Best Practices in Maintenance and Reliability

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Maintenance and Reliability Best Practices are known practices which are applied by the best companies in the world.

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Best Practices in Maintenance and Reliability

  1. 1. Copyright 2010 GPAllied© Presented by: Ricky Smith, CMRP May 19, 2010 Best Practices in Maintenance and Reliability
  2. 2. Copyright 2010 GPAllied© Route Wav eform 25-Jun-03 09:05:36 RMS = .4763 PK(+/-) = 1.85/1.60 CRESTF= 3.88 0 40 80 120 160 200 240 280 320 -10 -5 0 5 10 Time in mSecs AccelerationinG-s CF ALARM CF ALARM PK ALARM PK ALARM SHM - 150 Hp Vertical Turbine Pump 150 Hp VT-M1V Motor #1 Bearing - Vert Route Spectrum 25-Jun-03 09:05:36 OVERALL= .3255 V-DG RMS = .4796 LOAD = 100.0 RPM = 1800. (30.00 Hz) 0 1000 2000 3000 4000 5000 0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 Frequency in Hz RMSAccelerationinG-s 75.3°F 118.9°F 80 90 100 110 119.1°F 74.5°F 156.9°F 80 100 120 140 153.1°F Vibration Analysis and Infrared Thermography It isn’t what you know that will kill you, It is what you don’t know that will
  3. 3. Copyright 2010 GPAllied© “A Proactive Reliability Process is a supply chain. If a step in the process is skipped or performed at a substandard level, the process creates defects known as failures. The output of a healthy reliability process is optimal asset reliability at optimal cost.” Source: Ron Thomas, Reliability Director, Dofasco Steel
  4. 4. Copyright 2010 GPAllied© Nowlan and Heap Study stated… “…Without a precise definition of what condition represents a failure, there is no way to assess its consequences or to define the physical evidence for which to inspect. The term failure must, in fact, be given a far more explicit definition than “an inability to function” in order to clarify the basis of Reliability-Centered Maintenance.”
  5. 5. Copyright 2010 GPAllied© Nowlan and Heap Study further stated… “…A failure is an unsatisfactory condition. In other words, a failure is an identifiable deviation from the original condition which is unsatisfactory to a particular user.”
  6. 6. Copyright 2010 GPAllied© What is a Failure? • “A functional failure is the inability of an item (or the equipment containing it) to meet a specified performance standard and is usually identified by an operator”.
  7. 7. Copyright 2010 GPAllied© What is a Failure? • “A potential failure is an identifiable physical condition which indicates a functional failure is imminent and is usually identified by a Maintenance Technician using predictive or quantitative preventive maintenance”
  8. 8. Copyright 2010 GPAllied© Potential Failures – Where to Detect them?
  9. 9. Copyright 2010 GPAllied© PF Curve
  10. 10. Copyright 2010 GPAllied© Potential Failures
  11. 11. Copyright 2010 GPAllied© Functional Failure
  12. 12. Copyright 2010 GPAllied© Our Goal
  13. 13. Copyright 2010 GPAllied© What is Maintenance? • To Maintain an Asset – Keep in existing condition – Keep, preserve, protect
  14. 14. Copyright 2010 GPAllied© Problems Maintenance – Most Companies • Direct work is low (wrench time is less than 25%) • Lack of effective Planning – Planning is not defined • Lack of effective Scheduling – Delays are common
  15. 15. Copyright 2010 GPAllied© Self Induced Failures • 70-80 % of equipment failures are Self-Induced – Reliability • Putting hydraulic fluid into a reservoir without filtering it • Welding on equipment without grounding properly • Running Equipment to Failure when it is not part of your maintenance strategy • Aligning couplings without using a laser • Improperly lubricating electric motors
