best practices in maintenance and reliability

Copyright 2010 GPAllied©

Presented by: Ricky Smith, CMRP

May 19, 2010

Best Practices in

Maintenance and Reliability


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Vibration Analysis and Infrared Thermography

It isn’t what you know that will kill you, It is

what you don’t know that will


“A Proactive Reliability Process is a supply

chain. If a step in the process is skipped or

performed at a substandard level, the process

creates defects known as failures. The output

of a healthy reliability process is optimal

asset reliability at optimal cost.”

Source: Ron Thomas, Reliability Director, Dofasco Steel


Nowlan and Heap Study stated…

“…Without a precise definition of what

condition represents a failure, there is no

way to assess its consequences or to define

the physical evidence for which to inspect.

The term failure must, in fact, be given a far

more explicit definition than “an inability to

function” in order to clarify the basis of

Reliability-Centered Maintenance.”


Nowlan and Heap Study further stated…

“…A failure is an unsatisfactory condition. In

other words, a failure is an identifiable

deviation from the original condition which is

unsatisfactory to a particular user.”


What is a Failure?

• “A functional failure is the inability of an item

(or the equipment containing it) to meet a

specified performance standard and is

usually identified by an operator”.


What is a Failure?

• “A potential failure is an identifiable physical

condition which indicates a functional failure

is imminent and is usually identified by a

Maintenance Technician using predictive or

quantitative preventive maintenance”


Potential Failures – Where to Detect them?


PF Curve


Potential Failures


Functional Failure


Our Goal


What is Maintenance?

• To Maintain an Asset

– Keep in existing condition

– Keep, preserve, protect


Problems

Maintenance – Most Companies

• Direct work is low (wrench time is less than 25%)

• Lack of effective Planning – Planning is not defined

• Lack of effective Scheduling – Delays are common


Self Induced Failures

• 70-80 % of equipment

failures are Self-Induced

– Reliability

• Putting hydraulic fluid into a

reservoir without filtering it

• Welding on equipment without

grounding properly

• Running Equipment to Failure when

it is not part of your maintenance

strategy

• Aligning couplings without using a

laser

• Improperly lubricating electric motors


Common Problems

• Equipment continuing to fail without a known

root cause

• PM is performed on time but equipment

continues to break down

• Age of equipment seems to be problem

• There is never enough parts in the

warehouse

• Parts are not ordered fast enough

• Maintenance personnel blamed for standing

around


Common Problems, cont’d

• Management blames Maintenance for the

company not meeting it’s business goals

– Reliability is always the problem

• The Maintenance process is built around

reacting to equipment problems

• Equipment history does not seem complete

and hard to find data

– Planner/Schedulers performing clerk duty

• Production/Operations operates inefficiently

but no one seems to be aware of the problem


What is Reliability?

“The probability that a system will perform

satisfactorily for a given period of time under

stated conditions.”

•Motor •Pump •Valve •Cylinder •79%R1 = 95% R2 = 95% R3 = 93% R4 = 94%


Reliability Definitions

• Function: What the owner or user of a physical asset

wants it to do

– Example: Pump: To transfer 300 Gallons of product at 60 PSI -

24 hours a day / 7 Days a week from point A to point B

• Functional Failure: A state in which the physical asset

or system is unable to perform a specific function to a

level of performance that is acceptable by its owner or

user– Example: Pump: To transfer less than 300 Gallons (250 Gallons) of a

product at 60 PSI 24 hours a day / 7 Days a week (Functional Failure)

•Source: RCM !! – John Moubray


Source: John Moubray, Nowlan & Heap

Time Time

Age Related = 11% Random = 89%

BathtubPattern A = 4%

Wear OutPattern B = 2%

FatiguePattern C = 5%

Initial Break-in periodPattern D = 7%

RandomPattern E = 14%

Infant MortalityPattern F = 68%

Failure Patterns


Failure Patterns - 1990’s Data

Source: Tim Allen, SUBMEPP

Infant Mortality

Wear Out

2% 10%

68% 6%Why?

