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AS A HOUSING ASSOCIATION BOARD MEMBER, YOU OFTEN FEEL TRAPPED IN A GAME OF ELEVATOR ACTION. TRYING TO GATHER INFORMATION FROM YOUR MAINTENANCE PROVIDER IS STRESSFUL ENOUGH. WHEN THE RECORDS DON’T EXIST, SUDDENLY YOU’RE LEFT WONDERING WHERE TO TURN.


As technology advances, there seems to be a misconception that skilled technicians have become less relevant. Maintenance visits, which used to be the norm, are now seen by some companies as too costly. In reality, they are more vital than ever.


Though there’s no doubt that automation can reduce human error, regular preventive maintenance is not a commodity that is easily replaced. It is a fundamental component in the business relationship between contractor and building owner/manager. Without regular visits, your game of Elevator Action can quickly turn to Elevator Inaction.


THEN VS. NOW - LABOR Years ago, the industry standard was to give each hydraulic elevator 1 hour per month for maintenance, with traction elevators receiving at least two. The elevator mechanic was a familiar face and developed a relationship with those at the building. This relationship, along with the frequency of visits, enabled the mechanic to understand the characteristics of each elevator system.


Today, some companies believe they can cut costs by simply visiting a building less and proceed to overload a technician’s route with more units. This drives their sales team to push for quarterly or even “as-needed” or “systematic” maintenance agreements. Without specifically stating in writing what these terms mean, companies neglect the equipment.


THEN VS. NOW - EQUIPMENT Relay logic used to be the norm, with motor-generators installed on traction elevators. The mechanical nature of


the equipment required a hands-on approach, which was an art form. Elevator controls were electromechanical, as opposed to the solid-state format of today and did not require all the current life safety devices. Pits and hoist ways were simpler as well.


Today’s elevators are equipped with phones, phone line monitoring, emergency lights and Firefighters’ Emergency Operation (FEO) Phases I and II, and have more non-elevator devices, such as sump pumps and fire recall detectors, in the pit or hoist way. Most of the older relay-logic structures have been replaced with solid-state systems. On the surface, these advanced systems do not require as much maintenance as their predecessors.


CONSEQUENCES


Desired quarterly goals have led to the rise of the “super route.” This attempts to control labor costs by instituting a team maintenance model. A “super route” typically consists of two mechanics with a portfolio of 400-500 elevators to maintain, service, respond to service calls for, complete testing for and answer other requests. Simple math shows that the traditional 400-500 hours per month previously required, even if all the elevators are assumed hydraulic, is impossible. Assume 8 hours of work per day, per mechanic, with an average of 20 working days in a month. For a team of two, this adds up to only 320 hours total.


Some elevator companies answer this disconnect by marketing remote-monitoring devices. In extremely simplistic terms, a remote-monitoring device can detect subtle differences in electrical signals to identify current or potential issues. Similar systems have been deployed


www.cai-illinois.org • 847.301.7505 | 39


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