• 书名:后勤经理维护手册
  • 价格:¥575 (不含邮费)
  • 作者:Noria Corporation
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Description

An essential on-the-job resource, Facility Manager's Maintenance Handbook presents step-by-step coverage of the planning, design, and execution of operations and maintenance procedures for structures, equipment, and systems in any type of facility. This career-building reference provides the tools needed to streamline facility management processes…reduce operational costs…and ensure the effective utilization, maintenance, repair, and renovation of existing physical assets.

Now with 40% new information, this Second Edition includes brand-new chapters on emergency response procedures…maintenance operations benchmarking…capital and operational budgets management…boiler and steam plant operations... and other vital topics. The only book of its kind to cover both operations and maintenance, the updated Facility Manager's Maintenance Handbook features:

  • Updated information on mechanical equipment and systems maintenance
  • The latest fire protection procedures
  • A comprehensive account of building codes
  • Guidance on hazardous materials handling
  • Excellent preparation for the IFMA Certified Facility Manager (CFM) qualification

Author:

 Richard P. Payant & Bernard T. Lewis

Published:

 2007

Format:

 Hardback

Pages:

 560

Excerpt:

While vibration monitoring is certainly the most widely used tool for determining rotating machinery condition, oil analysis will, in many situations, provide an earlier indication that abnormal or premature wear is in progress. Oil monitoring and analysis is especially appropriate for slow-speed machines, reciprocating machines and gearboxes, as they usually show developing faults earlier using oil versus vibration analysis.

As internal machine components wear, they leave the wear particles in the lubricating oil. Identifying the existence, size, shape and elements of the wear particles leads to identifying the particular component experiencing the wear. This valuable information can then be used to aid in determining the ability of the machine to continue operating, planning for repairs, ordering necessary parts, and preventing unnecessary, unplanned downtime.

Table Of Contents:

Part 1: Organizing for Maintenance Operations

  • Chapter 1. Program Organizational Structure - Richard S. Nietubicz and Bernard T. Lewis
    • 1.1 Responsibilities and Authority
    • 1.2 The Facility Manager
    • 1.3 Facility Planning
    • 1.4 Facility Engineering and Design
    • 1.5 Engineering Support to the Maintenance and Operations Functions
    • 1.5.1 Specialized technical services
    • 1.5.2 Cost reduction
    • 1.6 Construction of Facilities and Installation of Equipment and Systems
    • 1.6.1 Personnel in facility organizations-Single-project worker-hour limit
    • 1.6.2 Contract work inspections
    • 1.6.3 Construction meetings
    • 1.6.4 Contract administration
    • 1.7 Maintenance of Plant Facilities and Equipment
    • 1.7.1 Operations and maintenance workload
    • 1.7.2 Evaluation of performance
    • 1.8 Preventive Maintenance
    • 1.9 Routine Maintenance
    • 1.10 Major Repairs
    • 1.11 Alterations and Improvements
    • 1.12 Housekeeping
    • 1.13 Principles of Organization
    • 1.13.1 Definition and scope
    • 1.14 Facilities Management Defined
    • 1.14.1 Facility management functions
    • 1.14.2 Organizational prerequisites
    • 1.15 Analyzing the Needs
    • 1.16 Establishing Goals and Objectives
    • 1.17 Administering the Organization
    • 1.18 Organization vs. People
    • 1.19 Performance Measurement
    • 1.20 Organizing Considerations for Outsourcing Functions References
  • Chapter 2. Program Operations - Michael D. Burns
    • 2.1 Designing the Maintenance Management Information System
    • 2.1.1 What kind of information do you need?
    • 2.1.2 Common information needs
    • 2.1.3 Special information needs
    • 2.1.4 Hardware and software requirements
    • 2.2 Functions of the System
    • 2.2.1 Maintenance planning and scheduling
    • 2.2.2 Corrective maintenance
    • 2.2.3 "House calls"
    • 2.2.4 Projects
    • 2.2.5 Parts availability
    • 2.2.6 Information system integration
    • 2.2.7 Use of preventive and predictive information
    • 2.2.8 Warranties information
    • 2.2.9 Production and financial report
    • 2.2.10 Personnel data
    • 2.2.11 Quality control and quality assurance information
    • 2.3 Annual Maintenance Operational Report
    • 2.3.1 Elements of a successful system
    • 2.3.2 Maintenance history vs. machinery history
    • 2.3.3 Quality management impact
    • 2.3.4 Maintenance "outplanning"
    • 2.4 Maintenance Management Manual
    • 2.4.1 Scope of the manual
    • 2.4.2 Maintenance objective
    • 2.4.3 Lines of authority
    • 2.4.4 Task responsibility
    • 2.4.5 Corrective action
    • 2.4.6 Regular review of feedback
    • 2.4.7 Document control
    • 2.4.8 Regular review of entire system
    • 2.5 Other Considerations

Part 2: Facility Operations and Maintenance Plans

Part 3: Equipment and Systems Operations and Maintenance Procedures

Part 4: Facilities Emergency Preparedness

Part 5: Capital Investment

  • Chapter 19. Capital Investment - Daniel C. Harrison and Richard P. Payant
    • 19.1 Introduction
    • 19.2 General
    • 19.3 Cost Accounting
    • 19.3.1 Incremental costs
    • 19.3.2 Opportunity costs
    • 19.3.3 Future costs
    • 19.3.4 Traceable costs
    • 19.3.5 Direct and indirect costs
    • 19.3.6 Sunk costs
    • 19.3.7 Book costs
    • 19.3.8 Replacement costs
    • 19.3.9 Fixed costs
    • 19.4 Interest
    • 19.4.1 Simple interest
    • 19.4.2 Compound interest
    • 19.5 Depreciation
    • 19.5.1 Depreciation accounting
    • 19.6 Comparison of Alternatives
    • 19.6.1 Equivalent annual cost
    • 19.6.2 Present worth
    • 19.6.3 Rate of return
    • 19.6.4 Salvage value
    • 19.6.5 Benefit-cost ratio
    • 19.7 Economic Studies
    • 19.7.1 Profit
    • 19.7.2 Ratio of income and investment
    • 19.8 Income
    • 19.9 Plan for Economic Analysis
    • 19.9.1 Creative step
    • 19.9.2 Definitive step
    • 19.9.3 Conversion step
    • 19.9.4 Decision step
    • 19.10 Estimates in Economic Analysis
    • 19.11 Capital Investment
    • 19.11.1 Criteria and strategy for capital investment
    • 19.11.2 Capacity of facility to perform its mission
    • 19.11.3 Economic opportunity
    • 19.11.4 Economic analysis of capital expenditures
    • 19.12 Life Cycle Costing
    • 19.13 Sources of Information and Assistance
    • 19.14 Justification and Requirements
    • 19.15 Economic Evaluation and Intangibles
    • 19.16 Validation
  • Glossary
  • Index


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