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Perficient's Reliable Asset World Keynote

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Perficient's Reliable Asset World Keynote

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  2. 2. 2 Dave Reiber – CMRP Currently – Business Solutions Architect for Perficient Recently - Predictive Maintenance Lead for General Motors & Global Training for Maximo • Held several Leadership positions at General Motors • Skilled Trades Supervisor and General Supervisor at 2 GM Sites • Maximo Site Project Manager • North American Maximo Business Lead • Global Maximo Business Lead • Member of IBM Maximo Advisory Board for many years • Co-Lead for IBM Manufacturers User Group for Maximo • Speaker at many Maintenance and Maximo Conferences • Led Maintenance Webcasts for UE and Plant Engineering Magazine • Hosted many Maximo & Predictive Webinars for General Motors • Certified CMRP from Society of Maintenance and Reliability Professionals • Certified CPMM from Association for Facilities Engineering INTRODUCTION
  3. 3. Perficient (NASDAQ: PRFT) is a leading information technology and experience design firm serving clients throughout North America. Fast Facts: • Founded 1997 • $500 MM+ in annualized revenues • 24 locations in North America • Offshore in Europe, China and India • 2600 + employees • 80% of revenue from recurring clients • Served 450+ clients in past 12 months
  4. 4. STRATEGIC PARTNERS ENTERPRISE PARTNERS
  5. 5. Customer Focus • Cross Industry: Healthcare, Life Sciences, Financial Services , Retail, Energy and Utilities • Fortune 2000 (Industry and Enterprise) • On/Off-shore delivery teams • North America, Europe, India, and China Solution Focus • Portal & Collaboration • Omni-Channel Commerce • BPM & Integration • Business Intelligence & Big Data • Experience Design • Financial Performance Management • Enterprise Content Management MAXIMO / Predictive Maintenance Quality
  6. 6. 6 Transition through downsizing and Bankruptcy: Leading a Large Maintenance Team through turbulent change has it’s challenges. Presentation will address the process of change, the day to day work life atmosphere, loss of skillsets, and reorganization of efforts to evangelize and grow the Predictive Sciences at GM. Dave’s 1st Tip: • Who do you most want to impress? (Business and Personal) • Prioritize your life - Family Diane, kids, grandkids General Motors Predictive Maintenance
  7. 7. ABOUT GENERAL MOTORS • One of the world’s largest automakers • Global headquarters in Detroit, MI • Employs 202,000 people worldwide and does business in 120 countries • GM and its strategic partners produce cars and trucks in 30 countries • China is GM’s largest national market, followed by the U.S., Brazil, the UK, Germany, Canada and Italy • Brands : Baojun, Buick, Cadillac, Chevrolet, Daewoo, GMC, Holden, Isuzu, Jiefang, Opel, Vauxhall and Wuling
  8. 8. 8 What does Global look like? 2008- 176 Now Just over 100WHAT DOES GLOBAL LOOK LIKE?
  9. 9. 9 General Motors - Green Facts Recycled Materials • The recycled materials used in GM’s products come from a variety of origins – from pop bottles, blue jeans, old CDs, water jugs and nylon carpet to old tires, recycled steel and recycled vehicle bumpers. Renewable Fuels • GM has more than 3.5 million cars and trucks on the road in the U.S. that can run on up to 85 percent ethanol, a renewable and cleaner-burning fuel – this is more than any other automaker and more than half the total number of flex- fuel vehicles in the U.S. Wildlife Preserves • GM has 13 wildlife habitat certified sites around the world, including at the company’s global headquarters at the Renaissance Center in Detroit, Mich. Education • With key partners, GM has created and distributed 10 educational curriculums for K- 12 classrooms that help to educate students on various topics related to science, math, technology and the environment.
  10. 10. Built-In Quality
  11. 11. 11 Issues and Items Health of the Economy Relationships at Work Accountability to our Customers Accountability to the Environment Driving Factors for Change The Health of the Economy has direct effect on the overall atmosphere of the Detroit area. As consumer confidence wanes, fear of spending, resounds through the area. Not just Automobiles. Dinners, Electronics, Retail Sales, Travel, etc…, are impacted. However, Detroit’s lifeblood is in the Automotive business. We have seen tough economic times magnify issues that we have been fighting for years. We were forced to solve some of those issues with tough outcomes. Today we are much better positioned, but markedly aware of the level of consumer confidence. As Consumer Confidence diminishes , so goes the Detroit Economy.
