The document provides information about a maintenance and reliability best practices training course. It includes details about the course facilitators Mohsin Murtaza and Faisal Ali Khan, as well as an introduction to the participants. The document outlines classroom norms and the course objectives, contents, and structure over multiple days. Topics will include understanding maintenance, reliability, best practices, manufacturing process reliability, work management, and equipment reliability.
PD220 Advanced Turnaround, Shutdown and Outage ManagementpetroEDGE
A 3 day training course derived from the Turnaround Model of Excellence developed by practitioners that guarantee the reliability of your operations. The course six modules develop and expand the basic ideas of the Model of excellence and introduce some new concepts to further enhance performance. The aim of the course is to expand the knowledge and give new insights on Turnaround Management to practitioners who already have a basic knowledge of Turnarounds.
PD220 Advanced Turnaround, Shutdown and Outage ManagementpetroEDGE
A 3 day training course derived from the Turnaround Model of Excellence developed by practitioners that guarantee the reliability of your operations. The course six modules develop and expand the basic ideas of the Model of excellence and introduce some new concepts to further enhance performance. The aim of the course is to expand the knowledge and give new insights on Turnaround Management to practitioners who already have a basic knowledge of Turnarounds.
[To download this presentation guide, visit: https://www.oeconsulting.com.sg]
The Total Productive Maintenance (TPM) Excellence Award is conferred by the Japan Institute of Plant Maintenance (JIPM) to recognize organizations that have attained a high level of manufacturing excellence.
The TPM excellence initiative helps organizations to know where they are on the excellence journey and what they need to do to achieve a higher level of performance. This is done through a thorough assessment of organizational performance against the requirements of an internationally benchmarked TPM excellence framework.
HOW TO USE THE TPM SELF-ASSESSMENT GUIDE & TOOL
Use the guidebook to help you perform the TPM self-assessment process. Use the tool to benchmark your organization's TPM performance in ten areas of evaluation based on the TPM excellence criteria and checklist items. The total score will give you a baseline of where you are, and the identified strengths and areas for improvement will help you chart an action plan to improve overall performance.
OBJECTIVES
By the end of this self-assessment program, you will be able to:
1. Understand the TPM framework based on the JIPM standard for world-class manufacturing excellence
2. Define the TPM Criteria and Evaluation Areas
3. Describe the Point Values and Scoring Guidelines
4. Conduct a systematic TPM self-assessment and identify areas for improvement
5. Establish a baseline position so you can measure your progress over time
CONTENTS
1. Overview of the TPM Excellence Model
2. Criteria for TPM Excellence
3. Award Criteria Guidance Points
4. Scoring Guidelines
5. TPM Self-assessment
6. Post TPM Self-assessment
Note: This package comes with a TPM self-assessment guidebook (PowerPoint format) and a TPM self-assessment tool (Word format).
To download this presentation guide, visit: https://www.oeconsulting.com.sg
As various organizations of different sizes have started absorbing more of training – classroom, online or a blend of both, the employee’s path of progression gets clearer and clearer and when he/she see the interest the organization has vested in their growth, there comes a sense of motivation, a sense of involvement, a sense of participation and the willingness to stay and perform and grow. At the end of the day, when the organization invests in building a workforce for the future, every bit they invest into their employee will pay off both in the financial sense as well as in employee engagement.
Aligning the entire Organization to achieve Business and Organizational GoalsKenny Ong
ECU Forward Networking Confrenece
SIngapore, October 2011
The importance of knowing your organizations Business Model (Profit and Non-
Profit) in order to achieve optimal alignment
l Aligning the entire organization: Structure, Leadership, People, Processes and
Culture
l Aligning core processes to achieve organization goals: Strategic Planning,
Budgeting and Performance Management
l Transforming Performance Management from a bureaucratic requirement to a tool
for managing and improving business performance
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
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In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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[To download this presentation guide, visit: https://www.oeconsulting.com.sg]
The Total Productive Maintenance (TPM) Excellence Award is conferred by the Japan Institute of Plant Maintenance (JIPM) to recognize organizations that have attained a high level of manufacturing excellence.
The TPM excellence initiative helps organizations to know where they are on the excellence journey and what they need to do to achieve a higher level of performance. This is done through a thorough assessment of organizational performance against the requirements of an internationally benchmarked TPM excellence framework.
HOW TO USE THE TPM SELF-ASSESSMENT GUIDE & TOOL
Use the guidebook to help you perform the TPM self-assessment process. Use the tool to benchmark your organization's TPM performance in ten areas of evaluation based on the TPM excellence criteria and checklist items. The total score will give you a baseline of where you are, and the identified strengths and areas for improvement will help you chart an action plan to improve overall performance.
OBJECTIVES
By the end of this self-assessment program, you will be able to:
1. Understand the TPM framework based on the JIPM standard for world-class manufacturing excellence
2. Define the TPM Criteria and Evaluation Areas
3. Describe the Point Values and Scoring Guidelines
4. Conduct a systematic TPM self-assessment and identify areas for improvement
5. Establish a baseline position so you can measure your progress over time
CONTENTS
1. Overview of the TPM Excellence Model
2. Criteria for TPM Excellence
3. Award Criteria Guidance Points
4. Scoring Guidelines
5. TPM Self-assessment
6. Post TPM Self-assessment
Note: This package comes with a TPM self-assessment guidebook (PowerPoint format) and a TPM self-assessment tool (Word format).
To download this presentation guide, visit: https://www.oeconsulting.com.sg
As various organizations of different sizes have started absorbing more of training – classroom, online or a blend of both, the employee’s path of progression gets clearer and clearer and when he/she see the interest the organization has vested in their growth, there comes a sense of motivation, a sense of involvement, a sense of participation and the willingness to stay and perform and grow. At the end of the day, when the organization invests in building a workforce for the future, every bit they invest into their employee will pay off both in the financial sense as well as in employee engagement.
Aligning the entire Organization to achieve Business and Organizational GoalsKenny Ong
ECU Forward Networking Confrenece
SIngapore, October 2011
The importance of knowing your organizations Business Model (Profit and Non-
Profit) in order to achieve optimal alignment
l Aligning the entire organization: Structure, Leadership, People, Processes and
Culture
l Aligning core processes to achieve organization goals: Strategic Planning,
Budgeting and Performance Management
l Transforming Performance Management from a bureaucratic requirement to a tool
for managing and improving business performance
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
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In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
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4. Demo
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The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
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Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
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2. FAISAL ALI KHAN
• Current role: (DM FG Learning And Development Center)
• Education: B.Sc Mechanical from
• Experience: 16 years (Project handling, commissioning,
Static and Rotary equipment maintenance)
• Trained on ISO-29993 methodology to deliver learning services
INTRODUCTION
COURSE FACILITATORS
3. MOHSIN MURTAZA
• Certifications: CMRP, CRL, CSSGB, VA-Cat II
• Education: B.Sc Mechanical from UET Taxila (2010)
• Experience: 08 years
• Current role: Rotating equipment Engineer (Ammonia / NA)
• Membership: SMRP, AMP, ASQ
• Trained on ISO-29993 methodology to deliver learning services
• Number of training courses
INTRODUCTION
COURSE FACILITATORS
4. Knowing a little about each other improves class
performance.
