Mechanical Asset Management


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  • Mechanical Asset Management

    1. 1. Mechanical Asset Management AIST Western Conference San Diego, CA June 11, 2005
    2. 2. Mechanical Asset Management <ul><li>Practices in maintenance </li></ul><ul><li>Goals of maintenance </li></ul><ul><li>Ways to achieve goals </li></ul><ul><li>An engineered approach – how maintenance can improve profitability for your company </li></ul>
    3. 3. Mechanical Asset Management <ul><ul><li>In many industries, maintenance has many responsibilities, including: </li></ul></ul><ul><ul><ul><li>Preventative maintenance– monitoring, lubrication, tightening, etc. </li></ul></ul></ul><ul><ul><ul><li>Planning for and executing downturns. </li></ul></ul></ul><ul><ul><ul><li>Breakdown response. </li></ul></ul></ul><ul><ul><ul><li>Equipment repair. </li></ul></ul></ul><ul><ul><ul><li>Managing spare parts. </li></ul></ul></ul><ul><ul><ul><li>Engineering and new capital projects. </li></ul></ul></ul>
    4. 4. <ul><li>These tasks are typically the responsibility of the maintenance supervisor. </li></ul><ul><li>Priorities are chosen, and other areas might not receive the attention they deserve. </li></ul><ul><li>How can we help maintenance achieve their goals? </li></ul>Mechanical Asset Management
    5. 5. Mechanical Asset Management <ul><li>Understand what are the goals for maintenance. </li></ul><ul><ul><li>The goals of maintenance should mirror the goals of the company. Simply put, this is: </li></ul></ul><ul><ul><li>Maximize shareholder return! </li></ul></ul>
    6. 6. Mechanical Asset Management <ul><li>How can the maintenance supervisor achieve this goal? What impacts profitability? </li></ul><ul><ul><li>Unscheduled downtime - breakdowns </li></ul></ul><ul><ul><li>Use of scheduled downtime </li></ul></ul><ul><ul><li>Poor or incorrect equipment repairs </li></ul></ul><ul><ul><li>Incorrect or insufficient spare parts </li></ul></ul><ul><ul><li>Unsatisfactory equipment design </li></ul></ul><ul><ul><li>Poor startups </li></ul></ul>
    7. 7. <ul><li>Analyze each of the items impacting profitability. </li></ul><ul><ul><li>Unscheduled downtime – from studies, cost is 5X the cost of normal downtime for same items. </li></ul></ul><ul><ul><li>Areas for improvement: </li></ul></ul><ul><ul><ul><li>Better equipment repairs. </li></ul></ul></ul><ul><ul><ul><li>Stocking assemblies rather than individual parts. Example: gearbox failure. </li></ul></ul></ul><ul><ul><ul><li>Review preventative maintenance processes. </li></ul></ul></ul><ul><ul><ul><li>Operator training. </li></ul></ul></ul>Mechanical Asset Management
    8. 8. <ul><ul><li>Use of scheduled downtime </li></ul></ul><ul><ul><ul><li>Planning of repairs </li></ul></ul></ul><ul><ul><ul><li>Making certain all of the items are in correct location and on site </li></ul></ul></ul><ul><ul><ul><li>Utilizing assemblies rather than individual parts </li></ul></ul></ul>Mechanical Asset Management
    9. 9. <ul><ul><li>Poor or incorrect equipment repairs – how to improve? </li></ul></ul><ul><ul><ul><li>Achieve consistency in repairs. </li></ul></ul></ul><ul><ul><ul><li>Prepare a standard repair procedure. </li></ul></ul></ul><ul><ul><ul><li>Obtain repair documentation. </li></ul></ul></ul><ul><ul><ul><li>Identify problems – determine root cause, and address this root cause. </li></ul></ul></ul><ul><ul><ul><li>Update drawings to match equipment. </li></ul></ul></ul><ul><ul><ul><li>Continuous improvement – set goals, measure, audit, improve. </li></ul></ul></ul>Mechanical Asset Management
