Improving Cm Programs (Melbourne, 2008)

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Improving Cm Programs (Melbourne, 2008)

  1. 1. Improving Condition Monitoring Programs Chad Moffiet and Jamie Willis Australian SIRF Roundtable Conference, Melbourne 2008
  2. 2. Presentation Outline ► CM programs sometimes do not work as well as they should ► CM programs are complex ► Simple solutions for complex problems ► A practical application: cases study examples CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 2
  3. 3. CM Programs sometimes don’t work as well as they should “The site’s condition monitoring program is not assisting us to avoid unscheduled production stoppages… the condition-based maintenance recommendations we receive are often either inaccurate or are provided with too little warning to be of much use.” Anonymous Maintenance planner CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 3
  4. 4. Where to begin when ‘fixing’ a CM Program? Numerous factors influence the operation of CM programs. •Inspection strategies •Inspection techniques •Inspection equipment •Team leadership •maintenance recommendations •Communication processes •Organisational structure •Prognoses •Inspection schedule •CMMS configuration •Diagnoses •Shutdown •Resource availability management •Condition / integrity reports •Inspection strategies •Compliance reports •Commissioning procedures •Equipment access •Procurement •Production targets •Skills and competencies policies •Lubrication regimes •Cost-benefit analysis / •Metallurgical investigations performance monitoring •Improvement initiatives •Prevailing site culture •Quality control •Spares management •Equipment •Position •Engineering mods design •Resource levels •Reporting descriptions •Engineering design •Repair procedures •Inspection equipment •RAM Modelling •Design review •Database •RCM / FMECA •Plant criticality audits •Root Cause Analysis configuration Machine information and •Document •Performance drawings •Planning cycles management systems measures CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 4
  5. 5. Further complexity is added due to the involvement of people and groups of people ► “ An organisation is a web of interconnections; a change in one area can throw a different part of the organisation off balance. Managing these ripple effects and the unexpected outcomes is the challenge of change..” Harvard Business Review, 1998 CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 5
  6. 6. Organisational problems can be addressed in three types of ways ► Resolve them (appropriate for simple familiar problems)  Just “fix it” approach  Select a hunch that yields a “good enough” outcome ► Solve them (appropriate for individual independent problems)  Select quantitative approaches based on research and rational-logical methods of analysis.  Assumes a single correct answer ► Dissolve them (appropriate for complex interdependent problems)  Seek to understand the bigger picture  Change the nature of the system involved so as to remove the problem  Conceptual models are used to reduce the complexity of the system CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 6
  7. 7. Models are useful in addressing complex problems ► A model is a basic conceptual structure used to solve or address complex issues.  Reducing the complexity of actual real-world problems to a manageable level  Raising awareness and challenging assumptions  Suggesting potential areas of focus  Highlighting important interdependencies ► Models help to transform unknown unknowns into known unknowns CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 7
  8. 8. Models help to transform unknown unknowns into known unknowns “There are known knowns. These are things that we know that we know. There are known unknowns. These are things that we know that we don’t know. But there are also unknown unknowns. These are things that we don’t know that we don’t know.” Donald Rumsfeld, U.S. Secretary of Defence “All models are wrong, but some are useful” George Box, Quality and Statistics Engineer CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 8
  9. 9. What to fix – Useful organisational models McKinsey 7-S Model The MARS model Cultural Web System model CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 9
  10. 10. How to fix it – Useful process improvement models. Lewin’s ice block model Process Improvement Methods (Six Sigma) OD Model Business Process Management Present state Future state Future state Present state (1a) (1a) (1b) (1b) Diagnose current Diagnose current Develop aavision for Develop vision for state state change change (2) (2) (5) (5) Gain commitment Assess and Gain commitment Assess and to the vision reinforce change to the vision reinforce change (4) (4) (3) (3) Implement change Implement change Develop an action Develop an action plan plan CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 10
