what’s in your maintenance wallet? · 2016 annual conference. safety moment brown and caldwell 2....

What’s in Your Maintenance Wallet? Ohio Water Environment Association2016 Annual Conference

http://www.ohiowea.org/index.phphttp://www.ohiowea.org/index.php

Safety Moment

Brown and Caldwell 2

Brown and Caldwell• National Leader for Utility Performance Operations and Maintenance

Orange County Sanitation District 23 Years• Maintenance Manager

Education• Masters Degree, Public Administration • Bachelors Degree, Business Management

Certifications• Certified Maintenance Reliability Professional (CMRP)• CWEA Grade IV, Maintenance Technologist and Collections Management • Environmental Sustainability Professional (ENV SP)

Associations• CWEA Past-President• CWEA Past-Chair of the Technical Certification Program• WEF Utility Management and POM Committees

3

Simon Watson

Los Angeles

San Diego

OrangeCounty

471 square miles

200 MGD

2.5M population

21 cities, 3 special districts

2 treatment plants

15 pump stations

OCSD Service Area

Reclamation Plant No. 1Fountain Valley

Treatment Plant No. 2Huntington Beach

Orange County Sanitation DistrictFacilities in Southern California

• Know the right maintenance is being completed• Could provide reports to the regulators • Justify staffing and other resources• Partnership with Operations• Planned maintenance• Reduction in Emergencies, Backlog, Overtime• Ability to double the size of the plant without increasing

staffing

Why Advance your Maintenance Program?


• Reactive in Nature• Unreliable Equipment• Increased Maintenance Cost• Negative Impacts to

Customers• Lack of Understanding of

Roles and Responsibilities• Frustration

Life Without a Well Developed Maintenance Program


• Take advantage of CMMS• Standardized Processes• Clear Roles and Responsibilities• Effective Use of Resources• Performance Measures• Good Documentation• Improved Equipment Reliability• Less Frustration

Life With a Well Managed Maintenance Program


Time to Step Back and Evaluate



MissionPurpose

Statement

VisionWhere do you want to be

in 5 years?

GoalsAction Plan

Begin with the End in Mind…

• Where do you want to be 5 years from now?• What do you need to do in order to achieve that vision? • Do the current structures, processes, policies, and

support systems support achieving the vision?

What is Your Vision?


Vision StatementProvide exceptional asset management, reliable power and equipment working in a MANAGED ENVIRONMENT and being ACCOUNTABLE for and DISCIPLINED in the work we perform.

Maintenance Vision


• Managed Environment – Plan and schedule all activities. Insure parts and resources are always available to complete the work on the scheduled date.

• Accountable – For the work we perform, actions we take and financial impacts.

• Disciplined – Properly trained employees doing the job the right way the first time. Paying attention to the details in completing tasks. Being consistent in the application and enforcement of policies and procedures.

Definitions


• Managed Environment• Plan and schedule all work: PM, PD, CA, CN, and CM• Develop a predictive maintenance program• Develop reliability centered maintenance program

• Accountable• Provide reports to monitor performance• Provide financial reports for maintenance cost• Measure knowledge, skills and abilities

• Disciplined• Provide relevant technical training• Provide tools to perform the work• Provide clear and consistent policies and procedures

Goals for Achieving the Vision


• Equipment Data• Work Order Control• Well Defined Maintenance Practices• Materials Control• Policies and Procedures

Five Core Building Blocks of a Maintenance Program


Do You Know What You Own and Need to Maintain?


The “WHAT and WHEN”


CMMS systems - manage the detail of both assets and the work performed

• Detailed asset inventory• Maintenance history• Maintenance and budget

planning tool

• Generates reports• What you’ve done, what

you have to do


Five Building Blocks:Where does the CMMS Fit In?

