Forrest Pardue, President - PowerPoint Presentation

Slide1

Forrest Pardue, President24/7 Systems, Inc.Louisville, TN

Equipment Reliability, Track 3

A Major Chemical Company’s Journey to Reliability

an update to their 2005 SMRP presentation titled

Communication & Accountability are the Keys to Success

in Condition-Based Maintenance

Slide2

The plant’s predictive maintenance history

Focus on improving communication & use of equipment condition status information by both operations & maintenance personnel

Creating ownership & accountability for equipment reliability Using integrated historical condition information to target reliability improvement

This presentation discusses:

Slide3

VisionWhat is the difference between a Predictive Maintenance program and a Condition Based Maintenance program?Application of Technology Vs an Application of CultureHave you experienced PdM programs that start and stop frequently?

Slide4

Management VisionEliminate in-service failuresEliminate preventive work when condition goodEliminate Basic root causes of failureExtend life of machinesMeasure program results

Slide5

>20,000 rotating equipment trains in multiple production units

Started vibration analysis in mid-1980’s, by existing Inspection & Testing team working in Utilities

Successes resulted in a dedicated Condition Monitoring team, expansion to other unitsAdded Thermography in 1990, Oil Analysis in 1991, plus other NDT

By the mid 1990’s the predictive maintenance group was well respected for it’s technical proficiency

Credited with preventing a significant number of production interruptions by catching equipment problems prior to failure

However, management felt there was room to improve.

Slide6

Communication ImprovementBy late 1990’s the company was known as one of the best applications of PdM in the countryManagement felt they could do betterBy late 1990’s emphasis moved from effective monitoring to effective communication

Slide7

Plant’s early communication structure for condition status information

Condition information not consistently driving appropriate maintenance activity

Negotiation with Operations over need for repair, change in operations, or scheduling

Planner / Weekly Meeting

Equipment Repair Action

Area Maintenance Crew

Vibration Analysis

Infrared

Thermography

Oil Analysis

Motor

Analysis

Individual Condition Status Reports

Maintenance Contact

Maintenance Contact

Machinery Analysis

Performance Testing

Slide8

Reports were sent to different maintenance contacts based on technology source

Each technology used a different format:

Route Vibration: custom report via plant mailIR Thermography: e-mailed PDF fileOil Analysis: e-mailed PDF file Motor Analysis: e-mailed custom reportMachine Analysis: e-mailed documentPerformance Testing: e-mailed excel file

1998

Distributed Condition Status Reports

Slide9

Not sure who was supposed to ‘carry the ball’ for condition-based maintenance follow up

Limited distribution & non-standardized formats meant no single person knew everything about a developing machine problem

Management had poor visibility of reliability issues – accountability was ‘after the fact’ when operations complained PDM teams were ‘doing their job’, but not generating the expected benefits of Condition-Based Maintenance

Individual Technology Communications

Lead to ‘Dropped Balls’

6

Slide10

Keys to taking PDM to Condition-Based Maintenance

Create an effective system (kiss) for communicating machinery health status

Integrate all equipment condition STATUS informationHold both operations & maintenance employees accountable for follow-up actions & results Analyze overall reliability patterns to identify chronic problems & plan improvement

Slide11

Modified communication structure for condition status information

Condition information is now a consistent driver of maintenance activity

Equipment Repair Action

Vibration Analysis

Infrared

Thermography

Oil Analysis

Motor

Analysis

Integrated Condition Status Report (Web based)

Monday AM – Weekly Planning Meeting

Single Maintenance Contact for an Operating Area

Maintenance Planner

WO Backlog from SAP

Area Maintenance Crew

Plant Manager

Operations & Maintenance Managers

Machinery Analysis

Performance Testing

Slide12

Today’s Web-hosted Database Technology Makes it Practical

Many PDM analysts can document results from different technologies – including outside service contractors.

A single database can ‘force’ consistency in equipment names & fault descriptionsPlant personnel (including managers) can retrieve status information through their web-browser, without having to install special software

Slide13

Accessible via web browser; no special software to install & maintain

Dynamically generated for user’s area of interest

Problems displayed in order of severityAll technologies reporting on a machine are shownStatus-at-a-glance for condition based work

Slide14

Details by Technology Source

Concise findings & recommendations

Linked documents for technical details

Work order reference

Check-off notification to indicate work has been completed

Slide15

Handling Standardization Issues

Make results documentation easy for the analysts – don’t make extra work

Use drop-down lists to force the use of standardized: location names, equipment faults, & severity scales Force concise description of findings & recommendationsLet the formatting of results reporting happen dynamically ‘behind the scenes’

Slide16

For Concise Findings & Recommendations,

Present Analysts One Simple Screen of All Technologies

Slide17

Distribute the Information to aBroad Plant Audience

Only present information for each user’s area of interest – don’t create data overload

Make it easy to retrieve via web-browser, without requiring installation & maintenance of special software Update the information dynamically, including the status of condition-based work requests

Slide18

Weekly planning meeting is the focal point where area operations and maintenance work together to prioritize activity - that’s culture change!

