal requirements, many industries have found it necessary to install

environmentally-friendly plants or plant components.
Reference need only be made to:
Coal-fired power stations
Steel mills
Paper and chem. Industry

- flue-gas desulphurization
- filter plants
- waste water purification plants

The plant operators are thereby confronted with technologies, which are new to
them, and which also place special demands on the respective maintenance
department(s).

7.3

Maintenance-Oriented Design

Maintenance personnel have long called for a design process, which takes the
needs of, and for maintenance into consideration. Increasingly, their demand that
"maintenance start with the design" is being put into action. One could fill entire
libraries with examples of unacceptable designs, which resulted in time-consuming
and expensive repairs.
It has become widely accepted that the designer requires more than a
comprehensive training. More and more, there is awareness that plant parts or
components may fail due to the negative impact of dirt, excessive cold or heat, peak
loads, operating errors, and/or the complexity of the plant as a whole or of the
system on the plant part being designed.

24

7.4

Relative Increase in Knowledge

Assuming the knowledge in the year 1800 to be 100 percent, its current level is
approximately 1600 percent and will presumably quadruple within the next twenty
years ff present trends continue. Innovations appear regularly and must be used if
an optimum is to be maintained.

7.5

Shrinkage of Time - Intervals

The volume of new knowledge within a given time frame is increasing at the same
rate as progress is accelerating. The result is that patents, system designs, etc.
within a specific field follow one another at shorter intervals.

7.6 Shorter Utilization Time of Systems, Processes and Programs

Systems, processes and programs consist of a multitude of single components,
which are modified or replaced by others as a function of the increase in knowledge.
This frequently leads to a redesign of systems, processes, and programs, at evershorter intervals, thereby significantly reducing the effective lives of such systems.
Up until now, it was estimated that a system, which was not updated regularly, had
an effective life of about ten years, but in the meantime one has to accept that it is
considerably shorter.
Another consequence of this for system, process, and program development is that
the conventional learning processes associated with development can now be at
best only partly oriented towards the actual situation. The learning processes must
run concurrently to system develop it and must be directed towards a target
performance from which one can rear to useful parts of the actual situation. Overall,
the actual condition is generally so obsolete already that it no longer represents a
useful foundation on which to build.

7.7

Shorter Innovation Period

The time, which passes before a new invention can be put to practical, use (ready
for the market) is decreasing. If one traces the history of technology, one discovers
that the innovation period in earlier eras was quite long and that there were
inventions, which were not innovated at all, although they were actually practical
from a modem point of view.
Other inventions were developed twice, because at the time they were first
conceived, no one knew or devoted much thought to where and how they could be
profitably utilized.
When new systems are developed, it is advisable to consider not only the already
familiar possibilities, but also those, which are currently being developed or
anticipated. If this is not done, then a system might already be obsolete by the time
it is implemented.

25

7.8

Manifold Combinations Possible

Innovations of every type, be they technical, organizational, or other systems,

consist of elements or groups of elements which have significance extending
beyond the original purpose or field of knowledge. The choices and conceivable
alterative increase exponentially as the level of knowledge and achievements rises.
The number of system components, which have to be taken into consideration for
new designs, reorganization, and/or adjustments, is constantly rising.
In practice, this means that there is not only a need for specialists who complement
each other and cooperate closely on developments, but that suitable system
techniques must be applied in order to choose the most appropriate from the variety
of options available.

26

8.

What is Inspection (Condition Monitoring)?

Inspection or condition monitoring is a method of obtaining information regarding the

condition of machinery and is defined as "A series of activities to assure the most effective
use of the equipment during its life cycle".

A condition-monitoring program includes:

1.

Planning

2.

Performing

3.

Obtaining measuring results

4.

Analysis of results

5.

Taking corrective action

27

9.