1. Policies and procedures

2. Equipment data

3. Work order control

4. Maintenance practices

5. Materials controlCMMS systems strongly support these

Asset IDAsset NameTypeDescription/FunctionDesign TypeDesign VoltagePhaseRated AMPsHPWatt/KWRPMService FactorEfficiency Power FactorThermal ProtectionY/NAmbient Temperature (Max.)Design CodeNEMA Insulation ClassFrame numberDrive End Bearing #Non Drive End Bearing #Serial numberModel numberSizeFrame numberMonth/Year ManufacturedFailure AnalysisIncluded in Criticality Model?Y/NDrive End BearingBearing manufacturer Drive End BearingBearing numberOpposite Drive End BearingBearing manufacturer Opposite Drive End BearingBearing numberOwnerInstallation CostPurchase CostPurchase dateExpected life (years)Mean Time Between Failure - Hours Average Monthly Use - HoursTotal Usage - Hours

Each individual asset has its own set of detailed information

WARRANTY INFORMATIONShipping date

WARRANTY INFORMATIONStartup date

WARRANTY INFORMATIONEffective date

WARRANTY INFORMATIONDuration (months) 100%

WARRANTY INFORMATIONExpiration date

WARRANTY INFORMATIONDuration for reduced coverage

WARRANTY INFORMATIONDuration for reduced coverage #2

WARRANTY INFORMATION(Warranty PDF)

WARRANTY INFORMATIONComments

LOCATION INFORMATIONAddress

LOCATION INFORMATIONCity, ST, Zip

LOCATION INFORMATIONLocation

LOCATION INFORMATIONArea #

LOCATION INFORMATIONSub - Area

LOCATION INFORMATIONRoom

LOCATION INFORMATIONLevel

LOCATION INFORMATIONDirection

LOCATION INFORMATIONGPS - Latitude

LOCATION INFORMATIONGPS - Longitude

MANUFACTURER

MANUFACTURERAddress

MANUFACTURERCity, ST, Zip

MANUFACTURERPhone #

MANUFACTURERFax #

MANUFACTURERemail

MANUFACTURERWeb site

VENDOR

VENDORAddress

VENDORCity, ST, Zip

VENDORPhone #

VENDORFax #

VENDORemail

VENDORWeb site

Notes


Purchase Cost, Date and Expected Life & Owner!

HP, Voltage, RPM

Serial Number, Model Number,Year made

Warranty Information –Effective Date, Expiration Date

Manufacturer & Vendor Information


You Need Clean & Standardized Data

Houses asset data

Scheduling & executing WO’s

Transaction history

Comparative reporting

R&R Planning

Replacement

CMMS can track the full life of each asset and report on it (across all assets)

Benefits of a CMMS fully populated with asset and work information can include…


regulatory compliance

support

ability to report across groups of assets

streamline and focus work management

systematically prioritize work and record work history

good data to other systems

(e.g. financial or HR/staffing/Training)

Maintenance Strategies

23

MAINTENANCE EXPENSE

Get Control of Maintenance Activities

Collaborative ownership of the assets

Employ Technology & Condition-Based Maintenance for Early Defect Detection

Eliminate Defects During Commissioning & CM

Reliability and Continuous Improvement!

Firefighter Mentality – expensive, unreliable

REL

IAB

ILIT

Y %

Equipment Failure Curve Get Ahead of It!FailureStarts


Equipment Fails

COST TO REPAIR

Early problem detection with PdM

TIME

CON

DIT

ION

How do you know what maintenance to do?


• Vendor Equipment Manuals • Staff Knowledge • Environmental Exposure• Past History• Reliability Centered Maintenance (RCM)

Resources for Developing Maintenance Task


• What are the functions and quantified performance standards of the asset in its present operating context?

• In what ways can it fail?• What causes it to fail?• What happens when it fails?• Does it matter if it fails?• Can anything be done to prevent or predict failure?• What if we cannot prevent or predict the failure?