    10. 10. <ul><ul><li>Incorrect or insufficient spare parts – similar to equipment repairs </li></ul></ul><ul><ul><ul><li>Achieve consistency </li></ul></ul></ul><ul><ul><ul><li>Prepare a standard manufacturing procedure </li></ul></ul></ul><ul><ul><ul><li>Obtain manufacturing documentation </li></ul></ul></ul><ul><ul><ul><li>Update drawings to match equipment </li></ul></ul></ul><ul><ul><ul><li>Continuous improvement </li></ul></ul></ul>Mechanical Asset Management
    11. 11. <ul><ul><li>Poor startups. </li></ul></ul><ul><ul><ul><li>Not as simple to improve as it sounds! </li></ul></ul></ul><ul><ul><ul><li>What are characteristics of a successful startup? </li></ul></ul></ul><ul><ul><ul><ul><li>Clear and understood goals. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Proper planning at the start – scheduling, commissioning planning, installation planning. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Team effort! Get everyone involved, and achieve buy in. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Equipment testing and commissioning in the shop. </li></ul></ul></ul></ul>Mechanical Asset Management
    12. 12. Mechanical Asset Management <ul><li>Discussion on equipment, in particular from the standpoint of: </li></ul><ul><ul><li>Repairs </li></ul></ul><ul><ul><li>Spare parts </li></ul></ul><ul><ul><li>Capital projects </li></ul></ul>
    13. 13. Mechanical Asset Management <ul><li>By focusing on the equipment, this allows the maintenance supervisor to concentrate on: </li></ul><ul><ul><ul><li>Preventative maintenance. </li></ul></ul></ul><ul><ul><ul><li>Executing downturns effectively. </li></ul></ul></ul><ul><ul><ul><li>Managing people. </li></ul></ul></ul><ul><li>With the overall objective of becoming proactive, rather than reactive. </li></ul>
    14. 14. REPAIRS
    15. 15. Mechanical Asset Management <ul><li>Equipment repairs – ways to improve: </li></ul><ul><ul><li>Start with Consistency – How? </li></ul></ul><ul><ul><ul><li>Standard repair specification </li></ul></ul></ul><ul><ul><ul><li>Repair documentation </li></ul></ul></ul><ul><ul><ul><li>Identify problems </li></ul></ul></ul><ul><ul><ul><li>Update drawings to match equipment </li></ul></ul></ul><ul><ul><li>Continuous improvement </li></ul></ul><ul><ul><ul><li>Set goals </li></ul></ul></ul><ul><ul><ul><li>Measure progress </li></ul></ul></ul><ul><ul><ul><li>Refine as required </li></ul></ul></ul>
    16. 16. Mechanical Asset Management <ul><li>Consistency is required in all repairs – without consistency, it will be extremely difficult to determine the source of the problem, and equally difficult to eliminate the problem. </li></ul>
    17. 17. Mechanical Asset Management <ul><li>What is consistency? It has several components for equipment: </li></ul><ul><ul><li>Standard repair specification </li></ul></ul><ul><ul><li>Selection, evaluation, and audits of vendors </li></ul></ul><ul><ul><li>Obtaining repair documentation </li></ul></ul><ul><ul><li>Updating drawings </li></ul></ul>
    18. 18. Mechanical Asset Management <ul><li>Standard repair specification </li></ul><ul><ul><li>This includes: </li></ul></ul><ul><ul><ul><li>Teardown and inspect </li></ul></ul></ul><ul><ul><ul><li>Refurbishment requirements </li></ul></ul></ul><ul><ul><ul><li>Assembly and final testing </li></ul></ul></ul><ul><ul><ul><li>Documentation and drawings </li></ul></ul></ul><ul><ul><ul><li>Shipment </li></ul></ul></ul><ul><ul><li>Examples – gearbox and cylinder </li></ul></ul>
    19. 19. Mechanical Asset Management 020-100F66 020-300F3 Inspection summary 020-101 020-102 020-103 020-301 020-302 020-303 Test specs. 020-100 020-300 Repair Spec. Cylinder Gearbox
    20. 20. Mechanical Asset Management <ul><li>Repair specs are prepared for particular items of equipment where warranted, for example on reels, coil cars, and hot mill mandrels. </li></ul><ul><li>Even with repair specs, each shop does things a bit differently. To optimize the performance, a single shop is utilized for similar equipment. </li></ul>