  11. 11. The systematic approach used by BV Asset Management Consulting can be characterised by three major phases Identify Implement Sustain ► Identify and prioritise ► Establish ► Identify and prioritise opportunities for improvement projects opportunities for improvement and teams improvement • Strategy ► Employ appropriate ► Control improved • Processes process improvement processes tools and techniques. • People ► Quantify improvement ► Determine root- achieved • Technology causes and develop appropriate solutions. ► Coach and mentor ► Establish a required sense of urgency ► Communicate progress and ► Promote the change celebrate initiative and obtain achievements sufficient support CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 11
  12. 12. Services offered by BV Asset Reliability Consulting Improved Performance. Sustained Performance. Identify Implement Sustain ► Project management ► Audit and Review ► Audit and Review • Strategy ► Change management ► Outsourced management • Reliability Engineers • Processes ► Process improvement • CM Practitioners • People • Process mapping • Technology • Criticality analysis ► Coaching and mentoring • Statistical analysis ► Expert advice and technical • Root Cause Analysis assistance (RCA) • ShaftTest • Failure modes and Effects • StressVision Analysis (FMEA) • ARMour • Reliability Centred Maintenance (RCM) • NDT & CM specialists ™ 12
  13. 13. Stage 1 - Identify Identify Implement Sustain ► Perform onsite review  Conduct survey in facilitated workshops  Map as-is processes ► Identify potential problems and opportunities for improvement ► Estimate potential return-on-investment and prioritise improvement opportunities CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 13
  14. 14. Stage 2 - Implement Identify Implement Sustain ► Define improvement projects and establish improvement teams ► Determine relevant output measures and collect baseline measurements ► Analyse specific issues & identify problem root-causes  As-Is Process mapping, Criticality analysis, Pareto analysis, Ishikawa diagrams, cause- and-effect diagrams ► Determine appropriate solutions  To-Be Process mapping, FMEA, RCM, selection criteria ► Develop implementation and management plans  Procedures and policies, position descriptions, training, system configuration, cultural artefacts ► Communicate progress and celebrate achievements CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 14
  15. 15. Stage 3 - Sustain Identify Implement Sustain ► Continually monitor the performance of the improved processes. ► Ensure corrective actions are performed as required ► Set-up a program to coach and mentor on-site personnel ► Provide expert advice and additional resources as required ► Prepare an audit plan and conduct regular audits CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 15
  16. 16. Stage 1 - Identify Identify Implement Sustain ► CM program survey tools ► As-Is process mapping CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 16
  17. 17. Identify Implement Sustain CM program survey Some of the industry standards that are referenced when designing the site specific CM survey tool:  PAS 55-1:2003 - Asset management. Specification for the optimised management of physical infrastructure assets  ISO17359 - Condition monitoring programs general guidelines  ISO13379 - Data interpretation and diagnostics techniques  ISO13381-1 - Condition monitoring prognostics  ISO18436-2:2003(E) - Condition monitoring and diagnostics of machines - requirements for training and certification of personnel  AS IEC 60812-2008 - Analysis techniques for system reliability-Procedure for failure mode and effect analysis (FMEA)  AS IEC 60300.3.11-2004 - Dependability management Part:3.11: Application guide - Reliability centred maintenance  NORSOK Z-008 Rev.2, Nov.2001 - Criticality Analysis for maintenance purpose CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 17
  18. 18. Identify Implement Sustain CM program survey The CM Review is a systematic approach to assessing the four main elements that make up the sites CM program. CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 18
  19. 19. As-Is process mapping Identify Implement Sustain Site’s “As -Is” Condition Monitoring Process N Review Origin of issues listed in issue tracking Co-ordinator Determine Urgent / Raise SAP Co-ordinator 2 notifications matrix are indicated in this process map by urgency breakdown ? notification (daily ) corresponding Issues Id Number Y N Approved ? 1 Notification priority , maintenance rec’s Automated rejection notice sent in SAP Y 1 Trades Trades Start Perform job Ed n 8 7 Email , verbal Clarify Planner Planner Expedite spares Plan job Adjust priority Schedule job (missing info ) Email , verbal Load required Y N Receive request machine into Offline analysis Breakdown Spares See Co -ordinaor 2 for ad -hoc Check spares Alert planner enapc & perform (break -in work ) Likely ? available ? inspection inspection N 6 Y CM inspection are Make note & CM Tech CM Tech currently not 4 increase N Create notification 1 prioritised . No CM 9 monitoring watchlist in place frequency Y Review list of Load required Urgent rec’s ? 3 routes stored in route & perform Download data enapac inspection Arrange to lubricate 5 N Perform job All inspections When new equipment is Y (recommendation ) performed commissioned onsite the CM Tech will ask offsite support Download Review TES Compile report & monthly (V , A 3 Can I do it ? O , Thermo ) L I to include it in the inspection when route report / alert list distribute by email 2 complete (2 schedule stored in database list to 5 day ) s 7 Offsite support Offsite support 6 Review data Email report / alert Analyse data (monthly ) list to site CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 19
