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Handouts give options to provide detailed more information than putting it in a powerpoint slide, and it gives the audience the chance of getting more takeaways from the given presentation, and it is very useful if the presenter wants to be very technical and complex.
<span><span>Have a pre-plan. Before you begin the large job, have the maintenance planner sit down with all of the personnel who were members of the work team the last time the job was done, or at least as many of them as are available. The planner should write out the steps the way they are remembered. This plan—sketchy though it may be—will form the outline of the upcoming job.</span><span>Photograph the job. The importance of this step is paramount. Even a well-written job plan can be misread or misunderstood. A photograph, however, speaks for itself. If you have the equipment and personnel, videotaping the procedure is even better. The supervisor is not a good choice for this role, because he/she needs to be supervising. If the reliability engineer is not available, perhaps the scheduler or the clerk can pitch in. Another idea is to enlist the aid of an employee who has been assigned to restricted duty.</span><span>Write it down. The maintenance planner should be the one to write down the action step-by-step, beginning with the safe lockout of the machine. This individual should assume that he/she is writing the procedure for someone who is a total stranger to the plant and the machines—and that the written procedure will ensure that this imaginary person can successfully complete the job. The planner should be looking not only at what currently is being done, but also for ways to improve on the procedure (including ways the job can go more smoothly in the future). He/she also should be sure to record the number of man hours associated with each step, from kitting the job right on down to cleanup.</span><span>Write out a complete parts list. This list should be as comprehensive as possible, down to the numbers and grades of the nuts, bolts and washers that are needed. Lead times for special-order or fabricated parts should be noted.</span><span><span>Write out a complete supplies, tools and experts list. </span>If special jigs or stands are made for the job, they should be noted on the SMP, including where they are stored. Have there been shortages of special welding rods or bottled gas? Jacks, cranes and special tools also should be noted. What about consultants or factory reps? If they were present last time, chances are they will be needed next time. Does an operator need to be present? Will it be desirable to have predictive maintenance personnel available to take readings for baselines after the job is completed?</span><span><span>Include drawings and diagrams. </span>Any tool, document or image that can help the technician as he/she is performing the job should be available.</span></span>
Answer:
18
Explanation:
In First iteration y = 3 and condition is y<=14 i.e. 3<=14 means true and continue the loop and increment the value of y by 5, means y will become 8
In Second iteration y = 8 and condition is y<=14 i.e. 8<=14 means true and continue the loop and increment the value of y by 5, means y will become 13
In Third iteration y = 13 and condition is y<=14 i.e. 13<=14 means true and continue the loop and increment the value of y by 5, means y will become 18
In Fourth iteration y = 18 and condition is y<=14 i.e. 18<=14 means false and exit from the loop
So the value of y will be 18 after the loop
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