Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Reliability Centered  Maintenance 2 (RCM2) inWaterW t and Wastewater Utilities        dW t        t Utiliti   George Terry...
Ontario Clean Water Agency           (OCWA)• Self‐sufficient Provincial Crown   Agency• Ontario’s Largest Provider of   Wa...
Ontario Clean Water Agency                  Agenda• Reliability Centered Maintenance 2  Reliability Centered Maintenance 2...
Ontario Clean Water Agency      Reliability Centered      R li bilit C t     d     Maintenance 2 (RCM2)                   ...
Ontario Clean Water AgencyTo understand what RCM is, we must firstunderstand what expectations are beingplaced on the Main...
Ontario Clean Water AgencyMaintenance is a Function,    Not a DepartmentAlmost ¾ s of the condition based checks        ¾’...
Ontario Clean Water AgencyChanging ViCh   i   Views of Maintenance                f M i t                                 ...
Ontario Clean Water Agency          The Innovation ModelIncorporating Innovation in Day-to-Day Operations     p      g    ...
Ontario Clean Water Agency    Steps to Developing a     Sustainability Model      What are the       What are the         ...
Ontario Clean Water Agency   Wh A   Why Asset M           t Management?                      t?    Dispose                ...
Ontario Clean Water Agency               Defining the Structure               D fi i   th St    t• Develop a plan         ...
Ontario Clean Water AgencyData Collection                                     12
Ontario Clean Water Agency          Inspiring a C lt          I   i i     Culture• A tM  Asset Management Policy          ...
Ontario Clean Water Agency         Work ID ConceptCharacteristicsCh    t i ti  Right Work  Right Time            GOAL Mini...
Ontario Clean Water Agency  CharacteristicsRight Work  g• Predictive – Condition Based           • No Scheduled Maintenanc...
Ontario Clean Water Agency                             AnalysisWork Order Distribution by Type                            ...
Ontario Clean Water AgencyWhy?Wh ?• Technically validate the maintenance program• Knowledge capture (staff/aging workforce...
Ontario Clean Water Agency             A Change in        Maintenance PracticesOriginal Maintenance ProgramO g a a te a ce...
Ontario Clean Water Agency            Basis for Changes in the             Maintenance Program • Identified and eliminated...
Ontario Clean Water Agency                    Prioritization• Asset Systems which:   – Are the most expensive to     opera...
Ontario Clean Water Agency      Trial/Test Site:South Peel Water and Wastewater Plants         Mississauga, Ontario   Resu...
Mississauga, Ontario   Ontario Clean Water Agency                                             22
Ontario Clean Water AgencyWastewater Treatment Plant        Headworks                                           23
1 Year Strategy – O&M Resources                                   Days                Staff        Person Days4 day RCM/MT...
Ontario Clean Water AgencyProactive Work Increasing → Culture Change                          → CulturePlanned work is ste...
Ontario Clean Water Agency         New Maintenance CultureBenchmarking – Maintenance Hours Increasing (12%)               ...
Ontario Clean Water AgencySummary of Process Systems Implemented       30% Increase in Proactive Work (878 Hours)         ...
Ontario Clean Water AgencyWater Pumping Station                                       28
Ontario Clean Water Agency                Results• Changes in Maintenance Program•C Comparative R lt h        ti Results w...
Ontario Clean Water Agency         Changes in the      Maintenance Program• Structured Work Identification Process  • Trai...
Ontario Clean Water Agency    Comparative R    C      ti   Results Where                    lt Wh      RCM2 was Implemente...
Ontario Clean Water Agency         Quantified Results• Realization of quantified benefits requires  Realization of quantif...
Thank YouFor more information, contact:Ontario Clean Water Agency 1 Yonge Street 17th Floor          Street, TORONTO ON M5...
Upcoming SlideShare
Loading in …5
×

Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities - George Terry, Ontario Clean Water Agency

3,307 views

Published on

George Terry, Ontario Clean Water Agency - Speaker at the marcus evans Water & Wastewater Management Summit 2012, held in Summerlin, NV, May 3-4, 2012, delivered his presentation entitled Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities

Published in: Business, Technology
  • Follow the link, new dating source: ♥♥♥ http://bit.ly/36cXjBY ♥♥♥
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Dating for everyone is here: ❤❤❤ http://bit.ly/36cXjBY ❤❤❤
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Be the first to like this

Reliability Centered Maintenance II (RCM2) in Water and Wastewater Utilities - George Terry, Ontario Clean Water Agency

