A Guide to Effective Putting theory into Maintenance ... · PDF fileA Guide to Effective...
Transcript of A Guide to Effective Putting theory into Maintenance ... · PDF fileA Guide to Effective...
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Oil, Gas & Petrochemicals
Cement, Minerals,Mining
Chemicals Marine &Turbocharging
Metals &Foundry
Pulp, Paper &Printing
Life Sciences
A Guide to Effective Maintenance
Strategy Implementation
Putting theory intoPractice
© A
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I UKThe Maintenance Challenge
To Deliver :� Regulatory compliance� High plant availability� Reliable equipment � Cost-effective & targeted
maintenance� Statutory / HSE compliance
Delivering sustainable improvements is hard !
� Little time available� Resources reducing � Priorities changing
© A
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ASSET PERFORMANCEMANAGEMENT
Integrated MaintenanceStrategy
WORKMANAGEMENT
PEOPLE &ORGANISATION
Manufacturing Strategy
Business Strategy
LEGISLATIVECOMPLIANCE
ENGINEERINGRESOURCES
MANAGEMENT
FINANCIALCONTROL
ASSET PERFORMANCEMANAGEMENT
Integrated MaintenanceStrategy
WORKMANAGEMENT
PEOPLE &ORGANISATION
Manufacturing Strategy
Business Strategy
LEGISLATIVECOMPLIANCE
ENGINEERINGRESOURCES
MANAGEMENT
FINANCIALCONTROL
© A
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I UKAsset Performance Management
� Critical equipment – prioritised; issues known?� Maintenance routines reviewed – cost-effective,
technically effective?� Asset condition – monitored; condition known? � Spares – critical spares identified; spares holding
& management optimised?� Asset life – known; asset replacement planned &
costed? � Effective Task Management processes in place?� Efficient data storage; handling processes and
information retrieval?
Where to start?
© A
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Operations30 - 50%
Assets30 - 40%
Maintenance10 - 30%
UnreliablePlant
•Poorly defined operating procedures & training•Ineffective cross functional team-working•Lack of measures / targets•Inconsistent operation•Lack of training
•Inaccurate initial specification •Poor design for maintenance or operation•Change of use / modification•Ageing assets
•No or inadequate strategy•Inadequate monitoring / knowledge of condition•Poor / no rebuild specifications•Lack of technical skills / training
© A
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0 100%
100%
PERFORMANCE
PRACTICE
WORLDCLASS
AVERAGE
ESSENTIAL TOIMPROVE
POTENTIALTO IMPROVE
NEEDTO IMPROVE
PROMISING
© A
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Waterfall Diagram
40%
50%
60%
70%
80%
90%
100%
Total HoursAvailable
No Demand MaximumOperating
Time
Time Lost toEquipmentAvailability
AvailableHours to
Make Product
Time Lost MakingProductSlowly
Hours atMaximum
Rate
Time Lost inQuality
Problems
Hours ofGood
Product atMax Rate
© A
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Typical downtime pareto – is this enough?
0
5
10
15
20
25
30C
omp
1
Com
p 2
Cen
trif
Cry
st
Agi
t 1
Agi
t 2
Drie
r
Rot
v/v
Stri
pper
Rea
ct A
Rea
ct B
Filte
r
C.T
ower
Days Lost Production by Plant Equipment Failure
© A
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� Clear need to anticipate future problems
� Identify future risks and opportunities
Increasing number of applications� Pressure Systems � Equipment maintenance
strategies� Critical spares� Maintenance & calibration
routines� Critical trips and alarms� Validation
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Knowledge & Understanding
Design & ConstructionOperation : Normal / ExcursionsInspection / Maintenance HistoryFailure Mechanisms / RatesIncidentsNature / Definition DefectsCriticalityDetection techniques
Risk Based Inspection (RBI)Rigorous Approach to Managing Pressure System Risks
Probability of
Failure
Consequence of
Failure
Optimum Inspection Regime
DesignOperationsImplications
+
© A
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26Unforeseen Shutdown Repairs
1718Predicted Repairs
4781Shutdown Event Inspections
18880Non-invasive Inspections
232157Items Studied (RBI)
20021997YEAR
© A
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Study A Study B Study C Study D
Average inspection interval before & after
RBI study
31 to 44 months No data 54 to 85
months48 to 65 months
Vessels moved to non-invasive inspection 16 out of 26 76 out of 157 90 out of 179 41 out of 82
Reduction in inspection costs 58% 49% 61% 81%
© A
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� Select areas for improvement (unit; plant; systems) � Use techniques for Screening / Prioritisation
� To gain most benefit� To minimise cost, time and resource
� Identify the most appropriate tools for the job� Time; resources; cost
� A ‘one size fits all policy’ usually fails
Criticality Analysis /
Opportunity Assessment
Detailed Assessment
RapidAssessment
(80 / 20 Analysis)
Generic Assessment
Decision Process
TaskDefinition
Document Strategy
HIGH
MEDIUM
LOW
Criticality Analysis /
Opportunity Assessment
Detailed Assessment
RapidAssessment
(80 / 20 Analysis)
Generic Assessment
Decision Process
TaskDefinition
Document Strategy
HIGH
MEDIUM
LOW
© A
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I UKTargeted Approach – Criticality Analysis
� Prioritise & identify vulnerabilities
� To pre-select items for further analysis� Quick method � Can be tailored to
suit individual requirements
� Range of uses
Overall Criticality Score Frequency
0
20
40
60
80
100
120
140
<50 <100 <150 <200 <250 <300 <350 >350
Overall Criticality Scores
No.