  16. 16. Copyright 2010 GPAllied© Common Problems • Equipment continuing to fail without a known root cause • PM is performed on time but equipment continues to break down • Age of equipment seems to be problem • There is never enough parts in the warehouse • Parts are not ordered fast enough • Maintenance personnel blamed for standing around
  17. 17. Copyright 2010 GPAllied© Common Problems, cont’d • Management blames Maintenance for the company not meeting it’s business goals – Reliability is always the problem • The Maintenance process is built around reacting to equipment problems • Equipment history does not seem complete and hard to find data – Planner/Schedulers performing clerk duty • Production/Operations operates inefficiently but no one seems to be aware of the problem
  18. 18. Copyright 2010 GPAllied© What is Reliability? “The probability that a system will perform satisfactorily for a given period of time under stated conditions.” •Motor •Pump •Valve •Cylinder •79% R1 = 95% R2 = 95% R3 = 93% R4 = 94%
  19. 19. Copyright 2010 GPAllied© Reliability Definitions • Function: What the owner or user of a physical asset wants it to do – Example: Pump: To transfer 300 Gallons of product at 60 PSI - 24 hours a day / 7 Days a week from point A to point B • Functional Failure: A state in which the physical asset or system is unable to perform a specific function to a level of performance that is acceptable by its owner or user – Example: Pump: To transfer less than 300 Gallons (250 Gallons) of a product at 60 PSI 24 hours a day / 7 Days a week (Functional Failure) •Source: RCM !! – John Moubray
  20. 20. Copyright 2010 GPAllied© Source: John Moubray, Nowlan & Heap Time Time Age Related = 11% Random = 89% Bathtub Pattern A = 4% Wear Out Pattern B = 2% Fatigue Pattern C = 5% Initial Break-in period Pattern D = 7% Random Pattern E = 14% Infant Mortality Pattern F = 68% Failure Patterns
  21. 21. Copyright 2010 GPAllied© Failure Patterns - 1990’s Data Source: Tim Allen, SUBMEPP Infant Mortality Wear Out 2%  10% 68%  6% Why? Into what category did the rest of the failures fall?
  22. 22. Copyright 2010 GPAllied© Early Identification of a Defect
  23. 23. Copyright 2010 GPAllied© NOTIFICATIO N FIX COMPLETE INFORMATION PARTS TOOLS ENGINEERING FILE CABINET TOOL BOX “JOE” SUPERVISOR PRODUCTION WAREHOUSE VENDOR FABRICATE IDENTIFY TEST CLEAN DISASSEMBLE MEASURE PLAN GENERAL PURPOSE SPECIAL PURPOSE PERSONAL TOOL CRIB CONTRACTOR EVENT TIME MECHANIC ASSESS JOB Traditional Maintenance
  24. 24. Copyright 2010 GPAllied© •a
  25. 25. Copyright 2010 GPAllied© 1st Step Where Do We Start? •a
  26. 26. Copyright 2010 GPAllied© Wikipedia Defines… • FRACAS is a system, sometimes carried out using software, that provides a process for reporting, classifying, and analyzing failures, and planning corrective actions in response to those failures
  27. 27. Copyright 2010 GPAllied© A Managed System For Continuous Improvement for Asset Reliability
  28. 28. Copyright 2010 GPAllied© What is it you want to know about Failures? • What equipment is giving me the biggest losses and why? • What component is failing the most and why? • Where should you focus your RCA efforts? • Frequency of a failure mode – decrease?
  29. 29. Copyright 2010 GPAllied© Source: John Moubray, Nowlan & Heap Time Time Age Related = 11% Random = 89% Bathtub Pattern A = 4% Wear Out Pattern B = 2% Fatigue Pattern C = 5% Initial Break-in period Pattern D = 7% Random Pattern E = 14% Infant Mortality Pattern F = 68% What is your most Dominant Failure Pattern?
