Maintenance Reliability


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Maintenance Reliability

  1. 1. The Problem with Maintenance Today <br />Managers and craftsmen.. reacting to an immediate need... end up running around planning the job just before its due to start, or the supervisor assigns a craftsman to accomplish it. <br />This evolution almost always results in work delays, incompletejobs, inefficient work plans, job interruptions, and absolutely nohistoryof what transpired in the planning phase to build performance measures.<br />All Work is planned! It is just a matter of .. <br /> Who… (you or the equipment)<br />When… (you or the equipment)<br />and How Well!<br />
  2. 2. Basic Maintenance Philosophies<br />Reactive Maintenance - Run to Failure<br />Preventive Maintenance - Interval or Time Based<br />Predictive Maintenance- Condition Based<br />Proactive Maintenance - Root Cause Based<br />
  3. 3. Potential to Hard Failure Curve<br />Changes in Vibration P-F interval 1-9 months<br />Point where failure starts to occur<br />Wear Debris in oil P-F interval 1-6 months<br />IR Thermography P-F interval 3-12 weeks<br />Audible noise P-F interval 1-4 weeks<br />P1<br />P2<br />P3<br />Heat by touch P-F interval 1-5 days<br />P = Potential Failure<br />P4<br />P5<br />F = Failure<br />F<br />
  4. 4. The P-F Incidents on Scrubber Failure Example: <br />Circulation pump failed. Unknown failure at this point. <br />Supplier scheduled and performed PM on scrubber system-identified problems. Material had a long lead time, ordered all necessary material/supplies to correct problems. Scheduling down time to perform repairs.<br />Circulation tank filling up with sludge & circulation pump seal leaking.<br />Build up of material on Plater is accumulating more than normal.<br />P1<br />P3<br />P2<br />Scrubber ventilation decreased beyond functional levels-Shut Down<br />Discovered the circulating pump quit working. Scrubber and plater continue to run. Ordered new pump-long lead time. <br />P = Potential Failure<br />P4<br />P5<br />F0<br />Increased smell emitting from plater material <br />F = Failure<br />F1<br />
  5. 5. Events and Reason the Scrubber Failed Example: <br />Scheduled and performed PM on scrubber. Identified problems and material.<br />Material had a long lead time, ordered and received all necessary material/supplies to correct problems. Scheduling supplier to perform removal of material.<br />Scrubber ventilation decreased beyond functional levels-We learned that the machine will run to failure but due to the working conditions, the machine had to be shut down and repaired. We must perform repairs between P5 and F0. <br />P1<br />P2<br />P3<br />P4<br />Points where failure starts to occur P1 to P3<br />P5<br />Predictive Tools Used =&gt; Air Flow<br /> Meter<br />F0<br />F1<br />W-1<br />W-2<br />W-4<br />W-5<br />W-6<br />W-?<br />W-3<br />W+1<br />Timeline Towards Failure<br />Future Work Execution<br />
  6. 6. OEE Availability %<br />
  7. 7. Asset Reliability Foundation<br />Key elements for building a good foundation. Each company will need to build the foundation to their needs and requirements.<br />100%<br />Reliability<br />90%<br />OEE<br />MTBF & MTTR<br />80%<br />Restoration /<br />Overhaul<br />Predictive Maintenance<br />70%<br />Autonomous Maintenance<br />Maintenance Planning<br />Maintenance Scheduling<br />60%<br />Maintenance CMMS<br />40%<br />Leadership Buy-IN<br />Maintenance Training<br />Establish Maintenance Team<br />
  8. 8. Asset Reliability Foundation<br />100%<br />Reliability<br />90%<br />OEE<br />MTBF & MTTR<br />80%<br />Restoration /<br />Overhaul<br />Predictive Maintenance<br />70%<br />Autonomous Maintenance<br />Maintenance Planning<br />Maintenance Scheduling<br />60%<br />Maintenance CMMS<br />40%<br />Leadership Buy-IN<br />Maintenance Training<br />Establish Maintenance Team<br />
  9. 9. Requirements for Success<br />Good Planning<br />Complete Parts Lists<br />Good Scheduling<br />High % of Scheduled Work<br />High Schedule Compliance<br />Integrated Processes<br />Purchasing, Stores & Work Management<br />Good Control System<br />Manual or CMMS<br />
  10. 10. How to get it done!<br />Significantly Expand the PdM initiatives<br />Re-institutionalized the use of the CMMS<br />Focused on Planning/Scheduling the Right Work (PM, PdM, Results)<br />Conducted RCM analysis on strategic systems<br />Optimized and integrated their PM & PdMStrategies <br />Integrated Master Scheduling <br />