  20. 20. Stage 2 - Implement Identify Implement Sustain ► Project definition ► Project team ► Implementation plan ► Improvement actions  Strategy - Strategy development  Processes - To-Be process mapping  People - Role descriptions and training requirements  Technology – Equipment assessment and system configuration CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 20
  21. 21. Project definition Identify Implement Sustain ► Problem “The maintenance recommendations produced by the site’s condition monitoring program are often either inaccurate or are provided with too little warning to be useful in avoiding unscheduled production stoppages.” ► Purpose “To eliminate unscheduled stoppages that could have been avoided through better predictive maintenance practices.” CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 21
  22. 22. Project definition Identify Implement Sustain Objective Customer Customer Critical To Measurement Target Need Quality (CTQ) Eliminated Equipment Minimise the Number of Number of avoidable 0 avoidable Owner impact of unscheduled unscheduled stoppages unscheduled unscheduled stoppages equipment equipment stoppages stoppages Cost of Value of lost production $0 unscheduled equipment stoppages HSE risk / consequences $0 Consequential equipment $0 damage Cost of unnecessary remedial $0 maintenance activities CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 22
  23. 23. Project team Identify Implement Sustain ► Sponsor (Maintenance Manager)  Authorises project  Allocates resources to project  Ensure project objectives and scope align with business goals ► Project Leader (Site Reliability Engineer / CM Supervisor)  Responsible for project execution  Co-ordinates resources ► Facilitator (Bureau Veritas Asset Reliability Consultant)  Assists in the application of process improvement methods  Keeps team focused on the path required to achieve their goal ► Team Members (appropriate resources will be nominated as required)  Subject Matter Experts (SMEs)  Responsible for development of project deliverables CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 23
  24. 24. Implementation plan Identify Implement Sustain Strategies Develop CM inspection Develop tonnage Enter strategies into strategy & load into based maintenance temp spreadsheet SAP plans Processes Develop improved Validate improved Compile CM Train staff in Monitor “to-be” CM process CM process Process Manual improved processes effectiveness People CM org structure & Train staff in use of Training register role descriptions equipment Technology Site CM strategy Data warehouse KPI tracking system FMSA system plant status report Configure SAP (M1 Database Order inspection approval, display modifications equipment WO variants, etc) CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 24
  25. 25. Identify Implement Sustain Strategy development Seven Steps used for determining CM Strategy 1. Develop equipment list 2. Identify failure modes and symptoms 3. Determine potential failure (P-F) intervals 4. Determine inspection intervals 5. Determine feasibility and potential return-on-investment 6. Compile inspection routes 7. Document and Implement CM strategy CM programs CM programs Simple solutions for A practical sometimes don’t work are complex complex problems application 25
  26. 26. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine DS M Determine CM Strategy A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Strategy Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O ► Receive request measurement points , confidence levels SP A ► Compare request against A2.0 documented CM strategy Items requiring additional monitoring M 01 & M 02 W s P P O Plant availability Schedule Inspections ► Determine whether technically feasible and financially beneficial Weekly Schedule ► Specify appropriate CM strategy CM Watch -list A3.0 (failure modes, symptoms, Perform Route techniques, frequencies) RBMWare Inspections Measurements , Plant availability Observations ► Submit change to change Production management Information Plant operating context A4.0 Alarms , Baselines , Measurements , observations , ► Enter maintenance plans into SAP Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 26
  27. 27. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine DS M Schedule Inspections A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Strategy Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O ► Compile Weekly CM schedule from measurement points , confidence levels outstanding PM01 and PM02 WOs SP A A2.0 ► Delegate work to CM Technicians Items requiring additional monitoring M 01 & M 02 W s P P O Plant availability Schedule Inspections ► Modify Weekly CM schedule and communicate changes as need Weekly Schedule arises CM Watch -list A3.0 Route Perform RBMWare Inspections Measurements , Observations Plant availability Production Information A4.0 Alarms , Baselines , Plant operating context Measurements , observations , Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 27