Lets know about each other…
• Name
• Current position / title
• Years with the organization
• If you could change one thing at workplace, it would be…..
• Experience about M&R
INTRODUCTION
PARTICIPANTS INTRODUCTIONS
5. Be on time
Breaks are planned
Emergency Response
Restrooms
No Smoking
Eat or drink
Avoid phone calls
Ask questions
Mutual Respect Add knowledge
INTRODUCTION
CLASSROOM NORMS
8. • What is best practice
• Understanding Maintenance
• Introduction to Reliability
M&R best practices
• What makes organizational culture
• Mapping existing culture
• Sample reliability organization
Culture and Organization
• Management of change
• MRO store management
• Risk management
Business Process
Management
• Study Manufacturing processes
• OEE and TEEP
• Total productive maintenance
Manufacturing Process
Reliability
• Identification & Prioritization
• Planning & Scheduling
• Wrench time estimation
Work Management
• Building a maintenance strategy
• Managing lubrication program
• Build condition monitoring program
• Root cause analysis
• Reliability centered maintenance
Equipment Reliability
INTRODUCTION
COURSE CONTENTS
10. Understand what is a best Practice
Explain how M&R best Practices are related to results
Understand advantages of following M&R best practices
Identify hurdles and barriers for implementing best practices
Evaluate how we can compare our M&R performance to World Leaders
WHAT IS BEST PRACTICE
LEARNING OBJECTIVES
11. “Among the various methods and
implements used in each element of each
trade, there is always one method and one
implement which is quicker and better than
any of the rest.
Frederick Taylor
An idea, a technique, practice, method
or process which produces superior
results compared to the alternatives.
“what is possible” and not “what is
somebody else doing”
Standard way to achieve better results
WHAT IS BEST PRACTICE
1. INTRODUCTION
12. M&R best practices are practices that have been
demonstrated by organizations who are leaders in their industry.
SMRP and EN have developed more than 70 metrics to
evaluate M&R performance… Result oriented approach
These metrics are put into five categories to form a balanced
score card for M&R performance.
If metrics (results) are good and consistent, it indicates the
organization is demonstrating best practices in that area.
WHAT IS BEST PRACTICE
2. M&R BEST PRACTICES
13. Select metric with Desired outcome…
What results are important in the organizational context
Determine required information
Set up data collection system
Identify resources required
What is required… Manpower, tools, training, infrastructure, systems
Define benchmark results
Assurance
Measure performance against benchmark and determine the gap
Continuous improvement
PDCA cycle… How others have achieved outstanding results
WHAT IS BEST PRACTICE
3. ELEMENTS OF M&R BEST PRACTICES
14. WHAT IS BEST PRACTICE
2. M&R BEST PRACTICES BENCHMARKS
Business and
Management
Maintenance cost as
%RAV
MRO inventory as %RAV
Manufacturing
Process Reliability
Uptime
Utilization
OEE
TEEP
Equipment
Reliability
MTBF / MTTF
MTTR
Total downtime
Scheduled Downtime
Leadership and
Organization
Training hours
Rework
Work Management
Planned work
Backlog
PM to CM ratio
Schedule compliance
15. Increase output with the same assets
Reduce the need for capital replacement
Reduce maintenance cost per unit
Reduce total cost per unit
Improve performance — cost, productivity, and safety
Increase competitiveness
Increase market share
WHAT IS BEST PRACTICE
4. ADVANTAGES OF M&R BEST PRACTICES
16. Leadership… Executive Sponsorship
Knowledge and Competency
Knowledge of what are best practices
Competency to implement best practices
Organizational culture
Traditional Culture – Failures are inevitable
Focus on being good at REACTING
Competing objectives – Group competition
Production targets versus maintenance budgets
Uptime versus PM compliance
Stakeholder’s buy-in
WHAT IS BEST PRACTICE
5. HURDLES TO IMPLEMENT M&R BEST PRACTICES
17. • Is maintenance costs below 2.5% of plant replacement value
• Is mechanical availability above 97%
• Is schedule compliance more than 90%
• Is 100% man-hours of crew in maintenance team planned
• Remember, We are what we repeatedly do.
Excellence is not an act, but a habit
WHAT IS BEST PRACTICE
6. ARE WE FOLLOWING M&R BEST PRACTICES
19. Maintenance and Reliability best practices are defined
by;
Corporate Companies
Any organization, based on proven results
Maintenance Managers
Society of Maintenance and Reliability Professionals
WHAT IS BEST PRACTICE
LEARNING POINTS
20. SMRP has divided M&R metrics into how many
groups;
Three
Four
Five
Six
WHAT IS BEST PRACTICE
LEARNING POINTS
21. Mean time between failure is a M&R metric which
belongs to _______________ category
Equipment Reliability
Leadership and Organization
Work Management
Business and Management
WHAT IS BEST PRACTICE
LEARNING POINTS
22. For world class performance, compliance of
maintenance schedule should be;
75% or higher
30% to 50%
100%
More than 90%
WHAT IS BEST PRACTICE
LEARNING POINTS
23. Which of following is not a hurdle for implementing
maintenance and reliability best practices?
Contemporary Culture
Management commitment and support
Buy in of concerned people
Competing group objectives
WHAT IS BEST PRACTICE
LEARNING POINTS
24. For world class performance, maintenance cost should
not be more than ______ % of plant RAV
90%
10%
5%
2%
WHAT IS BEST PRACTICE
LEARNING POINTS
25. Exercise - I
You are given a number of placards with some
scenarios of persons performing certain tasks.
Segregate these placards in following categories
after discussion within your teams
Maintenance work
Routine Operation / activity
Reliability work
10 minutes
27. Understand how modern demand from maintenance is
different from the historical context
Understand definition of key maintenance terms
Classify different types of maintenance tasks depending on
their basis and timing related to functional failures of assets
Understand the role of CMMS in maintenance organization
Understand how maintenance metrics help maintenance
manager to effectively run the maintenance organization
UNDERSTANDING MAINTENANCE
LEARNING OBJECTIVES
29. UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
The traditional concept
Production gives us the
profits
Maintenance costs us
money and is a burden
to the organization
30. What is MAINTENANCE
Tasks performed to fix an asset after it is damaged
UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
31. UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
In 1970s, the concept somewhat changed
Maintenance which is
not carried out timely,
costs even more
32. Revised definition of MAINTENANCE
Restore an asset to its original condition
Keep in designed or acceptable condition
Keep from losing partial or full functional capabilities
Preserve
Protect
UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
33. UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
Maintenance is now a strategic task
Competition and ever increasing costs of raw
materials and energy have put maintenance
into a leading role in the organizations.