Consider RCM Light


RCM Outputs

• Maintenance plan• Criticality ratings of assets• Optimized standard times and frequencies for

maintenance activities• Work procedures or routines

• Preventative Maintenance (PMs)• Predictive Maintenance (PDMs)• Run to Fail (RTF)• Want to comply with warranties

and perform the RIGHT amount of maintenance over the asset life-cycle



Preventative Maintenance Work Order Process

• Personnel• Duration• Tools/Equipment• Materials• Parts• Tolerances/

Thresholds

Work Plans


Preventative Maintenance Staffing Needs


1. Estimated2. FTE requirement based on 1,500 hours/year/employee directly on PM tasks

• All work should be planned• Planning

• Resources available• Work/job plan is complete• Everything is ready to go

• Scheduling• Planner Scheduler works with operations to set schedule• Supervisor assigns staff

• Planner should not be the purchasing person

Planning and Scheduling


• Two weekly Meetings Monday and Thursday• Operations• Maintenance• Construction

• Work was being planned out 30-60-90 days• Operations set the schedule

Planning and Scheduling


• All items should be associated with an asset(s)• Formal add to stores process• Min/Max levels should be reviewed

• Determined by equipment criticality• Lead time

• Dormant stock review• Kitting parts?

Materials Management


• Was the work completed on schedule?

• Could someone else do just as well given the same work order?

Answers Should be Yes…

• Was everything needed available?

• Did you have the right tools for the job?

Precision Maintenance


Precision Maintenance: Laser Alignment• Acquisition of two laser alignment systems for Plant 1 and 2• Laser alignment procedure in place• The primary objective of accurate alignment is to increase the

operating life span of rotating machinery.

As Found As Left

Storage & Handling• Containers are properly

labeled• Lubricant facility well

organized and clean

Lubrication Practices• Ultrasound grease guns• Clear grease container

Lubrication Program

Predictive Maintenance


FailureStarts

Early detection with vibration analysis

Wear can be detected with oil analysis

High changes in temperature can be detected with Thermography

Audible Noise

Hot to touch

Equipment Fails

COST TO REPAIR

Early problem detection with PdM

Value of a Predictive Program

TIME

CON

DIT

ION

Benefits of a PdM Program• Increase facility and personnel safety• Increase Equipment Reliability• Increase MTBF (Mean-time-between-failure)• Increase the useful operating life of plant machinery• Increase communications and planning between O&M• Reduce maintenance costs• Reduce unexpected failures• Reduce spare parts inventory• Reduce Preventive Maintenance

tasks

Electrical Predictive Technologies• Infrared scanning• Ultrasound testing• Transformer oil analysis

• Motor oil analysis• Motor current analysis• Partial discharge testing

Early Detection of Problems

Infrared Imaging or Thermography

Many organizations have effectively used thermography to measure misalignment

Electrical Program

• Return on Investment• Optimized maintenance saving $220k

• Early detection of failure• Avoided catastrophic damage to equipment valued at

over $16 million in 2012

• Power availability to process• Minimized down times of power equipment

Main Sewage Pump Bearing

Bearing Failure in the Making

Detailed vibration data collection on the motor running uncoupled were done aftermotor was reconditioned by a Motor Shop. The results analysis indicated there wasexcessive motor bearings clearance.

Blower Motor

The Motor Shop repair report was carefullyreviewed. It was noted the Motor sleevebearings were not Rebabitted, just polished.

INBOARD BEARING

Blower Motor

OUTBOARD BEARING

Trickling Filter Pumps Acceptance Test

Trickling Filter PumpCritical Speed at 648 rpm

Braces installed on Tricking Filter pumps moved natural frequency away from operating speed range

Dewatering Fan Cracked Impeller

Asset Type

Current PMMan-hours

Recommended PMMan-hours

PdM VA/OAMan-hours

Annual ImpactMan-hours

Pumps 5127 1578 1734 1815

Fans 2320 662 312 1346

Others 1217 531 392 294

TOTAL 8664 2771 2438 3455

• Many PM task could be done by PdM technologies• Many PM tasks were done too often• Many PM tasks did not address any failure mode• Many PM tasks were intrusive

PM Optimization: Rotating Machinery

Cost Avoidance


0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

FY07-08 FY08-09 FY09-10 FY10-11

640,012709,441

1,084,7461,125,368

161,000 173,000

287,000 310,000

ROI 3 3.1 2.9 2.8

Cost Avoidance

Program Cost

Uptime Magazine

Metrics


59

Measurement Goals**

Work Order BacklogPlanned 6 weeks (SMRP 5.4.8)Ready to schedule 2-3 weeks(SMRP 5.4.9)

Overtime 90% (SMRP 5.4.14)

Schedule Compliance>90% (SMRP 5.4.4)Report as to why the schedule was broken (equipment not ready, emergency breakdown, staffing etc..)

