Results from Optimized Asset Reliability

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Great information which shows the correlation between Asset Reliability and many factors which effect an organization such as safety, cost, etc.

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Results from Optimized Asset Reliability

  1. 1. Results from Optimized ReliabilityPresented by: Ricky Smith, CMRPFebruary 2013 Copyright 2013 GPAllied©
  2. 2. “A Proactive Reliability Process is a supply chain. If a stepin the process is skipped, or performed at a substandardlevel, the process creates defects known as failures. Theoutput of a healthy reliability process is optimal assetreliability at optimal cost.”― Ron Thomas, former Reliability Director, Dofasco Steel, Hamilton, ON Copyright 2013 GPAllied©
  3. 3. Maintenance • To Maintain • Preserve, and Protect from Degradation • Maintain Asset Reliability Copyright 2013 GPAllied©
  4. 4. Reliability Meeting the functional requirements of the end user Copyright 2013 GPAllied©
  5. 5. Reactive Maintenance Attributes • Ineffective or No Planning and Scheduling • PM Compliance has a wide variance • Performing PM on Equipment that continues to breakdown • Overnight deliveries sit for weeks, months • Everyone works as hard as they can with little if any movement seen toward proactive • Storeroom is Chaos (people standing in line at 7:00am waiting on parts) • Contractor replacing equipment with no one validating if the defect was eliminated or work was completed accurately Copyright 2013 GPAllied©
  6. 6. Variation is Your Enemy - Causes • No Repeatable/Effective Procedures • Lack of Discipline in maintenance execution • The wrong maintenance approach to reliability • Production not operating the equipment to standard • PM Compliance is Too Wide • Doing Too Much PM • No standards or specifications Copyright 2013 GPAllied©
  7. 7. Dr. Deming:“Your system is perfectly designed to give you the results you are getting.” Electric Motors – Plant Wide (Mean Time Between Failures) 80 75 70 65 60 55 50 45 Hours 40 35 30 25 20 15 10 5 0 7 Copyright 2013 GPAllied©
  8. 8. World Class Standards – Where are you?• PM Execution – 15%• PM Results – 15%• PdM Execution – 15%• PdM Results – 35%• Total Work “Planned” – 90%• Reactive Work – Less than 2%• Stock-outs – less than 2%• Scheduled compliance by day/week – 85 to 90%• Failure Elimination is a key focus of all (FRACAS)• Work orders are closed out with ALL Codes ID Copyright 2013 GPAllied©
  9. 9. Alcoa Mt Holly vs. World Class Standards Copyright 2013 GPAllied©
  10. 10. Cost Comparison of Maintenance Programs ($ per Horsepower) Maintenance Cost Run to Preventive Predictive Precision Failure Source: EPRI Power Generation Study Copyright 2013 GPAllied©
  11. 11. Safety and Reliability Injury Rate (% of Base) 135 120 OEE (% of Base) 115 115 95 110 75 105 55 100 35 95 15 90 13 17 21 25 28 33 37 41 45 48 53 1 5 9 OEE Month Injury Rate Source: The RM Group, Knoxville, TN Copyright 2013 GPAllied©
  12. 12. Maintenance Costs vs. Vibration Analysis Maintenance Costs ($) %RAV Vibration Analysis (%) Source: 1997 Benchmarking Study in Chemical Processing industry, John Schultz to be featured in Ron Moore’s new book What Tool? When? Selecting the Right Manufacturing Improvement Strategies and Tools Source: John Schultz, RM Group Copyright 2013 GPAllied©
  13. 13. Maintenance Costs vs. Equipment on PM Maintenance Costs ($) %RAV Equipment on PM (%) Source: 1997 Benchmarking Study in Chemical Processing industry, John Schultz to be featured in Ron Moore’s new book What Tool? When? Selecting the Right Manufacturing Improvement Strategies and Tools Source: John Schultz, RM Group Copyright 2013 GPAllied©
  14. 14. Why does it all matter? Copyright 2013 GPAllied©
  15. 15. Maintenance Cost % of RAV Copyright 2013 GPAllied©
  16. 16. Questions/Comments? Copyright 2013 GPAllied©

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