Equ
ipm
ent I
tem
s
© A
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0102030405060708090
100
0 20 40 60 80 100
Time %
Num
ber %
Step 1:Screening Process
Step 2:Criticality AnalysisProcess
Step 3:Selective DetailedAnalysis Processes
© A
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� Increasing equipment reliability� Reducing HSE consequences of failure� Reducing Customer consequences of failure� Reducing the Production Cost of failure� Reducing Outage Time� Reducing Repair Cost
Stud
y R
efer
ence
Uni
t Ke
y: 1
=Uni
t 1,
2=U
nit 2
, U
=Util
ities
Plan
t Ite
m N
umbe
rPlant Item Description
Opp
ortu
nity
Sco
re
Improve MTBFReduce the HSE consequences of
failure
Reduce the customer
consequences of failure
Reduce the production cost
rate of failure
Reduce outage time
Reduce repair cost
46 1 P123 Transfer Pump 65 Limited benefit Limited benefit Limited benefit Consider Limited benefit Consider
47 1 D434 Rotary Drier 480 Yes Limited benefit Limited benefit Consider Consider Consider
48 1 A223 Agitator 152Limited benefit, low chance of
successConsider Limited benefit Consider Consider Consider
Identify opportunities for performance improvement
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Select appropriate tools� Failure Mode Analysis Tools
� FMEA / FMECA� Rapid FMEA using Generics
� Risk Based Inspection� Statistical analysis / Designed experiments � Remaining life assessment� Spares optimisation � Safety Integrity Level Determination� Reliability Analysis Tools
� Root Cause Analysis � Cause & Effect Diagrams with Additional Cards
(CEDAC) � Changeover Time Reduction (SMED)
� Reliability modelling
© A
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I UKDefining Equipment StrategiesCriticality Analysis / ScreeningProcess
Failure ModeAnalysis
Processes
Rapid FMEAusing Generic
EquipmentModules
Generic Strategies
-by equipment type or activity
MaintenanceDecision Process
MaintenanceTask
Definition
Other Processes :Spares Review;Contingency
Planning
Document Equipment
MaintenanceStrategy
HIGH
MEDIUM
LOW
© A
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Rapid FMEA using Generics
� Rapid FMEA approach using Generic modules for Medium Criticality equipment
� Rapid process by :� Using generic FMEA’s developed at a range of
levels to identify Maintenance Options� Reviewing most significant failure modes only
� Reviewed for any differences in type or duty application
� Maintenance Decision using identified Maintenance Options as a guide
� Focus and time is shifted to the decision process rather than the analysis
© A
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Analysis Required
Asset Assembly 3
Generic Subassembly FMEA
Subassembly 2
Generic Component FMEA
Component 2
Analysis Required
Component 1Subassembly 1Asset Assembly 2
Generic Assembly FMEA
Asset Assembly 1
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Maintenance Strategy Decision �Planned Maintenance
� Preventive :� Scheduled or Fixed Time Maintenance (FTM)
- Time interval based� Condition Based or Predictive Maintenance
(CBM) - Equipment condition based� Routine Asset Care (RAC)
- Regular running maintenance eg servicing, adjustments, level checks
� Proactive or Design Out Maintenance (DOM)- Improvement based
� Corrective Maintenance�Unplanned Maintenance
� Corrective Maintenance or Operate to Failure (OTF) - Reactive or breakdown
© A
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Would Routine Service extend life
to failure?
Is the rate of deterioration or time to failure
predictable and consistent?
Is there a reliable indication / early
warning of failure?
Is the interval between detection
and failure sufficient to
act on?
Is there a suitable condition monitoring routine that is cost
effective to implement and operate?
CONDITION BASED
MAINTENANCE
OPERATE TOFAILURE
FIXED TIMEMAINTENANCE
Is Maintenance likely to be cost
effective?
Is RoutineService
Cost effective?
ROUTINE ASSET CARE
Agree Maintenance
Policy
N
N
YY
Y
Y
N
Y
Y
Y
N
N
N Y N
© A
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I UKDocument Maintenance Strategy� Requirement to document the equipment
strategies � Collect together relevant routines
� Installation; start-up & pre-shutdown routines� Running routines� Shutdown routines� Quality build issues� Critical spares
� Live & accessible electronic document
� Requires little updating
© A
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Problem� Study to identify potential risks of extending time
between shutdownsProcess
� Step 1 studied 1328 items � Step 2 studied 221 items (17%)� Step 3 studied 82 items (6%)� Focus on key problems using Risk Based Approach
Outcome� 6 items needed action to operate within acceptable
risk boundaries� 20 others were acceptable, but simple actions reduced
risks further� Overall project done in less time and significantly less
cost
© A
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Background� Pharmaceutical vial capping line� High availability / reliability required� ‘Problematic machine’ – frequent stoppages
Problem� Improve reliability until a new machine can be
purchased / installed� No planned maintenance schedules � Maintenance currently seen as reactive� Poor equipment condition � No standard set up procedure� ‘On the job’ training� Machine very clean!
© A
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� ‘Baseline’ study compared current to historical data� Recovery plan
� Machine refurbishment� Set and operate machine to standard procedures� Establish maintenance strategy
� Daily / weekly set up� Longer Term maintenance – monthly / 6 monthly� Annual overhaul
� Communication, training and further improvementBenefits
� Weekly downtime reduced from 8 hours to 30 minutes� Vial change time reduced from 2 days to 1.2 hours
© A
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I UKContact Information
Martin BrownAsset Management ServicesABB Eutech
Tel : +44 1925 741074e-mail : [email protected]