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.

Failure elimination made_simple_article_1_bk

1,159 views

Published on

  • The equipment failure modes have two major categories: Age related and non-aged related. For age-related failure, such as the aging of grease, time based PM will help to prevent failure. But in most case, the failure is non -age related failure. Time base Pm will never work. So condition-based Pm is introduced to detect the early failure to stop catastrophic failure. However, the condition based PM is not enough to improve the reliability performance. The engineer has to work with condition monitor to find out the root cause of the early failure and then has recommendation to prevent such failure. In most companies, the engineers will call help from suppliers or manufacture service engineers to solve the problems. But here there is some interest confliction between the consumer and service. The service company will charge on the failure instead of helping find the root cause. In one case I worked is that a bearing of 500 mm failed three days after installation and it had been keeping failed for 20 years and costed about 2 million CAD to repair each year. After RCA, it only took about 2000 CAD to correct it. The bearing was working perfectly for 3 years during my stay. Without finding the root cause, you can imagine neither PM or CM will work. In summary, it is not PM or CM not working, it is the failure of root cause or who is responsible for the root cause.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • It's really not worth the possible maintenance-induced failures folks! Work Smarter! Learn more about Condition-based monitoring methodologies and technologies -- when you KNOW better, you can DO better!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Please Post your comments. Love to hear your "words of wisdom" so we can all learn together.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Failure elimination made_simple_article_1_bk

  1. 1. When Preventive Maintenance Doesn’t Work Sometimes, preventive maintenance just doesn't work. That's when it becomes time to stop the collective insanity and start learning from others. PlantServices.com By Contributing Editor Ricky Smith, CMRP, CRL For many years, I’ve performed and managed preventive maintenance (PM) on every type of equipment, never asking myself why the equipment still fails, even after I’ve performed PM. My compliance rates were always high, but so were the number of recurring equipment breakdowns. Finally, I asked myself how it is possible that a maintenance professional could perform the same PMs on equipment that continues to fail. I know now that my PM program was flawed because it was essentially a reactive maintenance program that relied mainly on time-based PM tasks following manufacturers’ suggestions and stuff we learned along the way. I had no technical justification for any task other than “we always do it this way,” or “it’s the latest predictive technology,” so “we can’t stop doing it now or we’ll risk more failures.” If that isn’t the definition of insanity, I don’t know what is. The research that changed the way I think about failures and PM actually started more than 30 years ago, yet many plants are still falling apart today. It’s time to stop the collective insanity. If you face the same problems on a daily basis (sometimes with little hope in sight), then read on, because I found a solution -- and you can, too.
  2. 2. Research on equipment failures during the past 30-plus years has proven that more than 80% of failures aren’t related to equipment age or use. The implication of the finding is that less than 20% of our proactive maintenance tasks should be driven by time, equipment age or usage. The majority (more than 80%) should be predictive and detective forms of proactive maintenance. Predictive maintenance is the use of technology or some form of condition monitoring to predict equipment failure. Detective maintenance refers to work that determines whether a failure has already occurred, and applies well to hidden failures that aren’t (at least initially) evident when they occur. With this new understanding of failures, I migrated my department from operating in reactive mode to operating in proactive mode. The key difference is that our programs now focused on monitoring asset health and letting that determine the maintenance work to be performed proactively. The research further showed that, once we truly understand an asset’s failure modes (or causes), our program will look more like best-in-class. Here’s an example of a maintenance program that transformed itself from reactive, time- based PMs to a proactive maintenance program. Before:  Clean the pump strainer once a month.  Take oil samples from the reservoir, which tells whether to replace or merely filter the oil.  Inspect pressure gauges to ensure the pump is developing sufficient head. After:  Watch for early signs of specific failure modes (reservoir temperature or excessive pressure fluctuations).  Use electronic predictive checks to watch for early signs of specific failure modes (pressure and flow).  Use predictive technologies to catch early signs of specific failure modes (e.g. oil sampling for a specific particle types). There’s a significant difference between these two maintenance programs. The new program produces far better asset reliability. I’ve seen equipment failures reduced by 30%, 50% and more. The business impact of a well-defined proactive maintenance program is huge. You’ll increase equipment reliability, reduce capital replacement cost, achieve higher equipment availability and reduce maintenance costs. The soft benefits are a motivated
  3. 3. workforce, a less-stressed management team, more time at home, and so on. While the numbers will get management to support a project to prove the benefits on just one asset, once they see the size of the opportunity and the soft benefits, the next question will be, “What is your plan to roll this out on the rest of our critical assets?” Allow management to work with you to develop the plan. They’ll feel some ownership of the process. After running a compliant PM program for years, I found I couldn’t rely on time- based maintenance alone. Research and experience in applying that research has proven that there’s a better way to run the business of maintenance. The properly balanced use of predictive, detective and time-based maintenance forms a successful proactive maintenance program. With such a huge potential to improve business competitiveness, maintenance managers have a great vehicle for generating interest and support among senior management, all of whom are looking for rapid return. Please comment on this article. I would like to hear your comments or additional words of wisdom so we can all learn from each other. rsmith@maintenancebestpractices.com www.maintenancebestpractices.com

×