The Significance of the Application of Inspection Systems

Inspection should help the maintenance personnel examine machinery, (plant)

equipment. Condition monitoring is a concept, which involves the routine
organization of machine parameter values. These parameters are related to the
mechanical and operational condition of the machine.
To obtain such parameter values, technically high-developed measuring systems
are needed.
The information obtained by such inspection equipments can then be used as a
basis for necessary maintenance decisions. Such a maintenance decision could be
a planned shutdown at a suitable time, which in any case is more efficient than an
unforeseen breakdown.
As a result, many industries are now using predictive maintenance programs to
provide a guidance as to when maintenance should be performed, rather than
relying on fixed calendar dates (see the following example).

10.

Reasons for machinery failure

To build up a monitoring program it is essential to know the possible reasons of

machinery breakdown.

Possible reasons are:

-

Natural wear

Wrong operation (human error)

Change of production (other products)

Change of process parameters (temperature, pressure, flow etc.)

Wrong design (manufacturers faults)

External influence (damage from outside)

11.

TOTAL COST OF MAINTENANCE

The opinion that maintenance costs are comprised of personnel and material expenditures has rapidly lost support since
in production shops became cost-conscious.
Maintenance Expenditures
(fix & variable)

Costs of Breakdowns

Consequential costs
of Breakdowns

Personnel

Product Volume

Sales Loss

Material, Spares

Delays

Delayed Delivery

Energy

Lack of Quality

Delayed Income

Tools

Process Energy

Loss of Image

Rents

Education

Contractors

Loss of Customer

Cost / Prod. Unit

Cost / Min.

It's important to continuously control maintenance costs and to help keep the total cost of production down. For this
purpose, two significant values should be available in each production plant.
Maintenance Costs / Produced Unit

Cost of Loss of Production / Minute of Breakdown

12. Maintenance Activities

Item
1

Unit Description
Motor Protection Switch

Operational Measures

Period

Qualification

Clean, check contacts and mechanical 1 x annually

Electrical

function,

Technician

check

nominal

current

adjustment
2

Miniature Breaker

Clean,

search

for

defects,

check 1 x annually

mechanical function
3

Clean,

search

for

Technician
defects,

check 1 x annually

mechanical function
4

Discrepancy Control Switch

Clean,

search

for

Miniature Control Switch

Clean,

search

for

defects,

check 1 x annually

Pushbutton

Clean,

search

for

defects,

check 1 x annually

Limit Switch

Electrical
Technician

defects,

check 1 x annually

mechanical function
7

Electrical
Technician

mechanical function
6

Electrical
Technician

mechanical function
5

Electrical

Clean, search for defects

Check mechanical function
Check contacts and function
Check oillevel and sealing
Lubricate bearings as required

Electrical
Technician

2 6 x monthly

Electrical
Technician

Check drive for abrasion

8

Spindle Limit Switch

Clean, search for defects and abrasion 6 x monthly

Electrical

at drive, drive chain and contacts,

Technician

check tightness of locknuts, check oil

level and sealing
9

Centrifugal Switch

Clean, search for defects, test contacts 6 x monthly

Electrical

and mechanical function

Technician

Item
10

Unit Description
Power Contactors

Operational Measures
Clean,

search

contacts,

for

contact

defects,
pressure

Period

check 1 x annually
and

Qualification
Electrical
Technician

mechanical function, lubricate bearing

as required
Size:
01
23
4 10
12 14
11

Auxiliary Contactors

Clean,

search

for

defects,

check 1 x annually

mechanical function
12

Time Relay

Electrical
Technician

Clean, search for defects

2 x annually

Check adjusted values

Electrical
Technician

Check mechanical function and move

ability of gear
Check electronic circuit
13

Timer

Clean,

search

for

defects,

check 2 x annually

mechanical function
14

Fuse Isolator

Clean, search for defects

Electrical
Technician

2 x annually

Electrical

Lubricate contacts with contact grease

Technician

if required, Check engage of pawl

15

Thermal Release (Over Current Relay)