  1. 1. Reliability Centered Maintenance 2 (RCM2) inWaterW t and Wastewater Utilities dW t t Utiliti George Terry, Vice President of Operations Ontario Clean Water Agency May 4 2012 4, 1
  2. 2. Ontario Clean Water Agency (OCWA)• Self‐sufficient Provincial Crown  Agency• Ontario’s Largest Provider of  Water and Wastewater Operations  and Maintenance, Management  d and Related Services• 500 F iliti 500+ Facilities• 170+ clients: Municipal, First  Nations, Industry Nations Industry 2
  3. 3. Ontario Clean Water Agency Agenda• Reliability Centered Maintenance 2 Reliability Centered Maintenance 2• The Innovation Model: Incorporating  Innovation in Day‐to‐Day Operations Innovation in Day to Day Operations• Steps to Developing a Sustainability Model • Operational, Maintenance and Communications  Strategy • R li bilit C t d M i t Reliability‐Centered Maintenance 2 (RCM2) 2 (RCM2)• Results and Lessons Learned 3
  4. 4. Ontario Clean Water Agency Reliability Centered R li bilit C t d Maintenance 2 (RCM2) ( )“Reliability Centered Maintenance is systematicand coordinated activities and practices throughwhich an organization optimally and sustainablymanages its assets and asset systems their systems,associated performance, risks and expendituresover their life cycles for the purpose of achievingits organizational strategic plan.” - PAS 55 4
  5. 5. Ontario Clean Water AgencyTo understand what RCM is, we must firstunderstand what expectations are beingplaced on the Maintenance Function.• Are your teams clear on what they are required to do?• Is what s being asked by other stakeholders what’s reasonable and possible?• What does maintenance produce (what is their product)? Expectations…. Expectations 5
  6. 6. Ontario Clean Water AgencyMaintenance is a Function, Not a DepartmentAlmost ¾ s of the condition based checks ¾’scan be performed by operations duringthe normal care of the equipment. Theserequire no tools or specialized training. 6
  7. 7. Ontario Clean Water AgencyChanging ViCh i Views of Maintenance f M i t 3rd Generation • Higher availability, reliability and throughput li bilit d th h t 2nd Generation • Greater cost‐effectiveness • Greater safety Greater safety 1st Generation • Higher availability • Lower costs • Better product quality• Fix it when it  • Longer asset life g • No damage to the  breaks environment • Longer asset life1930 1940 1950 1960 1970 1980 1990 2000 2010 …. 7
  8. 8. Ontario Clean Water Agency The Innovation ModelIncorporating Innovation in Day-to-Day Operations p g y y p “Innovation Innovation The RCM2 philosophy entrenches distinguishes Innovation into your daily between a leader and a maintenance cycle. follower” f ll ” Steve Jobs OCWA supports Innovation as a driver of operational and maintenance excellence 8
  9. 9. Ontario Clean Water Agency Steps to Developing a Sustainability Model What are the  What are the Assets user needs? Innovation Tools What is  What is  Culturepossible? ibl ? viable? i bl ? 9
  10. 10. Ontario Clean Water Agency Wh A Why Asset M t Management? t? Dispose Acquire  • Manage and Optimize New Asset Cost, Risk, & Performance P f Asset Life throughout its life. Cycle • Decision making toolRenew Utilize • Continuous Improvement Maintain 10
  11. 11. Ontario Clean Water Agency Defining the Structure D fi i th St t• Develop a plan p p • Risk Model• Inventory level of detail • Metrics y• HierarchyGrade Condition Statement 1 Excellent/New The unit is an outstanding condition The overall condition of the unit is acceptable Wear and/or aging related deficiencies may acceptable. 2 Good require some repairs in the study period. Compromised / Although functioning, the unit is in a substandard condition. Regular unit 3 Fair repairs and/or part replacements are necessary any time in the study period. The unit performance is below standards. The likelihood of malfunction and/or complete p p failure is high in the initial years of the study period. Unless significant capital is spent on 4 Poor repairs and parts replacement, the complete unit should be replaced before the end of the study period. Further in-depth inspection would be required to refine the actual remaining lifespan. The unit is beyond its life cycle The unit performance and reliability jeopardize the overall cycle. 5 Very Poor system operation. Complete unit replacement is necessary as soon as possible. 11
  12. 12. Ontario Clean Water AgencyData Collection 12
  13. 13. Ontario Clean Water Agency Inspiring a C lt I i i Culture• A tM Asset Management Policy t P li – Supported by all levels of staff & authority –PPurpose and principles of the program d i i l f th• E ti Emotional Attachment l Att h t – Need for data/history –M k Makes my job easier j b i – Demonstrates commitment – Id tif th Identify the correct work to do t kt d 13
  14. 14. Ontario Clean Water Agency Work ID ConceptCharacteristicsCh t i ti Right Work Right Time GOAL Minimal Cost To develop an  effective, robust,  , , defendable  Constraints Equipment  maintenance  Capabilities program Resource  Capability CMMS 14
