6

Early Management
As products diversify and their life cycles become
shorter, fnding ways to make new-product
development and equipment investment more efcient
arrows in importance. The goal in T! is to reduce
dramatically the time from ..nitial development to full-
scale production and to achieve vertical startup a "a
startup that is fast, free bugs, and right the frst time#.
THE NEED FOR EARLY MANAGEMENT
$t is vital to develop products of readily assured
quality that anticipate %sers needs, products that are
competitive, easy to sell, and easy to produce and to
do this efciently. At the same time, however, the
transition from development to full-scale production
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you must identify the production inputs "equipment,
materials, people, and methods# required to bring the
production to the market, eliminate the losses
associated with equipment that produces them, and
ma.imi/e return on investment. $n other word, you
must ensure that production equipment is easy to %se,
easy to maintain, highly reliable, and well-engineered.
0ith such equipment, assuring product quality is
simple.
articularly in process industries, ma1or equipment
items are often customi/ed to individual specifcation2
they are often designed, fabricated, and installed in a
rush. 0ithout strict early management, such equipment
enters the test operation phase with many hidden
defects. The truth of this is borne out by the frequency
with which
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maintenance and production personnel discover defects
generated in design, fabrication, and installation during
shutdown maintenance and startup.
*arly management is particularly important in
process plants because large amounts of money are
invested in their linked processing units and
management e.pects the plant to operate for a
considerable number of years. Also, after each period
of shutdown maintenance, the restart operation must be
managed by the same procedure followed when the
plant was frst commissioned. To accomplish this, all
departments must cooperate closely 4 not only ' 5
,, design, engineering, production, and maintenance,
but also planning, marketing, fnance, and quality
assurance.
T! gives equal importance to early product
management, early equipment management, and the
other T! activities. The basis of early management
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is of course economic performance "optimi/ing life 4
cycle costs# and maintenance-prevention "!# design.
LIFE-CYCLE COSTING
)onsider frst the basic philosophy of life-cycle
costing "7))# as it is understood and propounded by
the 7)) )ommittee of the 8apan $nstitute of lant
!aintenance.
Life-Cycle C!t De"ne#
The life-cycle cost of a product, equipment item,
or system is its total cost over the whole of its life.
The -.+ (fce of !anagement and the 9udget defnes
it as: ;The sum of the direct, indirect, recurring, non-
recurring, and other related costs of a large-scale
system during its period of e<ectiveness. $t is the total
of all costs generated or
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forecast to be generated during the design,
development, production, operation, operation,
maintenance, and support processes.>?
$%at I! Life-Cycle C!ting&
8$!@s 7)) )ommittee defnes life-cycle costing
as: ;As systematic decision-making technique that
incorporates life-cycle cost as a parameter at the
design stage, performing all possible trade-o<s to
ensure an economic life-cycle cost for the user@s
system or design.>
A general procedure for life-cycle costing a given
system consists of the following steps:
+tep A: )larify the system@s mission
+tep 3: Bormulate several alternative proposals
capable of fulflling the
mission.
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+tep 6: $dentify criteria for evaluating the system
and techniques for
quantifying these.
+tep =: *valuate the proposals.
+tep C: ,ocument the analytical result and
processes.
M' DESIGN
! design activity minimi/es future maintenance
costs and deterioration losses of new equipment by
taking into account "during planning and construction#
maintenance data on current equipment and new
technology and by designing for high reliability,
maintainability, economy, operability, and safety@
? !a1or +ystem Acquisitions. -.+. (fce of !anagement and 9udget. )ircular D A-AEF. 0ashington, ,.). AFGH
$deally, !-design equipment must not break
down or produce nonconforming products. $t should be
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easy and safe to operate and maintain. The ! design
process improves equipment reliability by investigating
weakness in e.isting equipment and feeding the
information back to the designers.
T%e Im(rtance f M' De!ign
*ven when the design, fabrication, and installation
of new plant and equipment appear to have gone
smoothly, problems often emerge at the test operation
and commissioning phases. roduction and
maintenance engineers struggle to get the plant
working properly, and they achieve normal operation
only after repeated modifcations.
After the plant has begun operating normally,
checking, lubricating, and cleaning to prevent
deterioration and failure may be awkward and difcult
to carry out, as may be setup, ad1ustment, and repair.
0hen equipment is not designed for ease of operation
and maintenance, operators and maintenance personnel
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tend to neglect routine housekeeping, setup and
ad1ustment take far too long, and even the simplest
repairs necessitate shutting equipment down for
unconscionably long periods.
