Best Practices for Asset Reliability and Maintenance

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%
Bathtub
Pattern A = 4%
Wear Out
Pattern B = 2%
Fatigue
Pattern C = 5%
Initial Break-in period
Pattern D = 7%
Random
Pattern E = 14%
Infant Mortality
Pattern 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
N
FIX
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%
Bathtub
Pattern A = 4%
Wear Out
Pattern B = 2%
Fatigue
Pattern C = 5%
Initial Break-in period
Pattern D = 7%
Random
Pattern E = 14%
Infant Mortality
Pattern 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 failure
is your Predictive
Maintenance Technician
or 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

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
Input
I A C I C
Failure Reports
Findings
I 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
Compliance
PM
Compliance
Lagging
Leading
Percent 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

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

• 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 rsmith@gpallied.com

Best Practices for Asset Reliability and Maintenance

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