tod findlay, asset reliability manager, yancoal technology development - reliability centred...
Post on 11-Nov-2014
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YTD’s asset management philosophy follows the principles of the British Asset Management Standard, PAS 55.
It’s a requirement of this standard to establish, document and maintain an asset management plan for the maintenance of an asset throughout its life cycle.
The aim of this plan is to achieve the asset management strategies and deliver the asset management objectives of the business.
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An RCM analysis is a time consuming and costly process.
It should only be carried out on complex assets that are critical to achieving the organisation’s business objectives.
Assets of low criticality or complexity can utilise other techniques for establishing their maintenance plans.
The criticality and complexity of each asset should be determined, and an appropriate method chosen.
Due to the criticality and complexity of the NGC LTCC system, an RCM analysis was chosen as the technique to determine the most appropriate maintenance tasks.
In an effort to determine the most suitable RCM analyst, YTD assumed a spectators role in two different service provider’s RCM sessions that they were conducting for other clients.
Both of these companies carried out the RCM analysis in accordance with the requirements of the SAE International standard, JA1011, Aug 2009
Both companies displayed different strengths and weaknesses, however YTD considered Reliability Success PTY LTD to be the most suitable fit for our business. The principal analyst and Managing Director of Reliability Success is Daryl Mather.
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The RCM analysis on the NGC, LTCC system was scheduled to take place over 3 months. This included;
RCM training for all participants
Shearer RCM
Coal clearance RCM
Shields RCM
Monorail RCM
Electrical system RCM
Pump station RCM and
Finalisation of all RCM reports
The actual process took 6 months to complete.
We underestimated the time required to complete each RCM session.
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RCM analysis on different types of equipment should not be scheduled back to back. The RCM process is mentally draining and it is easy for the participants to lose focus. Scheduling a break between the sessions is essential.
If the RCM is on new equipment it should be carried out after conceptual design is completed, but before the detailed design is locked in. This will allow any design changes that arise from the RCM process to be incorporated into the final design of the equipment.
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The correct mix of participants is critical to achieving a successful RCM. If people with the appropriate knowledge are not available then the RCM should be deferred until they are.
OEM product specialist
Mine electrician
Mine fitter
Mine operator
Mine process engineer
It is important that all participants in the RCM session have undertaken RCM training. This will ensure that no time is wasted during the analysis explaining
what the process is all about.
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Nominating the functions the organisation want the asset to perform is one of the most critical parts of the preparation process for an RCM.
Identifying these functions prior to the start of the RCM session will not only save time but will also reduce the risk of missing any.
It is a good idea to have the stakeholders of the business sign off on the list of functions prior to commencing the RCM sessions.
To control all hydraulic fluid under pressure
To transmit ranging arm height to the Shearer compact
To transfer power from the CST input spline to the output spline
605 functions identified in total
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This is “The circumstance in which the physical asset or system is expected to operate” (SAE JA1011, AUG 2009)
Identifying these prior to the start of the RCM session is essential.
Once again, have the stakeholders of the business sign off on the operating context that has been established
Ventilation
Ambient temperature
Cross grade
Material abrasiveness
Etc.
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Located away from the distractions of the mine
Facilitate easy access to additional information that might be required during the analysis
The RCM on the NGC, LTCC system was held at Peabody head office in Brisbane. A better location would have been at CAT head office in Beresfield.
YTD reviewed all delay data for the Austar LTCC system.
OEM complied a data base on all known failures of the equipment that were in service.
Facilitator compiled all available, relevant, generic failure data.
This failure data was adequate for the RCM
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The RCM analysis consist of the following steps (SAE JA1011, AUG 2009)
1. Determine the operating context and the functions the business wants the asset to perform
2. Determine how an asset can fail to fulfil these functions
3. Determine the causes of each functional failure
4. Determine what happens when each failure occurs
5. Classify the consequences of failure
6. Determine what should be performed to predict or prevent each failure
7. Determine if other failure management strategies may be more effective
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Every maintenance task that was derived from the RCM process has also had a task duration, resource requirement and Off line or On line status allocated to it to enable the total maintenance workload to be established.
1730 1730 2303 1730 2303 1730
5713 5713 6052
13011
6127 6172
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Man Hours
NGC, LTCC system 6 Year Mechanical Maintenance Workload Map
Production workload Non Production workload
The production and maintenance schedule for the NGC, LTCC system was manipulated so that both the required production hours and maintenance workload were achieved.
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The mine’s maintenance work force numbers and shift allocations were structured to achieve the identified maintenance workload within the derived production and maintenance schedule.
Maintenance crew
4 x fitters
1 x electrician
3 x miners (TA’s for fitters)
1 x maintenance supervisor.
Production crews
1 x fitter
1 x electrician
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The requirement for specialised service providers to manage specific components of the maintenance workload were also identified. Functional Safety systems proof testing
Oil and grease analysis
Wear surveys
Vibration analysis
Service contracts can be negotiated for these services with both parties having a full understanding of the specific workload.
Hastings Deering (Australia) Limited are one of the major service providers that are working closely with NGC to supply these specialised services. To date, HDAL’s commitment to achieving this component of the maintenance strategy has been excellent.
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Design requests are another output that can result from the RCM process
These can be suggested changes to the design of the equipment that can be incorporated in the final design if it is newly manufactured.
If it is not new equipment design, changes can be made during the next major overhaul.
Design changes can also include requests concerning training, procedures, etc.
Maintenance strategy is focused on maintaining the functions of the machine the business requires it to perform. This has resulted in a reduced preventative maintenance workload by removing task that do not support the business objectives.
All areas of the maintenance strategy have factual data to back up the decisions that have been made. This means the strategy is easy to audit and review Justify maintenance hours
Justify maintenance manning
Justify Maintenance task or lack of.
On new equipment, it has enabled input into the design of the equipment that will reduce functional failures. i.e. Design out maintenance.
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