    21. 21. Mechanical Asset Management <ul><li>How are vendors chosen? </li></ul><ul><ul><li>Selection, evaluation and audits of network vendors. </li></ul></ul><ul><ul><li>The procedure is designed to select the best vendors based upon quality and performance. Some areas evaluated in the first visit are: </li></ul></ul><ul><ul><ul><li>Quality processes. </li></ul></ul></ul><ul><ul><ul><li>Calibration of inspection equipment. </li></ul></ul></ul><ul><ul><ul><li>Maintenance of equipment. </li></ul></ul></ul><ul><ul><ul><li>Traceability of material. </li></ul></ul></ul><ul><ul><ul><li>Material handling equipment. </li></ul></ul></ul><ul><ul><ul><li>Engineering capabilities. </li></ul></ul></ul>
    22. 22. Mechanical Asset Management <ul><ul><li>Once the vendor is on the vendor list, and performing work, he is then audited on a regular basis. </li></ul></ul><ul><ul><li>The audit is reviewed, and corrective actions are prepared as appropriate for any problems discovered. </li></ul></ul>
    23. 23. Mechanical Asset Management <ul><li>Repair documentation. </li></ul><ul><ul><li>For every work order, the vendor is responsible for preparing the following: </li></ul></ul><ul><ul><ul><li>As-received photos. </li></ul></ul></ul><ul><ul><ul><li>Teardown and inspection report ( sample ). </li></ul></ul></ul><ul><ul><ul><li>Final inspection. </li></ul></ul></ul><ul><ul><ul><li>Final photos. </li></ul></ul></ul><ul><ul><ul><li>Final documentation package ( sample 1 , sample 2 ). </li></ul></ul></ul><ul><ul><li>This documentation package is then sent to the maintenance supervisors, in electronic form, for all work orders. </li></ul></ul>
    24. 24. Mechanical Asset Management <ul><li>Drawings. </li></ul><ul><ul><li>Standards for drawing preparation were prepared in 2002. All drawings, regardless of who creates the drawing, are to meet these standards. </li></ul></ul><ul><ul><li>If drawings do not exist, they are created. If they do exist, they are evaluated for accuracy, and updated as required. </li></ul></ul><ul><ul><li>Improvements are all documented on the drawings, and sent for review by the maintenance supervisor. </li></ul></ul>
    25. 25. Mechanical Asset Management <ul><li>These provide the consistency in the repair procedure, and the information necessary to improve the equipment design, and increase the mean time between failure. </li></ul><ul><li>If this is done consistently, on all of your equipment, you will increase the reliability of your process. </li></ul>
    26. 26. EXAMPLES
    27. 27. Grapple Cylinders <ul><li>Problem: </li></ul><ul><li>A lot of grapple cylinders were being rebuilt. </li></ul><ul><li>Several different cylinder designs found for the grapple cylinders </li></ul><ul><li>The test pressures are lower than the operating pressures </li></ul>
    28. 28. Grapple Cylinders <ul><li>Action: </li></ul><ul><li>The different cylinder designs were evaluated </li></ul><ul><li>Reviewed the test pressures </li></ul><ul><li>The designs were standardized </li></ul><ul><li>Friction welding was used to attach the rod eyes </li></ul><ul><li>A dead weight test is added with higher test pressures </li></ul><ul><li>The complete grapple </li></ul><ul><li>assemblies are now being </li></ul><ul><li>sent off site periodically </li></ul><ul><li>for complete overhaul </li></ul>
    29. 29. Grapple Cylinders <ul><li>Results: </li></ul><ul><li>The number of cylinder failures has dropped drastically – the first round saw many of the cylinders replaced. Now, the cylinders are being run through two campaigns of rebuilds for the grapples before being rebuilt. </li></ul><ul><li>Field replacements are no </li></ul><ul><li>longer needed </li></ul><ul><li>The cylinders now last longer </li></ul><ul><li>than the grapples. </li></ul><ul><li>Grapples are now </li></ul><ul><li>repaired in a similar manner </li></ul>
