asset maintenance management journal 1501

8/10/2019 Asset Maintenance Management Journal 1501

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Go To Contents PageAMMJ January 2015 Go To Last Pa

AMMJJanuary 2015 Is

Asset Management And Maintenance Jo

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It is for personal use only anda company or government deit cannot be printed. Go to pagbenets of being a full payingto the AMMJ.


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The Power of Knowledge Engineering

SKF Training Solutions

Excellence in Precision Maintenance for Rotating Equipment

2015 SKF Training Handbook

AMMJContents

January 2015

Click On The Page Number/TitleTo Go To That Page

57 TECHNICAL REPORESEARCH PAPE

ASSETS, EQUIPMENT,SERVICES, AND PEOP

MAINTENANCE ANDRELIABILITY

STORES, PURCHASINGPARTS AND MATERIALS

43 Thermal Imaging InsidAircraft Cockpits

45 Now more than ever:

of Machine Base Flatn47 STOs Are Special

47 Not My Job

48 Plant Cleanliness Tak

49 Assets, Services & Pe

- The 10 Skills You Need In Asset Management

- Evaluating Asset HealthPrioritizing and OptimiziManagement

54 Inventory Storage or H

55 Stores News- Drax Power StationSupporting the Futur

58 Become anAMMJ 59AMMJ Information P

Go To First Item

3 Important Changes for the AMMJ

4 Decisions In Asset Management

7 Reducing Maintenance Costs ona Sustainable Basis - A MiningCase Study

10 The Power Of Intelligence

12 Condition Monitoring on a LowPressure Feeder

15 Maintenance Key PerformanceIndicators

19 Is Lubrication Data MissingFrom Your KPIs

20 5 Keys to Lean Maintenance andImproving MaintenanceProductivity - Parts 4 and 5

25 Preventive Maintenance

34 RCA - Top 10 Reasons Why It WillNever Work In My Company

36 Moving Towards SelfMaintaining Machines

38 Maintenance & Reliability News

Click to download a copy of the2015 SKF T

raining Handbook

and view details of ourcomprehensive training solutions

Contact SKF Training Solutions via emailor by phone on (03) 9269 0763to requestyour copy of the 2015 SKF TrainingHandbook and Training Calendar
http://www.skf.com/binary/101-173087/2015-Training-Handbook.pdfhttp://www.skf.com/binary/101-173087/2015-Training-Handbook.pdfhttp://www.skf.com/binary/101-173087/2015-Training-Handbook.pdfmailto:training.australia%40skf.com?subject=http://www.skf.com/binary/101-173087/2015-Training-Handbook.pdfhttp://www.skf.com/binary/101-173085/2015-Training-Calendar.pdfmailto:training.australia%40skf.com?subject=http://www.skf.com/binary/101-173087/2015-Training-Handbook.pdf


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Important Changes for

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Furthermore, there is often to consider decisions aboutdo in the short term (operator maintenance) often haveeffect upon the need for othlater. Sweating the assets higher short-term performanin performance losses (asseextra maintenance or earliein the future.

In contrast to the greeneldmaking, the operational phaa chance to observe and caevidence about asset perfo

condition, costs etc. So haincreasingly support the decprocesses.

engineering or construction projects basedmainly on the easiest short-term things tomeasure, such as delivery on-time andunder-budget. This means that subsequent

operability, reliability, maintainability andsustainability are treated as less signicantin decision-making.

As often quoted in life cycle costing papersand training materials, 80% of the whole lifecycle cost may be pre-determined duringthe design stage, yet only 20% of the costis actually incurred during the beginning-of-life phase. But, whether we are buying aninkjet printer or a multi-million dollar turbo-compressor, building production facilitiesor hospitals, the pressure to reduce theinitial purchase (or construction) cost isimmediate and tangible, whereas futureoperating, maintenance and eventual

renewal costs are fuzzy and, in manycases, someone elses problem. Weusually end up paying for it later, however.

1 Beginning of life stage:In the green eld environment of initialinvestment, procurement or asset creation

decisions, we have to make very signicantchoices with immediate and future costimplications and, potentially, long termbusiness-critical consequences. Butwe have to make the decisions withinherently weak data, since we have nodirect experience of the assets yet; ourdecisions are based upon potentially long-term forecasts and assumptions aboutdemand, economics, supply chains andresources. So we are facing high cost,business-critical decisions with uncertaininformation, and the whole asset life cyclein which to suffer the consequences of ourmisjudgements.

Furthermore, we tend to compoundthese decision-making problems with thebad habit of recognising and rewarding

Normal Operation andMaintenance Stage:

The normal, steady-state operationalstage of an assets life, involves thecompeting desires to exploit the assetstothe maximum, while also needing to carefor themto ensure ongoing usefulness.This creates a natural tension betweenexploiters (operations) and carers(maintenance) that must be addressedin the day-to-day decision-making. Forexample, shutting down a system formaintenance clearly impacts operations,

and the way in which assets are operatedor used can have a big effect upon theirneed for maintenance.

Figure 1. Different decision-making environments in asset life cycles

Decisions

inasset

managementDifferent asset life cycle stages represent very different decision-makingenvironments and offer different opportunities to inuence the whole lifecycle value. In particular there are three distinct environments (see Figure 1).

2

John Woodhouse

The Woodhouse Partnership Ltd

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Challenges we face inmaking good decisionsBefore identifying the methods formaking these different decisions atdifferent life cycle stages, we must rstrecognise the real-world problems thatwe face in making the objectively corrector best value choices. These practical

problems are typical and widespread,so it is no use introducing sophisticatedmethods that will fail due to inadequatedata, organisational constraints,workforce acceptance or competency.Our decision-making processes andtools must be able to cope with thefollowing:

Conicting interestsIf we only see the world fromthe perspective of a personal ordepartmental performance goal orbudget responsibility, it will be hard tond and demonstrate the best valueposition for the organisation. Asset

management decisions are invariablycross-disciplinary, so consultation,team-working and collaborationmechanisms are needed to get the rightdecisions made. Unfortunately weoften encounter budget protectionism,vested interests and, even at seniormanagement levels, a differencebetween what is said and what is doneor encouraged.

Conicting Performance MeasuresBadly chosen performance indicators(KPIs) compound and reinforce theproblem of functional silos. If one groupcan only succeed at the expense of

another, then the search for best overallvalue can easily be lost in the noise ofcompeting priorities and protectionism.

3 End-of-life Decision-making StageNo matter how well assets are maintained,there can come a point where steady stateis no longer an option. This marks the end-of-lifedecision-making environment, whereconsiderations of major investment such asrenewal, modication or decommissioningmust be considered (along with options toavoid or defer such interventions).

Of course, this aging assets circumstanceis not limited to cases of old assets ordeterioration of assets it also includeschanging externalfactors such ascustomer demand, technology overtake(obsolescence), competition, economicsor supply chain changes. And, like thebeginning-of-life phase, the brown eldredevelopment options represent potentiallybig costs, uncertainties and businessconsequences.

In contrast with the green eld (beginningof life) cases, we do now have better

knowledge and experience of the behaviourof the currentassets. Nevertheless,extrapolations into the future will still beuncertain and there may be a variety oflife extension options, renewal, upgrade ordecommissioning issues to consider, manyof which will involve high costs and uncertainfuture impacts.

And the timingof such interventions is oftencritical. When operating costs, performanceor risks are changing (i.e. no longer in steadystate), then the cost/benet of refurbishment,replacement or modication (or contingencyplanning options such as purchase of spareswhile we can) are tightly dependent on the

when? decision. Decisions about agingassets are both business-critical and timing-critical.

