Best Practices maintenance

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Copyright 2010 GPAll ied

Presented by: Ricky Smith, CMRP

May 19, 2010

Best Practices inMaintenance and Reliability


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Route Waveform25-Jun-03 09:05:36RMS = .4763

PK(+/-)= 1.85/1.60CRESTF=3.88

0 40 80 120 160 200 240 280 320

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Time inmSecs

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inG-s

CFALARM

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PKALARM

SHM - 150 HpVertical Turbine Pump

150 HpVT-M1V Motor #1 Bearing- Vert

Route Spectrum

25-Jun-03 09:05:36OVERALL=.3255 V-DG

RMS = .4796

LOAD= 100.0RPM= 1800. (30.00 Hz)

0 1000 2000 3000 4000 5000

0

0.2

0.4

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Frequencyin Hz

RMS

Acceleration

in

G-s

75.3F

118.9F

80

90

100

110

119.1F

74.5F

156.9F

80

100

120

140

153.1F

Vibration Analysis and Infrared Thermography

It isnt what you know that will kill you, It is

what you dont know that will


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A Proactive Reliability Process is a supplychain. If a step in the process is skipped or

performed at a substandard level, the process

creates defects known as failures. The output

of a healthy reliability process is optimalasset reliability at optimal cost.

Source: Ron Thomas, Reliability Director, Dofasco Steel


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Nowlan and Heap Study stated

Without a precise definition of what

condition represents a failure, there is no

way to assess its consequences or to define

the physical evidence for which to inspect.

The term failure must, in fact, be given a farmore explicit definition than an inability to

function in order to clarify the basis of

Reliability-Centered Maintenance.


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Nowlan and Heap Study further stated

A failure is an unsatisfactory condition. In

other words, a failure is an identifiable

deviation from the original condition which is

unsatisfactory to a particular user.


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What is a Failure?

A functional failure is the inability of an item

(or the equipment containing it) to meet a

specified performance standard and is

usually identified by an operator.


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What is a Failure?

A potential failure is an identifiable physical

condition which indicates a functional failure

is imminent and is usually identified by a

Maintenance Technician using predictive or

quantitative preventive maintenance



Potential Failures Where to Detect them?



PF Curve


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Potential Failures


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Functional Failure


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Our Goal


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What is Maintenance?

To Maintain an Asset

Keep in existing condition

Keep, preserve, protect


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Problems

Maintenance Most Companies

Direct work is low (wrench time is less than 25%)

Lack of effective Planning Planning is not defined

Lack of effective Scheduling Delays are common


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Self Induced Failures

70-80 % of equipment

failures are Self-Induced

Reliability

Putting hydraulic fluid into a

reservoir without filtering it

Welding on equipment withoutgrounding properly

Running Equipment to Failure when

it is not part of your maintenance

strategy

Aligning couplings without using a

laser

Improperly lubricating electric motors


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Common Problems

Equipment continuing to fail without a known

root cause

PM is performed on time but equipment

continues to break down

Age of equipment seems to be problem There is never enough parts in the

warehouse

Parts are not ordered fast enough Maintenance personnel blamed for standing

around


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Common Problems, contd

Management blames Maintenance for the

company not meeting its business goals

Reliability is always the problem

The Maintenance process is built around

reacting to equipment problems Equipment history does not seem complete

and hard to find data

Planner/Schedulers performing clerk duty

Production/Operations operates inefficiently

but no one seems to be aware of the problem


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What is Reliability?

The probability that a system will perform

satisfactorily for a given period of time understated conditions.

Motor Pump Valve Cylinder 79%

R1 = 95% R2 = 95% R3 = 93% R4 = 94%


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Reliability Definitions

Function: What the owner or user of a physical asset

wants it to do Example: Pump: To transfer 300 Gallons of product at 60 PSI -

24 hours a day / 7 Days a week from point A to point B

Functional Failure:A state in which the physical assetor system is unable to perform a specific function to a

level of performance that is acceptable by its owner or

user Example: Pump: To transfer less than 300 Gallons (250 Gallons) of a

product at 60 PSI 24 hours a day / 7 Days a week (Functional Failure)

Source: RCM !! John Moubray


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Source: John Moubray, Nowlan & Heap

Time Time

Age Related = 11% Random = 89%

BathtubPattern A = 4%

Wear OutPattern B = 2%

FatiguePattern C = 5%

Initial Break-in period

Pattern D = 7%

RandomPattern E = 14%

Infant Mortality

Pattern F = 68%

Failure Patterns


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Failure Patterns - 1990s Data

Source: Tim Allen, SUBMEPP

Infant Mortality

Wear Out

2% 10%

68% 6%Why?

Into what category did

the rest of the failures fall?


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Early Identification of a Defect


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NOTIFICATIO

NFIX

COMPLETE

INFORMATION PARTS

TOOLS

ENGINEERING

FILE CABINET

TOOL BOXJOE

SUPERVISOR

PRODUCTION

WAREHOUSEVENDOR

FABRICATE

IDENTIFY

TEST

CLEANDISASSEMBLE

MEASURE

PLAN

GENERAL PURPOSE

SPECIAL PURPOSEPERSONAL

TOOL CRIB

CONTRACTOR

EVENT

TIME

MECHANIC

ASSESSJOB

Traditional Maintenance


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a


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1st Step

Where Do We Start?

a


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Wikipedia Defines

FRACAS is a system, sometimes carried out

using software, that provides a process forreporting, classifying, and analyzing failures,

and planning corrective actions in response

to those failures


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A Managed System For Continuous

Improvement for Asset Reliability


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What is it you want to know about Failures?