Angry
customer
Work
Environment
Lost Market
share
Quality
losses
Energy
losses
Capacity
losses
Capital
costs
Production
loss
Legal
implications
Customer
Bad Repute
34. Modern definition of MAINTENANCE
New paradigm is related to Capacity Assurance.
What defines the acceptable level of capacity?
Management
Design capacity
Business objectives
UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
35. Maintenance organization is typically responsible for following tasks.
Design the policies and procedures at an early stage.
Identify organizational activities pertaining to maintenance function.
Determine maintenance workload and organizational chart
Uniformly distribute work to all the personal in the department
Identify, prioritize and assign essential works to various sections
Understand available knowledge, technical skills and competence
Properly train the staff to meet the growing demands of the industry
Maintain document record for repairs and replacements
Technical and economic analysis of availability and performance
Efficient work performance and failure prevention
Ensuring personnel and asset safety
Ensuring proper and timely supply of spare parts
UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
36. UNDERSTANDING MAINTENANCE
1. WHAT IS MAINTENANCE
Types of MAINTENANCE ORGANIZATIONS
Decentralized
Centralized
Partially centralized - Hybrid
38. TBM – Age related
RBM – Usage related
CBM – Health related
OBM – Operations related
Maintenance done BEFORE a
functional failure
CM – Breakdown
CM – Emergency
CM – Run to failure
Maintenance done AFTER a
functional failure
Area Surveillance
Condition monitoring
Risk based inspections
Online data analysis - IIOT
Failure finding tasks / Health
Monitoring
CPM – TA maintenance
Opportunity based maint.
Design out maintenance
PERCUSSIVE MAINTENANCE
Special category maintenance
tasks
UNDERSTANDING MAINTENANCE
3. MAINTENANCE TASKS
39. Is PERCUSSIVE MAINTENANCE a strategy!
Try at your own risk
UNDERSTANDING MAINTENANCE
3. MAINTENANCE TASKS
42. UNDERSTANDING MAINTENANCE
6. ROLE OF CMMS IN MAINTENANCE (USES)
Scheduling
module
Inventory
Management
Training
management
Contractors
management
Asset database and
maintenance history
Reliability data records
Work order management
Preventive
maintenance
Checklists /
Safety tips
43. Enable maintenance processes
Facilitate record keeping
Improve work efficiency
Eliminate manual paper work
Customized reports / analysis
Fact based asset management
Centralized asset history
Integration with other
organizational systems
UNDERSTANDING MAINTENANCE
6. ROLE OF CMMS IN MAINTENANCE (BENEFITS)
44. Poor quality of input data… Garbage in – garbage out
1
Limited understanding and use of features
2
Too much customization
3
No decision making based on data… No data analysis
4
No periodic follow-up reviews
5
Trouble with failure mode entries
6
Employee complacency
7
UNDERSTANDING MAINTENANCE
6. ROLE OF CMMS IN MAINTENANCE (CHALLENGES)
45. UNDERSTANDING MAINTENANCE
7. MAINTENANCE METRICS
KPIs, also called metrics, are an important management tool to
measure performance and help us make improvement actions.
Should encourage the right behavior
Should be difficult to manipulate
Should be easy to measure — data collection and reporting
46. UNDERSTANDING MAINTENANCE
7. MAINTENANCE METRICS
What are the right M&R KPIs
Meaningful Measurable Achievable Aligned Determining
Maintenance delivery KPIs
Maintenance cost KPIs
Equipment reliability KPIs
Work quality KPIs
Risk reduction KPIs
Resource utilization KPIs
50. Which of the following is least desired function of
maintenance within a production organization;
Efficiently restoring failed asset to working condition
Capacity assurance
Zero failures
Prevent partial or full loss of function
UNDERSTANDING MAINTENANCE
LEARNING POINTS
51. An asset breakdown occurs unexpectedly in your area
of responsibility. Which of the following is the most
likely consequence of such failure
Quality defects
Speed reduction
Unsafe working environment
Production loss
UNDERSTANDING MAINTENANCE
LEARNING POINTS
52. The highest percentage of failures occurs in which of
the following phases;
During off hours and weekends
Shortly after a plant outage
During normal plant operation
During shutdown
UNDERSTANDING MAINTENANCE
LEARNING POINTS
53. Which of the following maintenance strategies is
reactive in nature;
Operator based maintenance
Emergency maintenance
Condition based maintenance
Opportunity based maintenance
UNDERSTANDING MAINTENANCE
LEARNING POINTS
54. Maintenance scheduling and resource allocation
feature of a CMMS system is ________________;
Optional feature
Essential feature
Good to have feature
Defined on basis of organizational context
UNDERSTANDING MAINTENANCE
LEARNING POINTS
55. For world class performance, rework rate will be
typically ______ .
Less than 5% of total maintenance hours
Less than 1% jobs
2% to 5% of total work orders
Less than 1% of total maintenance hours
UNDERSTANDING MAINTENANCE
LEARNING POINTS
56. Which of the following traits of a maintenance metric
indicates its usefulness for making decision (initiate
PDCA cycle).
Achievable
Determining
Meaningful
Aligned
UNDERSTANDING MAINTENANCE
LEARNING POINTS
59. UNDERSTANDING RELIABILITY
LEARNING OBJECTIVES
Understand terms Reliability, availability and maintainability
Explain why is reliability important in equipment lifecycle
Develop bathtub curve and reliability distribution
Construct reliability block diagrams for complex systems and
determine reliability in series or parallel.
61. Reliability is the buzzword for maintenance
departments around the world.
So,
What is Reliability
UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
62. UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
It's a probability
Mission Time
Defined Conditions
It is the probability that a system
will perform its intended function
satisfactorily for a specified period
of time under stated conditions.
(MIL-STD-721C)
Functioning asset
63. UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
Engine Starter
motor
There shall be a 90% probability (of success)
that the cranking speed is more than 85 rpm
after 5 seconds of cranking (function)
at — 20 ◦F of (environment)
for a period of 10 years or 100,000 miles
(mission time).
65. UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
Reliability
Inherent
Reliability
Operating
Habits
Maintenance
Habits
Leadership & Culture
What determines the
reliability of an asset
66. It is usually expressed as a percentage and measured by
mean time between failures (MTBF) or Failure rate (FR)
UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
Mean time
between failure
Operating time
Number of failures
Compressor running hours
100 152 191 287 491 512 637 785 860 957
Failure Rate
Number of failures
Operating time
67. Construction and Installation
Raw material quality
Skills and abilities of operators
Quality of maintenance work
Preventive maintenance
Quality of materials
Age
Supporting services
MTBF depends on following factors
Design
Overloading
Environment
Quality of spares
Operating conditions
Interlocking systems
Redundancy
Modifications
UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
68. Mathematical expression for reliability
UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
where;
R (t) : Reliability for given time
e : Natural log base (2.718)
λ : Failure rate
t : Mission time
Decaying exponential
curve
69. A hydraulic system, which supports a machining center,
has operated 3600 hours in the last two years. The
plant’s CMMS system indicated that there were 12
failures during this period. What is the reliability of this
Hydraulic system if it is required to operate for 20 hours
or for 100 hours?
UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
70. A hydraulic system, which supports a machining center,
has operated 3600 hours in the last two years. The
plant’s CMMS system indicated that there were 12
failures during this period. What is the reliability of this
Hydraulic system if it is required to operate for 20 hours
or for 100 hours?
UNDERSTANDING RELIABILITY
1. WHAT IS RELIABILITY
71. UNDERSTANDING RELIABILITY
2. WHY IS RELIABILITY IMPORTANT
Customer
Satisfaction
Reputation
Lower O&M
costs
Repeat
Business
Competitive
Advantage
73. UNDERSTANDING RELIABILITY
3. RELIABILITY AND ASSET LIFECYCLE
Fabrycky &
Blanchard
curves
Reliability is a design attribute
No amount of maintenance can
improve inherent reliability
THE GOLDEN RULES
OF RELIABILITY
The sooner you think of
reliability, the cheaper it is
74. UNDERSTANDING RELIABILITY
3. RELIABILITY AND ASSET LIFECYCLE
Reliability Approach in Design
It has been found that as much as 60% of failures and safety issues
can be prevented by making changes in design.
The following analyses are recommended to be performed during the
design phase — from conceptual design to final design
Reliability Analysis
Maintainability Analysis
System Safety and Hazard Analysis
Human Factors Engineering Analysis
Logistics Analysis
75. UNDERSTANDING RELIABILITY
4. WHAT IS MAINTAINABILITY
Mean time to
repair (MTTR)
Average time in hours
to repair an asset
(Wrench time)
Mean Down time
(MDT)
Repair time +
Waiting Delays
76. UNDERSTANDING RELIABILITY
4. WHAT IS MAINTAINABILITY
Failure
Occurs
Failure
Notification
time Diagnosis Delay time
Repair
Starts
Repair time Testing
Return to
normal
operation
Resume
Service
Time to repair (MTTR)
Time to recovery (MDT)
77. Workshop facilities
Right personal management
Handling of equipment
Spare-part management
Infrastructure
Work environment
Proper and special tools
Skill and experience of people
Cooperation between departments
Location and layout
Good communication
Access to spares
Technical documentation
Access & simplicity
Planning
Ease of trouble shooting
Information systems
Manpower availability
MTTR depends on following factors
UNDERSTANDING RELIABILITY
4. WHAT IS MAINTAINABILITY
78. UNDERSTANDING RELIABILITY
5. WHAT IS AVAILABILITY
Availability
MTBF
MTBF + MTTR
Failure
Occurs
Downtime
Resume
Service
Uptime
Failure
occurs
Availability
Uptime
Uptime + Downtime
81. Problems with MTBF
UNDERSTANDING RELIABILITY
6. RELIABILITY DISTRIBUTION PATTERNS
t=1000hrs
Item C
t=1000hrs
Item B
t=1000hrs
Item A
MTBF = Operating time / Number of failures
MTBF = 1000 / 4 = 250
Do these items have same reliability???
82. Problems with MTBF
UNDERSTANDING RELIABILITY
6. RELIABILITY DISTRIBUTION PATTERNS
It assumes that item is in random
failure zone
It can not be used to estimate
time to next failure
Can not be used to estimate
system reliability.
Cumulative probability of failure
at MTBF is only 50%.
83. Reliability Growth – A better measure of reliability
UNDERSTANDING RELIABILITY
6. RELIABILITY DISTRIBUTION PATTERNS
If β <1: Reliability is increasing (failure rate going down)
If β =1: Reliability is constant (failure rate constant)
If β <1: Reliability is decreasing (failure rate going up)
84. Reliability Growth – A better measure of reliability
UNDERSTANDING RELIABILITY
6. RELIABILITY DISTRIBUTION PATTERNS
85. UNDERSTANDING RELIABILITY
7. RELIABILITY BLOCK DIAGRAM
Schematic representation or model
Shows reliability structure (logic) of a system
Can be used to determine
If the system is operating or failed
Given the information whether each block is in operating or
failed state
A block can be viewed as a “switch” that is “closed” when the block
is operating and “open” when the block is failed
System is operational if a path of “closed switches” is found from
the input to the output of the diagram
Switch
(On/Off)
Input Output
86. UNDERSTANDING RELIABILITY
7. RELIABILITY BLOCK DIAGRAM
R1
Probability of system functioning;
= p (component 1 functional)
= R1
R1 R2
Probability of system functioning;
= p (component 1 & 2 functional)
= R1 x R2
R1 R3
R2
Probability of system functioning;
= p (component 1 & 2 & 3 functional)
= R1 x R2 x R3
87. UNDERSTANDING RELIABILITY
7. RELIABILITY BLOCK DIAGRAM
Probability of system functioning;
= p (component 1 or 2 functional)
= R1 + R2 – R1.R2
= 1 – (1 - R1) . (1 - R2)
Probability of system functioning;
= p (component 1 or 2 or 3 functional)
= 1 – (1 - R1) . (1 - R2) . (1 - R3)
R1
R2
R1
R3
R2
92. UNDERSTANDING RELIABILITY
8. RELATIONSHIP BETWEEN M&R
Reliability and Maintenance Are Inextricably Linked
Reliability
Maintenance
Cannot cost cut your way
to improved reliability
Maintenance costs are
driven by reliability…or
the lack thereof
Best performers achieve high reliability at low cost!
Poor performers have high cost with low reliability!
Each 1% increase in mechanical availability can
translate into a 10% reduction in maintenance cost!
100. Which of the following is not a key element of reliability
specification for an asset
Mission or usage time
Operating environment or conditions
Required rate of infant mortality
Skill level of the operator
UNDERSTANDING RELIABILITY
LEARNING POINTS
101. The most common probability distribution shape
followed by asset failures is
Exponential distribution
Binomial distribution
Bimodal distribution
Chi square distribution with two degrees of freedom
UNDERSTANDING RELIABILITY
LEARNING POINTS
102. Reliability of an asset is a direct function of
MTBF and MTTR
Failure rate and mission time
Mission time, required duty and maintainability
Uptime and downtime
UNDERSTANDING RELIABILITY
LEARNING POINTS
103. A maintenance technician is arranging tools and spare
parts to replace a bearing which has failed accidently.
