Elements of a Succesful Plant Maintenance Program_khan

7/28/2019 Elements of a Succesful Plant Maintenance Program_khan

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Elements of a SuccessfulPlant Maintenance Program

Jerry Kahn, PE, CMRP

UPADI 2006 Atlanta

September 21, 2006

2006 JK Consulting


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2006 JK Consulting UPADI 2006 - Atlanta

Introduction

Our subject is maintenance management We will discuss

Maintenance paradigms and perceptions

Maintenance brutal facts The requirements for a successful plant maintenance

improvement program

At the end you will have a roadmap for achieving aworld class maintenance program


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Seeking technological solutions, operations andmaintenance have tried many approaches to

reliability improvement. These often cost anorganization significantly more than anticipatedand return far less than expected

Source: Gail Peterson, in Solutions!, April 2003

Maintenance Paradigm No. 1


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While most maintenance professionalsunderstand the untapped value hidden in plant

assets, making the case to corporateleadership for maximizing these assets is anongoing battle

Source: Mike Laszkiewicz, in Maintenance Technology, December 2003

Maintenance Paradigm No. 2


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Maintenance personnel view new initiatives as aflavor-of-the-month project dreamed up by some

manager and, through experience, they havelearned that after everybody gets tired of this one, itwill be abandoned, and another one will soonfollow.

Source: Bob Call, in Plant Engineering , November 2002

Maintenance Perception No. 1


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Most mangers view the maintenance person asstubborn and hard-headed, bucking everyattempt to improve reliability through a change

of normal work processes.

Source: Bob Call, in Plant Engineering , November 2002



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In almost all organizations, themaintenance function is viewed as:

a necessary evil,a cost,insurance,a disaster repairing function,

prima donnas

Source: Terry Wireman, Benchmarking Best Practices in Maintenance, 2004



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The economic realities of today are forcingincreased demands on the operation and

maintenance of industrial facilities. Managers mustcontinually seek out new ways to optimize theirprocesses.

Source: J erry Kahn, in Sensors in Intelligent Buildings, 2001

Maintenance Brutal Fact No. 1


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Formal maintenance skills and knowledge training

will be the weakest link in industrial competition for thenext two decades.


Source: Bob Williamson, in Maintenance Technology, J une 2006


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Maintenance is forever. To meet maintenance

requirements of success, the Future CapableCompany must recognize that maintenance is akey contributor to total supply chain success.

Source: J ames A. Tompkins, Future Capable Company, 2001



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MaintenanceStrategy is integral

to the BusinessStrategy

ProactiveMaintenance

Culture

Optimal Blend ofMaintenance

Methods

Utilization ofAppropriate

Technologies

ContinuousEvaluation ofMaintenance

Strategy

Staying the CourseThe Elements of a Success

Plant Maintenance Program

Using Six Step SolutionsSM


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Maintenance Definitions

Asset

Any item of physical equipment


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Asset Function

What users expect from their assets(output, speed, safety, environmentalintegrity, quality ..)

The level of performance which theusers require when the asset performsits function



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Asset Failure

Situation where the asset is no longercapable of fulfilling one or more of itsintended functions


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Understanding the Failure Modes

Points where failure

starts to occur

P1-P6

P = Potential Failure

F0

F0 = Functional Failure

Functional Failure = Equipment

Operates but Performance Degrades

F1F1 = Hard Failure

Timeline Towards Failure

Hard Failure = Equipment

Stops Operating


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Maintenance

Any activity carried out on an asset in order to

ensure that the asset continues to perform itsintended functions repair the asset


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Maintenance Management

The coordination, control, planning, execution and

monitoring of the right equipment maintenanceactivities of manufacturing and facilities operations


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Make the Maintenance Strategy anIntegral Part of the BusinessStrategy

Recognize financial impact of maintenance Driven by senior management Vision of continuous improvement

Know your starting point Benchmarking, audits, consultants

Know where you want to go Gap analysis, goal setting

Adequate resources allocated




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Financial Effects of Maintenance

Lost Revenues fewer orders

price pressure lower profit

Indirect Maintenance Costs

rework scrap tied-up capital

Direct maintenance costs labor spare parts purchase services


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Instill a Proactive Maintenance Culture

Share a Common vision

Have a World Class attitude

Develop competence

Training

Hiring Practice

Apprenticeship

Certification

Outsourcing

Instill Accountability

Commit to Continuous Improvement


Culture


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Ability Steps in Maintenance andOperations Organizations

Adapted from: Keep it Running, SCEMM, 1998



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Think Continuous Improvement

The Shewhart Cyclealso know as

The Deming Cycle

Part of ISO 9001:2000


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Building a Proactive Maintenance Culture

Get the basics right

Planning

Scheduling

Housekeeping Alignment

Team with production and engineering

Top Management support


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Adopt an Appropriate Maintenance Strategy