What equipment is giving me the biggest

losses and why? What component is failing the most and

why? Where should you focus your RCA efforts?

Frequency of a failure mode decrease?


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Source: John Moubray, Nowlan & Heap

Time Time

Age Related = 11% Random = 89%

BathtubPattern A = 4%

Wear OutPattern B = 2%

FatiguePattern C = 5%

Initial Break-in periodPattern D = 7%

RandomPattern E = 14%

Infant Mortality

Pattern F = 68%

What is your most Dominant Failure Pattern?


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Key Points to Know!

If you are managing to P on the PF Curve you

get rid of most of your catastrophic or totalfunction failure

If you are managing to I, your are managingthe causes of failures and thus eliminate

failures and optimize reliability The best person to identify the

Defect or Problem andCause of the failure

is your PredictiveMaintenance Technicianor Reliability Engineer


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The significant problems we face cannot be

solved with the same level of thinking we

were at when we created them.

- Albert Einstein
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Task/Functions Facility

Owner

MTF

Commander

Maint.

Manager

Reliability

Engineer

Maint.

Supervisors

Contract

Officer

Maint.

Planner

Inputting Work

Order Data -

CMMS/EAM

I R C R A C

Reviewing and

taking action

on KPIs

I I R I C A C

QA of Data

InputI A C I C

Failure Reports

FindingsI I A R C C I

Maintenance

Strategy

Adjustments

I A R C C C

Responsibility the Doer

Accountable the Buck stops here

Consulted in the LoopInformed kept in the picture


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Best Maintenance Practices

90% of all work is planned

85 90% Scheduled Compliance is met

100% of a maintenance personnels time is

covered by a work order

100% of all maintenance personnels time isscheduled

90% of scheduled work is planned

PMs are written with task steps,specifications, tools, etc


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Best Maintenance Practices, contd

Effective work procedures are written and

followed

The 10% Rule of Preventive Maintenance is

applied and managed

Store efficiency is more than 98%

Less than 1 hour for Mean Time To Order of

parts


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MaintenanceProcess

Monitoring of

Asset Health

Operations

Process

Root Cause

Analysis

Asset

Criticality

RCM

Reliability Process


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Best Reliability Practices

MTBF is High

MTTR is monitored and measured

Reliability Engineering is focused 100% on

the Reliability of Assets

All assets are prioritized based on risk to thebusiness and equipment condition

FRACAS is implemented and used to make

decisions on reliability improvements


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Best Reliability Practices, contd

Root Cause Analysis (RCA) is a common

practice Applied to any failure that is costly or repeats

itself

Reliability is owned by production and

maintenance and is apparent

Operator PMs are utilized effectively

Equipment Damage by Operators is minimal

Reliability Centered Maintenance (RCM) is

applied to critical assets


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Best Reliability Practices, contd

Utilization of Assets is above 98%

Time based PMs are less than 20%

Key data is collected and disseminated to

determine the health of an asset


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The problem with Management is theyre

measuring the wrong things.

- Peter Drucker


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Maintenance MTBF

Production Output

Maintenance Cost

Scheduled

Compliance

PM

Compliance

Lagging

LeadingPercent of

Planned

Work

Leading and Lagging Indicators


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Where to Start with Maintenance and

Reliability Metrics

MTBF

MTTR

MTBR

PM Compliance

% of Planned Work

Scheduled Compliance

# of breaks to Schedule by Maintenance andOperations


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Where to Start with Maintenance and

Reliability Metrics, contd

PM Labor Hours vs. EM Labor Hours

Maintenance Cost per unit produced

Stores Efficiency

Vendor Efficiency

Equipment Damage Cost Per Unit


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Steps to Success

Map your processes and identify leading and

lagging KPIs in them

Be sure and have clear definitions of your

KPIs

Assign RACI to metrics Responsible

Accountable

Consulted

Informed

Develop scorecards

from lowest level to highest (4-6 KPIs)


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Variation in Reliability

Variation is the largest cause of equipment

failure
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Causes of Variation

Lack of an effective PM Program

Lack of a repeatable repairs with

specifications

Lubrication issues, lack of lubrication,

contamination, etc. Operator Error

Use of wrong tool to make repair

Bearing heater

Use of wrong specification

Torque values


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Effects of Improper Installation or

Maintenance


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Excellence is a Habit

- Aristotle, 330 BC


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What are Work Procedures?

Preventive Maintenance

Corrective Maintenance

Operator Care

Lubrication
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Repeatable process

Capture knowledge

Train new employees

Reduce self induced failures

Why are Work Procedures Important?


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Steps to Reliability

1. Ensure your Equipment Hierarchy is

effective2. Prioritize assets according to consequence

and risk

3. Identify the right maintenance strategy4. Optimize Planning and Scheduling

5. Ensure Failure Data is captured and used

for FRACAS

Failure Reporting,

Analysis, Corrective

Action System


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Questions

Send your questions to [email protected]
mailto:[email protected]:[email protected]

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Best Practices maintenance