  12. 12. 12 • The Numbers: • How many Predictive Technicians. - (300 + / 100+) • Certified Trainers became more important - (Predictive Tools and Maximo) • Increased Maximo Skill Level for all Users - (Required Data) • What changed the most? • Level of awareness - (Costs, Technology, Economy, etc..) • Attention around the value of Proper Training - (Skillsets) • Attention to details around - CAPEX / OPEX accountability to ROIC • Understanding where to start in the technology field - (Quick Wins) • Faster return on invest - (Initial Costs & Training Requirements) • New tech showing up everyday - (Optivibe , PMQ, etc..)
  13. 13. 13 DECIDING WHAT DATA TO COLLECT Begin with the end in mind – What data will be needed for Analysis? Decide which reports are used in each level of the organization (SPQRC) Look at system requirements & your business process requirements When training your users and leadership, make the relationship between data collection and the finished reports When they see WIIFM, you will get buy in MAXIMO
  14. 14. 14 OVERALL ATMOSPHERE 2008 – 2011 • Stressed / Worried • Employees felt helpless to effect their future • Relationships at work – very tenuous • Watched good people leave the company • Listened to the public perception tear down their business • Running hard, but not seeing positive results TODAY  Overall positive attitudes. Very busy, thankful to be working  Everyone very focused on doing the right thing fast & efficiently  Employees are much more involved in leadership & meeting the public.  Employees are much more involved with the Design & Engineering Community.  Feedback is welcomed.
  15. 15. 15 • Recognized Training to be paramount to success • Consolidated many functions across different processes, example – Assembly, Powertrain, Engineering, etc… • Find the Pockets of Excellence! - Share • Get as common as possible. • ID the Successes & Failures – Learn and Retain the knowledge. • Auditing – You get what you measure – Quality levels / BPD / OEE / SP Parts / Shadow Boards, POU / Integrated Suppliers / etc.. • Proactive Mindset / Zero Failure Goals – Professional Approach • Predictive – Condition Based – Listen to our Assets • EM - Corrective action, continuous improvement Required • Severe Problem Solving – Select a common method – imbedded. • Workflow Processes for all activities – EM/PM/Proj/ etc… • Organization – Who is handling what? – Stop Redundancy • Which System(s) do I need? - Maximo / Analytics / Quality / etc.. • Work together - Tie different groups, working together, etc…. • Don’t wait! DISCUSSION POINTS
  16. 16. All Business Decisions, affect all parts of the Business. We can no longer only worry about our Cost Silo. Pushing burden to another area of the business is not acceptable.
  17. 17. EXAMPLE: It starts with - COOPERATION – within your Sites Walls
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  19. 19. 19 Nine Predictive Technologies  Vibration Analysis  Infrared Thermography  Ultrasound / Shaft Ultrasound  Electrical Motor Diagnostics  Oil Analysis / Lube Training  Laser Alignment  Hi-speed Video  Video Probes  Chain Wear Monitoring
  20. 20. Predictive Maintenance Tools identify failing assets early, by monitoring certain conditions. By base lining and trending, they identify the probability of failure. Objective: Precision Maintenance Find early failure signals with Vibration / IR / EMD / Ultrasound / Oil Analysis When we can hear the problem or feel the heat, it’s too late. Failure is imminent. Example: Fixing misalignment early saves $ We are picking up failures earlier minimizing the degradation curve
  21. 21. 21 Predictive Tools Standard Equipment List All Sites were given this letter as a guideline to get started or continue their activities with the Predictive Maintenance tools. Consortium studies (AMTEC) show that 24% to 28% of all Proactive Maintenance Activities should be Condition Based.(CBM) September 8 2014