Into what category did

the rest of the failures fall?


Early Identification of a Defect


NOTIFICATIO

NFIX

COMPLETE

INFORMATION PARTS

TOOLS

ENGINEERING

FILE CABINET

TOOL BOX

“JOE”

SUPERVISOR

PRODUCTION

WAREHOUSE

VENDOR

FABRICATE

IDENTIFY

TEST

CLEAN

DISASSEMBLE

MEASURE

PLAN

GENERAL PURPOSE

SPECIAL PURPOSE

PERSONAL

TOOL CRIB

CONTRACTOR

EVENT

TIME

MECHANIC

ASSESS

JOB

Traditional Maintenance


•a


1st Step

Where Do We Start?

•a


Wikipedia Defines…

• FRACAS is a system, sometimes carried out

using software, that provides a process for

reporting, classifying, and analyzing failures,

and planning corrective actions in response

to those failures


A Managed System For Continuous

Improvement for Asset Reliability


What is it you want to know about Failures?

• What equipment is giving me the biggest losses and why?

• What component is failing the most and why?

• Where should you focus your RCA efforts?• Frequency of a failure mode – decrease?


Source: John Moubray, Nowlan & Heap

Time Time

Age Related = 11% Random = 89%

BathtubPattern A = 4%

Wear OutPattern B = 2%

FatiguePattern C = 5%

Initial Break-in periodPattern D = 7%

RandomPattern E = 14%

Infant MortalityPattern F = 68%

What is your most Dominant Failure Pattern?


Key Points to Know!

• If you are managing to “P” on the PF Curve you get rid of most of your catastrophic or total function failure

• If you are managing to “I”, your are managing the causes of failures and thus eliminate failures and optimize reliability

• The best person to identify the“Defect or Problem” and“Cause” of the failureis your PredictiveMaintenance Technicianor Reliability Engineer


“The significant problems we face cannot be

solved with the same level of thinking we

were at when we created them.”

- Albert Einstein

http://images.google.com/imgres?imgurl=http://palscience.com/wp-content/uploads/2009/05/albert-einstein.jpg&imgrefurl=http://palscience.com/2009/05/20/5-of-the-worlds-most-intelligent-people/&usg=__gzsHWfOyiVvk3XuV1yvC1xlwshE=&h=450&w=600&sz=29&hl=en&start=14&itbs=1&tbnid=JDakIk4g9dI65M:&tbnh=101&tbnw=135&prev=/images?q=Albert+Einstein+pictures&gbv=2&hl=en&sa=G


Task/Functions Facility

Owner

MTF

Commander

Maint.

Manager

Reliability

Engineer

Maint.

Supervisors

Contract

Officer

Maint.

Planner

Inputting Work

Order Data -

CMMS/EAM

I R C R A C

Reviewing and

taking action

on KPIs

I I R I C A C

QA of Data

InputI A C I C

Failure Reports

FindingsI I A R C C I

Maintenance

Strategy

Adjustments

I A R C C C

Responsibility “the Doer”

Accountable “the Buck stops here

Consulted “in the Loop”

Informed “kept in the picture”


Best Maintenance Practices

• 90% of all work is planned

• 85 – 90% Scheduled Compliance is met

• 100% of a maintenance personnel’s time is

covered by a work order

• 100% of all maintenance personnel’s time is

scheduled

• 90% of scheduled work is planned

• PMs are written with task steps,

specifications, tools, etc


Best Maintenance Practices, cont’d

• Effective work procedures are written and

followed

• The 10% Rule of Preventive Maintenance is

applied and managed

• Store efficiency is more than 98%

• Less than 1 hour for Mean Time To Order of

parts


Maintenance Process

Monitoring of

Asset Health

Operations

Process

Root Cause

Analysis

Asset

Criticality

RCM

Reliability Process


Best Reliability Practices

• MTBF is High

• MTTR is monitored and measured

• Reliability Engineering is focused 100% on

the Reliability of Assets

• All assets are prioritized based on risk to the

business and equipment condition

• FRACAS is implemented and used to make

decisions on reliability improvements


Best Reliability Practices, cont’d

• Root Cause Analysis (RCA) is a common

practice

– Applied to any failure that is costly or repeats

itself

• Reliability is owned by production and

maintenance and is apparent

• Operator PMs are utilized effectively

• Equipment Damage by Operators is minimal

• Reliability Centered Maintenance (RCM) is

applied to critical assets


Best Reliability Practices, cont’d

• Utilization of Assets is above 98%

• Time based PMs are less than 20%

• Key data is collected and disseminated to

determine the health of an asset


“The problem with Management is they’re

measuring the wrong things.”