    30. 30. Transfer Car Gearboxes <ul><li>Problem: </li></ul><ul><li>Two internally similar gearboxes have different warehouse part numbers </li></ul><ul><li>Previous upgrades were performed without documentation or standardization </li></ul><ul><li>OEM gearbox rating is a Service Factor </li></ul><ul><li>of 1.15 at 15 HP </li></ul><ul><li>Long manufacturing lead time needed </li></ul><ul><li>for replacement gearing for repair jobs </li></ul>
    31. 31. Transfer Car Gearboxes <ul><li>Action: </li></ul><ul><li>Review similarities of both gearboxes and engineer approach for one warehouse part number </li></ul><ul><li>Calculate AGMA ratings for existing designs </li></ul><ul><li>Evaluate upgrade scenarios to determine the best approach </li></ul><ul><li>Improve the gearing with upgraded </li></ul><ul><li>materials, heat treatment and geometry </li></ul><ul><li>Create a stocking program for the gearing </li></ul><ul><li>Standardize the new design with </li></ul><ul><li>documented changes, along with </li></ul><ul><li>engineering drawings </li></ul>
    32. 32. Transfer Car Gearboxes <ul><li>Results: </li></ul><ul><li>Gearboxes are identical except for the output shafts </li></ul><ul><li>Crowned gearing compensates for minor misalignment under load </li></ul><ul><li>Both gearboxes have a service factor rating of 2.0 at 15 HP </li></ul><ul><li>Extended service life </li></ul><ul><li>Repairs delivered in approximately </li></ul><ul><li>one third the time due to the </li></ul><ul><li>stocking program </li></ul><ul><li>One warehouse part number eliminated </li></ul><ul><li>by adapting one gearbox to fit four </li></ul><ul><li>different transfer cars </li></ul>
    33. 33. Coil Cars <ul><li>Originally: </li></ul><ul><li>Five coil cars purchased – three in service, two spares </li></ul><ul><li>Cars required overhaul </li></ul>
    34. 34. Coil Cars <ul><li>Action: </li></ul><ul><li>Teardown and inspect </li></ul><ul><li>found several problems </li></ul><ul><li>with wear </li></ul><ul><li>Recommendations made </li></ul><ul><li>During final testing, further problems discovered </li></ul>
    35. 35. Coil Cars <ul><li>Results: </li></ul><ul><li>Rebuilt cars returned to service tested </li></ul><ul><li>Repair consistency provide means to improve designs </li></ul><ul><li>A sixth (and planned 3 additional), based upon upgraded designs, documented from the repair history, not from original design </li></ul>
    36. 36. Mechanical Asset Management <ul><li>Continuous improvement </li></ul><ul><ul><li>Seven goals: </li></ul></ul><ul><ul><ul><li>Delivery – 85% on time delivery </li></ul></ul></ul><ul><ul><ul><li>Defect free product – 95% </li></ul></ul></ul><ul><ul><ul><li>Documentation – reports and drawings submitted within 60 days of delivery </li></ul></ul></ul><ul><ul><ul><li>Cost – trending down </li></ul></ul></ul><ul><ul><ul><li>Equipment failure rate </li></ul></ul></ul><ul><ul><ul><li>Reliability </li></ul></ul></ul><ul><ul><ul><li>Personnel performance </li></ul></ul></ul>
    37. 37. Mechanical Asset Management <ul><li>The measurements are performed once/quarter, and reported to all of the supervisors and managers. </li></ul><ul><ul><li>4 th quarter 2004 . </li></ul></ul><ul><ul><li>1 st quarter 2005 . </li></ul></ul><ul><li>Refine as required – some of the current measurements are difficult. </li></ul><ul><li>This information provides the means necessary to improve equipment repairs. </li></ul>
    38. 38. SPARE PARTS
    39. 39. Mechanical Asset Management <ul><li>Consistency for spare parts is similar to that for repairs </li></ul><ul><ul><li>Prepare a standard manufacturing specification </li></ul></ul><ul><ul><li>Selection, evaluation and audits of vendors </li></ul></ul><ul><ul><li>Obtain manufacturing documentation </li></ul></ul><ul><ul><li>Update drawings to match equipment </li></ul></ul><ul><ul><li>Continuous improvement </li></ul></ul>
