In this transformation, existing equipment, processes, or devices are retrofitted with some sensors and other cyber-physical systems (CPS), and adapted towards digital production, which is a blend of critical enabling technologies. The Fourth Industrial Revolution drives industries from traditional manufacturing to the smart manufacturing approach. This process may be implemented by utilities in both current and future DH systems that interested in working more actively with faults in their customer installations. The paper also includes a suggestion for how a fault handling process based on fault detection using data analysis may be designed. The results also present an analysis of different organizational aspects that would have to be improved to succeed in fault handling. The results include a presentation of how the utilities are currently working with fault handling. During the workshop, different organizational and technical challenges related to fault handling were discussed. The fault handling process was based on an analysis of the results from the previous fault handling studies, as well as conducting a workshop with experts from the DH industry. The fault handling process is based on customer data analysis since many faults manifest in customer data. This paper, therefore, suggests a fault handling process for the detection and elimination of faults in DH customer installations. Thus, there is a need to detect and correct these faults soon after they occur to minimize their impact on the system. In the initial formulation of the PM program, the organization should go for the best possible (ideal) program that can be conceived to clearly display the information that management will need to make the required choices such as to commit to a training program.įaults in district heating (DH) customer installations cause high return temperatures, which have a negative impact on both current and future district heating systems.
Creating a new PM program, or upgrading an existing PM program, involves determining what an organization ideally likes to do in the PM program and take the necessary steps to build that ideal program in the particular infrastructure and put it into action. There are four basic factors behind the decisions to define and choose preventive maintenance actions-(1) prevent failure occurrence, (2) detect onset of failures, (3) discover a hidden failure, and (4) do nothing, because of valid limitations. Preplanning is the key element in developing a proactive maintenance mode and culture. PM is the performance of inspection and servicing tasks that have been preplanned (i.e., scheduled) for accomplishment at specific points in time to retain the functional capabilities of operating equipment or systems. This chapter focuses on the definition and structure of preventive maintenance (PM).