0hen designing process plants, the block plan
"plant layout# and plot plan "ancillary equipment and
piping layout# are very important. &eglecting !
design considerations at these stages inIates operating
costs and impairs operability and maintainability
during test operation and shutdown maintenance.
+ome people claim that numerous problems at the
initial operation stage are inevitable in view of the
rapid advance of technology and the increased si/e,
speed, and automation of equipment. &ever try to
1ustify the problem like this. *quipment engineers
must incorporate new processing and operating
conditions into the equipment@s design conditions. To
ensure that equipment is highly reliable,
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maintainable, operable, and safe, avoid relying on
outside purchasing. !ake full use of the in-house
technology that your own production, design, and
maintenance engineers have accumulated from
problems they overcome in the past. The thoroughness
of the investigations performed at the design stage
largely determines the amount of maintenance a plant
requires after installation.

T%e 'ractice f M' De!ign
*quipment management consists broadly of
pro1ect engineering and maintenance engineering. !
design is a signifcant aspect of pro1ect engineering
that serves as the interface between pro1ect and
maintenance engineering.
)onsider this in more detail, referring to the
equipment technology system outline shown in Bigure
H 4 A. This e.ample systemati/es equipment
technology using four main subdivisions:
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*quipment investment planning "techniques for
evaluating the economics of equipment
investment#
*arly equipment management "! design
technology#
(peration and maintenance "technology for
maintaining and improving e.isting equipment#
'ationali/ation measures "technology for
developing and modifying# equipment
-nder this system, ! design activities are integral to
early equipment management "from design to
commissioning#. As the diagram shows, teams conduct
! design activities during the following stages and
engage in debugging "discovering and correcting errors
and abnormalities# at each stage:
,esign
Babrication
$nstallation and test operation
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)ommissioning "establishing normal operation
while producing actual product#
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! design activities are sub1ect to the following
constraints established at the equipment investment
planning stage:
Technology "production technology and equipment
technology#
Kuantitative and qualitative equipment capacity
9asic equipment specifcations
)apital budget
'unning costs "operator labor, raw materials
yields, maintenance costs, energy costs, etc.#
Their ob1ective is to achieve the following goals
within the above restrictions:
'educe the time taken from design to stable
operation
Accomplish the transition efciently with
minimum labor and a balanced workload
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*nsure that equipment is designed to be highly
reliable, maintainable, economical, operable, and
safe
To achieve these goals, engineers from the
production technology and equipment design
departments responsible for equipment development
must be highly skilled and sensitive. They should
make full use of all available technical data,
combining its application with technology derived from
in-house research and development, and incorporating
the results into new equipment designs.
THE EARLY MANAGEMENT SYSTEM
The following procedure ensures that early
management of products and equipment evolves
comprehensively and e<ectively.
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Ste( )* In+e!tigate an# Analy,e t%e E-i!ting
Sit.atin
To pinpoint problems, investigate and analy/e the
approach to early management in use for the past one
to two years:
A. lot the current early management work Iow.
3. $dentify problems in the Iow.
6. )larify the mechanisms employed to prevent
predicted problems at each commissioning stage.
=. *stablish what problems occurred during pilot
production, test operation, and full-scale startup
and what corrective actions were taken.
C. $dentify any delays that occurred during pilot
production, test operation, and full-scale startup.
H. Bind out what information is being collected for
the purpose of designing products and equipment
with high levels of usability, manufacturability,
ease of quality assurance, maintainability,
reliability, safety, and competitive e<ectiveness.
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Ste( /* E!ta0li!% an Early Management Sy!tem
-se the information obtained in +tep A to build a
new, improved early management system that is closer
to the ideal. ,o this in the following steps:
A. $nvestigate and outline the basic structure of the
early management system required and defne its
scope of application.
3. $nvestigate and establish a system for
accumulating and using the information required
for early management.
6. ,esign or revise the standards and forms needed
for operating the systems in A and 3.
Ste( 1* De0.g t%e Ne2 Sy!tem an# 'r+i#e
Training
$nitiate model pro1ects to enhance the system and
improve everyone@s performance. +elect enough topics
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for all designers to e.perience the new system, and
ensure that the topics are within the designers@
capabilities.
A. *volve the activities step-by-step for each early
management phase and each topic.
3. At the same time, train people in the standard
techniques required to implement the new system.
6. At each step, evaluate the new system in terms of
how well people understand it, how skillfully they
use the techniques, how well the feedback works,
and so on.