    40. 40. Mechanical Asset Management <ul><li>Standard manufacturing specification includes: </li></ul><ul><ul><li>Manufacturing and inspection </li></ul></ul><ul><ul><li>Assembly and final testing </li></ul></ul><ul><ul><li>Packaging and shipping </li></ul></ul><ul><ul><li>Documentation </li></ul></ul><ul><ul><li>Drawings </li></ul></ul>
    41. 41. Mechanical Asset Management <ul><li>Selection, evaluation and audits of network vendors. </li></ul><ul><ul><li>This is the same process as that conducted for repairs. </li></ul></ul><ul><ul><li>Utilize the same vendor to make the spares as that which does the repairs, for the same equipment. </li></ul></ul>
    42. 42. Mechanical Asset Management <ul><li>Manufacturing documentation. </li></ul><ul><ul><li>For every work order, the vendor is responsible for preparing the following: </li></ul></ul><ul><ul><ul><li>Final inspection, including dimensional check sheet. </li></ul></ul></ul><ul><ul><ul><li>Final photos. </li></ul></ul></ul><ul><ul><ul><li>Material certifications. </li></ul></ul></ul><ul><ul><ul><li>Final documentation package ( example 1 , example 2 ). </li></ul></ul></ul><ul><ul><li>This documentation package is then sent to the maintenance supervisors, in electronic form, for all work orders, the same as for repairs. </li></ul></ul>
    43. 43. Mechanical Asset Management <ul><li>Drawings. </li></ul><ul><ul><li>The process for drawings for spare parts is identical to that for repairs. </li></ul></ul>
    44. 44. Mechanical Asset Management <ul><li>Continuous improvement. </li></ul><ul><ul><li>The goals and measurements are the same as for repairs. </li></ul></ul><ul><ul><li>By consistently following this practice, cost reductions can take place. </li></ul></ul><ul><ul><li>Examples: </li></ul></ul><ul><ul><ul><li>Pickle Line Spray Headers </li></ul></ul></ul><ul><ul><ul><li>Lateral Guides </li></ul></ul></ul>
    45. 45. Pickle Line Spray Headers <ul><li>Problem: </li></ul><ul><li>The spray header design required additional work on the line by maintenance personnel to install it in the tanks </li></ul><ul><li>Long installation time caused by the requirement of additional parts </li></ul><ul><li>Delivery time for new headers was approximately 1 month. </li></ul><ul><li>The new headers were being purchased in small quantities at a higher price </li></ul>Spray Nozzle
    46. 46. Pickle Line Spray Headers <ul><li>Action: </li></ul><ul><li>Reviewed drawings/design to determine additional parts </li></ul><ul><li>Analyzed the spray nozzles and the possibility of a stocking program </li></ul><ul><li>The header’s additional parts were identified to make a complete assembly, including end fittings and valves </li></ul><ul><li>Drawings were updated to reflect the </li></ul><ul><li>complete assembly, including </li></ul><ul><li>warehouse part numbers </li></ul><ul><li>The nozzles were added to the </li></ul><ul><li>assembly </li></ul><ul><li>Based on previous orders, additional </li></ul><ul><li>headers were manufactured and </li></ul><ul><li>stored at CHL in anticipation of the </li></ul><ul><li>next order </li></ul>
    47. 47. Pickle Line Spray Headers <ul><li>Results: </li></ul><ul><li>The drawings now reflect the current arrangement </li></ul><ul><li>The spray headers are furnished as an assembly, reducing installation time </li></ul><ul><li>The unit price is reduced due to manufacturing additional units for future orders </li></ul><ul><li>The delivery of headers in storage is approximately one week, rather than the previous one month </li></ul>
