improvement focused on turbo machinery poovan naidoo ... › wp-content › uploads › 2016 ›...

A Practical Approach to Asset Reliability Improvement focused on Turbo Machinery

• Poovan Naidoo

• Senior Manager: Turbo Equipment Maintenance

• Secunda Synfuels Operations

• South Africa

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Background Key Performance Metrics Asset Lifecycle Operate Within Agreed Parameters Methodology

Asset Management Philosophy Uptime Analysis Influence Diagrams Gap Closure Plan

Continuous Improvement and Tracking Process Flow for Specific Problems Management accountabilities

Copyright ©, 2016, Rota-Eng Consulting

Turbo Equipment Maintenance (TEM) Structure:

TEM (147)

Turbo 4 (22)

Turbo 2 (38)

Turbo 3 (30)

Turbo Monitoring

and Balancing

(27)

Asset Health

(25)


Baseline Performance (2009):

3.17% Unintended Downtime on critical equipment (Compressors and Turbines)

19 months MTBF on pumps

7 Recordable Case Injuries

9% overspend on annual budget


Results Achieved:

Performance Measure 2009 Actual 2015 Actual

Equipment Unavailability 3.17%

Process Pump MTBF 19 months

Recordable Case Injuries 7

Budget Comparison 1

Cost Performance 9% over budget

Still pushing the boundaries…we are not done yet!

0.09%

34 months

0 injuries for 3 years

0.93

1% under budget


Acquire

Operate and Maintain

Dispose

Strategy Plan Execute Review


Design Limit

Time

Parameter Value

Normal Operation

Are either of these

deviations a concern?


IDEF0 Notation

Activity Input Output

Constraint

Resource FIPS Publication 183 released of IDEFØ December 1993 by the Computer Systems Laboratory of the National Institute of Standards and Technology (NIST). Copyright ©, 2016, Rota-Eng Consulting

http://www.itl.nist.gov/fipspubs/idef02.doc

Establish Asset Management

Standards

New and Existing Plant

Design Standards

Operate and Maintain to

standard

Evaluate and Improve Asset Performance

Raw Materials, Parts and Services

Products

Breakdowns

Plan

Do

Review


6.6 6.5

7.1

6.6

7.2

6.8

6.6

7.1 6.6 6.5

6.2

4.7

4.7

6.7

7.3

6.4

0.0

2.0

4.0

6.0

8.0

10.0I) Characteristics of the Business

II) Maintenance Strategy

III) Organizational Arrangements

IV) Human Resource Management

V) Maintenance Administration

VI) Planning

VII) Scheduling

VIII) Work Orders

IX) Use of Tactics

X) Equipment Records

XI) Purchasing

XII) Stores

XIII) Inventory Control

XIV) Performance Measures

XV) Customer Satisfaction

XVI) Computerized MaintenanceManagement Systems

Diagnostic Overview

Methodology from: Uptime, John Dixon Campbell, 1995 Copyright ©, 2016, Rota-Eng Consulting

5.2 6.4

5.8

5.2

5.6

5.0

5.4

5.4

5.2

7.2

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

Layout, locations, access, space, racking,security

Equipment, mobile equipment

Degree of automation, bar coding

Substores, shop-floor stores, free accessitems

Receiving, issuing, stocking schedules, labor,procedures

Direct charge item storage

Quality assurance, accuracy

Telephone orders, delivery, kitting/pick lists

Consignment stock locations, vendor access

Requisitioning procedures

Stores

Methodology from: Uptime, John Dixon Campbell, 1995 Copyright ©, 2016, Rota-Eng Consulting

6.2

5.4

6.0

5.6

5.0 5.2

5.4

6.4

5.8

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

Catalogs, referencing, on-line information

Inventory reconciliation and absolute value ofdeviation

Use of statistical analysis by inventorycategory, stock history

Measures of investment efficiency, turnover,value, number of SKUs

Obsolescence review, no usage analysisStock control techniques, max-min, EOQ,

EOP

Control of repairable, rotables

Service level/stockout measures, back orders

Stock counting policies, schedules

Inventory Control

Methodology from: Uptime, John Dixon Campbell, 1995


Competency as per

training matrix

>80%

Adherance to

training plan >80%

Improve

Employee

Engagement

Survey results

Unintended

downtime <1.45%

Zero overdue stat

>60 days without

delays approved

2.5 - 5% reduction

in GO times on

identified

equipment

Reduction of Urgent

and Emergency work

Maintenance and

Operational Schedule

Compliance >85%

Complete all

shutdown

equipment within

schedule End the year on or

below budget

Reduce satellite

stock by 50%

Zero harm to

people

Sustainable BBS

participation

above 80%

No C and D audit

findings (adhere to

governance) Complete

competition

training and

certification

Stable,

Satisfied and

performing

Employees

Planned work allows

adequate thinking

time to incorporate

safety considerations

Less breakdowns -

can execute

planned work

Allows identification

of risks and removal

of safety barriers

Adhere to

legal

compliance

Ensure stock is

managed and

controlled by

Procurement

Create a compliance

culture and

environment

(understanding of the

rules)

Perform Asset Management

Process (standardise GO

procedures, QCP's,

specifications,

SU/SD/operating parameters

and procedures, maintenance

strategies, RCA's, Renewal

projects)

Adhere to the

rules of the

company

Idenitify

competency

defficiencies

Plan and attend

training to

address

defficiencies

Create

understanding of

asset management


Concern Raised By

Date Raised

Action Responsible Person

Due Date

Comment

Incorrect stock levels at Stores

Poovan 12-May-11

Evaluate required stock levels and create business case to increase inventory for deficiencies

Poovan 30-Nov-11

Prioritise compressors and turbines with high unreliability.


Establish Asset Management

Standards

New and Existing Plant

Design Standards

Operate and Maintain to

standard

Evaluate and Improve Asset Performance

Raw Materials, Parts and Services

Products

Breakdowns

Manage/ Govern the

change

Update standards


Determine Key Performance Indicators

Related to improvement activities and influence diagram

Regular review of performance indicators and gap closure plan status

Maintain focus on actions and due dates Give recognition where improvement is

noted Manage change with the team


Define

Operating

Parameters

Assess

requirements/

capability

Design

Asset

Define

Maintenance

Strategy

Acquire

Asset

Modify

Asset

Update

maintenance

strategy/

operating

philosophy

Operate

Asset

Operate

within

agreed

parameters

Change

operating

parameters

(outside of

agreed

operating

parameters

No change

to asset

Execute

Maintenance

Strategy

Root Cause

Analysis and

Identification

Engineer

Out

Problem

Asset failure

outside of

strategy

Inspection Maintenance Renewal

Work

Management

Process

Spares

strategy

Quality

Control

Update

production

budget

Identify

need

Codes, Standards, Policies, Procedures, Practices

Dispose

Basis of maintenance budget

and strategy work in work

management process

People

Money

Facilities

Utilities

Raw

Materials

Information

Equipment

Stable

Plant/

Process


Believe in your team Set the expectation on standards – aim for

achievable, incremental improvements Actively support gap closure activities Instill discipline to follow standards Encourage and reward proactive

maintenance and improvement actions


Make the difficult decisions to do the right thing

Empower the team to make decisions and implement improvement actions

Focus the team on the next critical item Be involved and remove obstacles


Questions?


improvement focused on turbo machinery poovan naidoo ... › wp-content › uploads › 2016 ›...

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