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All of these issues have to addressed in decision-makmechanisms that determinthings to do, for the right rethe right time. So the SALhas to be very people-oriento cope with widely varyingnavigate conicting agendaretain sufcient transparen

conclusions are easily expdifferent audiences. Quite

www.twpl.comwww.SALVOproject.orgwww.ISO55000.info

Business and communicationsskills for engineers

Technical staff do not easily speak thesame language as the nance director,and technical justications for assetimprovements sometimes get rejected,

even if they are the correct things to do.So it is not enough just to determine theright solution; the conclusion must beexplained in business terms (value formoney). And it is not only the nancialapprovers who will need convincing.Those who will be responsible forimplementing the decision also needto understand and accept why it is theright decision. So explain-ability of theresults will be a key feature of good assetmanagement decision-making.

Quantication of risksNearly all asset management decisionswill involve risks and uncertainties. So

we need a rational and consistentmanagement process for the wide rangeof commercial, technical, safety andcustomer/public perception risks thatwill be encountered. Furthermore, inthe case of asset interventions such asinspections, maintenance and renewal,it is often the patterns of changing risksthat matter most. Decision-making mustconsider risks that might be introducedby an intervention as well as thedegradation-related, increasing risks thatare perhaps the reason for considering anintervention in the rst place.DataToo much of it, not enough of it,inadequate quality or the wrong sort,and how is it, or should it be, used?

Short-termismHard evidence today (costs, assetperformance) often carries more decisionweight and credibility than future forecastsand probabilities. And this problem is

compounded by management rotations,regulatory and political cycles (witheach leader wishing to make a visible,tangible difference within their shortperiod of responsibility). So decision-making methods will have to compensate;providing quantied and credible evaluationof future impacts when making decisionsabout immediate actions or expenditures.

Fire-ghting CultureFire-ghting behaviour can be a culturalhabit that is hard to break. The reactiveworkload may be too great to allow timeto think, or it may be just simpler to waituntil forced to act. In such an environment,the shift to proactive, preventive anddefect elimination activities is a big culturechange. And we often make this worse bycelebrating and rewarding the heroes whocope well in an emergency while failingto recognise and applaud those who do nothave such crises in the rst place.

Efciency Versus EffectivenessFor many years organisations have beenchasing ever greater efciency: doing whatwe do quicker, smarter, better, cheaper.Unfortunately this preoccupation withimproving efciency can sometimes resultin doing the wrongwork 10% quicker/

better/cheaper. Our decision-makingmethods need to ensure that we are doingthe right thingsas well as doing them right.

The whole subject of data, informationand knowledge management is a messfor many organisations. And somevery expensive mistakes are made inthe over-ambition and under-deliveryof solutions to the problem: in manycases, the Enterprise Asset (information)Management (EAM) system has become

a tail that is wagging the dog. So, whilstit is clear that fact-based decisions arehighly desirable, the identication ofwhat data to collect, at what cost andtime investment, and how we would useit correctly,must be part of pragmaticdecision-making.

Stephen Morris, outgoing President of the Institute of Asset Management

(UK), says, The SALVO Project is an influential piece of research; it goes

beyond the theoretical by also developing practical methods for ensuring

optimal investment and intervention plans. One of the significant and

important features of the SALVO Project is that it has been developed

with, and field tested by, some of the worlds leading practitioners and

organisations. This is a n important piece of work that should be part of

every asset managers and infrastructure investors tool kit.

The full range of o utputs from the SALVO project include:

Modular training coursesfor asset investments, modifications,

inspection, maintenance, spares, shutdown strategies, refurbishment,

life extension options, obsolescence and replacement decisions.

I

SALVO Process: bridging the gap between

technical and financial viewpointsThe SALVO (Strategic Assets: Lifecycle Value Optimization) Process is the result

of a 4-year multi-industry collaboration programme to define best practices in

asset management decision-making. The Process is now summarised in an

easy-to-read guidebook, packed with insights, tips and examples.

Step-by-step technical playbook: commerc

comprehensive methodology, with competenc

processes and culture change assistance.

Modular decision-support tool box: suite of l

tools to guide the process, quantify business

optimal intervention timings, explore data se

assumptions/audit trails.

For more information or to purchase the SAL

see www.SALVOproject.org and www.decisi


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To allow for the maintenance to becompleted on the new plants and modiedequipment throughout the growth period,

creation of maintenance tactics and workmanagement master data has been fasttracked. This has been to support meetingthe tight deadlines to get the essentialdata in place to enable work execution totake place when the new infrastructure isswitched on.

In some cases this has led to hurriedimplementations in computerizedmaintenance management systems(CMMS). Post start-up, companies havefound themselves throwing labour at theplanning and execution of work to copewith the increasing problems, withoutaddressing the fundamental quality of

their work management master data tocontrol maintenance strategies and workscheduling.

Overview

Iron ore has played a key part in drivingthe growth of the Australian economy overthe past decade and assisting Australia torecover from the global nancial crisis.

As demand has grown for iron ore to fuelthe Chinese construction boom, the focusfor the Pilbara iron ore mines has beenalmost solely on growth. This has resultedin plants being run beyond design ratings,

construction of new infrastructure andupgrading of equipment in an attempt tomatch demand.

ReducingMaintenance Costs

On A SustainableBasis-A Mining IndustryCase Study

Adam Clegg, and Michael Drew ARMS Reliability

Removal of several thousandredundant maintenance plans.

Minimise the data that requiredmanagement.

More efcient work schedule

REGISTER TODAY: www.armsreliabilitytraining.com | www.apollorootcause.com

CONTACT US: [email protected] | +613 5255 5357

TAKE YOUR SKILLS TO THE NEXLearn the very latest in Reliability and RCA

ARMS Reliability delivers world class training courses, that provide the skillto use reliability analysis with ease and confidence to make i mprovements tplant performance at the optimum cost.

Delivered in major capital cities around Australia,our public courses encompass the following topics;

Root Cause Analysis

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Improve Asset Management

Functional Safety

Whole of Life Costs

Determining Equipment Reliability

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management process ofteattempts to x the perceivproblems, without xing thof the problem.

In addition to not being ableexecute work the iron ore mrecognized that the maintenassociated with the work ordthe most cost effective for thand often tasks that were nobeing planned, scheduled a

After a nine month project period toassist with making changes and mentorstaff to use the data and analytical toolsavailable to them, the mine is now on theright track to correcting their maintenancestrategies. This will enable them tofocus on executing tasks that are going

to have an impact on the reliability ofthe equipment. In addition to this, theyare also aware of, and making positivechanges to their work managementmaster data and business processes.This will help improve the efciency oftheir work execution and control, so theycan then be condent that their improvedmaintenance strategies are beingexecuted.

The Issue

The iron ore industry has been througha prolonged growth period where supplyhas had trouble keeping up with demand.High resource prices have also helpedcreate a working environment susceptibleto absorbing inefcient operatingpractices. Now that that tides have turned,iron ore producers are shifting fromgrowth to efciency and sustainability andlooking to better control and manage theircosts ($/ton).

One of the Iron Ore miners in the Pilbaraidentied a lack of efciency in the waythey were executing work as well aslimited effectiveness in the maintenancestrategies that they were executing.

They found that they had poor qualitywork management master data whichwas resulting in:

Inefcient planning processes whereplanners had to add component

Having poor quality data in place in yourComputerized Maintenance ManagementSystem (CMMS), such as SAP or Maximo,has many costs associated with it that canaffect your bottom line. These include:

Additional planning costs for most work

orders on a repetitive basis. Repair costs associated with decreased

reliability of equipment. Increased execution labour requirements

to deal with ongoing problems. Opportunity costs associated with

lost production.

Having maintenance strategies whichfocus on doing the right maintenance atthe right intervals will provide the businesswith the foundation to operate with thelowest possible maintenance costs, whilestill achieving the maximum possiblesustainable production. This will also

ensure that you have each work ordergenerated with correct parts and labourlinked within the CMMS.