Basic Strategies

Corrective

Preventive

Predictive Proactive (RCA, Design)

Reliability Based MaintenanceSM

Cost effective


Methods


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Evolution of Maintenance Management

Expectations of the Maintenance Function

Higher availabilityLower costs

Longer asset l ife

1930 - 1950 1950 - 1980 1980 - 2000

Higher availabil ityLower costs

Longer asset l ife

Higher reliability

Better product quality

Safety integrity

Environment integrity

Show results

Fix it when it breaks


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Maintenance Techniques

Scheduled

maintenance

Planning systems

Computerization

1930 - 1950 1950 - 1980 1980 - 2000

Condition monitoring

PM/PdM

FMEA - RCFA

CMMS

RCM - TPM

Fix it when it breaks

Evolution of Maintenance Management


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Maintenance Management Today

Expectations

Higher availability

Lower costs

Longer asset l ifeHigher reliability

Better product quality

Safety integrity

Environment integrityShow results

Life Cycle Costs

Maintainability

Sustainability

Techniques

RCM

TPM

Condit ion MonitoringPM/PdM

CMMS/EAM Integration

FMEA/RCFA/HAZOP

Six SigmaExpert Systems

Wireless Systems

E-Maintenance

ISO/ANSI Standards


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Corrective Run-to-failure or breakdown maintenance- Unplanned

Preventive Periodic and prescribed maintenance- Time-based

Predictive Maintenance based on equipment condition- Condition-based

Proactive Focus on mitigating the need for maintenance- Root cause-based

Basic Maintenance Strategies Defined


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Reliability Based Maintenance Model

Maintenance

Preventivemaintenance

Correctivemaintenance

Time-based maintenance

Servicing

Replacement

InspectionTesting

Predictive maintenance

Condition monitoring

Monitoring

Inspection Testing

Calendar limit,cycle numbers

Comparison withacceptance criteria

Failure

AcceptableMarginallyacceptable

Failed

Corrective maintenance

RestorationOverhaul

Replacement

Proactivemaintenance

Means to

eliminateroot causes

Training

Improvement

Optimizing

Root

cause

failure

analysis

Scheduled maintenance

Restoration Overhaul

Replacement


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Use Appropriate Technologies

Data collection &analysis

Thermography

Vibration

Ultrasonics

Tribology

Process parameters

Electrical testing

Sensory


Technologies


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Use Appropriate Technologies

CMMS Work orders

Histories

Unfortunately 90-95% of all CMMS implementationsfail to deliver the desired results and are forsaken orunderutilized.