    48. 48. Lateral Guides <ul><li>Problem: </li></ul><ul><li>Lateral guides are used in several locations </li></ul><ul><li>Guides require significant machining time </li></ul><ul><li>Quantities of the guides used is significant </li></ul><ul><li>Original OEM drawings indicated foreign material </li></ul>
    49. 49. Lateral Guides <ul><li>Action: </li></ul><ul><li>Researched and identified and ASTM bronze material to replace the German designation </li></ul><ul><li>Reviewed drawings and incorporated all changes along with part number identification </li></ul><ul><li>Determined yearly usage of guides </li></ul><ul><li>Removed unnecessary machining </li></ul><ul><li>Applied imperial dimensions, including tolerances, on the drawings, making for easier manufacturing </li></ul>
    50. 50. Lateral Guides <ul><li>Results: </li></ul><ul><li>Machining time and costs lowered, and cut in half on the most routinely used guides </li></ul><ul><li>Bulk quantities manufactured and stocked at CHL, allowing for less repeat set-up time on CNC machines, further reducing costs </li></ul><ul><li>Stocking parts at CHL allows for faster deliveries – stocked parts delivered within one week vs. 4-5 weeks previously </li></ul><ul><li>Changes resulted in $44,000 less spent in 2004 on lateral guides as compared to 2003 </li></ul>
    51. 51. Mechanical Asset Management <ul><li>Capital projects. </li></ul><ul><ul><li>We have discussed equipment repairs, and spare parts. It is a natural progression to implement the same practices on newly supplied equipment. </li></ul></ul><ul><ul><li>What can we apply to capital projects? </li></ul></ul>
    52. 52. Mechanical Asset Management <ul><li>Goals for capital projects </li></ul><ul><ul><li>Minimum amount of downtime </li></ul></ul><ul><ul><li>Designs discussed / reviewed with operating and maintenance personnel </li></ul></ul><ul><ul><li>Drawings match as installed equipment </li></ul></ul><ul><ul><li>Documentation on all equipment, including maintenance manuals </li></ul></ul><ul><ul><li>Use qualified vendors – same as for equipment repairs and parts </li></ul></ul><ul><ul><li>Goal is long term reliability of equipment! </li></ul></ul>
    53. 53. Mechanical Asset Management <ul><li>What should you expect on a capital project under this scenario? </li></ul><ul><ul><li>Supply of equipment and spare parts </li></ul></ul><ul><ul><li>Scheduling and document distribution </li></ul></ul><ul><ul><li>Overall project management - long term view </li></ul></ul><ul><ul><li>Review of engineering drawings with maintenance and operators </li></ul></ul><ul><ul><li>Supply detailed drawings </li></ul></ul><ul><ul><li>Expediting </li></ul></ul><ul><ul><li>Final shop inspections and full testing </li></ul></ul><ul><ul><li>Installation planning for minimal disruption to operations </li></ul></ul>
    54. 54. Mechanical Asset Management <ul><li>Coordination with installation contractor </li></ul><ul><li>Commissioning planning </li></ul><ul><li>Startup planning </li></ul><ul><li>Site training </li></ul><ul><li>Final commissioning </li></ul><ul><li>“ As installed” drawing corrections, including field changes </li></ul><ul><li>Complete manuals with Nucor Review and approval </li></ul>
    55. 55. Mechanical Asset Management <ul><li>Capital project results </li></ul><ul><ul><li>Fewer on-site installation problems </li></ul></ul><ul><ul><li>Faster startups </li></ul></ul><ul><ul><li>Maintenance supervisor time free – to concentrate on other maintenance and productivity of mill </li></ul></ul><ul><ul><li>Nucor money used effectively within Vendor network to help lower costs on rebuilds in other areas </li></ul></ul>
    56. 56. Mechanical Asset Management <ul><li>New caster straightener </li></ul><ul><ul><li>Discussions with operating and maintenance personnel identified the need for faster roll change times. </li></ul></ul><ul><ul><li>Designs were prepared, and reviewed with all personnel affected. </li></ul></ul>