An Iron Ore mine located in the Pilbararecognised that there was signicantroom for improvement within theirwork management master data andmaintenance strategies. They called in

ARMS Reliability to assist. The ARMSsupport team assisted by:

Mentoring staff to recognize and correctissues with equipment maintenanceand data.

Assisting to complete master datachanges.

Review maintenance strategies usingRCM and FMEA Planned MaintenanceOptimization (PMO)

replacements and additional labouroperations to work orders on anongoing basis.

Poor schedule balance of maintenanceplans, resulting in schedulers constantlyaltering work order dates.

Exposure to potential decreasedreliability. This can occur when

inefcient planning means the labourand parts are not available when the

job is scheduled and the work isdelayed repetitively as a result.

Increased labour costs as a result ofinefciency within the work

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9/59Go To Contents PageAMMJ January 2015 Go To Last Pa

9

In addition to the lasting benthe organization, other beneby using the experienced ARincluded: Removal of several thousa

maintenance plans. Improvement to hundreds

& task lists by adding extecomponents and additionaoperations where they wer

Consolidation of master damaintenance service instrulike equipment to minimise

of data that required mana Assisting with improving thof work by balancing schedto be more efcient by arethe weeks.

With iron ore prices droppingin late 2014 from highs of $12011, this iron ore miner notools and knowledge necessimprove the ongoing operatiits maintenance departmentorganization as far as possibthe left hand side of the costwill help support the sustainaprotability for many years to

[email protected]

In addition to improving the workmanagement processes in place toimprove the efciency of how the work isexecuted, ARMS also provided assistance

optimizing maintenance strategies by: Completing Reliability CentredMaintenance (RCM) studies forproblematic assets.

Completing Failure Modes and EffectsAnalysis (FMEA) with shop oor staff toencourage ownership and involvementin the development of the maintenancestrategies.

Benets

By improving the way the way workwas completed the Iron Ore minerbecame more effective at utilizing limitedmaintenance planning departmentresources. This freed up time to allowthem to focus their own efforts intoresolving the root causes of problemswithin the master data. The maintenanceengineers were also able to moreeffectively identify where issues existedand gained a greater understanding ofhow to execute changes.

The nine month engagement of anARMS Reliability expert assisted themaintenance department to:

Develop the necessary skills to driveimprovements in their workmanagement master data.

Develop a team of engineers who were

up skilled and now capable ofperforming RCM and FMEA studiesfor new or existing asset.

Solution / Approach

By reviewing and improving the work

management master data the work ordersgenerated by the CMMS system canbe effectively planned and executed.When the data is reviewed, the improvedoperations and instructions will take intoaccount all the past learnings from the

jobs previous execution. It will also drawon the appropriate skills and knowledgewithin the organization about the safestand most cost effective way the job can beperformed.

Improved master data quality within themaintenance work order managementsystem will result in reduced maintenancecosts by making the job more e ffective

and making the planning and schedulingprocess more efcient.

ARMS Reliability assisted the IronOre miner with improving the workmanagement side of their operation by:

Mentoring staff to understand howinefciencies can be removed byimproving the work management masterdata and coaching them through how tocomplete changes.

Schedule balancing to reduce workloadson the schedulers to balance everyweeks work evenly across theavailable shifts.

Facilitation of improvements to plannedand corrective maintenance task lists.

Transferred knowledge and capability

to the maintenance and planningteams with an improved understandingof reliability and how to makeimprovements.

By having the sites reliability engineersinvolved in the facilitation of RCManalysis and FMEA, as both participantsand facilitators, they gained valuableinsights into the processes. Over thecourse of time that the ARMS expertcoached the engineers both train loadouts and a bucket wheel reclaimer werereviewed using an FMEA approachand problematic tertiary crushers werestudied using a full RCM methodology to

optimise the planned maintenance.Outcomes

By having the ARMS consultant directlyinvolved in assisting with improving thework management master data andmaintenance strategies, and by on the

job mentoring and coaching, the iron oreminer: Made good progress in understanding

how best practice work managementis completed.

Now has reliability engineers who arecapable of using data and analyticaltools to complete detailed RCM studiesfor critical and problematic assets.

They can also conduct FMEA analysiswhere RCM is not warranted.



10

cloud servers either to a locacan use a specialised app on or tablet, or to a remote moni

In each case, diagnostic toolsdata to establish uctuations foperating conditions, includinloads, duty excursions and lucontamination, so that modicimmediately be made to the oconditions by adding lubricantransient overloads and so on

As the bearings are self-contcan be used in applications wpreviously been impossible towithin the heart of a machinethis represent an important streal time condition based maalso provides a far better undthe operating environment so

be possible, for example, for abe uprated to extend its life obeyond the initial specicatio

Traditionally, condition monitoring looks forearly signs of failure by measuring levelsof vibration. Vibration signals are normallyproduced when the rst small fragmentsof steel begin to spall from the racewaysurface of the rings or the rolling elements.By the time this damage reaches the stagewhere it can be detected using conventionalsensors it is already too late, as the bearinghas already suffered damage that affects its

operating performance and life.SKF engineers wondered what wouldhappen if instead of using externalmonitoring devices, a bearing coulddetect the critical parameters affecting itsimmediate operating environment; and thento make this information instantly availablevia a wireless connection to the plantoperator or machine manufacturer.

If operating conditions can be monitoredin this way then potential damage can beprevented, or at least identied before ithas an impact, with corrective actions beingtaken while machinery is working. Thiswould ensure that expensive and disruptivefailures are avoided, thereby reducing total

cost of asset ownership and giving a muchlonger machineoperating life.

In 2013, SKF unveiled a new and innovativetechnology that promised to revolutionise theway in which engineers use and interfacewith bearings. Called SKF Insight, this newtechnology integrated a miniature, self-powered and intelligent wireless sensor atthe heart of the bearing. For the rst time, thisallowed engineers to monitor the operating

conditions of a bearing from within a machine,in real time. As a result, bearing wear andpotential failure could be planned andprevented, rather than simply being predicted,as was previously the case.

Now, 18 months later, the technology is undervalidation and is nding practical applicationsin a number of different market sectors.Before considering these in greater detail,lets rst look back at what makes SKF Insightso revolutionary.

The Insight project was born from the factthat few bearings fail in service as a result ofnormal operating conditions. Indeed, mostin-service failures result from misuse, neglect,lubrication problems or operating conditions

that were unforeseen when the machinewas rst designed or the bearing originallyspecied.

The solution that has been developeduses miniature sensors and intelligentwireless components that are embedded

in the bearing and draw their power fromthe application environment as the bearingrotates. The package is therefore completelyself-contained; there are no cables requiredfor power or sensor output, and onceinstalled the device operates autonomously.

The intelligent wireless communicationtechnology inside the bearing enables it tobe used in environments where traditionalWi-Fi cannot function properly. It also allowsbearings to be congured in smart networks,which communicate via wireless gateways.

An SKF Insight bearing can monitor theapplied load, the quality of lubrication,operating speed, temperature and vibration,and detect changes in the microstructure of

the bearing steel, giving early warning signsbefore damage occurs at a macro-structurallevel. This data can then be broadcast via

The power of

intelligencewww.skf.com

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A similar solution is being developed forwheel end bearings used in the rail sector.These are safety-critical components andare normally changed at set intervalsregardless of condition. By tting SKF Insightit becomes possible to create an extremelycost effective method of collecting conditionmonitoring data, so that bearing life, andthus change-out intervals, can be accuratelydetermined based on actual rather thanpredicted operating conditions.Intelligent bearing technology is openingup new dimensions, both in the eld ofcondition based monitoring and in machinedesign, operation and life. Innovations suchas SKF Insight are now providing for the rsttime the critical tools and data that engineersand business managers need to maximisethe efciency, productivity and protability oftheir machine assets.