  22. 22. 22 1st Priority - Start with what is approved and provide a scalable solution. Per the September 8, 2014 letter, If you are considering purchasing equipment outside the current list you should be getting approval from Charles McCarthy or Dave Reiber. Working with the CHR Team, from the Standardized List, will help us support your team, by working with purchasing to get the best blanket pricing available. Also, we (CHR Team) are trained in the standard equipment and can provide technical / training support: • Infrared Camera(s) - see support slide • Currently Flir –E60/T420/T440/T640 Being updated with new information • Camera(s) should be chosen based on application and growth potential. • Minimal training requirements should be set by the GM User Group. • Vibration Equipment • Currently CSI 2130/2140 • Electric Motor Diagnostics • Currently PDMA online and offline testing • Ultrasound • Currently UE Systems • Chain Wear Monitoring • Currently Castrol / Lubecon
  23. 23. 23 Example - Site Approach Sheet Each Site – Separate and Unique Approach
  24. 24. 24 Application of Predictive Tools at Stamping Plants *The pieces of equipment listed for inspection are only some of the items that can be inspected in a Stamping Plan Vibration Analysis Infrared Thermography Ultrasound Electrical Motor Diagnostics Conventional Presses Robot motors and joints Electrical Systems prior to opening All AC, DC, VFD Electrical Motors Transfer Presses Weld cables and tips Mechanical Systems Incoming Power Quality Pump / Motor Electrical control cabinets Leak Inspections Wires and cables Fan / Motor Motors Drive shafts Gear box / Motor Heat Exchangers Bearings / lubricating Compressors Bus Duct Bearings Conveyor systems The following Predictive Technologies should be considered:
  25. 25. 25 Appllcations of Infrared thermal imagers in industrial facilities. And Specications for each MECHANICAL: -Overheated motor frame -Overheated gear boxes -Overheated - bearings/couplings -Overheated pumps/ compressors -Mis-aligned belts Building Envelope: Insulation integrity - Rooftops - Windows & Doors Application Q u a l i Nominal Thermal Target Size Attributes Attributes Attributes High resistance connection (panels & switchgear)X 3/8 in 25 25 25 High resistance connection (bus duct) 3 in 100 100 100 High resistance connections (substation) 3 in 100 100 100 Overload X 3/8 in 25 25 25 Unbalance X 3/8 in 25 25 25 Single Phasing X 3/8 in 25 25 25 Harmonics X 3/8 in 25 25 25 X 17 17 17 440 temp range to 2500* Also Overheated Motor frame 1 ft 100+ 100+ 100+ Overheated Gear box 1 ft 100+ 100+ 100+ Overheated bearing / coupling 3/8 in 25 25 25 Overheated pumps / compressors 2 ft 100+ 100+ 100+ Mis-aligned belts X 1/2 in 33 33 35 Robotic Welding Cable; cooling jacket X 2 in 49 100+ 100+ Oil filled tranformer cooling tubes X 2 in 49 100+ 100+ Defective valves / traps X 6 in 100+ 100+ 100+ Tank levels X 6 in 100+ 100+ 100+ Chiller operation X 3in 74 100+ 100+ Missing Insulation X 12 in 100+ 100+ 100+ Air leaks around windows & doors X 2 in 100+ 100+ 100+ Rooftop inspection (moisture) X 4 ft 100+ 100+ 100+ Training Required: 1 week Level 1 Course with verification test to verify ability to use the Camera. Ongoing training after period of use to fully use the Camera. Used for Business Level applications Business-Professional Grade / Auto/Manual Focus / Display 4.3" touch widescreen / 5 measurement modes / 12 palettes / Temp range to 3632* / digital camera / pic in pic / HDMI output / Bluetooth capable / Instant Report capable / Industrial Hardy Measurement Type Video Recording / Instant Reporting to Computer and Mobile Devices / ergonomic flexible design with rotating optical block / Multi Lens Capable Business - Professional Grade / Manual Focus Only / Display 3.5" touchscreen / 3 moveable spots / 12 pallettes / Temp Range to 1202* / built in Digital Camera / Pic in pic capable / Bluetooth Capable / Instant Report Capable / Industrial Hardy M E C H A N I C A L 3 recommended FLIR Cameras with various applications and Complexity: E60 / T420/440 / T640 * Note: Resolution & Focus are the 2 most important qualities to a good Thermal Image. T640 Resolution 640 x 480 $21,000.00 PROCESS Suport: -Robotic Welding Cable; cooling jacket -Oil filled transformer cooling tubes -Defective valves / traps -Tank levels -Chiller operation E60 Resolution 320 x 240 $8,000.00 T420 / 440 - Resolution 320x240 / $7,500 / $11,500 Business - Professional Grade / Manual Focus Only / Display 3.5" touchscreen / 3 moveable spots / 12 pallettes / Temp Range to 1202* / built in Digital Camera / Pic in pic capable / Bluetooth Capable / Instant Report Capable / Industrial Hardy Resolv e Distan ce How to chose the appropriate Infrared Camera Business - Professional Grade / Auto & Manual Focus / Display 3.5" touchscreen / 3 moveable spots / 12 pallettes / Temp Range to 1202* / built in Digital Camera / Pic in pic capable / Bluetooth Capable / Instant Report Capable / Industrial Hardy