The time consumed in this activity is best represented in
MTBF
MTTF
MDT
MTTR
UNDERSTANDING RELIABILITY
LEARNING POINTS
104. Which of the following is best representation of reliability
improvement action in a manufacturing facility
A mechanic replaces lube oil filter every three months without
any consideration to condition of filters
Thermal imaging of all electric motors is done weekly
Operating procedures clearly define safe operating range of
assets and operation is restricted to design limits at all times.
Non critical assets are allowed to run-to-fail to maintain focus on
critical assets and avoid un-necessary maintenance cost
UNDERSTANDING RELIABILITY
LEARNING POINTS
105. Reliability of a system will ____________ if two
components are installed in parallel
Increase
Decrease
Not be changed
Change conditionally
UNDERSTANDING RELIABILITY
LEARNING POINTS
106. In an industrial system, approx. _____________ of
system reliability is fixed by the end of design phase
10% to 20%
20% to 30%
40% to 50%
70% to 80%
UNDERSTANDING RELIABILITY
LEARNING POINTS
109. ORGANIZATION & LEADERSHIP
LEARNING OBJECTIVES
After reading this chapter, you will be able to:
Understand what constitutes an organizational culture
Understand the required attributes of reliability leadership
Develop a strategic framework for reliability organization
Developing sample M&R organization structure
112. ORGANIZATION & LEADERSHIP
1. WHAT IS ORGANIZATIONAL CULTURE
Organizational culture is a pattern
of shared basic assumptions that
the group learned as it solved its
problems of external adaptation
and internal integration that has
worked well enough to be
considered valid, and therefore, to
be taught to new members as the
correct way to perceive, think
and feel in relation to those
problems. (E. Schein)
113. ORGANIZATION & LEADERSHIP
1.1 COMPONENTS OF ORGANIZATIONAL CULTURE
Culture
Values
Rites
and
Rituals
Role
Models
Cultural
Infrast-
ructure
- Ingrained behaviors
- How we act out of habit
- Way of thinking
- Preach to members
- People considered “champs”
- Success for others to copy
- What are the things we do?
- The way we do them
- Systems, procedures
- Storytellers
- Keepers of faith
- Gossips
- Spies
- Whisperers
- Symbols
- Language
115. ORGANIZATION & LEADERSHIP
2.1 RELIABILITY LEADERSHIP FUNDAMENTALS
• Build strong alliances.
• Persuade rather than coerce.
• Honesty and integrity.
• Never act out of vengeance.
• Be decisive.
• Be authentic.
• Encourage innovations.
• Get out of the office and circulate among the troops.
• Set goals and be results-oriented.
• Preach a VISION and continually reaffirm it.
116. ORGANIZATION & LEADERSHIP
2.2 RELIABILITY LEADERSHIP RESPONSIBILITIES
Identify the vision and communicate it
Identify the need
Identify the impact
Identify the people
Identify roadblocks
Communicate and teach the fundamentals
Identify successes
Identify more opportunities
118. • SMART targets
• Review periodically
• Routine activities & plans
• “How to” elements
• Long range aim for 3 ~ 5 yr
• Means for achieving vision
• Approach used to achieve mission
• Focuses competition and customer
• Reason for existence
• Leader’s perception of vision
ORGANIZATION & LEADERSHIP
3.1 RELIABILITY STRATEGIC FRAMEWORK
• Picture of successful future
Vision
Mission
Strategies
Goals
Objectives
Tactics and plans
119. ORGANIZATION & LEADERSHIP
3.2 RELIABILITY GOALS AND CONSTRAINTS
Reliability
Performance
Constraints
Strategies
and Plans
• Culture
• People
• Resources
• Asset condition
• Existing policies and practices
• Strategic direction
• Capital upgrades
• Acquisitions
• Benchmarks
• HSE and PSM requirements
• Improved policies and practices
120. Exercise - IV
List your organizations reliability vision and mission
statements
List your organizations goals for the coming year in terms
of the items we have discussed here
List any major constraints that might get in the way of
achieving these goal
20 minutes
121. ORGANIZATION & LEADERSHIP
3.3 GOALS ACHIEVEMENT MODEL
V G
G
I
I
I
A
A
A
M
O Im
Vision
Goals
Initiatives
/
Programs
Activities
/
Tasks
Outcomes
Measures
Impacts
123. ORGANIZATION & LEADERSHIP
3. RELIABILITY ORGANIZATION STRUCTURE
1. Define the future state of the organization
2. Design organizational structure to achieve future state
3. Define job objectives, responsibilities and performance
criteria (Roles-Goals-Responsibilities)
4. Assign staff and communicate organization plans
5. Evaluate performance and take corrective action
Every organization is perfectly designed to get the results it achieves
124. ORGANIZATION & LEADERSHIP
3.1 THE FUTURE STATE
To correct deficiencies
To assure highest priority work is done
To enable change and improvement
To maximize flexibility or workforce
To achieve common goals.
126. ORGANIZATION & LEADERSHIP
3.3 DEFINE NEW SYSTEMS
Goals and objectives
Action plans
Job Responsibilities
Work procedures, processes and systems
Tools and facilities
Audits and reviews
127. ORGANIZATION & LEADERSHIP
3.4 COMMUNICATE ORGANIZATION PLANS
Group learning
Use of technology
Communication plans
Inter relationships
Common language
Rewards
129. ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
Scenario:
Operations reported that “Valve
MOV-139” would not close.
An Operations workaround was used
to divert the process temporarily.
The breakdown was reported to the
Maintenance Department with an
urgent request in the CMMS/EAM
system to fix the valve.
130. The following events happened:
Maintenance dispatched a mechanic to evaluate & fix the valve.
Mechanic noticed “a burning smell” upon arrival, and suspected
the electric motor on a hydraulic pump had burned up.
He called an electrician to help.
Electrician determined that the motor had failed. He asked his
supervisor to find a replacement motor.
Supervisor called the Storekeeper, who found that no spare
motor was available.
Supervisor called Operations to report that the motor had failed
and would take a couple of days to repair
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
131. The following events happened (contd…):
Operations demanded the repair immediately, so the supervisor
called the Plant Engineer to help locate a spare motor.
Plant Engineer and Supervisor found the same type of motor on
a similar system not being used. Supervisor sent another crew to
remove this motor while the first crew removed the failed motor.
Maintenance replaced the motor and adjusted linkages due to
sluggish operation. The valve was released to Operations.
The work order was closed with comment “valve was fixed.”
Operations were so happy with a four-hour repair time (rather
than two days) that they sent an e-mail thanking the
maintenance crew for a job well done.