Integrated Condition Status Report for the area is actively used to discuss old & new condition issues

Work status review & prioritization is the outputArea operations & maintenance are jointly accountable for equipment reliability

Slide19

“What gets measured, gets done”

Are plant personnel held accountable for condition-based maintenance results?

For equipment with health issues being reported, are timely maintenance responses happening?Is condition history being kept & analyzed to spot repetitive reliability issues?

Slide20

Shows how long condition entries have been open, awaiting work completion

Shows how many condition entries have work orders opened

Shows assets where all condition entries have had work completed and are awaiting confirmation by condition monitoring

Slide21

In 2004:

Through August 91% of all reported vibration problems

were resolved.Response to Condition-based Work Requests

Slide22

Circulated monthly to area managers

Monitors use of PDM info by work crews

Key tool for PDM techs to gauge response to their information

Track & Analyze Timely Response by Operating Area

Slide23

2005

Major Culture Change Achieved

Accountability is consistently based on condition and work execution status rather than informal complaints from operations

Slide24

Use Historical Condition Information

Identify chronic failure issues & target reliability improvement initiatives

Change work procedures and justify special training & toolsFine-tune condition monitoring activities

Slide25

Use Condition History to Spot Reliability Gaps

Reduction gearboxes quickly stand out with the highest number of faults

Drilling into the report would uncover filter design and lubrication issues as common denominators behind the gearbox faults

Significantly reduced chronic equipment problems such as imbalance, misalignment, lubrication, and installation issues by using historical failure mode information to change procedures and justify special training and tools

Slide26

Finds as % of total monitored components

Generally accepted:

10% at start of program5% 6 to 8 years into program3% after 10 yearsThis plant’s experience (as of 2005):4% 10 years agoNow at 2 ½%Created opportunity to:Adjust routine vibration monitoring on less critical equipment from monthly to every other month or quarterlyReassign manpower from routine vibration analysis to higher value root cause analysis projects

Use Condition History to Adjust Monitoring Schedules

Slide27

Summary of Results at This Plant (2005)

Follow-up of predictive maintenance calls now consistently tracked

Basic maintenance problems related to installation & imbalance practically eliminatedMaintenance budget & personnel count reduced while production capacity slightly increased

Operating area ‘bosses’ know and care about what’s happening with equipment reliability

Slide28

Reliability Update – 2016: Where is This plant Now on Their Reliability Journey?

Around 30 years into condition monitoring

PDM has matured into Asset Reliability focusMaintenance, operations and management culture is focused on timeliness of response to condition-based problems more than ever

How have they sustained a Reliability focus when many others start / stop / wonder why?

Slide29

Maintain Support From Top & Mid-level Management

They had a great starting point as their current plant manager came from a maintenance background

Persistent visibility of condition status was key in making operations and maintenance joint owners of reliability“Prompt response to resolve condition-based issues has become a way of life because everyone knows the bosses can see what’s happening, and that they care”

Slide30

Good Information Facilitates Good Decisions

‘Time to close’ condition- based problems were driven low by 2005

The same metric spiked randomly between 2007 & 2014Renewed focus drove it down to all-time lows by 2016

Slide31

Automated E-mails Helped Drive the Improvement

Reliability Information System started sending automatic emails as soon as a condition problem was identified, checked off, or closed

Condition information was promptly getting to the right people at the right timeHelped catch when employees moved or changed jobs, get the new contact identified faster

Slide32

Fault Histories Help Identify & Correct ‘Bad Actors’

Focus is to drive down the number of problem ‘Finds’ over time

Type of vibration ‘Finds’ identified training needs such as alignment training, bearing installation, & proper belt alignment & tensioning

Lubrication ‘Finds’ help identify improper lube storage & drive improvements

Slide33

ImprovementsWork is prioritized, assigned, and managed more effectivelyBad actors are identified and corrected more quickly Staff meetings are more productive and efficientCondition change notifications are automatedEquipment repair decisions are more economical

Slide34

And that’s how… Standardizing & integrating PDM results

Changing focus from technology reports to asset health status

Efficient distribution of asset health status via web browser Easy retrieval & trending of asset fault histories…have helped this large chemical plant create the visibility, accountability, & management support to keep their Reliability program in place and improving for nearly 30 years – and counting!