  26. 26. 26 Vibration Case Study – Marion Metal Center MR-1 PRESS-VIBRATION FIND THE VIBRATION DATA ON THE 1000 TON DANLY PRESS INDICATED A POSSIBLE BROKEN TOOTH ON THE DRIVE PINION GEAR. A WORKORDER WAS WRITTEN FOR A GEAR INSPECTION. THE GEAR INSPECTION RESULTS SHOWED 4 BROKEN TEETH ON THE DRIVE PINION GEAR AND THE INTERMEDIATE GEAR WAS SHOWING SIGNS ON MISALIGNMENT.WHEN THE PRESS WAS RELEASED APPROXIMATLY 3 MONTHS AFTER THE FIRST INDICATION OF A PROBLEM. THERE WAS SUBSTANTIAL DAMAGE TO BOTH THE DRIVE PINION AND INTERMEDIATE GEARS. • Problem identified: Broken Gear Teeth. • The use of a continuous monitoring system (MachineXL) and proper Alarm levels allowed the problem to be identified early. o Top of P-F curve. o 8 – 10 months lead time. • No unscheduled downtime occurred. o 4 days of scheduled downtime. o 800 proactive labor hours were required to make repairs. • If the problem had not been identified and the press failed, it would have resulted in 10 days of unscheduled downtime, and 2640 reactive labor hours to make repairs. • Cost Avoidance: $545,086.00 • Note: Information is based on Data from a similar press failure that occurred in 2002.
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  28. 28. 29 WHAT’S NEXT? 1. Predictive Maintenance Quality / Deep Data Analytics 2. Optivibe 3. Future Perfect Asset 4. Future Perfect Maintenance Professional 5. ISO 55000
  29. 29. 30 PMQ Predictive Maintenance Quality Perficient / IBM
  30. 30. PM&C (Production Monitoring and Control) & Cimplicity/CMore - DATA MAXIMO - DATA Predictive Tools - DATA Collecting live time continuous data around Asset uptime. People and remote Sensors collecting DATA around Vibration, Infrared, Ultrasound, etc… Collecting DATA around written Work Orders related to work competed by Maintenance Team, including Emergency, Preventive, Predictive, and Projects. PMQ data Analytics Trending, Patterning, learning, gaining intelligence around the data, to help us be more Predictive to Failures. The new Term is called Precision Maintenance Can write Work Orders back to the Maximo System Can Notify through emails and other mobile applications Failures can be: *Chronic *Sporadic *Catastrophic Each need to be broken down separately Data can be very intricate and in separate systems Connected Data Sets
  31. 31. 32 Relationships First Sometimes we try to impose a big paradigm shift on a team that is not ready. “You can give a great plan to a Crappy Team and they will make Crap out of it. You can give Crappy Plan to a Great Team and they will make it Great!” Future Perfect Asset: Built in Monitoring / Self Diagnosing / Environment Friendly / etc… Future Perfect Maintenance Professional: When to do what / Which tools are needed? / When do I ask for help? / Earn the right / Lead / Collaborate / Cooperate / etc… THE KEYS TO YOUR FUTURE SUCCESS Dave’s Tip #2: Personal Continuous Improvement: • Hone the ability to Lead a team through turbulent change • Always aspire to greater things and lead the organization in that direction. • Lead teams through inspiration, to take the extra steps that others won’t
  32. 32. 33 CONCLUSION If we want to stand out we need to specialize: • Condition Based Monitoring / Remote Systems / Deep skillsets / Standardized Work Top Down focus for all Resources – training & understanding each person’s impact. • All metrics to relate to bottom Line - Cost per piece • Ask for Help / Build relationships • Learn Deep Analytics – Use the data you already gather • Assign a risk # to an action strategy, then go after it strategically. • Be sure to recognize the data needed • Focus on Condition Based Monitoring – Your Assets are trying to talk to you. • Assign Strategic Analysis Resources – Take action on the findings. • Don’t wait for a Genius to come along – Harness the intellect of many smart empowered people. Dave’s Final Tip: • No better feeling then you conquer your fears and achieve things that only a short time ago, you thought were not achievable by you. The Feeling is unmatched & worth it. I wish that I could meet all of you,
  33. 33. 34 Perficient Experts on site! Dave Reiber CMRP Solutions Architect david.reiber@perficient.com J-P Morgenthal General Manager J-P.Contreras@perficient.com Kevin Clark CMRP Director kevin.clark@perficient.com

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