=. -se the results of this evaluation to augment or
modify the system and the various standards and
documents.
C. ,ocument the benefts gained by using the
system.
Ste( 3* A((ly t%e Ne2 Sy!tem
Cm(re%en!i+ely
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A. Apply the new system across the board "e.pand
its scope of application to all areas#
3. (ptimi/e life-cycle costing and enhance the use
of information in ! design.
6. $dentify problems that occur at each early
management stage and each topic to which the
system is applied. Tally the number of feedback
items that occur, the number of months that
new plants falls behind schedule, and so on. Total
these annually or semi-annually to provide an
overview of the benefts of the new system.
Analy/e any problems that occur after the plant
has been
commissioned. $nvestigate and standardi/e methods
of plugging the gaps during the early stages and try
to achieve on-schedule vertical startup.
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Early 'r#.ct Management
As user needs diversify and competition on
quality, price, and delivery intensifes, it is essential to
efciently plan, schedule, develop, design, and create
prototype products that satisfy customer quality
requirements and that the plant can make quickly and
cheaply. (ne company found that JE percent of its
product costs were determined at the design stage, and
that over JE percent of losses from manufacturing
problems could be traced back to poor design as well.
oor design is a ma1or cause of reduced proftability,
impaired production efciency, and low overall
equipment e<ectiveness.
$n process industries, particularly the chemical
industry, early product management is closely
concerned with the properties of the product. !ake
every e<ort to manage the initial production of new
products skillfully by studying the equipment failures
and quality defects that occurred when similar products
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were manufactured. The life-cycle cost of a product
can be greatly inIuenced by the early application of
production technology, particularly in the mechanical
processing, packaging, and distribution stages. This
makes it essential to speed up pilot production and
achieve right-frst-time startup assurance and usability
into the product at the preceding conceptual and
detailed design stages. (f course, it is still necessary
to perform market surveys and investigate in-house
technical capabilities at the planning and scheduling
stages in order to develop competitive, salable new
products.
De!igning Ea!y-t- Ma4e 'r#.ct! at t%e
De+el(ment De!ign Stage
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roblems arise with the manufacture and use of a
new product if a company does not pay careful
attention to its manufacturability at the development
design stage. This section brieIy discusses design for
manufacturability, %. (f T!@s main activities in the
product development and design felds.
T%at I! an Ea!y-t-Ma4e 'r#.ct&
An easy-to-make product is one for which the
means of production are % secured and cheap. A
company can produce it under safe conditions %
simple operations and equipment. Bor e.ample,
products or components manufactured mainly by
machining must satisfy the conditions listed below to
achieve a high level of manufacturability. !olded and
packaged process-industry products also must satisfy
these conditions, which additional attention paid
%.materials Iow.
*asily established reference planes
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*asy to clamp
*asy to position in f.tures
Tends to stay centered
'esists damage
'arely forms burrs
*asy to machine
*asy to measure
*asy to distinguish from other products or
components
&o ingress of chips
*asy to dechip
*asy to assemble
*asy to automate
Fi+e Strategie! fr Ac%ie+ing Man.fact.ra0ility
-se the following fve strategies to design and
develop easily manufactured products:
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9efore starting to design the product, collect and
utili/e information on the manufacturability of
e.isting products.
Analy/e the processes by which e.isting products
are made to identify and plan for
manufacturability requirements.
erform process analysis for the new product at
the conceptual and detailed design stages to
identify and plan for manufacturability
requirements.
,uring new product design reviews, analy/e
potential quality defects in order to identify and
plan for robustness "low defect# requirements.
'esearch and predict production problems at the
pilot production and test stages in order to
identify and plan for manufacturability
requirements.
)arrying out these fve strategies requires:
Applying volume-production conditions
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,eveloping new evaluation methods to e.pose
hidden problems
erforming product reviews using standardi/ed
checklists and other tools
+ystematically employing and developing highly-
skilled, competent personnel
Early 'r#.ct Management Sy!tem!
,evelopment, design, pilot production, and
volume production of new products can cover a wide
range of product types and forms. !oreover,
development may vary from completely new products
to partially new products, as when a new or improved
function or performance is added to an e.isting
product. roduct development teams
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need a Ie.ible process that can be fne-tuned to meet
diverse needs. Bigure H-3 shows an e.ample of an
early product management system.
!ost companies have an established quality
management system, but such systems frequently are
not thoroughly applied during the initial early
management stages. $nvestigation and analysis are
inadequate, and technology is not leads to frequent
problems when full-scale production starts. *ach
company must develop an early product management
system appropriate to its particular needs. The system
must enable a company to incorporate information
about potential problems and requirements early in the
development process, so that right-frst-time startup
and problem-free volume production can be achieved.