SKF is a leading global supplier of bearings,seals, mechatronics, lubrication systems,and services which include technicalsupport, maintenance and reliability

services, engineering consulting & training.www.skf.com

One of the purposes of SKF Insight technologyis to make condition monitoring more widelyapplicable and accessible, particularly inapplications where it has been previously beenconsidered impossible or impractical. This isone reason why the technology is in testing inchallenging industries such as wind power, railand steel manufacturing.

Wind farms can be remote and difcult toaccess. In some offshore applications, the cost

of changing a wind turbine main bearing canbe so high that it undermines the businesscase for building the turbine in the rst place.It therefore makes business sense to recordloads and lubrication conditions in serviceand to take action to eliminate damagingconditions.

SKF is now working with customers tointegrate SKF Insight technology and developsmart bearings for wind turbine monitoring.This allows dynamic bearing information to bemeasured in the true operating state and to bewirelessly communicated to remote monitoringcentres, or to local maintenance crews. Thesolution currently under consideration canmonitor bearing speed, vibration, temperature

and lubrication and can be retro-tted, therebyinstantly enhancing the operational potential oftens of thousands of turbines around the world.

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Catherine Ryan

193 Maidstone St, Altona, Victoria, Australia 3018

Mobile: +61 411 453 254 Telephone: +61 3 9315 [email protected]

click here for more

All statements used in Vizion4 Audit are extracted from ISO Standard 55001 and

reproduced with permission from SAI Global Ltd under Licence 1406-c033
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12

1 IntroductionThis case study describes how to measureand monitor the bearing condition of a lowpressure feeder.The measurements in this case studywere taken at Swedish pulp mill Sdra CellMnsters, a continuous cooking plant that isone of the biggest pulp mills in Sweden.

2 Conclusion and summary

There are some challenges when measuringbearing condition on this type of machines: The low speed; 29 RPM

Pressure pulsations will generate highmeasurement values

Condition MonitoringOn A Low Pressure

Feeder The bearings and bearing houses need tobe able to move in the axial direction in thebearing holders, see Figure 4. To make thismovement possible, there is greasebetween the bearing house and the holderof the house. This will cause damping ofthe bearing signal.

Using the SPM HD measuring techniqueand being aware that the bearing signalis reduced on its way to the transducer, itis possible to monitor bearing condition.Due to the high values generated by the

Gran Almqvist SPM Instrument AB

Image 1 Photo of the damaged bearing.

pressure pulsation, it is not possible to use the basicmeasured trend for the alarm setting. To be able tomonitor bearing condition, alarms must be appliedto the bearing symptoms.

A test installation was made on a feeder and after awhile, a clear outer race pattern was shown in themeasurements. The levels were low but after someadditional measurements it was decided to changethe bearing.

Analysis of the changed bearing showed a veryclear outer race fault, see image 1. The highdynamics and accurate measuring technique madethis measurement possible.

3 Application descriptionThe low pressure feeder is an important part of thecooking process in plants designed like this one.In the latest type of cooking processes the lowpressure feeder and steaming vessel has beendesigned out.The purpose of the low pressure feeder is to movechips from the inlet of the process into the steamingvessel, where the air pressure is about twice the

pressure on the inlet, see Figure 2. The rotor in thisfeeder has ve blades, see Figure 3. The speed ofthe rotor is about 29 RPM.

Figure1 Drawing of a low pressurefeeder. Source: Valmet

Figure 2 A simplied process descripcontinuous cooking plant.

Figure 3 Wood chipsatmospheric pressure aatmospheric pressure.

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13

The bearing houses in the low pressurefeeder are designed to enable movementin axial direction in the holder of thebearing house, see Figure 4.The reason is that when the feeder rotorgets worn, it must be possible to tightenthe gap between the rotor and the feederhouse. This is done by using the wheel onthe non-drive side of the feeder. Turningthis wheel will move the conical rotor intothe feeder house, reducing the gap.

Figure 4Schematic picture showing how thebearings and bearing houses aremounted inside the bearing holder.

Figure 5 System conguration.

Image 2 Condmaster setup for one of the measuring points

4 BackgroundThe background for this case study is thediscussions between SPM and Sdra CellMnsters about the possibility to monitor thecondition of bearings in feeders. It was decidedthat test equipment should be installed on thelow and high pressure feeder at the SdraCell Mnsters plant in order to evaluate themeasuring system.

5 System setup

5.1 Measuring equipment (see Figure 5)One Intellinova Compact INS18 online systemand two shock pulse transducers weremounted on the feeder bearing houses. OneRPM transducer was also mounted to enablethe use of order tracking measurements.

5.2 Condmaster setupThe measurement setup (see Image 2) is this: Measuring time: Same as FFT measurement Upper frequency: 100 orders Lines in spectrum: 3200 Symptom enhancement factor: 5 Measuring interval: 1 hour

Image 3 Colored spectrum overview from the low pressure feederwith the BPFO symptom trend shown at the bottom.



14

At the high levels in the trend, a part fromthe outer ring race way has come loose.When more parts come loose, causingsharp edges in the bearing, the BPFO trendwill rise again. When the damage in theraceway has been smoothed out by therollers, there will be no high measurementvalues.The measured bearing levels were very low,but after some additional measurements, a

decision was made to change the bearing.The inspection of the replaced bearingshowed big spalls in the outer race, seeimage 5.

[email protected]

6 Case descriptionThe readings from the low pressurefeeder are dominated by the numberof blades in the rotor, with harmonics.This particular feeder has ve blades,the pulsations of which can be seen inthe measurements. Some readings alsoshowed an outer race (BPFO) signalpattern (see Image 3).

Looking at the trends (see Image 4),

a high and stable HDm/HDc trend canbe seen. The high levels are generatedwhen the rotor blades enter and leave therespective pressure zones. In that trend,it is not possible to detect any bearingfault. However, in the symptom BPFOtrend it is very clear where the bearingfault has developed.

Image 5

Picture on bealow pressure fe(non-drive end

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Image 4 HDm/HDc trend and BPFO symptom trend. At the highBPFO value, a part from the outer race has come loose.
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Hierarchy of Measures

The key performance indicatorsa hierarchy. The lowest level onmeasures which frontline staff cThese measures can then be cogive measures for the next manlevel and so on. This is best illuexample; there are ve measurtechnicians and operators on a

can inuence: First time pass rate for quality Customer complaints relating Mean time between failures (

the lling head Mean time to repair (MTTR) f

lling head Number of cases produced p Product mix

The nal measure, the product be inuenced by the frontline stultimately determined by what thare buying, but is also going to by the organization planning, folevels of stock holding accuraciebe included though, because dihave different maximum producthese rates need to be taken intgive realistic targets.

The six base measures are comquality, availability & rate of worfor each bottling plant which areup into an overall equipment effmeasure, (OEE). The OEE gubottling plant are then combineda measure of productivity for theorganization.

Therefore the frontline staffs arethe base measures. The managbottling plant is judged on their which is derived from the base

In turn, the organization executofce are judged by the combingures for the whole organizatio

measuring something affects behaviour,for example, some would say, I like to dowhat I enjoy doing and also what my bossmeasures.

So there needs to be careful choice ofmeasures to ensure the behaviours we want

are encouraged. For example in recentyears, short term prot measures in thebanks encouraged excessive risk taking bystaff.

Measures should be linked to rewards forboth staff and also key suppliers and serviceproviders. Rewards themselves can be bothnancial and non-nancial. No doubt wehave all seen employee of the month awardswhen checking into hotels.

Whoever is measured by a key performanceindicator must have the means and the timeto inuence its value. The measures need tobe SMART:

Specic/simple Measureable

Achievable/acceptable/attainable Relevant/realistic Time bound

Background

Key performance indicators close the input-process-output loop and link back to what wasexpected and ultimately to the strategy. It istherefore only by monitoring key performanceindicators that we can see if the strategy isactually working.