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
132. Is this the reliability culture?
Reactive Culture
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
133. A second type of response:
Maintenance Supervisor/Scheduler visited the site and assessed
the failure, finding that the valve linkage was tight and dry,
along with a failed electric motor on a hydraulic system.
Supervisor/Scheduler assigned a mechanic and an electrician,
and requested both a 6-month chronological history report and
a recommended parts list. He also alerted the plant engineer of
the problem.
Electrician determined that the motor had failed (burned). The
overload relays didn’t function properly.
Mechanic found that linkage was tight due to inadequate
lubrication.
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
134. A second type of response (contd…):
The repair history (attached to the Work Order) showed the
following problem — a few months ago: Problem with valve
closing. Mechanic had adjusted and greased the linkage. The
hydraulic pressure on the system had been raised from 1500 psi
to 1800 psi to make the actuator and linkage work smoothly.
Repair plan included replacement of the motor and overload
relays, restoration of hydraulic pressure to system design, and
greasing/ adjustment of linkage. A spare motor was available as
a part of the repairable program.
Work was completed as planned. Operator was supporting the
repair and helped in testing the system. The valve returned to
operation.
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
135. A second type of response (contd…):
The WO was closed and repair details documented.
Operations were pleased with a two-hour repair.
The maintenance manager personally thanked the maintenance
crew for a job well done and for finding the root cause. He then
asked them for a plan of further action needed to improve the
reliability for review in 10 days.
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
Is this the reliability culture?
Proactive Culture
136. A third type of response:
Motor current data on operations panel indicated a higher-than
normal current. The visual inspection and site visit indicated that
the valve actuator was running sluggish. Maintenance was
alerted by the operator.
Maintenance evaluated the situation with the help of the
operator and planned the repair on a scheduled downtime
period.
The repair was completed and there was no unscheduled down
time. All repairs were documented in the CMMS/EAM system for
asset history.
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
137. A third type of response (contd…):
PM tasks were reviewed and root cause analysis performed.
Based on this analysis, PM tasks were updated.
A work order to redesign the linkage based on root cause
analysis was also issued to design / engineering.
Operators were thanked for watching the asset/system closely
ORGANIZATION & LEADERSHIP
4. RELIABILITY CULTURE MODEL
Is this the reliability culture
Reliability Culture
140. Which of the following sets list down the most
important attribute of leadership in decreasing order of
priority;
Competence, communication and creating vision
Charisma, creating vision, motivating people
Creating vision, motivating people, communication
Communication, motivating people, creating vision
ORGANIZATION & LEADERSHIP
LEARNING POINTS
141. Which of the following is not an element of reliability
organizational culture;
Relations with subordinates
Rituals
Role models
Rites
ORGANIZATION & LEADERSHIP
LEARNING POINTS
142. In order to enforce better administrative control of human
resource, management at beta corporation have decided to
follow a functional organizational hierarchy. Staff employees
in each function have been trained to perform their own
specific jobs only. The employees prefer to stick to their own
roles and not bothered by “somebody else’s job”. What type
of culture is the organization demonstrating?
Reliability culture
Proactive culture
Reactive culture
Defensive culture
ORGANIZATION & LEADERSHIP
LEARNING POINTS
143. Which of the following is the most important factor
needed to foster a reliability culture in an organization;
Knowledge of team on reliability techniques and tools
Sponsorship by one of company’s top level managers
Approval of HR manager to create new hierarchical
positions for dedicated reliability organization
Existence of a “Management by objectives” program
ORGANIZATION & LEADERSHIP
LEARNING POINTS
144. Which of the following sets only includes the
constraints to enforce reliability culture at a company;
Culture, Benchmarks, People and capital asset upgrades
Existing practices, policies, culture, people and current
performance level of assets
Budget, strategic plans, competency, desire to change
People, culture, goals and objectives
ORGANIZATION & LEADERSHIP
LEARNING POINTS
145. ABC company hired a reliability consultant to advice the top
management for improving asset reliability. The consultant pointed
out that there should be a reliability vision and mission statement in
place to strategically drive all decisions related to reliability. How
should the reliability vision and mission statements be developed
The top management should develop it as they are the one’s
who determine strategic direction of the organization
A team team covering all functions of the company should
develop it based on feedback from worker level employees
There is no need for a vision and mission statement
The consultant should be engaged to develop it as he has good
experience of working in the field of reliability
ORGANIZATION & LEADERSHIP
LEARNING POINTS
147. MRO STORE MANAGEMENT
LEARNING OBJECTIVES
After reading this chapter, you will be able to:
Understand Maintenance store operations
Classify different types of inventory based on its value and
turnover ratio.
Determine criticality of
Evaluate your MRO standing with reference to world class
149. MRO STORE MANAGEMENT
1. MRO STORE OPERATIONS
Spare parts
Inventory
Volume of
maintenance work
Volume of
maintenance work
Spare parts
Inventory
1 Efficient Spare Parts Management
160. MRO STORE MANAGEMENT
3. CRITICALITY EVALUATION
• Effects of
failure
• Risk levels
• Consequences
of unavailability
• Delivery time
• Repairability
• Technical
alternatives
• Part lifespan
• Failure
probability
• Failure
characteristics
• Failure
anticipation
• Price
• % cost of
capital
Inventory
Holding
cost
Failure
Probability
Impact of
spare un-
availability
Lead time
and other
parameters
161. MRO STORE MANAGEMENT
3. CRITICALITY EVALUATION
Inventory Holding
10,000 Euro * 10%
1,000 Euro
Unavailability
100 Euro / day
Lead time
100 days
Failure Rate
1 per 2 years
5000 Euro
<
162. Metric Typical World class
Store’s inventory turns >1.0 >2.0
Stock outs <5% <2%
Inactive Stock 2% ~ 5% <1%
Storeroom transactions >75 100 ~ 140
Vendor managed inventory - -
Service level >95% >98%
Inventory accuracy 98% ~ 99% >99%
MRO value as % of RAV <3% 0.3% ~ 1.5%
MRO STORE MANAGEMENT
4. MRO STORE METRICS
164. The supply chain manager at Beta corporation has been
tasked to set up a new MRO facility to serve two
neighboring plants. Which of the following best describes
the item categories to be considered for deciding the
storage capacity
Insurance spares, lubrication oil, finished product inventory,
welding gases, phased out capital items and catalysts
Capital spares, consumables, raw materials, emergency spares,
turnaround spares, OEM recommended spares
Raw materials, finished product inventory, consumable items, OEM
recommended spares
Critical spares, lubrication oils and gases, capital items, emergency
spares, turnaround spares, redundant items
MRO STORE MANAGEMENT
LEARNING POINTS
165. John’s manager has asked him to develop a business case
for installing new facility (expansion project) to improve
energy efficiency of the plant. Which of the following best
describes the information he should obtain from MRO store
manager to comprehensively cover all aspects;
Inventory holding cost per unit floor space, Number of available
SKUs, Item catalog, List of OEMs for similar equipment
Inventory stratification details, types of storage equipment
available, item catalog, Number of active SKUs
Available floor space in the store, safety stock levels, service level,
VMI details, inventory turns, item catalog, List of similar equipment
ABC analysis of inventory, safety stocks, inventory turns, number
of transactions per operator per day, item catalog
MRO STORE MANAGEMENT
LEARNING POINTS
166. Which of the following is not a primary function of MRO
store;
Ensure adequate supplies of raw material and spare parts are
available at all time to avoid costly production interruptions
Perform periodic inspections and PMs of items requiring in-storage
care.