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Selecting an# E+al.ating 'r#.ct De+el(ment
'r5ect!
,eveloping competitive, salable products is the
key to corporate success. 0hen deciding whether to
develop a particular product, carefully investigate and
evaluate the company@s technical capability and
capacity. *valuate factors such as the product "price
competitiveness, market si/e, novelty, life cycle,
proftability, etc.#, the company@s development
capability "development technology, processing and
assembly technology, raw-materials handling
technology, etc.#, the development schedule in relation
to available labor, conformance to company policy,
and the possibility for evaluating these factors. 9reak
down what must be developed into separate elements
and identify any obstacles that must be overcome to
complete the pro1ect successfully.
Table H-A is an e.ample of a checksheet used for
selecting development pro1ects. The people responsible
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for the pro1ect score each item. Then they investigate
the items with the lowest scores to identify problems
and direct the subsequent design and pilot production.
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$n fulflling a new product@s basic specifcations
"functions# and rapidly designing, test-producing, and
bringing to market new, easily quality-assured product,
it is important that no defects or claims arise after test
production. To avoid this, fabricate prototypes at the
conceptual "assembly# design and production
"component# design stages and build in
manufacturability at these stages.
&ormally, when a development pro1ect is initiated,
the design team receives a list of requirements and
begins to design the product with reference to design
standards and information on competing products or
other products with similar functions. $nput from
departments such as engineering, equipment design,
and production is very important at this stage. 0hen a
product proves difcult to make during pilot
production, or when many defects appear after volume
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production begins, the cost of rectifying the situation
in terms of time, labor, and equipment e<ectiveness
can be enormous. -sing analytical techniques such as
B!*A "failure mode and e<ects analysis# at this stage
can highlight potential problems and generate ideas for
that will prevent unnecessary losses later. This is a
very e<ective way of improving reliability. Bigures H-6
and H-= show e.amples of B!*A chechsheet formats.
-sing the outline drawings, working drawings,
and B!*A results, designers, production engineers,
quality assurance engineers, and others follow
debugging routines to detect and eliminate anything in
the design that many hamper the product@s
performance or make it difcult to manufacture. ,oing
this builds manufacturability and quality assurance into
the product design from the start.
6.il#ing in 7.ality 0y Early Management
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,uring test production or at the start of full-scale
production, the production department must control
stringently the frst product of each production run
"frst-of-
run control# to ensure that no nonconforming products
are made or shipped. Bigure H 4
C outline a frst-of-run control process. -nder this
system, the quality assurance department e.amines the
production drawings and decides whether frst-of-run
control is required. $f it is the production department
performs B!*A and other checks, then submits the
frst production batch to the quality assurance
department together with B!*A sheets, measurement
data, and other information. The quality assurance
department verifes whether the product conforms to
the drawings. $t also determines whether the
production process is properly standardi/ed and under
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control. $f all the requirement are met, KA removes
the product from the frst-of-run control list. This
system prevents shipping any product if any of the
frst-of-run control requirements are not satisfed.
Apply this system both to new products and to the
frst products a plant produces when it is restarts after
shutdown maintenance or other repairs.
8!ing Defect Infrmatin Generate# D.ring t%e
Early 'r#.ct Management '%a!e
*ven when a company makes strenuous e<orts to
build in quality and manufacturability at the design
stage, internal and e.ternal problems can still causes
losses during equipment fabrication, assembly, and
installation, pilot production, and initial full-scale
production. To prevent such problems form recurring
in the future, obtain accurate information on them,
investigate their causes, feed the results back to the
previous stage, and take appropriate preventive action.
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Bigure H 4 H shows a problem control ")# system
for using this kind of information, and Bigure H 4 G
shows an e.ample of a ) sheet. ,evelop a
comparable system to suit your own company.
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TL* 'A)T$)* (B *A'7M *K-$!*&T
!A&AN*!*&T
0hen equipment is remodeled or newly installed,
problems arising at the commissioning stage often
delay completion and lower overall e<ectiveness. This
occurs when pro1ect teams fail to build in reliability,
maintainability, operability, economy, safety, and ease
of quality assurance during the early management
phase. To shorten test operation and commissioning
and achieve immediate, problem-free startup, use all
available technical capabilities to weed out potential
problems at the planning and design stages.
6a!ic E9.i(ment Re9.irement!