Reasons for IndicatorsKey performance indicators are there primarilyto see if the strategy is working and wherechanges might be required. It follows thereforethat the indicators themselves need to relateto critical success factors in the strategy itself.In other words, if safety features heavily inour strategy, then we might expect to seeindicators based on near misses, incidents,accidents and staff behaviours. Indicatorscan also be used as a feed to the continuousimprovement programme and to help with areview of planned maintenance routines andfor supplier appraisals.

Indicators themselves must be part of a

performance management system so thatstaff actually does what we want them todo in the most cost-effective manner. Just

Coverage

An organization carrying out maintenanceis like a machine: it has functions andneeds to be viewed as a system. Thecoverage of indicators needs to becomprehensive without being excessive.

With computer systems, it is possible tooverdose on indicators. The operativeword here is key indicators, so look forfewer than 10 rather having, say, 40of them. We should think of our keyperformance indicators like food: nottoo much/many with a balance for goodhealth.

The balance for indicators comesfrom a blend of: Financial (expenditure) and non-

nancial (number of jobs completed) Inputs (money, methods/expertise,

materials/spare parts), processes(carrying out reactive jobs) and outputs(performance/availability)

Leading indicators (near misses) andlagging indicators (accidents)

Productivity (reliability), service(backlog, response times) and costs(budgets value of spare part stock)

Typical maintenance measuresmight include: Plant downtime Equipment reliability % overtime Annual maintenance budget /

capital cost % planned jobs completed on time % of jobs which are breakdowns Costs versus budgets

Value of spare parts Response times Backlog

Maintenance KeyPerformance

IndicatorsPaul Wheelhouse Red Wheel Solutionswww.redwheelsolutions.com

15

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16

External benchmarking has ththat something entirely new coby looking at an issue from andifferent point of view.

However, condentiality could

there could be legal issues i f cshare information, and applyinprocedures from another orgawithout risk.

Combination Techniques

One of the above target settincould be used independently ocould be used in combination.consider the chart below wheraspects of maintenance have established for four identical fa

The benchmark factory in the in Table 2 below is factory numcost of maintenance is the lowmillions. The lowest costs for e

making up the total cost of mashown in bold. Adding these toa total cost of 7.2 millions. Thderived by benchmarking all foand then applying the best of tprinciple.

Target Setting

Having decided on which indicators tomonitor, the next question to be asked iswhat should be the target values? Shouldthe targets simply be last years ones;should they be ratcheted up a little; orshould a tough target be set to encourageimprovements? The answer turns out to be amixture of science, organizational culture andpsychology. Let us deal with the science rst.

Averages and Trending

If our downtime has been variable last year,but, the average (mean) gure has been 3%,we could set this as our target downtime fornext year because it is representative of ourdowntime results. However, most variablesare evenly distributed around the mean valueso next years downtime is just as likely to belower than this years gure as it is higher.

Trend analysis is often used when interpretingcondition monitoring data or trying to predictwhat the year end expenditure may be. It issimply plotting results on a graph, drawing ina line of best t and then projecting it forwardinto the future. The greater the scatter ofdata points and the longer into the future theprojection is made, then the greater the error

in the prediction. Averages and trending willtend to produce representative targets whichare not too challenging.

This is less than the par value for the nineholes that a professional golfer could beexpected to achieve.This golfers eclecticscore is an example of a best of the bestvalue. The same principle could of coursebe used for expenditure, availability, tasklengths, etc. Best of the best techniquesproduce very challenging targets, but, theindividual values have all been achieved,so, it could be argued that these targetsare achievable. Stretch targets such asthese, can therefore be used to accelerateimprovements in performance.

Benchmarking

Benchmarking has been widely used toset targets. It can be done internally withina single organization or externally acrossdifferent organizations.

Internal benchmarking has theadvantage that everyone is using the

same organization procedures andas condentiality is not an issue, it isstraightforward. Its disadvantages are thatinternal politics can distort the results; theinitiative could also be seen as low priorityand the opportunity for learning somethingentirely new is restricted.

Best of the Best

If we were to set our targets on the bestvalue which had ever been achieved todate, then that would be more challengingthat using say an average value. But wecan go much further than this: we can usethe best of the best.

To illustrate the principle behind the best ofthe best, consider a golfer whose resultsfor ve half rounds of golf are shown below,

together with the par scores for each hole.Golf Scores

Anyone who has ever played golf willrecognise the variation in scores betweenone round and the next one! In Table 1above the best score achieved was 36 fromround number 4 (circled); the worst was 43.

The golfer could set a target of 36 for futurerounds. This would be a target based onthe best result. A more challenging targetwould be what is called the eclectic score:there are nine holes so what would be thetotal score if we could combine the lowestscore for each hole irrespective of whichround that score was achieved? These

eclectic scores are connected by theheavy lines shown in the above diagram.Adding them together we get a total of 28.

Hole Hole 1 Hole 2 Hole 3 Hole 4 Hole 5 Hole 6 Hole 7 Hole 8 Hole 9 Totals

Par 4 4 4 4 3 4 3 4 4 34

Round 1 4 3 6 3 3 5 5 4 4 37

Round 2 5 4 5 4 2 4 4 6 5 39

Round 3 3 5 4 5 4 6 4 7 5 43

Round 4 4 4 3 4 3 5 4 3 6 36

Round 5 4 5 4 6 3 5 3 4 7 41

Hole Hole 1 Hole 2 Hole 3 Hole 4 Hole 5 Hole 6 Hole 7 Hole 8 Hole 9 Totals

Par 4 4 4 4 3 4 3 4 4 34

Round 1 4 3 6 3 3 5 5 4 4 37

Round 2 5 4 5 4 2 4 4 6 5 39

Round 3 3 5 4 5 4 6 4 7 5 43

Round 4 4 4 3 4 3 5 4 3 6 36

Round 5 4 5 4 6 3 5 3 4 7 41

Table 1

Golf Scores

Item Factory 1 Factory 2 Factory 3

Direct Maintenance Cost 5.0m 4.0m 6.0m

Capital Replacements 3.0m 3.0m 2.0m

Inventory Holding Cost 0.2m 0.3m 0.4m

Downtime 4.0m 3.0m 2.0m

Totals 12.2m 10.3m 10.4m

Table 2 Annual Total CoMaintenance in 4 Factori



17

It is important to be able to spowhich might distort our key peindicators. This is sometimes r

being able to spot a stranger.of our technicians has logged vibration measurements as fo

1.04 6.75 9.72 3.51 2.62 26Suspicion falls on the value 26it is so much larger than the otexample, could it be that it wawhich was wrongly recorded?

The highest number in this sethe lowest is 1.04, therefore thIf we ignore the suspiciously hthen the new range is 9.72 - 1

The ratio of these two ranges or approximately 3. If the high were genuine, then this ratio slarger than 2. Therefore the lais spurious and we should eithreading again, or, if that is notthen ignore the large number abecause its inclusion will disto

Frequency of Measuremen

Some of the key indicators wilcontinuously, for instance, mocurrent drawn by a critical piecHowever, other indicators perhbe measured periodically; thedecide how often this needs tomay have noticed in old Hollywlms that the stage coach whemoving backwards, even thoucoach is clearly moving forwar

news reports the helicopter rotappear to be moving erraticallsmoothly.

performance. After the USSR had achievedearly successes in space, PresidentKennedy announced that the USA wouldput a man on the moon within 10 years. Inthe late 1960s Boeing decided to producea wide bodied passenger aircraft (the 747)that would be far bigger and much morecomplicated than anything available at thetime.

These two examples show how toughtargets can be used to motivate staff. Thereis of course, a ne balance to be achievedbetween a tough target which will be difcultto achieve and one which staff think isimpossible; obviously setting a target whicheveryone views as being impossible will justact as a de-motivator. High achievers tendto like the challenge from trying to achievesomething which is viewed as being around50% possible.