- Peter Drucker


Maintenance• MTBF

• Production Output

• Maintenance Cost

Scheduled

CompliancePM

Compliance

Lagging

LeadingPercent of

Planned

Work

Leading and Lagging Indicators


Where to Start with Maintenance and

Reliability Metrics

• MTBF

• MTTR

• MTBR

• PM Compliance

• % of Planned Work

• Scheduled Compliance

• # of breaks to Schedule by Maintenance and

Operations


Where to Start with Maintenance and

Reliability Metrics, cont’d

• PM Labor Hours vs. EM Labor Hours

• Maintenance Cost per unit produced

• Stores Efficiency

• Vendor Efficiency

• Equipment Damage Cost Per Unit


Steps to Success

• Map your processes and identify leading and

lagging KPIs in them

• Be sure and have clear definitions of your

KPIs

• Assign RACI to metrics– Responsible

– Accountable

– Consulted

– Informed

• Develop scorecards

from lowest level to highest (4-6 KPIs)


Variation in Reliability

• Variation is the largest cause of equipment

failure

http://www.google.com/imgres?imgurl=http://www.skylineonline.ca/files/u11/Maintenance-Man.jpg&imgrefurl=http://www.skylineonline.ca/content/maintenance-requests&usg=__ATX8GaQB9tbY4tdXFLZKCPFFlek=&h=449&w=300&sz=18&hl=en&start=22&sig2=VzcaKgJb8Hq3ouzlYIWveQ&itbs=1&tbnid=65Ko1-5dtvka4M:&tbnh=127&tbnw=85&prev=/images?q=maintenance+man&start=21&hl=en&sa=N&gbv=2&ndsp=21&tbs=isch:1&ei=4bbiS9vhH4iK8AT73OGOAg


Causes of Variation

• Lack of an effective PM Program

• Lack of a repeatable repairs with

specifications

• Lubrication issues, lack of lubrication,

contamination, etc.

• Operator Error

• Use of wrong tool to make repair

– Bearing heater

• Use of wrong specification

– Torque values


Effects of Improper Installation or

Maintenance


“Excellence is a Habit”

- Aristotle, 330 BC


What are Work Procedures?

• Preventive Maintenance

• Corrective Maintenance

• Operator Care

• Lubrication

http://www.google.com/imgres?imgurl=http://www.towerelectrical.co.uk/imagesnew/commercial.jpg&imgrefurl=http://saudimaintenancecompany.wordpress.com/&usg=__O41hhqRYsYqhbCY0R3i1ZkL4H-E=&h=266&w=400&sz=30&hl=en&start=4&sig2=rPbRnIdTInxbMGOHB5XlZg&itbs=1&tbnid=rckAp07Ow4IhIM:&tbnh=82&tbnw=124&prev=/images?q=saudi+maintenance+technician&hl=en&sa=G&gbv=2&tbs=isch:1&ei=nLfiS9XoBoGc9QTazIyIAg


• Repeatable process

• Capture knowledge

• Train new employees

• Reduce self induced failures

Why are Work Procedures Important?


Steps to Reliability

1. Ensure your Equipment Hierarchy is

effective

2. Prioritize assets according to consequence

and risk

3. Identify the right maintenance strategy

4. Optimize Planning and Scheduling

5. Ensure Failure Data is captured and used

for FRACAS

– Failure Reporting,

Analysis, Corrective

Action System


Questions

• Send your questions to [email protected]

mailto:[email protected]

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