  15. 15. Ontario Clean Water Agency CharacteristicsRight Work g• Predictive – Condition Based • No Scheduled Maintenance• Preventive – Time Based • Risk Based• Failure Finding – Protective DevicesRight Time• Frequency – Technically Based• Proactive Preferred• CriticalityMinimal CostMinimal Cost• “Worth Doing”• Parts/Skills/Tools 15
  16. 16. Ontario Clean Water Agency AnalysisWork Order Distribution by Type 16
  17. 17. Ontario Clean Water AgencyWhy?Wh ?• Technically validate the maintenance program• Knowledge capture (staff/aging workforce) K l d t ( t ff/ i kf )• Understand the operating context of the equipment• Gives staff ownership and understanding of the equipment  p g q p and the maintenance program• Formalized approach to maintenance 17
  18. 18. Ontario Clean Water Agency A Change in Maintenance PracticesOriginal Maintenance ProgramO g a a te a ce og a RCM2 100% of the work (PM) is On Condition, NSM, Scheduled time based Restoration/Discard, Failure Finding 18
  19. 19. Ontario Clean Water Agency Basis for Changes in the Maintenance Program • Identified and eliminated unnecessary work • Documented basis for this decision On‐Condition Scheduled Restoration/Discard Failure Finding No Scheduled Mtce TOTAL Pre‐Analysis 105 56 3 0 164 Post‐Analysis 97 39 17 44 197Post‐Analysis Task % 49% 20% 9% 22% 19
  20. 20. Ontario Clean Water Agency Prioritization• Asset Systems which: – Are the most expensive to operate/maintain – Are the most challenging for staff – The organization would like to capture existing historical knowledge• Analysis –C t O Cost, Opportunity, Return, Effort t it R t Eff t – Analyzes the business by quantifying priorities (i.e. risk) 20
  21. 21. Ontario Clean Water Agency Trial/Test Site:South Peel Water and Wastewater Plants Mississauga, Ontario Results/Outcomes 21
  22. 22. Mississauga, Ontario Ontario Clean Water Agency 22
  23. 23. Ontario Clean Water AgencyWastewater Treatment Plant Headworks 23
  24. 24. 1 Year Strategy – O&M Resources Days Staff Person Days4 day RCM/MTA Course  4 (each session) 20 per session 80 (x1) RCM2 Analysis #1 Analysis #1 10 5 50 RCM2 Analysis #2 10 5 50 RCM2 Analysis #3 10 5 50 RCM2 Analysis #4 10 5 50 ACD Analysis #1 5 5 25 y ACD Analysis #2 5 5 25 Subject Matter Expert (SME) Review of  7 (each analysis) 1 42 Analyses (x6) Implementation(x6) 8 (each analysis) 3 144Training Staff on Changes  0.5 (each analysis) 140 70 TOTAL 586 24
  25. 25. Ontario Clean Water AgencyProactive Work Increasing → Culture Change → CulturePlanned work is steadily increasing.  12% increase in proactive work orders this year.proactive work orders this year• Analysis identified a number of  re‐design opportunities re design opportunities• Modification to control  p g program for turblex blowers• Modification of access to DO  probes – if operators can access  them, they can clean them them they can clean them• Following analysis, energy  consumption dropped; BOD  p pp ; improved 25
  26. 26. Ontario Clean Water Agency New Maintenance CultureBenchmarking – Maintenance Hours Increasing (12%) MAINTENANCE HOURS LOCATION 2009 2010 Water  24344 26590 Treatment Plants Treatment Plants Wastewater  33140 37842 Treatment Plants TOTAL 59493 66442 26
  27. 27. Ontario Clean Water AgencySummary of Process Systems Implemented 30% Increase in Proactive Work (878 Hours) GEB‐HDWK‐RCM01‐0 TRN‐YKPS‐RCM02‐0 GEB‐AERA‐RCM03‐0 CLK‐PRIM‐RCM06‐0 # of Assets included in the analysis 196 98 180 180# of PMs before Analysis 23 32 15 19# of Proactive (Planned) Hours  559.29 672.25 480.85 487before Analysis# of PM after Analysis y 50 45 28 34# of Proactive (Planned) Hours  1041.98 737.75 648.6 594.87after Analysisafter Analysis 27
  28. 28. Ontario Clean Water AgencyWater Pumping Station 28
  29. 29. Ontario Clean Water Agency Results• Changes in Maintenance Program•C Comparative R lt h ti Results where RCM2 was  RCM2 Implemented• Quantified Results 29
  30. 30. Ontario Clean Water Agency Changes in the Maintenance Program• Structured Work Identification Process • Training on the process • Emphasis on staff • Tacit knowledge capture• Predominantly Inspection Based d i l i d • Formally documented • Shared by all trades Shared by all trades• Increased Accountability • Right work, right time, right cost Right work, right time, right cost 30
  31. 31. Ontario Clean Water Agency Comparative R C ti Results Where lt Wh RCM2 was Implemented p• Headwork’s Improvements @ GE Booth• 2% Reduction in Total Electrical Energy Consumed 2% Reduction in Total Electrical Energy Consumed• Functional Test of Protective Devices• Improved CMMS Utilization• Proactive vs. Reactive Work• Cultural Change• Increased Ownership Increased Ownership 31
  32. 32. Ontario Clean Water Agency Quantified Results• Realization of quantified benefits requires Realization of quantified benefits requires  time: – Eff ti l Effectively compared on a 12 month timescale d 12 th ti l – Considers seasonal fluctuations of  process/equipment demands process/equipment demands 32
  33. 33. Thank YouFor more information, contact:Ontario Clean Water Agency 1 Yonge Street 17th Floor Street, TORONTO ON M5E 1E5 1-800-667-6292 1 800 667 6292 www.ocwa.com 33

×