NSGI Equipment Reliability Short Overview


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Short overview of Equipment Reliability

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NSGI Equipment Reliability Short Overview

  1. 1. Equipment Reliability & Asset ManagementA Short Overview<br />William H. Closser, Jr.<br />President, NSGI<br />Wclosser@thensgi.com<br />
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  3. 3. Equipment Reliability Process<br />Equipment Reliability Process represents the integration and coordination of a broad range of equipment reliability activities into one process for plant personnel to evaluate important station equipment, develop and implement long-term equipment health plans, monitor equipment performance and condition, and make continuing adjustments to preventive maintenance tasks and frequencies based on equipment operating experience.<br />
  4. 4. Equipment Reliability<br />The ER process includes activities normally associated with such programs as:<br />Reliability Centered Maintenance (RCM), <br />Preventive Maintenance (periodic, predictive, and planned),<br />Surveillance and Testing, <br />Life-Cycle Management (LCM),<br />Planning, and <br />Equipment Performance and Condition Monitoring.<br />
  5. 5. Equipment Reliability Process Objectives<br />The process is efficient, incorporates human factor considerations, and ensures effective performance during all phases of plant operations.<br />A uniform process is used among all plants in an organization.<br />Applicable in-house and industry lessons learned are incorporated into the process to improve adequacy and efficiency.<br />Changes to the process are timely, responsive to user feedback, and implemented at all affected plants.<br />
  6. 6. Equipment Performance Objectives<br />Equipment performs reliably through the operating cycle, and standby safety equipment operates properly on demand. Equipment is capable of satisfactory performance under all design conditions.<br />Critical equipment is identified based on importance to safety function, and production capability.<br />Equipment and system performance criteria are established, performance is monitored, adverse trends are identified, and corrective actions are implemented and verified for effectiveness.<br />Failures and failure causes of concern are identified for critical equipment, and measures are established to prevent them.<br />
  7. 7. Equipment Performance Objectives<br />The need for in-depth analysis of equipment failure is commensurate with the equipment’s importance to plant safety and reliability and the likelihood of recurrence.<br />Predictive maintenance technologies are implemented to detect equipment degradation well in advance of potential failure and to optimize equipment performance.<br />Equipment aging is managed using preventive maintenance techniques and life-cycle management, including mitigation of environmental stressors (such as temperature, moisture) or operating stressors (such as duty cycles and vibration).<br />Documented technical bases exist for preventive maintenance activities and aging management programs.<br />
  8. 8. Equipment Performance Objectives<br />Equipment performance data and associated trend information are uniformly collected and are readily accessible to support the prompt identification of problems and root causes.<br />Equipment unavailability associated with preventive maintenance activities is balanced by the resulting improved equipment reliability and availability from prevented failures.<br />Minimal in-service failures of critical equipment occur between scheduled maintenance intervals.<br />
  9. 9. R = P x (B +K)<br />R: Results (KPI’s, CAP Trends, System Health, etc.)<br />P: Processes (ER)<br />B: Behaviors (Intolerance, Craft Ownership, etc.)<br />K: Knowledge (Personnel Skills & Training)<br />Formula for Excellent ER<br />
  10. 10. Equipment Reliability Performance 9 Critical Success Factors<br />Intolerance of Unanticipated Equipment Failures<br />Resolution of Long-Standing or Repetitive Equipment Problems<br />Elimination of Design Vulnerabilities<br />Focus on Critical Systems<br />Proactive Engineering: Focusing on the Long Term<br />Craft Ownership and Maintenance Supervision<br />Preventive and Predictive Maintenance<br />Successful Work Management<br />Use of Operating Experience and Benchmarking<br />
  11. 11. Example Equipment Reliability Performance Indicators<br />forced loss reduction (FLR)<br />cross-system component failure/degradation trends from problem reporting data (valves, heat exchangers, breakers, pumps, motors)<br />number of overdue preventive maintenance tasks<br />number and frequency of significant PM deferrals past the grace period<br />number of systems with long-term maintenance plans<br />number of non-outage (turn around) temporary modifications open more than three months, and number of outage-related temporary modifications open more than 12 months<br />number of systems in accelerated testing<br />
  12. 12. Example Equipment Reliability Performance Indicators<br />operator workarounds that affect ability to operate equipment<br />percentage of PM feedback sheets received, number of PM change requests, and backlog of PM changes waiting for review or implementation<br />number of effectiveness reviews of equipment-related root causes and corrective actions (include repeat failures and consistency of engineering effort and quality)<br />lost production capability caused by failures of components PM issues<br />ratio of corrective maintenance tasks to preventive plus predictive (trend only)<br />
  13. 13. Example Equipment Reliability Performance Indicators<br />ratio of predictive tasks to preventive tasks (man-hours)<br />repetitive equipment failures (more than one failure/cycle)<br />frequency of circuit card/power supply failure per 7,000 operating hours or per year<br />backlog or trend of corrective maintenance work orders that identify components whose function is failed or substantially degraded<br />
  14. 14. ER/Asset Management Best Practices<br />
  15. 15. Spare parts program<br />Training<br />Skills Development & Knowledge Capture<br />CBM/<br />PdM<br />ID spare parts<br />CD<br />PM<br />Scoping & Maint. Basis<br />Work Control<br /><ul><li>Prioritize
  16. 16. Plan
  17. 17. Schedule</li></ul>Work Execution<br />Work Closeout<br />Proactive<br />CMU<br />R-T-F<br />Procedure Mod<br />CAP<br /> -ACA<br /> -RCA<br />Continuous Improvement<br />Design Mod<br />Long Term Planning<br />Simplified Asset Management Process<br />
  18. 18. Change Management Plan Outline<br />Mission<br />Vision<br />Stakeholders<br />Current & Target Performance Levels<br />Threats & Barriers Analysis<br />Includes / Excludes Analysis<br />Stakeholder Analysis <br />Governing Documents<br />Communication Plan<br />Training Requirements<br />Action Plan Detail<br />Budget<br />Performance Indicators<br />
  19. 19. Tools of Change<br />Workshops<br />Assessments<br />Equipment Reliability<br />Predictive Maintenance/Condition Based Maintenance – Program & Technologies<br />Asset Management<br />Maintenance<br />Others……<br />
  20. 20. Tools of Change<br />Library of Guiding Documents:<br />Coaching<br />Who<br />Management<br />Technician<br />Craft<br />
  21. 21. Tools of Change<br />Coaching What<br />Maintenance Basis Development<br />PdM/CBM Process<br />Work Management<br />Corrective Actions Program<br />Life Cycle Management/Equipment Aging<br />Materials & Supply Chain Management<br />Quality Assurance<br />Others ……….<br />Industry User Groups<br />
  22. 22. 3 Phase Organizational Change Process<br />