Clean,

search

for

defects,

check 2 x annually

nominal current
16

Thermostat

Clean, search for defects

Check electrical function

Electrical
Technician

2 x annually

Electrical
Technician

Item
17

18

19

Unit Description
Buchholz - Relay

Measuring Instruments

Optical-And Acoustic-Alarms

Operational Measures
Test indication and release function\

Period
2 x annually

Capacitors And Choke Coils

Electrical

Auxiliary means: Air pump

Technician

Clean, check for damages, Zero-point 1 x annually

Electrical

and span adjustment

Technician

Clean, search for defects

1 x annually

Check electrical function

20

Qualification

Electrical
Technician

Capacitor:

1 x annually

Clean and check for visual faults,

Electrical
Technician

check discharging resistance

Auxiliary means: Ohm meter
Choke Coil:
Clean and visual check for faults
21

DC - Machines

Clean Housing

Weekly

Electrical
Technician

Clean inside and insulation plates, 2 x weekly

check

length

of

brushes,

change

brushes if minimal length has been

reached, check brushes for move
ability in the holders, check springs for

tension and mech.

faults, check connection wires for
tightness

and

for

colour

changes

through heat, check commutator for

visual defects

Bearings: Check oil-level at motor-

Daily

Item
21

Unit Description

Operational Measures

Period

Electrical

bearings, check function of

lubrication-ring, check roller bearing

Technician

Check bearing temperature and noise

under load

Daily

Motor cooling fan: Clean air filter and

fan blades

1 x annually

DC-Motor:
Remove covers, clean the windings

1 x annually

and interiors, search for faults, check

functions

Speedometer: Search for any oil film, if

necessary clean and change packing
rings, check length of brushes and
change if required, check move ability
of brushes in the holders

Qualification

Monthly

22

Slip Ring Induction Motors

Clean housing and air-inlet, search

for faults

Monthly

Technician

Check tightness and seals of protection

covers

Electrical

Weekly

Item
22

Unit Description
Slip Ring Induction Motors

Operational Measures

Period

Clean Inside Housing

Monthly

Qualification
Electrical
Technician

Search

for

possible

faults

in Monthly

connection cables, at brush holders,

Check length of brushes and contact
pressure of brushes
Change brushes if necessary

Check bearing temperature and noise Daily

under load, Lubricate if necessary
23

Squirrel Cage Induction Motor

Clean housing and air inlet, search for Monthly

Electrical

possible faults

Technician

Check tightness and seals of protection Weekly

covers

Check bearing temperature and noise Daily

under load, lubricate if necessary
24

Eldro-Brake

Clean housing, search for possible Monthly

Electrical

defects, check oil level and seals

Technician

Add oil if requested

25

Accumulators

Clean and check for possible defects

Weekly

Electrical
Technician

Check acid or alkalide weight

Monthly

Item
25

Unit Description
Accumulators

Operational Measures
Clean,

tighten

and

lubricate

Period
the Monthly

connections

Electrical
Technician

Auxiliary means:
equipment

Qualification

Personal protection

(gloves,

safety

glasses,

protection dress),
Acid meter
Alcalide meter
Distilled water
Vaseline grease
26

Plate-Resistors

Search for possible faults

Clean

and

search

for

Every two month

faulty

or

Electrical
Technician

deformed plates. Check for loose

connections and for loose fix bolts also,
measure

plate

and

insulation

resistance
Auxiliary means: Ohmmeter
27

Potentiometer, Sliding Resistance

Clean and search for faults

Check for abrasion at slider and
resistor

Every two month

Electrical
Technician

Check sliding pressure of slider

28

Control Magnet

Clean and search for possible defects

Every

Check move ability and clearance of month

piston rod
Check seals and mechanical function

three Electrical
Technician

Item
29

Unit Description
Brake Lifting Magnet

Operational Measures
Clean and search for possible defects

Period
Monthly

Measure protection-resistance

Qualification
Electrical
Technician

Auxiliary means: Ohmmeter

30

Magnetic Device

Clean and search for possible defects

Monthly

Check oil-level and seals

Electrical
Technician

Check for defects at the cabledrum,

Testing the function
Search for faults at slipring, brushes
and brushholders, check length of
brushes, replace if minimum length
Is reached, check contact pressure
Check

cable

and

plug-sockets

connection for faults

31

Load Lift-Magnet

Check for faults, check connection and Monthly

Electrical

sockets

Technician

Check abrasion of chain

Check if fixing bolts are tight and
covers are tidy
Visual check of cable

32

Power Transformer (Oil Cooled Type)