Planned Maintenance Ratio 85% (AWWA benchmark)

Reactive Work


SCHEDULE GROUP

SCHEDULE GROUP

MMGRP 48 40.68% 70 59.32% MMGRP 509 81.83% 113 18.17%

P1CMMS 4 100.00% 0 0.00% P1CMMS 4 100.00% 0 0.00%

P1PMMS 101 54.30% 85 45.70% P1PMMS 352 47.06% 396 52.94%

P2PMMS 96 84.21% 18 15.79% P2PMMS 643 56.30% 499 43.70%

PTMTMS 12 75.00% 4 25.00% PTMTMS 170 78.70% 46 21.30%

GRAND TOTAL 261 59.59% 177 40.41% GRAND TOTAL 1678 61.42% 1054 38.58%

114 114216 216

438 2732

118 6224 4

186 748

Schdule Group Totals and Percentages for Month of AUG 2013 Schdule Group Totals and Percentages for Year 2013

COMP OPEN TOTAL COMP OPEN TOTAL

Division 850 PM Compliance ReportPM Compliance as Scheduled For Month: AUG 2013 PM Compliance as Scheduled For YTD: 2013

So What Do You Do With All This?


• Set your annual goals• Be consistent, strong and patient - it takes many years

to change a maintenance program and culture• Adapt and overcome obstacles• Implement policies, procedures, and workflows• Remember the 5 Ps

• Prior • Planning• Prevents• Poor• Performance

Keep Moving Forward

Change is Good.

It’s ok not to be putting outfires.

True maintenance heroes catch problems early.

Think about how you can make maintenance better.

You will need Change Management

Example of Continuous Improvement

• Maintenance Strategies• Reactive• Preventive• Precision• Predictive

• CMMS data and use• Work Plans• Planning and Scheduling• Materials Management • Training• Policies and Procedures

Where are you on your Journey?


Simon [email protected]

http://www.ohiowea.org/index.phphttp://www.ohiowea.org/index.php

What’s in Your Maintenance Wallet? Safety MomentSimon WatsonSlide Number 4Slide Number 5Why Advance your Maintenance Program?Life Without a Well Developed Maintenance ProgramLife With a Well Managed �Maintenance Program Time to Step Back and EvaluateBegin with the End in Mind…What is Your Vision?Maintenance VisionDefinitionsGoals for Achieving the VisionFive Core Building Blocks of a Maintenance ProgramDo You Know What You Own �and Need to Maintain?Slide Number 17Slide Number 18Each individual asset has its own set of detailed informationYou Need Clean & Standardized Data CMMS can track the full life of each asset and report on it (across all assets)Benefits of a CMMS fully populated with asset and work information can include…Maintenance StrategiesEquipment Failure Curve Get Ahead of It!How do you know what �maintenance to do?Resources for Developing �Maintenance TaskConsider RCM LightRCM OutputsMaintenance Strategies Preventative Maintenance �Work Order ProcessWork PlansPreventative Maintenance Staffing Needs�Planning and Scheduling Planning and SchedulingMaterials ManagementAnswers Should be Yes…Precision MaintenancePrecision MaintenanceSlide Number 39Slide Number 40Predictive MaintenanceSlide Number 42 Benefits of a PdM ProgramElectrical Predictive TechnologiesEarly Detection of ProblemsInfrared Imaging or ThermographyElectrical ProgramMain Sewage �Pump BearingSlide Number 49Slide Number 50Slide Number 51Slide Number 52Dewatering Fan Cracked ImpellerPM Optimization – Plant No. 1 and 2 - Rotating MachineryCost AvoidanceUptime Magazine MetricsSlide Number 58Key Performance Indicators (KPI’s) – prove you are efficient…..or that you need more resourcesSlide Number 60So What Do You Do With All This? Slide Number 62Slide Number 63Example of Continuous ImprovementWhere are you on your Journey?

what’s in your maintenance wallet? · 2016 annual conference. safety moment brown and caldwell 2....

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