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Implementing a Motor-Management Program
May 24, 2010 - Contact FacilitiesNet Editorial Staff »
This is Chris Matt, Managing Editor of Print & E-Media, with Maintenance Solutions magazine. Today's tip is implementing a motor-management program.
One of the most important tasks in implementing a motor-management program is making the business case for the investment. The key to success in selling the program is showing the impact a motor failure can have on facility operations related to a critical application. Underestimating any of the following elements only makes the task of selling the program more difficult. They include:
• The time and cost required to identify and respond to a motor failure.
• The time required to troubleshoot and evaluate options. During unscheduled outages, managers might not have as many options available, due to the pressures to get systems operating as quickly as possible.
• The difference in labor costs. When technicians can schedule motor service, they can minimize labor costs for removing a motor from service and reinstalling it. In contrast, unscheduled service typically involves premium pay.
• The cost of unscheduled system downtime. While some motor failures might result in inconveniences to building occupants, others might require shutting down operations, relocating operations, or renting temporary equipment to keep support systems running.
• To be successful, a complete motor-management system must go beyond monitoring and diagnostic activities. It has to start with policies and procedures that dictate replacement factors, including the age of a motor, its size, and its efficiency.
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