Detailed Considerations

As far as key performance indicators areconcerned, as with many things, the devil isin the detail Error, accuracy, and dynamicsneed to be considered in any performancemanagement system.

Accuracy, Error & Uncertainty

The accuracy required for our purposesmust be established. For example, failurerates accurate to within a factor of two maybe acceptable for reliability calculations,whereas expenditure must be tracked to thenearest penny.

All parameters are uncertain to differingdegrees, and, any signal will have someform of associated error and noise. This

error will need to be assessed and takeninto account within the performancemanagement system.

Organizational Culture & Psychology

Organizations have personalities just likepeople: we can think of each organizationhaving its own culture. One aspect of cultureis how the organization will react if a keyperformance indicator does not achieve itstarget. If punitive actions would result, thenone would be advised to set easily achievabletargets!

Conversely, if an organization encouragesthe setting of stretch targets with reward foreffort, even if a very tough target has notquite been achieved, then the best of the bestcould be used as a target setting technique.

Incidentally, organizations which set stretchtargets and dont achieve them are oftenbetter off than those which always play safebecause: If you reach for the stars you mayget to the moon.

Psychology also applies to key performanceindicators. An incremental increase in atarget will not trigger any different behaviouror searching for better solutions; people will

just tend to continue to do the same things.However, a radically different target (such ashalving plant downtime) will trigger out of thebox thinking and different ways of viewing theissues.

In the book Good to Great (2001) by Jim

Collins, great leaders were found to useambitious targets as a way of driving up

Errors can be both systematic and random.Suppose our operators are asked to recorddowntime. If they are instructed to ignore allevents which result in less than ve minutesdowntime, then this will result in a systematicerror and the recorded downtime will alwaysbe less than the true gure.

If they are instructed to log downtimeevents to the nearest hour only, this willresult in random errors in the measurement.However, systematic and random error canbe assessed by a combination of calibrationand repeated measurements.

Statistical techniques can be used to assessif a signal is above the level of expectednoise. Clearly we only want to take actionswhen a signicant change has occurred.Taking actions based on noise alone is a

recipe for disaster.Often the parameter itself can allow us tomake some informed estimates of likelyerror. Suppose that safety performanceis important and that we have decided tomonitor the number of near misses eachyear. Last years gure was 4 and this year itwas 3. Is it premature to start congratulatingourselves? Measures based on small,discrete numbers tend to follow the Poissondistribution. The standard deviation of thisdistribution is always the square root of themean value. The square root of 4 is 2, so wemight expect that around 70% of the annualgures for our near misses will be in therange 2 to 6. Therefore, the gure of 3 near

misses this year is not signicantly differentfrom 4 last year and congratulations wouldbe premature.



Paul Wheelhouse

www.redwheelsolutions.com

Paul Wheelhouse is a director with theconsultancy company Red Wheel Solutionswhich specialises in maintenance, assetmanagement and reliability improvement.He is also a visiting lecturer with ManchesterUniversity where he lectures on theMaintenance & Asset Management MScprogramme. Together with Stuart Emmett,he co-authored the book called Excellencein Maintenance Management,ISBN 978-1903-499-65-8.

http://www.amazon.co.uk/dp/1903499658

18

Checklist Key PerformaIndicators Essentials

Simple performance measervice, performance andlinked to the organizationare displayed, understooowned by all

Global, comprehensive a

equipment history systemstandardized asset structfacilitates internal and exbenchmarking activities

Trends in maintenance aperformance are recogniroot causes sought

Plant key performance inare built into a hierarchy is used by the organizatiperformance manageme

Stretch targets are used improvements in perform

System Response

Key performance indicators are part of a

method or system. All systems take time torespond and this response time needs to betaken into account, otherwise, the result willbe wild oscillations in the measured values.

Consider this scenario. I go into my kitchenrst thing in the morning and turn on the hottap. For a period of time the water remainscold as all of the standing water in the pipebetween the tap and the hot water tank isdisplaced. Then the water temperature startsto rise, this is not immediate, because, thehot water loses some energy as it warms thepipework between the hot water tank andthe tap. Eventually the hot water achieves a

steady value. A plot of hot watertemperature at the tap versus

time will look like the diagrambelow.

The plot (Figure 1) oftemperature, versus timewith a dead time and then acharacteristic rise time, is thesimplest response a system canexhibit. More complex systemscan exhibit longer delays andmore complicated responsecurves.

Whenever a change is made toour system, it will take time forthe key performance indicatorto change its value. If we expectan immediate change and keepmaking changes until somethingeventually happens, then the

Both of these examples are the result of theshutter speed of the camera being too slow toaccurately record the movement.

In order to record faithfully a parameter it must

be sampled at double the highest frequencyit exhibits. (See Hartley / Tuller / Shannonsampling theorem, 1948). Therefore, tofaithfully record audio signals on a CD, thedigital samples are recorded at 38 kHz sincethe highest audio frequency present is 19kHz. If we consider that pump performancewill deteriorate over a 12 week period, thenwe must check it at least every 6 weeks.There is no harm in sampling more often,provided high costs are not involved as thesampling theorem merely says what theminimum needs to be.

indicator will eventually overshoot andfurther changes will result in continuedoscillations. We need to be patient, andafter making a change, wait until afterany dead time period and characteristictime constant, to see what the true effectthe changes have had. That way, theperformance management system will

stay in control.Conclusions

Maintenance key performance indicatorsprovide a window on our strategy: theylet us see how well it is working. Inorder to achieve a robust performancemanagement system, we need to becareful in our choice of measures, toconsider imperfections in them, the delaybetween cause and effect and how theywill inuence behaviours.

(Article rst published in the M&E Magazine UK)

Time

Temperature

Dead time Time constant

Figure 1 Plot of Temperature versus Time



19

point data from them for incluis impractical at best and impmost cases.

For organizations looking to rfrequency of equipment failurtheir lubrication efforts, KPIs tinsight into lubrication practica very powerful tool. When aslubrication management soluimportant question to ask is w

provides computerized data aof lubrication. Its also helpful out solutions that allow you toKPI analysis on such topics aconsumption, failure trends, wtask history.

Ref 1 Bannister, Kenneth E.,Industry, 2nd Edition, 2006.

Kirk J Williams Albemarle [email protected]

William D. Correll GeneratioMail [email protected]

Examples of KPIs devoted to lubricationinclude those associated with the overalleffectiveness of lubrication practices, such alube tasks completed, tasks due, tasks past

due (backlogs) and so forth. Lube task KPIsgive maintenance staffs a highly accurate360-degree view of the state of lubrication intheir facilities. Consumption is another areaof focus common in lubrication KPIs. Theyhelp reliability engineers and maintenancetechnicians rapidly identify and resolveequipment problems not easily found byother means.

For all of their considerable benets, fewmaintenance organizations today are takingadvantage of lubrication KPIs like these.

A main reason why is that the tools mostoperations depend on to manage theirlubrication programs, such as computerizedmaintenance management systems

(CMMS), predictive maintenance (PdM)and enterprise resource planning (ERP)

In industrial operations the world over,lubrication remains a vexing challenge.Indeed, when machine bearings fail, theresa better than seventy percent chance thatfaulty or insufcient lubrication practices areultimately to blame (Ref 1). Lubrication-specickey performance indicators (KPIs) can go along way to addressing this costly problem.

Tracking KPIs that target lubrication givesmaintenance professionals unique insightthey can harness to reduce the frequencyof machine failure. In addition, lubrication-based KPIs can help organizations increaseequipment uptime and productivity, enhancethe availability, performance and lifespan

of expensive assets, improve maintenanceefciency and reduce costs.

solutions, are not capable of providing thedetailed source data that lubrication KPIsoften require.