Source: Bob Long, in Plant Engineering , J une 2000


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Use Advanced Technologies

System Integration

Expert Systems

Wireless Sensors

Smart Sensors

E-maintenance


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CBM

System

Portable DeviceMonitoring

On-line SurveillanceMonitors

On-Line ProtectionMonitors

Vib

ration

Process

OilAnalysis

Ther

mography

Ele

ctrical

Shaft

Disp

lacement

Process

C

asing

Vibration

Ele

ctrical

Shaft

Disp

lacement

C

asing

Vibration

ShaftPosition

ProcessOperation

Field

Input

Smart

Machines

&

Xducers

Smart

Valves

& Field

Devices

PLC

Control DeviceMonitoring

Oil

Pro

perties

On-line TransientMonitor

SampleMonitoring

Shaft

Disp

lacement

C

asing

Vibration

Process

Oil

Particle

Oil

Ch

emical

PLANT MEASUREMENTS / INSPECTIONSPLANT MEASUREMENTS / INSPECTIONSPLANT MEASUREMENTS / INSPECTIONS

Control

System

CMMS

System

Enterprise Resource

Planning (ERP) System

Enterprise Resource

Planning (ERP) SystemSupply Chain Mgmt Supply Chain Mgmt

Process Control &Process Mgmt

Maint. Work &Parts MgmtAsset Advisory

Management

CBM

System




Vib

ration

Process

OilAnalysis

Ther

mography

Ele

ctrical

Shaft

Disp

lacement

Process

C

asing

Vibration

Ele

ctrical

Shaft

Disp

lacement

C

asing

Vibration

ShaftPosition

ProcessOperation

Field

Input

Smart

Machines

&

Xducers

Smart

Valves

& Field

Devices

PLC


Oil

Pro

perties


SampleMonitoring

Shaft

Disp

lacement

C

asing

Vibration

Process

Oil

Particle

Oil

Ch

emical




Vib

ration

Process

OilAnalysis

Ther

mography

Ele

ctrical

Shaft

Disp

lacement

Process

C

asing

Vibration

Ele

ctrical

Shaft

Disp

lacement

C

asing

Vibration

ShaftPosition

ProcessOperation

Field

Input

Smart

Machines

&

Xducers

Smart

Valves

& Field

Devices

PLC


Oil

Pro

perties


SampleMonitoring

Shaft

Disp

lacement

C

asing

Vibration

Process

Oil

Particle

Oil

Ch

emical




Vib

ration

Process

OilAnalysis

Ther

mography

Ele

ctrical

Shaft

Disp

lacement

Process

C

asing

Vibration

Ele

ctrical

Shaft

Disp

lacement

C

asing

Vibration

ShaftPosition

ProcessOperation

Field

Input

Smart

Machines

&

Xducers

Smart

Valves

& Field

Devices

PLC


Oil

Pro

perties


SampleMonitoring

Shaft

Disp

lacement

C

asing

Vibration

Process

Oil

Particle

Oil

Ch

emical

PLANT MEASUREMENTS / INSPECTIONSPLANT MEASUREMENTS / INSPECTIONSPLANT MEASUREMENTS / INSPECTIONS

Control

System

CMMS

System

Enterprise Resource


Enterprise Resource

Planning (ERP) SystemEnterprise Resource


Enterprise Resource

Planning (ERP) SystemSupply Chain Mgmt Supply Chain MgmtSupply Chain Mgmt Supply Chain Mgmt

Process Control &Process Mgmt

Maint. Work &Parts MgmtAsset Advisory

Management

MRO Technology Integration


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Continuously Monitor and Improve

Monitor Effectiveness Reporting

KPIs

OEE

Financial ROI

ROCE

Seek out Best Practices Update benchmarking

Continuous Process Improvement (CPI)


Strategy


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Maintenance Effectiveness Measures at

Different Organizational Levels

Profitability

Production Economy

OEE

Equipment Availability

Maintenance Costs

Return on Investment (ROI)Profitability

Use of Capital (ROCE)

AvailabilityProductivityQuality

Lost revenuesIndirect maintenance costsDirect maintenance costs

Machine reliability

Maintenance availabilityMaintenance reliability

Labor costsSpare partsPurchase services


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Quality Maintenance Work Cycle

PlanPlan

DoDo

CheckCheck

ActAct T.Q.CT.Q.C..

Maintenance Strategy

Failure Analysis

ComponentIdentification

CriticalityAnalysis

OperationalAnalysis

Business P lan

Al ter Maintenance Plan

Modify Quality Maintenance Plan- Failure Analysis- Primary Maintenance Actions- Frequency of Work- Duration of Work- Enter new Items of Equipment

Analysis and Review

- Review Historical Data- Review Failure Analysis- Review Safety Issue- Employ Statistical Techniques to Evaluate

Frequency of Work- Employ Reliability Engineering Techniques

to Evaluate Design Out Requirements

Maintenance Plan

Primary & SecondaryMaintenance Actions

Failure Analysis

AssignedCriticality

Key Performance

Indicators

HierarchicalPlant Index

Maintenance Management

StandardJ obs

EquipmentRegister

History

TasksDue

WorkOrders

Work

Schedule

* ............

* ............

* ............

* ............

* ............

* ............

Maintenance Work

Requested

Work

Work Groups

Completed Work


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Stay the Course

Stick to the Plan

Manage consistently

Reinforce accountability

Sustain the culture

Long-term thinking

Sisu

Staying theCourse


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Business Results Expected

Increased productivity 2-40%

Reduced maintenance expense 7-60% Improved product quality

(rework & scrap rates reduced) 5-90%

Extend equipment life 1-10times

Reduced spares inventory 10-60%

Increased inventory turns up to75%

Reduced energy consumption 5-15%

Source: Emerson Process Management

S


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Summary

The Elements for Success




Culture


Methods


Technologies


Strategy

Staying the Course

Recognize financialimpact of maintenanceDriven by seniormanagementVision of continuousimprovementBenchmark & auditsGap analysisGoal setting

Adequate resourcesallocated

Common vision

World class attitudeDevelop competence- Training- Hiring Practice- Apprenticeship- Certification- OutsourcingInstill AccountabilityCommit to CPI

Get the basics right-Planning-Scheduling-Housekeeping-Alignment

Team with productionand engineering

Top Managementsupport

Basic strategies-Corrective-Preventive-Predictive-ProactiveRCA

TPMCost Effective

Data collection-Thermography-Vibration-Ultrasonics-Tribology-Process parameters-Electrical testing-SensoryCMMS

-Work orders-HistoriesSystem IntegrationExpert SystemsWireless SensorsSmart SensorsE-maintenance

Monitor Effectiveness-Reporting-KPIs-OEE-Financial

>ROI

>ROCEBest practicesUpdate benchmarking

CPI

Stick to the PlanManage consistentlyReinforce accountabilitySustain the CultureLong-term thinkingSisu



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Documents

Elements of a Succesful Plant Maintenance Program_khan