Ensure availability of right spares, service parts, and supplies at the
right time in the right quantities.
Perform parts kitting process as per WO needs from CMMS.
MRO STORE MANAGEMENT
LEARNING POINTS
167. The metric which measures how quickly inventory is
flowing through the storeroom inventory system is ;
Service level
Inventory shrinkage rate
Number of inventory turns
Inventory accuracy
MRO STORE MANAGEMENT
LEARNING POINTS
168. Peter is a financial analyst who has pointed out to the CEO
that inventory volume and value of two manufacturing
plants owned by the company are significantly different.
Which of the following metrics you would recommend to
the management to improve confidence level in Peter’s
observation
Percentage of inactive inventory
Inventory variance or inaccuracy
Vendor managed inventory
Inventory value as percent of RAV
MRO STORE MANAGEMENT
LEARNING POINTS
169. Do you consider today’s workshop as a good utilization of
your time and energy?
No, it was a waste of my time
I was expecting something more valuable
There were some minor learning points
It was useful and will help me to improve my performance at work
MRO STORE MANAGEMENT
LEARNING POINTS
Decentralized: This is suitable for large sized plants where inter unit communication is difficult to get. The responsibilities and accountability is with the concerned heads. In decentralized environment, two types of organizational structures are possible;
Maintenance is under the control of chief engineer of production to ensure better understanding between the production and maintenance department.
Maintenance organization is divided into multiple independent units, each looking after a dedicated area and reporting to a common maintenance manager
Centralized: In this type of organization, the maintenance is under the direct control of maintenance manager. All resources are pooled in a single organization and maintenance manager has all the responsibility and authority. Such type of structure is common for smaller organizations. Communication and control are better exercised in this type of organization
Partially Centralized (Hybrid) : This is the modified version of centralized maintenance organization and suitable for the industry where units are located at far away locations. In this type of organization, the maintenance personal attached with production unit will carryout the routine maintenance works. Scheduled maintenance works such as overhauls, planned maintenance work, procurement of spare parts are under the control of chief maintenance engineer at the central office.
Asset: Anything which has actual or potential value for the organization.
Physical asset: Physical assets are those assets which have physical existence. E.g equipment, buildings, mobile fleet etc
Component: An item or subassembly of an asset, usually modular and replaceable; interchangeable with other standard components such as belt of a conveyor, motor of a pump unit, or a bearing.
Failure: Failure is the inability of an asset / component to meet its expected performance.
Failure mode: An event that causes a functional failure; the manner of failure.
Maintenance, Backlog: Maintenance tasks those are essential to repair or prevent equipment failures that have not been completed yet.
Maintenance, quality: Systematic application of quality assurance and quality control tools to ensure that asset performance is restored to what have been referred to over the years as baseline readings.
Maintenance, Cost: Sum of all expenses borne by a facility to maintain its assets at a desired level of performance.
There is no universal definition for this term and each facility must identify which costs are to be included in maintenance cost. [for example at some facilities lubrication and operator maintenance costs are not covered in maintenance expense]
Computerized Maintenance Management System: A software system that keeps record and tracks all maintenances activities, e.g., maintenance work orders, PM schedules, PM masters, material parts, work plans, and asset history.
Maintenance KPIs: KPIs, also called metrics, are an management tools to measure performance of a maintenance organization and help the maintenance manager to make improvement actions.
CM – Corrective maintenance
TBM – Time based maintenance - Age related
RBM – Run based maintenance - Usage related
CBM – Condition based maintenance - Health related
OBM – Operator based maintenance - Operations related
IIOT – Industrial internet of things
CPM – Capital project maintenance
Note: These terms will be covered in detail on day 3 under the topic “Building effective maintenance program”
Key Performance Indicators (KPIs) are the critical (key) indicators of progress toward an intended result. KPIs provides a focus for strategic and operational improvement, create an analytical basis for decision making and help focus attention on what matters most.
Meaningful: KPIs should be indicative of current performance and how much it deviates from best performance.
Measurable: Have a numeric meaning
Achievable: Target values defined should be realistic and achievable
Aligned: KPIs should be aligned with individual, functional, organizational and corporate goals and objectives
Determining: KPIs should trigger some key decisions. Measuring a KPI for sake of measurement is of no good
Mission Time – A stated period of time for which an asset is supposed to perform its function
Asset function – Purpose of the asset
Operating environment - The conditions under which the asset operates normally during its service
Reliability is a broad term that focuses on the ability of an asset to perform its intended function to support manufacturing or to provide a service.
Failure Rate (FR) - The number of failures of an asset over a period of time (per unit measurement of life). Failure rate is considered constant over the useful life of an asset. It’s normally expressed as the number of failures per unit time and is the inverse of Mean Time Between Failure (MTBF).
Mean Time Between Failures (MTBF) - This is a basic measure of asset reliability. It is calculated by dividing total operating time of the asset by the number of failures over some period of time. MTBF is the inverse of failure rate
(FR).
Exponential decay is the decrease in a quantity according to the exponential law.
The most interesting real world scenario for exponential decay is HALF LIFE of radioactive materials.
- Inherent Reliability is set by system design
- 20 to 50% of Life-Cycle Costs are committed by the end of the design phase
- 50 to 95% of Life-Cycle Costs are committed by the end of the construction phase
Reliability Analysis
• Lowers asset and system failures over the long term
• System reliability depends on robustness of design, as well as quality and reliability of its components
Maintainability Analysis
• Minimizes downtime — reduces repair time
• Reduces maintenance costs
System Safety and Hazard Analysis
• Identifies, eliminates, or reduces safety-related risks through out its life cycle
Human Factors Engineering Analysis
• Prevents human-induced errors or mishaps
• Mitigates risks to humans due to interface errors
Logistics Analysis
• Reduces field support cost resulting from poor quality, reliability, maintainability, and safety
• Insures availability of all documentation, including PM plan, spares, and training needs
Maintainability represents the ease and speed of repair and maintenance actions with which an asset can be restored to operating condition, following a failure.