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The goal of ! design is to break free of the
equipment-centered design mentality. $t adopts a
;human-machine> system-approach to design problem
free, safe equipment that makes quality assurance easy.
0hen conduction ! design, address the basic
attributes that equipment must posses: reliability,
general maintainability, operator maintainability,
operability, resource economy, safety, and so on. 9e
sure to defne these characteristics clearly2 otherwise
every one will interpret them di<erently. Table H 4 3
gives some sample defnitions.
An Early E9.i(ment Management Sy!tem
Bigure H 4 J outlines the Iow of an early
equipment management system. Teams detect potential
problems at each step from planning to commissioning
and take action to prevent them. The aim in doing this
is to create nearly perfect equipment that is capable if
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;one-shot startup> and therefore requires only a short
commissioning period. ,ebugging activities carried out
during the frst three steps "initial planning,
action planning, and design# are particularly important
in reducing startup time.
At these three stages, make full use of equipment
technology capabilities and analytical techniques to
build quality, reliability, and other desirable
characteristics into the equipment. Assemble qualifed
people to hold debugging reviews at each step. ,oing
this reduces the number of defects produced during
test operation and later stages and shortens the
commissioning period "Bigure H 4 F#.

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The time required to commission an item of
equipment from installation to stable operation a<ects
its life-cycle cost. Today, with technical innovation
proceeding at a bewildering pace, failure to keep
production on schedule is a serious management
problem. This is why equipment e<ectiveness losses
during startup and the startup period itself are treated
as ! design items.
The goal of debugging is to identify problems
that slipped through the ! design net and eliminate
them before the equipment comes on stream. $t is one
more activity designed to achieve vertical startup.
,ebugging is most important at the design stage and
becomes relatively less important through fabrication,
test operation, and installation. Thus, the key to
success is thorough debugging at the design stage.
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The ne.t section e.plains how to proceed with
two particularly important stages: action planning and
design.
Actin 'lanning
After careful commercial investigation, set the
equipment design and fabrication specifcations. Then
use debugging to increase planning precision and
ensure that on items have been omitted "Bigure H 4
AE#
Analytical tools that support this activity include:
'r#.ctin (rce!! c%art: This shows the order in
which processes take place and the boundaries between
di<erent processes. "$t divides the overall process up
into separate subprocesses.#
'rce!! 7A matri-. This shows the relationship
between quality and individual subprocesses. Bigure H
4 AA provides a sample format.
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'r#.ctin-in(.t ;3-M< analy!i!: Bor each process
the KA process matri. indentifes as being closely
associated with defect production, clarify the
relationships
with the production inputs "equipment, materials,
people, and methods#, and identify the equipment
conditions that will not produce defects "Bigure H 4
A3#.
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'rce!! FMEA: Bor problematical processes
identifed in the production input analysis, use process
B!*A to assess the risk. This provides useful
information for evaluating equipment concept designs
and for planning countermeasures to deal with any
items that fail the evaluation criteria "Bigure H 4 A6#
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E=ect Re!.lt! in E9.i(ment S(eci"catin Cnce(t!
)ountermeasures against problems identifed
through the preceding analy%must be incorporated
into the equipment specifcation concepts. -se a table
format such as that shown in Bigure H 4 A= for
recording the information %back and the action taken.
'reliminary E+al.atin T%r.g% Fee#0ac4 t
E9.i(ment S(eci"catin Cnce(t!
0hen evaluating equipment specifcation concepts,
record predications re%to the goals set at the initial
planning stage. $f these do not match, rethink ..
..equipment specifcation concepts. Bigure H 4 AC
o<ers a format for an equipment specifcation table.
)ooperating departments use the preceding
analyses and tables to e.pose and solve early on
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potential problems involving production capacity,
reliability, Ie.ibility, and so on. The ne.t section
describes how the information developed during this
stage is incorporated in equipment designs.
An E-am(le f t%e De!ign Stage
*ngineering teams design equipment based on
equipment design and fabrication specifcations,
concept drawings prepared at the action
planning%.and common equipment specifcations.
Then they sub1ect this design to %equipment B!*A
review to fnd out how failure of any of the
equipment@s %bassemblies or components might a<ect
product quality, system operation, and safety.
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The team then modifes the design to forestall
potential problems identifed by B!*A. This is
accomplished by gathering all the relevant departments
together for a debugging review. The review team
e.amines the design draw%s and B!*A data to see
whether the design incorporates all feedback,
eliminates potential failures and latent defects
identifed through analysis, and %forms to standards.