  28. 28. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine DS M Perform Inspections A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Strategy Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O ► Prepare for day’s inspections measurement points , confidence levels SP A ► Perform risk assessments and A2.0 obtain permits Items requiring additional monitoring M 01 & M 02 W s P P O Plant availability Schedule Inspections ► Perform inspections and record data Weekly Schedule ► Communicate any urgent issues CM Watch -list A3.0 found to CM supervisor Route Perform Inspections Measurements , RBMWare ► Download data into appropriate Plant availability Observations repository Production Information ► Dispatch samples to lab A4.0 Alarms , Baselines , Plant operating context Measurements , observations , Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 28
  29. 29. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Perform Analysis Request to monitor machine DS M A1.0 M1 notifications to CM Site CM Strategy (FMSA document ) Determine CM Strategy ► Identify potential fault (review Machines , faliure modes , symptoms , techniques , Maint plans , M 02 W s P O machine inspection data against measurement points , confidence levels alarms, trigger points, baselines, etc) SP A A2.0 ► Diagnose machine fault (diagnosis Items requiring additional monitoring Plant availability Schedule M 01 & M 02 W s P P O process described in ISO13379 – Inspections Guidelines on data interpretation and diagnostic techniques) Weekly Schedule CM Watch -list ► Prognose machine fault (prognosis A3.0 Route process described in ISO13381 – Perform Inspections RBMWare Prognostics) Measurements , Observations Plant availability ► Diagnosis and prognosis confidence Production Information estimations to be calculated. A4.0 Alarms , Baselines , Plant operating context Measurements , observations , ► If confidence low, seek expert advice Perform Analysis M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info ► Add equipment to CM Watch-list where correlation techniques , confidence levels Machine data repository required A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 29
  30. 30. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine Report Results DS M A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Machines , faliure modes , Strategy ► Develop condition based Maint plans , M 02 W s P O symptoms , techniques , measurement points , maintenance recommendations confidence levels SP A ► Raise M1 work request A2.0 Items requiring additional monitoring notification Schedule M 01 & M 02 W s P P O Plant availability Inspections ► Close corresponding CM inspection work order Weekly Schedule CM Watch -list ► CM Engineer to review CM A3.0 Route maintenance recommendations Perform Inspections Measurements , RBMWare and release notifications to area Plant availability Observations planners Production Information ► CM supervisor to follow up Plant operating context A4.0 Alarms , Baselines , Measurements , observations , progress of maintenance Perform Analysis recommendations at meetings and through CM Plant Status M1 notifications to maintenance Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data Report repository A5.0 Diagnoses , prognoses , recommendations M1 notifications to maintenance Report Results RBMView Diagnoses , prognoses , recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 30
  31. 31. CM Process Overview To-Be Processes Identify Implement Sustain Customer Likely stored in Request to monitor machine Review and Improve DS M A1.0 M1 notifications to CM Site CM Strategy Determine CM (FMSA document ) Machines , faliure modes , Strategy ► Regularly review completed PM02 Maint plans , M 02 W s P O symptoms , techniques , measurement points , work orders and PM03 breakdown confidence levels SP A work orders. A2.0 ► Determine improvement Items requiring additional monitoring Plant availability Schedule Inspections M 01 & M 02 W s P P O opportunities and calculate CM KPIs: Weekly Schedule  CM value added CM Watch -list A3.0 Route  CM not’n lead time Perform RBMWare Inspections Measurements , Plant availability Observations  CM not’n accuracy Production Information  No of undetected failures, A4.0 Alarms , Baselines , Plant operating context Measurements , observations ,  RCA’s completed Perform Analysis Improvement actions M1 notifications to maintenance  Failure modes , symptoms , measurement & Machine info correlation techniques , confidence levels Machine data implemented repository A5.0 ► Perform investigations Diagnoses , prognoses , recommendations Report Results M1 notifications to maintenance ► Implement improvements and track RBMView Diagnoses , prognoses , progress recommendations Email , phone call Customer A6.0 CM programs CM programssatisfaction /feedback Simple solutions for Customer A practical Review and sometimes don’t work are complex Improve WO history complex problems application 31
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