Secure workplace as required

Every two month

Clean transformer area

Technician

Clean transformer insulators, capacitor

batteries
Check

discharge

capacitors

Electrical

resistance

of

Item
32

Unit Description
Power Transformer (Oil Cooled Type)

Operational Measures

Period

Qualification

Check Buchholz relays and protection Every two month

Electrical

devices

Technician

Take oil sample fro high tension test

Auxiliary means: Ohmmeter, air pump,
clean sample glass, oil test device
33

Control Board

Clean and search for possible defects Monthly

Electrical

or

Technician

faults,

check

mechanical

and

electrical function
34

Push Button Panel

Clean and search for possible defects Monthly

Electrical

or

Technician

faults,

check

mechanical

and

electrical function
35

Connection Box, Distribution Board

Clean and search for possible defects Every two month

Electrical

or faults, check seals and tightness of

Technician

housing
Check interior housing, connectors for
defects and tightness

36

Starting Switch (Oil Type)

Clean and search for possible defects

Check seals and tightness of housings

Monthly

Electrical
Technician

Check oil level

Check abrasion of sliding contacts
Check mechanical function

Item
37

38

39

Unit Description
Power Sockets

Lighting Sockets

Emergency Lighting

Operational Measures

Period

Clean and check for any defects

Every

Check interlocking

month

Check for defects

Every

Check for defects

three Electrical
Technician
three Electrical

month

Technician

Every two month

Electrical

Test function of batteries

40

41

Lighting System

Field Control Switch

Qualification

Technician

Check for defects and faults

Every

Check function

month

Clean and search for possible defects

Every

three Electrical
Technician
three Electrical

Check drive contacts and sliders for month

Technician

abrasion
Check length of brushes and change if
necessary
42

Cabledrum (Springoperated)

Search for defects, check functions

Every two month

Check sliprings, brushes and brush

Electrical
Technician

holders
Check cable and connection socket
43

Crane Track

Check fro defects at bus-bars, joints, Monthly

Electrical

extension

Technician

joints,

insulators

and

connectors
44

Crane Trolley

Search for possible defects, check Monthly

Electrical

tightness

Technician

and

seals

of

protection

covers

Distribution boards: Clean housing

Item
44

Unit Description
Trolley

Operational Measures

Period

Qualification

and interior, search for any possible Every two month

Electrical

defects

Technician

Limit Switches: Clean and search for

possible faults
Check mechanic and electric function

Supply cable: Check cable car, cable

holder and rail

Check for defects at bus bar, joints,

extension

joints,

insulators

and

connectors

Current collector: Clean insulators,

search for defects, check brushes and
spring pressure

Check tension champ of cable fixing

45

Emergency Diesel Generator

Check electrical function by test run

Weekly

Electrical
Technician

Item

Unit Description

Operational

Period

Qualification

Measures
46

Brush-Lifting-Device

Clean and search for Every three Electrical

month

defects or abrasion

Technician

Lubricate as required
Check

mechanical

function
47

Current Collector

contact Monthly

Check

pressure, lubricate joint

Electrical
Technician

as required
Clean insulators, check
brushes for any defects
Check

pulley

for

defects or abrasion
48

Welding Converter

Clean

and Every

housing

interior, search for any month

two Electrical
Technician

possible defects, check

length
pressure

and

contact

of

brushes,

check free movement

of

carbon-brushes

in

the brush holders,

Search

fro

possible

defects at commutator,
cables,

plug

and

sockets
Check

mechanical

function
49

Welding Transformer

Clean

and Every

housing

interior, check cable, month

plugs and sockets for
any possible defects
Control device: Search
for

faults,

check

mechanical function

two Electrical
Technician