integrating reliability engineering concepts

MARCON 2009 Integrating Reliability Engineering Concepts into Capital Projects

Integrating Reliability Engineering Concepts into Capital Projects:

Lessons Learned in a Case Study

Dan DeGrendel, Boehringer-Ingelheim RoxaneBob DiFrancesco, ARMS Reliability Engineering


Agenda

• Introduction• Top 10 List• Maintenance Program Inputs• Defining the Maintenance Program• Spare Parts• Maintenance Program Outputs• Lessons Learned


Introduction

How do you define a successful project?• Old definition: on time + within budget• New definition:

on time + within budget + reliable operations

• The reliability function must be incorporated into project teams and aligned with the site’s Reliability Team


Top 10 hints that your new equipment may be in trouble

1.Commissioning = the motors start2.I thought you were going to enter information

into the CMMS3.Scheduled maintenance is set up as

equipment fails4.The vendor documents are in the library - as a

10,000 page pdf file5.The contractors do routine maintenance until

the project is completed


Top 10 hints that your new equipment may be in trouble

1.What does RCM mean again?2.The new pump is walking off its pad3.Spare parts? What spare parts?4.I wondered what that equipment looked like5.Hey, does that bearing need to be greased?


Case Study Equipment

Process Air

Clean-In-Place

Spray Dryer

Cyclone Bag House Exhaust Air

Solution Delivery

Compressed Air

Chilled Water

Heating WaterWaste Neutralization

Product Collection


Equipment Database:Typical Situation

• Each project sub-team tracks information that is important to them

• Disadvantages:o Information is duplicated between project sub-

teamso Extra effort to obtain and update informationo Sub-teams do not have easy access to all

project information


Equipment Database:Ideal Arrangement

• One database for all equipment information• Benefits:

o Minimize information management efforto Everyone accesses the most current informationo Avoid duplication of informationo Capture information when it is obtainedo Track equipment status throughout the projecto Define information to capture early in the project


Equipment Database:What Do You Want To Capture?

• Equipment make/model/serial #• Procurement information• Status from design to customer acceptance• Equipment location• Equipment documentation• Capital asset information• Maintenance strategy


Equipment Criticality

Match the maintenance strategy to the equipment criticality:• Low: Production is not impacted• Medium: Production is temporarily stopped

or capacity is limited• High: No production


Useful Equipment Information

• Maintenance history of similar equipmento Failure modeso Failure frequencieso Scheduled maintenance taskso Spare parts consumption

• Equipment Documentationo Operating and Maintenance manualso Recommended spare parts listso Troubleshooting guideso Drawings


Equipment Hierarchy

• Organize equipment into systems, sub-systems and components

• Use functional relationships vs. locations• Structure for FMEA and RCM efforts• Organize documentation as it is received• Assign spare parts to hierarchy levels


The Maintenance Program:Low Priority Equipment

• Review OEM recommendations• Maintenance history for similar equipment• Simplified FMEA• Can enter information into RCM software

(without analysis) for zero based budgeting


The Maintenance Program:Medium Priority Equipment

• Review OEM recommendations• Maintenance history for similar equipment• Full FMEA

o Divide the equipment into sub-systems or components

o Define sub-system or component boundarieso Describe what crosses the boundarieso Work horizontally to complete the FMEAo Cost/risk analysis of proactive work


The Maintenance Program:High Priority Equipment

• Review OEM recommendations• Maintenance history for similar equipment• Full FMEA – basis for the RCM• RCM assessment

o Run to failure scenarioo Evaluate re-design alternativeso Optimized maintenance program =

minimize total operating costso Forecast spare parts consumptiono Forecast life-cycle costs


RCM Cost Contribution Report


RCM Optimized Maintenance


Other Uses For FMEA Information

• Troubleshooting guides• Work Order fault-trend analysis

o Problem codeso Failure codeso Cause codeso Action codes

• Commissioning tasks


Spare Parts

• FMEA and RCM determine the recommended spare parts

• Vendor part list = wear parts• Bill of Material (BOM) = a list of all components• Stock parts that wear or could fail and cause

downtime


Prioritizing Spare Parts

• Low priority• Medium priority• High priority


Low Priority Spare Parts

• Part does not impact downtime• Can tolerate out of stock conditions• Adjust re-order point and re-order quantity to

minimize costs• Manage inventory turns


Medium Priority Spare Parts

• Part can impact downtime• Part cost > downtime cost• Business risk if the part is not stocked• Get the end–user’s agreement if do not

stock the part


High Priority Spare Parts

• Part can impact downtime• Part cost < downtime cost• Part is an insurance policy – keep it on the

shelf!


ROP and ROQ Calculations

• Re-order point (ROP)o Safety stock levelo Based on a probability of not running out of stock

• Re-order quantity (ROQ)o Procurement costso Holding costs

• The stock room should calculate ROP and ROQ with the mechanics’ input


Procuring Spare Parts

• Part already in stock?o Assign to new equipmento Adjust ROP and ROQ if required

• Source from a local supplier or OEM if possible

• Source from the equipment supplier if you have to


Equipment Documentation

• Plan the library early in the project• Use the equipment hierarchy• File and organize documentation as they are

received• File documents electronically


CMMS Data

• Define what will be entered into the CMMS early in the project

• Define roles and responsibilities for entering data


Commissioning Support

• Incorporate FMEA results into commissioning activitieso Base line Predictive Maintenance

measurementso Verify proper alignment of rotating equipmento Resolve potential infant mortality failures

• Use maintenance personnel for commissioning tasks

• Maintenance takes responsibility for equipment as it is commissioned


Zero Based Budget

• Time based PM’s• Condition based PM’s• Predictive maintenance• Corrective maintenance• Spare parts and supplies• Resources• Use information to justify budget increases


Lessons Learned

• One comprehensive equipment list• Match the effort to create the maintenance

program to the equipment’s criticality• Create a library of potential failures,

consequences and related data for FMEA’s and RCM’s

• Use P&ID numbers in the FMEA’s and RCM’s

• Review RCM content in the FMEA format


Lessons Learned – con’t

• FMEA’s and RCM’s drive recommended spare parts

• Get detailed BOM information from the equipment suppliers

• Set ROP and ROQ values objectively• Clearly define roles and responsibilities• Get everyone’s full commitment to reliability

engineering/capital project integration


Summary

• Smooth start-up and reliable operation of new equipment is feasible

• Need cooperation and commitment from all project stakeholders


Thank You!

Questions?

integrating reliability engineering concepts

Technology