To be truly meaningful, many lubricationKPIs require information generated atthe level of the individual lube point. Forexample, in order to give an accurate pictureof lube tasks in a given facility, the KPI must

contain veriable data about how often everylube point has been serviced, by whom, withwhich lubricant, in which amount, whetherany lube points have been missed and othervital details. The same level of lube-pointinformation is required to create relevantKPIs about consumption and a host of otherKPI topics.

This granularity is found in only a handful oflubrication management systems (LMS). Itsnot available in comprehensive maintenancecatch all solutions such as CMMS, PdMand ERP, which instead are able to providelubrication information only at the work order,PM or spreadsheet level. Gleaning lube-

Is Lubrication DataMissing From

Your KPIs?

Innovative Lube-Point Focused Design

LubricationPoint

Personnel Route Lubricant Time Procedure HistoryProblemConsumptionAmount KPI

KPI: YTD Lubrication Completion %

I just tho

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20/59


means the same thing, you can dene it asThe values and behaviors that contributeto the unique social and psychologicalenvironment of an organization( see www.BusinessDictionary.com ).

Lets consider Ledets model of Operational

Improvement, illustrated Opposite (Fig1).An explanation of this model in its totalityis beyond the scope of this article, but letsbriey outline the key elements. Ledet andhis associates proposed that, based ontheir experience in improving operationalperformance at Dupont Chemicals andSpecialities in the 1990s, that individualwork sites tended to operate in one of vedomains those entitled, Dont Fix It,Reactive, Planned etc. in the abovediagram. Further, in the context of this article,they noted that the underlying behavioursand culture at each site differed, dependingon which domain the site was operating in.Clearly, organisations want to move to the

right in this diagram the aim, as a minimumis to move into the Proactive domain.

20

Previously in this series we mentioned

that any improvement process is headedfor failure without the buy-in and supportof all those involved; it is imperative thatthe leadership and culture is focussed onbeing proactive rather than reactive, and isperformance driven. In addition, we statedthat the development and implementation ofa balanced scorecard of Key PerformanceIndicators (KPIs) and the support andcommunication from management are thekeys to delivering improvement. In thissection we will expand on these thoughts.

Creating a Proactive andPerformance-driven Culture

What is culture? A simple denition is the

way we do things around here. If you wanta more complex denition that, in essence,

Figure 1

5 Keys to LeanMaintenance & Improving

Maintenance ProductivitySandy Dunn Assetivity www.assetivity.com.au

In the previous articles in this seriewe have covered:

Doing the Right Workhow an effective Preventive Mainteprogram can assist in improving MaiProductivity (published In the Sept1

Doing the Work Right the importance of sound MaintenancScheduling and Execution practices high levels of Maintenance Productiv(published In the Nov14 AMMJ)

Continuous Improvement continually improving the quality of thMaintenance program and Maintena& Scheduling, but also focusing on FElimination as a vital continuous impstrategy (published In the Nov14 AM

In this article we are going todiscuss:

The Environment for Success

How leadership and the correctperformance measures can help

drive productivity improvement Think Holistically

How to engage with otherdepartments and functionsthat can impact onMaintenance Productivity

These are the nal parts in aseries on improving MaintenanceProductivity through the use ofLean Maintenance techniques.

Part 4 TheEnvironmentFor Success

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21

Leadership as a Driver ofOrganisational Culture

So how do you go about establishing a betterculture (assuming that you need to realign theculture to make sure that productivity really isa priority, and that people do the things theyare supposed to do to assure maintenanceproductivity)?

Changing organisational culture is notoriouslydifcult and takes considerable time. And oneof the truisms is that focused culture changecan only happen when it is driven from thetop down. Leadership is essential. However,lets make it clear that this does not mean thatmeaningful culture change requires the CEO todrive it.

Leadership is independent of organisationalposition, and if you are a MaintenanceManager, or a Maintenance Supervisor, oreven a Reliability Engineer, you can still shapethe culture within your circle of inuence. Forexample, the behaviours of your work team canbe shaped to align with the type of culture thatyou wish to exist. However, there will be limits

to what you can achieve at lower levels in theorganisation particularly where your peopleinteract with those from other workgroupswho may not share the same cultural beliefs.Nevertheless, you CAN make a difference.

One of the most useful (and visual) modelsthat I have seen which describes the varioustools that can be used by leaders for changingorganisational culture is one outlined in anarticle by Steve Denning (read How Do YouChange An Organizational Culture?)in Forbesmagazine. This diagram is reproduced inFigure 2.

I nd this diagram useful in drawing thedistinction between Leadership Tools (thesofter stuff), Management Tools (which we

engineers typically focus on most) and PowerTools (which we sometimes resort to, butshould be avoided if possible).

The key elements of organisational culturein this domain are:

A focus on maximising value to the

organisation, not just on reducing costs. Motivation driven by a desire to maximise

equipment uptime, rather than justavoiding failures

Behaviours that are supported bylearning culture a focus on identifyingnewer, better ways of doing things, ratherthan a compliance culture (as tends tobe the focus in the Planned domain), or aresponding culture (as tends to be themain focus in the Reactive domain)

Clearly, for Maintenance technicians to beproductive, their work needs to be properlyplanned and scheduled, and their needs tobe a high level of commitment and discipline

in adhering to the plan wherever possible(as we discussed in Part 3 of this series),and so, in this sense, there needs to be ahigh level of compliance. But productivityimprovement also requires a focus oneliminating the causes of failure (as wediscussed in Part 4 of this series), and thisrequires a learning culture.

One of the challenges that leaders faceis how to get the balance right betweenenforcing compliance (continuing to dowhat we currently do, with a high level ofdiscipline), and encouraging improvement(challenging what we currently do, seekinga better way). One of the key managementtools that can be used to drive the right

behaviours is the appropriate use ofperformance measures. We will discuss thislater in this article.

Figure 2 Organizational Tools For Changing Minds

Using the Power Tools for culture changecan lead to short-term grudging compliance,but any behavioural changes will not besustained (the oggings will continue untilmorale improves).

Denning points out in his article that effectiveculture change requires the right balancebetween the use of Leadership Tools

(creating an inspiring vision and continuallycommunicating it, nding and telling storiesthat inspire alignment with the new vision,walking the talk etc) and Management Tools(ensuring that roles and responsibilities areclear, establishing the right performancemeasures, recruiting the right people,ensuring that the organisation has theright competencies etc). In my experiencein most maintenance organisations,

maintenance leaders (ManaSuperintendents, Supervisoare more comfortable usingManagement Tools than theTools. However those that the balance to increase theLeadership Tools frequentlyresults these are the ones

collecting the awards for ouMaintenance performance.

There is insufcient space do full justice to the topic ofbut please do note that Leaone of the 5 pillars in the SMKnowledge, as well as beinin most other models of MaReliability and Asset Managimprovement. It is also a k
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(so somewhere you will need to measurethe outputs). If you and your people aredoing the right things, but not achievingthe right results, then you will need toreconsider the direction you are heading.

2Too few measures is better than toomany. Give someone twelve measuresagainst which their performance is beingevaluated, and all that happens is that youconfuse them. They will probably focus onthe 3 or 4 that means most to them (andwhich are the easiest for them to achievetarget performance on).

Far better for you (as a leader) to pickthe 3 or 4 that are most important to theorganisation, and ensure that they buy into

those measures and align their behaviourswith the achievement of those measures.

3 Measurement without subsequent actionis simply a waste of time and money.

As a leader, you MUST ensure thateffective actions are generated any timethat performance does not meet target.Similarly, you MUST ensure that rewards(not necessarily nancial) are given whenperformance expectations are met orexceeded.