  30. 30. Copyright 2010 GPAllied© Key Points to Know! • If you are managing to “P” on the PF Curve you get rid of most of your catastrophic or total function failure • If you are managing to “I”, your are managing the causes of failures and thus eliminate failures and optimize reliability • The best person to identify the “Defect or Problem” and “Cause” of the failure is your Predictive Maintenance Technician or Reliability Engineer
  31. 31. Copyright 2010 GPAllied© “The significant problems we face cannot be solved with the same level of thinking we were at when we created them.” - Albert Einstein
  32. 32. Copyright 2010 GPAllied© Task/Functions Facility Owner MTF Commander Maint. Manager Reliability Engineer Maint. Supervisors Contract Officer Maint. Planner Inputting Work Order Data - CMMS/EAM I R C R A C Reviewing and taking action on KPIs I I R I C A C QA of Data Input I A C I C Failure Reports Findings I I A R C C I Maintenance Strategy Adjustments I A R C C C Responsibility “the Doer” Accountable “the Buck stops here Consulted “in the Loop” Informed “kept in the picture”
  33. 33. Copyright 2010 GPAllied© Best Maintenance Practices • 90% of all work is planned • 85 – 90% Scheduled Compliance is met • 100% of a maintenance personnel’s time is covered by a work order • 100% of all maintenance personnel’s time is scheduled • 90% of scheduled work is planned • PMs are written with task steps, specifications, tools, etc
  34. 34. Copyright 2010 GPAllied© Best Maintenance Practices, cont’d • Effective work procedures are written and followed • The 10% Rule of Preventive Maintenance is applied and managed • Store efficiency is more than 98% • Less than 1 hour for Mean Time To Order of parts
  35. 35. Copyright 2010 GPAllied© Maintenance Process Monitoring of Asset Health Operations Process Root Cause Analysis Asset Criticality RCM Reliability Process
  36. 36. Copyright 2010 GPAllied© Best Reliability Practices • MTBF is High • MTTR is monitored and measured • Reliability Engineering is focused 100% on the Reliability of Assets • All assets are prioritized based on risk to the business and equipment condition • FRACAS is implemented and used to make decisions on reliability improvements
  37. 37. Copyright 2010 GPAllied© Best Reliability Practices, cont’d • Root Cause Analysis (RCA) is a common practice – Applied to any failure that is costly or repeats itself • Reliability is owned by production and maintenance and is apparent • Operator PMs are utilized effectively • Equipment Damage by Operators is minimal • Reliability Centered Maintenance (RCM) is applied to critical assets
  38. 38. Copyright 2010 GPAllied© Best Reliability Practices, cont’d • Utilization of Assets is above 98% • Time based PMs are less than 20% • Key data is collected and disseminated to determine the health of an asset
  39. 39. Copyright 2010 GPAllied© “The problem with Management is they’re measuring the wrong things.” - Peter Drucker
  40. 40. Copyright 2010 GPAllied©
  41. 41. Copyright 2010 GPAllied© Maintenance • MTBF • Production Output • Maintenance Cost Scheduled Compliance PM Compliance Lagging Leading Percent of Planned Work Leading and Lagging Indicators
  42. 42. Copyright 2010 GPAllied© Where to Start with Maintenance and Reliability Metrics • MTBF • MTTR • MTBR • PM Compliance • % of Planned Work • Scheduled Compliance • # of breaks to Schedule by Maintenance and Operations
  43. 43. Copyright 2010 GPAllied© Where to Start with Maintenance and Reliability Metrics, cont’d • PM Labor Hours vs. EM Labor Hours • Maintenance Cost per unit produced • Stores Efficiency • Vendor Efficiency • Equipment Damage Cost Per Unit
  44. 44. Copyright 2010 GPAllied© Steps to Success • Map your processes and identify leading and lagging KPIs in them • Be sure and have clear definitions of your KPIs • Assign RACI to metrics – Responsible – Accountable – Consulted – Informed • Develop scorecards from lowest level to highest (4-6 KPIs)
  45. 45. Copyright 2010 GPAllied© Variation in Reliability • Variation is the largest cause of equipment failure
  46. 46. Copyright 2010 GPAllied© Causes of Variation • Lack of an effective PM Program • Lack of a repeatable repairs with specifications • Lubrication issues, lack of lubrication, contamination, etc. • Operator Error • Use of wrong tool to make repair – Bearing heater • Use of wrong specification – Torque values
  47. 47. Copyright 2010 GPAllied© Effects of Improper Installation or Maintenance
  48. 48. Copyright 2010 GPAllied© “Excellence is a Habit” - Aristotle, 330 BC
  49. 49. Copyright 2010 GPAllied© What are Work Procedures? • Preventive Maintenance • Corrective Maintenance • Operator Care • Lubrication
  50. 50. Copyright 2010 GPAllied© • Repeatable process • Capture knowledge • Train new employees • Reduce self induced failures Why are Work Procedures Important?
  51. 51. Copyright 2010 GPAllied© Steps to Reliability 1. Ensure your Equipment Hierarchy is effective 2. Prioritize assets according to consequence and risk 3. Identify the right maintenance strategy 4. Optimize Planning and Scheduling 5. Ensure Failure Data is captured and used for FRACAS – Failure Reporting, Analysis, Corrective Action System
  52. 52. Copyright 2010 GPAllied© Questions • Send your questions to rsmith@gpallied.com

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