COMMISSIONING CONTROL
,uring commissioning control "also known as
initial Iow control#, teams deal with problems and
strive to achieve rapid stable operation. The
commissioning control period begins with the start of
actual production after equipment installation and test
operation. "+ometimes commissioning also includes
installation and test operation.# it also applies when
introducing new products into e.isting equipment.
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'epeated debugging reviews during the previous
stages help build quality, reliability, and other
desirable characteristics into the equipment and ensure
that no problems pass on to the commissioning stage.
)ommissioning is the fnal opportunity to detect and
prevent problems unforeseen at previous stages. The
occurrence of many failures and defects indicates that
technical capabilities were not fully e.ercised at the
previous stages.
,ebugging during commissioning should focus on
process capability, quality problems, and materials Iow
problems. Another important activity is preparing to
hand over the equipment to the operation and
maintenance departments. This involves formulating
standards for operation, setup, and maintenance "e.g.,
lubricating, checking, periodic servicing, and so on#,
and training operators and maintenance technicians.
Sam(le Cmmi!!ining Cntrl Sy!tem
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Bigure H- AH is an e.ample of a Iow diagram for
a commissioning control system. This system clearly
defnes the roles of the production, maintenance, and
planning "design# departments and the activities they
carry out cooperatively. )ommissioning acts as the
interface between design, operation, and maintenance.
$t is easy to imaging how badly things can go without
a system like this.

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This system also clearly defnes commissioning
control initiation and cancellation procedures.
)ancellation criteria such as production performance,
stoppage frequency and severity, quality rate, and so
on are specifed when commissioning control is
initiated.
COLLECTING AND 8SING 'ROD8CT DESIGN
TECHNOLOGY AND M' DESIGN DATA
Bigure H 4 AG and H 4 AJ are e.amples of Iow
diagrams for systems that collect and use product
design technology data and ! design data. These
systems are designed to standardi/ed and feed back to
previous stages in-house and outside information on
factors such as quality requirements, production
technology, maintenance, and safety. +uch systems
ensure that all relevant information is %.orporated into
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checksheets, design standards, and other documentation
at every step.
De!ign Stan#ar#i,atin
The main reason information on reliability,
operability, and maintainability %es not fnd its way
into the design and improvement of products and
equipment is that companies fail to compile and
communicate this information.
Cm(iling an# Cmm.nicating Infrmatin
)ompiling technology information involves more
than simply squirrel%.away raw, untreated technical
data. $n such a form it is little more than %gani/ed
scrap paper. The most highly-e.perienced, highly-
qualifed %signers cannot help raise the
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technical abilities of their e.perienced co%. this
information and e.perience must be standardi/ed and
used to %prove designer@s development capabilities. $t
should be compiled n hand%ok format to prevent
design errors.
>t! 'rliferatin
(ne of the most troublesome design problems is
parts proliferation. $t %pairs maintenance efciency
and complicates component fabrication and ..embly.
The number of parts with e.actly the same function
multiplies over %.as a result of varying customer
requirements or manufacturers@ styles. %increases unit
fabrication costs and inventories. $t also leads to long
spop%.due to parts stockouts and increases the
likelihood of assembly and %.pair errors.
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+tandardi/ing designs and using common
components wherever possible ..trols parts
proliferation. +ince parts proliferation is partly the
result of ..signer@s /eal, it is not altogether bad, but
designers should take care not to %.>catalog fends>
or pursue novelty for its own sake.
Cm(ile Infrmatin in t%e M!t 8!ef.l Frm!
$t is pointless to go to the trouble of preparing
design standards and then neglect to use them. ,esign
standards are often not fully used, however, because
they are too bulky, hard to use, or out of date.
reparing a set of design standards is only the start of
the 1ob. )ompile their contents into study te.ts, revise
them on the basis of new information, and improve
them constantly while using them in actual design
work.
,esigner@s checklists reIecting design standards at
each stage "planning, design, fabrication, installation,
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test run, and commissioning# combined with debugging
by everyone involved helps ensure that design
standards are used
e<ectively and nips potential problems in the bud.
,ebugging is incomplete, however, if designers use
standardi/ed checklists that do not include items
unique to particular machines. $t is essential to study
the details of the checks and the actions taken at each
stage, predict potential problems, and identify priority
items for checking at the ne.t stage, predict potential
problems, and identify priority items for checking at
the ne.t stage. +tandardi/e items common to all
equipment in the form of common specifcations and
develop complete individual standards for designing
and purchasing particular types of equipment.
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