4 There is no point in holding someoneaccountable for performance which theycannot inuence. You will almost certainlyneed to establish different measures

for different work groups, and possiblyfor different individuals within thoseworkgroups.

area (one of seven) in the ISO standardfor Asset Management, ISO 55001. So Iencourage you to read more on this topic,

and consider whether you are activelyapplying Leadership tools often enoughand well enough in your current role.

Using Performance Measures toChange Behaviour

One of the most powerful managementtools that can be applied to changebehaviour is the appropriate useof performance measures, whencombined with an effective performancemanagement process and reward system.

You can read a more detailed articleon the use of Performance Measureshere, but in the context of MaintenanceProductivity, there are four tips that are

essential for success:1The measures that you select areabsolutely critical, and need to be chosento drive the behaviours that you areseeking. If you are seeking compliancewith procedures, then you will need toestablish some form of measure thatdetermines whether this is occurring. Ifyou are seeking to eliminate the causesof failures, then once again, you will needto establish some form of measure thatdetermines whether this is occurring.Measuring an output, without someform of measure that indicates whetherthe desired behaviours were applied inachieving that output is generally too

indirect. However, do not lose sight ofthe fact that the desired behaviours areintended to produce a desired outcome

If youve been following along, you will havea reasonable sense of what the maintenancedepartment can do internally to eliminatewaste. Now it is time to think more broadlyabout factors that inuence maintenanceproductivity. These factors inevitably includethe interfaces with a wide range of otherdepartments or functions that interact withMaintenance to deliver value through assets.

How Do Other Business FunctionsImpact on Maintenance Productivity?

It is useful to visualise the connectionsbetween Maintenance and other businessfunctions as follows (Figure 3):

In addition, there will also beservice functions at the back

organisation, such as Humanand Safety and Environmentinuence maintenance produbecause there are requiremeparties at each interface to dor products to particular stanto achieve the organisationsrequirements create further radequately dene the standarequirement creates potentianot met.

Here are some commoof such waste:

Operations:- Cause extra (inefcienmaintenance by operaof equipment limits (acdeliberately)

- Transfer clean up or cequipment care tasks rather than using oper

Supply:- Cause re-work by supor deteriorated parts

- Delay maintenance (otemporary repairs) by available when require

- Drive repair tasks by blower reliability parts

- Delay tasks by engag

or hire equipment thatof doing the task to thestandard

Part 5 Think Holistically

Figure 3
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Projects:- Cause high maintenance workloads by

underspecifying equipment for theexpected loads, leading to frequent failures

- Extend maintenance duration by providingrestricted (or no!) access to commonly

maintained items- Drive errors through supply of incomplete

or incorrect maintenance documentation

- Transfer maintenance readiness tasks ontothe maintenance department

Human Resources:- Drive maintenance quality and time issues

by recruiting personnel with limited orinappropriate skills, experience or attitude

Learning and Development:- Reduce productivity by cancelling or

rescheduling essential maintenance ortechnical training

- Reduce productivity by increasing

non-maintenance essential trainingSafety and Environment:- Reduce productivity by increasing the

paperwork requirements to commencemaintenance

The Executive:- Demand ineffective additions to the

maintenance program in response torare failures

- Drive all of the above by setting budgets,plans and policies for the organisation

In addition, there are external organisationsthat can lead to waste in maintenance:

Regulators:

- Reduce maintenance productivity byspecifying non-value adding tasks orexcessively high frequencies

Contractors:- Consume maintenance resources insupervisory and administrative capacities

- Cause rework by not performing work to

the required standardIf youve never seen any of the above, thenyou are very lucky we see problems likethese in every organisation we work with. Soassuming you have some of these issues,what should you do about them? In order toanswer this, we need to talk a bit more aboutwhy these issues occur.

We see more of the above issues inorganisations that are heavily siloed( i.e. where individuals operate withinfunctional/departmental boundaries withvery limited interactions between thesefunctions ). Operations dont talk to Projects,Projects dont talk to Supply and NOBODYtalks to Maintenance (in the worst case,

the Electricians dont even talk to theFitters!). In these types of organisations,misunderstanding of requirements at theinterfaces is inevitable. Since each functionis dependent on the others, a destructivepattern tends to develop:

Regardless of intent, functions lack thevisibility to make good, holistic decisionsthat balance competing needs across theorganisation

In the absence of better information,individuals will go with what they know,and make decisions that are good for theirfunctional area

Decisions that clearly favour one functions

needs over another break down essentialtrust, creating an us and them culture thatleads to a downwards spiral
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How Do You Break DownOrganisational Silos?

It is clear, then, that solutions should focuson breaking down the silos and promotingcommunication/engagement between the

functions. That is, everybody should bethinking holistically. Since every interfacecarries requirements on both parties, eitherparty can start the improvement process, soplease dont wait for them to engage you.Reach out you might be surprised whathappens.

There are a range of tools that might be ofassistance in achieving this, depending onyour organisational needs:

Shared/Aligned KPIs we all know thatwhat gets measured gets managed,so issuing shared KPIs can be a greatway of motivating different functions towork together. What would operations dodifferently if they had 50% of their bonusdependent on achieving a certain reliabilityor maintenance schedulecompliance goal?

Shared Meetings- sure, weve all wasteda lot of time in meetings, but they are stillan important business tool if used correctly.One of the key mechanisms for doing thisis to invite the right people. If you hold aweekly planning meeting but dont inviteSupply or Operations, dont be surprisedwhen parts or equipment are not availablewhen needed. Equally, if you wantparticular maintenance requirementsdesigned into new equipment, make surethat you send an appropriate representative

to Projects meetings. Dont be afraid to ask(politely) if they dont offer this is for thegood of the overall organisation after all.

certainly have regular meetings withthem to understand their changing needsand to simply keep the communicationschannels open.

One more thing dont ever expect to geteverything you want. It may be per fectly

legitimate for operators to exceed limitsto deliver a high priority order or to takeadvantage of market conditions, thesupply department should not be holdingrarely used, expensive and readilyavailable spares and project might tradeoff maintenance costs for acquisitioncosts. As long as these decisions aremade knowingly, with a full understandingof the repercussions, then the role ofmaintenance is to do the best with whattheyve got. Of course, it is always worthasking to make sure the repercussionsare understood

Conclusion

In this article we have outlined howculture, leadership and performancemeasures can reinforce and drive afocus on Maintenance productivityimprovement. We also discussed howjoining the dots between the variousfunctions in your business can alsodrive even higher levels of MaintenanceProductivity.

Shared Facilities if the rst time you meetsomebody is when you need somethingfrom them, chances are you wont get it.

Promote informal engagement betweenstaff at all levels by sharing facilities,particularly crib rooms. You can reinforcethis by holding shared functions andactivities to promote a one teammessage.

Dened Responsibilities everybodybenets when responsibilities areclearly dened and we nd that the RACI(Responsible, Accountable, Consulted,Informed) tool is an excellent way ofaccomplishing this. Once roles are dened,efcient execution can be planned.For example, if Maintenance has beenallocated clean up responsibilities, then themaintenance workforce can be structured

to include a limited number of generalhands with appropriate (low) skills. Withoutthis clear allocation, a much moreexpensive technician or process operatormight end up doing the work.

The bottom line here is that most people arenot idiots and the easiest way to discoverthis is to spend time with them. You maystill disagree with what they want to do orhow they want to do it, but you will probablyunderstand why. From there, you cancommunicate what maintenance needsand why it is important, given you an evenchance bet of achieving it.

The above principles apply to a lesser

extent with third parties. You may notexactly share KPIs with your regulators,contractors or customers, but you should

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In summary, if the ve keyimproving Maintenance Pr

Do the Right WorkMake sure that your PreveMaintenance program is bo

and efcientDoing the Work RightPlan, schedule and executmaintenance work with a hattention to detail, and withof discipline

Continuous ImprovementFocus on Failure Eliminaproductivity improvement s

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