It is measured by MTTR (Mean Time to Repair)… MTTR is also called MDT (Mean down time)
Mean Time to Repair (MTTR)
It is the average time needed to restore an asset to its full operational condition upon a failure.
It is pure repair time (called by some wrench time).
Mean down time (MDT)
MDT is the total time the asset is down, which includes repair time plus additional waiting delays
Maintainability represents the ease and speed of repair and maintenance actions with which an asset can be restored to operating condition, following a failure.
It is measured by MTTR (Mean Time to Repair)… MTTR is also called MDT (Mean down time)
Availability may be stated as the probability that an asset will be in operating condition when needed.
Being in operating condition means capable to perform the intended function SATISFACTORILY, when needed in a stated environment.
Availability is a function of reliability and maintainability.
The standard for availability is about 95%. In some cases, if assets are not very critical, the standard may be lower. But in case of critical assets such as aero-engines or assets involved with 24-7 operations, the standard may require 99% or higher availability.
The bathtub curve is widely used in reliability engineering, although the general concept is also applicable to people as well.
The curve describes a particular form of the hazard function which comprises three parts:
• The first part is a decreasing failure rate, known as early failures or infant mortality. It’s similar to our childhood.
• The second part is a constant failure rate, known as random failures. It’s similar to our adult life.
• The third part is an increasing failure rate, known as wear-out failures. It’s similar to our old age.
Above results were reported by US Air-force.
US Navy experiments also revealed similar results with 23% age related failures (A:3%, B:17%, C:3%) and 77% random failures (D:6%, E:42%, F:29%)
A reliability growth model is a model of how the system reliability changes over time during the testing process. As system failures are discovered, the underlying faults causing these failures are repaired so that the reliability of the system should improve during system testing. To predict reliability, the conceptual reliability growth model must then be translated into a mathematical model.
Storyteller: People who tell what most people refer to as “war stories”… Mostly these people feel proud about their past but are complacent about current culture. You need to develop new stories for them promoting new culture and giving these people something constructive to support the new culture.
Keepers of faith: These are the mentors in the organization who teach correct to work within the existing culture. You need to engage these people so that they will mentor the new culture, not the old.
Gossips: These are people who will spread the information and often the wrong information. They spread rumors. You need to keep your communication channels clear to overcome them.
Spies: These are people who pass on the information that you do not want to be disseminated. They pass on precise but sensitive information.
Whisperers: These are people who pass the information directly to senior managers, bypassing the organizational hierarchy. They can cause team problems by sending wrong or incomplete information. You can use them for your benefit, but do not trust them blindly.
Symbols: These are not people, but indicators of how we characterize of differentiate people and groups. E.g large office, reserved parking space, etc etc are symbols.
Language: Use proper language.. Easy, clear and understandable for all…
Above are the results of a survey conducted by famous wall street companies to understand what leadership attributes are considered the most important.
Vision: A vision statement is a short, succinct, and inspiring declaration of what the organization intends to become or to achieve at some point in the future. Vision refers to the category of intentions that are broad, all-inclusive, and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.
Mission: A mission statement is an organization’s vision translated into written form. It’s the leader’s view of the direction and purpose of the organization. Benefits of mission statements are;
1. They help companies focus their strategy by defining some boundaries within which to operate.
2. They define the dimensions along which an organization’s performance is measured and judged.
3. They suggest standards for individual ethical behavior.
Strategy: Strategy is a very broad term which commonly describes any thinking that looks at the bigger picture. Successful organizations are those that focus their efforts strategically. To meet and exceed customer satisfaction, the business team needs to follow an overall organizational strategy. A successful strategy adds value for the targeted customers over the long run by consistently meeting their needs better than the competition does.
Vision: Operate your plant in a way that enable you to run the equipment reliably and meet customer demand for product.
Goal: Develop a reliability program.
Initiative: Create a PM program.
Activity: Identify equipment to receive PM, Define basis for task selection, build PM program in ERP
Measures: PM compliance,
Outcome: Increased equipment reliability, Increased contractor workload
Impact: Increase in MTBF.
MRO store: Maintenance, Repair, and Operations. Sometime “O” is referred to as Overhaul.
The most core and basic component of effective inventory cost control is identification and tracking spare parts and materials at your company.
Powerful CMMSs allow you to keep track of each part and to find everything when you need.
Accurate inventory is defined as the actual quantity and types of parts in the right location in the storeroom matching exactly what is shown on the inventory system in the CMMS/EAM system. If a part, quantity, or location is not correct when matched against the system, then that location is counted as an error.
Try to keep your stock levels at the sweet spot where there is always enough spares for your company needs and at the same time you don’t have excess inventory.
Holding too much inventory is not wise because you need more storage, your warehouses become messy and you hold money in the inventory.
MRO should analyze spares that are used rarely, have high price and are expensive to store and that can be easily transported between multiple sites. Then, one central place can be chosen where one prefers to store these spare parts and amount of inventory that is enough just for one or two sites is retained. This practice can greatly reduce inventory costs
Reporting is a starting point from where you should begin optimize your maintenance inventory costs.
Inventory stratification, is a technique used to classify and optimize inventory levels. In this technique, inventory is classified based on an item’s value and usage rate. This classification system is used to distinguish between the trivial many and the vital few. In fact, this classification system reflects the Pareto principle.
Turnover ratio: It is a measure of how quickly inventory is flowing through the storeroom inventory system. It can be applied to different categories of inventory, including spares and operating.
Inventory turns: This metric is a measure of how quickly inventory is flowing through the storeroom inventory system. It can be applied to different categories of inventory, including spares and operating.
Stores Inventory Turns = Value of stock purchased over a set period of time / Value of stock on hand
Stock outs: This metric is the measure of the frequency that a customer goes to the storeroom inventory system and cannot immediately obtain the part needed.
Inactive stock: This metric is the ratio of the number of inactive (MRO) inventory stock records to the total number of MRO inventory stock records excluding critical spares and non-stock inventory records. Normally inactive period is considered one year.
Storeroom transactions: This metric is the ratio of the total number of storeroom transactions to the total number of storeroom clerks used to manage the inventory for a specified time period.
Service Level: Inventory level at which demand for an item can be met from the on-hand stock. Usually, expressed as percentage of order satisfied.
Inventory Variance (Inaccuracy): Difference between the actual number, amount, or volume of an inventory item and the
balance shown in the inventory records. Such differences are summarized in the variance report that is prepared to record and
resolve inventory control problems.
MRO store value as % RAV: This metric is the value of maintenance, repair and operating materials (MRO) and spare parts stocked onsite to support maintenance, divided by the replacement asset value (RAV) of the assets being maintained at the plant, expressed as a percentage.
Inventory shrinkage rate: Cost of material / items lost through deterioration, obsolescence, pilferage, theft, and/or waste divided by the total inventory cost.