Equipment reliability l1

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EQUIPMENT RELIABILITYTRAINING SERIES

LEVEL 1: AWARENESS

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Introduction

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OBJECTIVESOBJECTIVES

MINDSETMINDSET The Business Case for improving equipment performance in today’s environment Reliability’s relationship to equipment performance Importance of production’s sponsorship/ownership Change in culture: From reacting to failure to preventing failure

CAPABILITYCAPABILITY Introduce key reliability concepts and terms Begin the understanding of how these reliability concepts relate to improving equipment performance Awareness of reliability resources at Whirlpool

PROCESSPROCESS Offer processes to apply equipment reliability methods and tools

INTRODUCTION TO EQUIPMENT RELIABILITYINTRODUCTION TO EQUIPMENT RELIABILITY

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EQUIPMENT RELIABILITY TRAINING SERIESEQUIPMENT RELIABILITY TRAINING SERIES

Awareness• Importance of high levels of equipment performance• How to measure equipment uptime/downtime• Key reliability tools and how to apply to improving equipment performance

Novice Practitioner

Practitioner• A series of 4hr to 8hr training modules on selected reliability tools & methods

Reliability Application Engineer• Local process understanding• Quantifies and reduces equipment losses• Applies reliability tools/methods

Reliability Consultant

Level 4

Level 5

Level 3

Level 2

Level 1

• Provides high level reliability & methods skills

• How to set up business driven equipment performance goals• How to link performance goals to improvements in loss categories• Tools & methods to reduce losses (including maintenance strategies)• Development and achievement of reliability requirements in Design

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EQUIPMENT RELIABILITY EQUIPMENT RELIABILITY TRAINING SERIESTRAINING SERIES

Reliability Awareness (4 Hrs) - at the completion of this training level, the person should be able to describe the following:

Equipment Performance1) The importance of high levels of equipment performance and lower (including maintenance) costs in today’s competitive marketplace2) The key factors that affect equipment performance (5M’s)3) Downtime categories and opportunities for improvement4) The key elements of high level equipment performance measures (Efficiency, OEE and TEEP)5) Can perform a simple OEE / TEEP calculation

RAM Concepts/Reliability Basics

6) The concepts Reliability, Availability and Maintainability (RAM) and how each of these impacts equipment performance 7) The importance of defining function and failure 8) The difference between a repairable and a non-repairable system and the associated measures (MTTF, MTBF and MTTR) 9) The relationship between equipment reliability and process reliability10) Conceptually define FMEA and FTA their applications

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EQUIPMENT RELIABILITY EQUIPMENT RELIABILITY TRAINING SERIESTRAINING SERIES

Reliability Elements in the Asset Life Cycle11) How, at a conceptual; level, reliability can be integrated into all phases of the Asset Life Cycle (the “7 Rights”) in order to achieve predictable and high levels of equipment reliability. Specifically, can describe the key reliability considerations in the equipment design, purchasing and maintenance phases of the Asset Life Cycle.

12) The important role that operational and maintenance strategies play in improving the reliability of existing equipment. How to optimize maintenance tasks to reduce costs and still be effective.

Resources

13) Aware of the key support resources for reliability tools, methods and diagnostic technologies.

Reliability Awareness (4 Hrs) - cont’d.

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Equipment PerformanceTab 2

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PERFORMANCE OBJECTIVESEquipment Performance

Record, Categorize and Reduce Equipment Downtime Losses

Understand and encourage the use of OEE and TEEP Charts

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Improvement Thrusts:

• Extreme Price Competition • Forced to make substantial Price Reductions (lowers Profit $)

The Need for Change

• Reduce Costs• Improve Equipment Performance

“30 / 30”TEEP


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EQUIPMENT PERFORMANCERange and Average of Key Equipment

Ove

rall

Equ

ipm

ent E

ffec

tiven

ess (

OE

E) 100%

85%

75%

65%

55%

45%

35%

OEE = Good Product Made

Expected Product

World Class OEE

Avg.

1992 1993 1994 1995 1996 1997 1998

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EQUIPMENT PERFORMANCEEQUIPMENT PERFORMANCEOPPORTUNITIESOPPORTUNITIES

Reduced wastes Reduced cycle time Reduced inventory Reduced product variability

More efficient use of direct labor Reduced maintenance costs - type of work (less reactive) - extent of work (reduce PM’s) Reduced schedule disruption Increased EVA Reduced capital expenditures

In In FocusFocus

- 6 Sigma - 6 Sigma - 10X- 10X- AOP Goals- AOP Goals- Lean Manufacturing- Lean Manufacturing

NeedsNeedsmoremorefocusfocus

• Reduce Costs

• Utilize the “hidden factory” - - Increase Uptime of existing equipment

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Equipment Performance

Equipment Reliability

Exercise

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Equipment Performance

MethodsMaterials Machines Measures Manpower

Reliability Maintainability

— Develop— Design— Purchase— Fabricate— Install— Operate— Maintain— Store

(How well equipment performs)

The “Rightsof Reliability:

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PARTNERSHIP WITH OPERATIONSPARTNERSHIP WITH OPERATIONS

REDUCING COSTS IS A SHARED GOAL- Reducing Operations Cost- Reducing Maintenance Costs (but not sub-optimize)

HIGH LEVELS OF EQUIPMENT PERFORMANCE- Important to Operation- Important to Capital Projects Team- Important to Maintenance

OPERATIONS MUST LEAD IMPROVEMENT EFFORT- Operation “Owns” Asset- Operations Sets Performance Expectation- Operation has “most” control of improvement opportunities

25% of Downtime75% of Downtime

MaintenanceManufacturing

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• Measure

• Measure

• Measure

THREE MOST IMPORTANT FACTORS INTHREE MOST IMPORTANT FACTORS INIMPROVING PERFORMANCEIMPROVING PERFORMANCE

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EQUIPMENT/PROCESS EFFECTIVENESS MEASURESEQUIPMENT/PROCESS EFFECTIVENESS MEASURES

PlannedLosses

OperationalLosses

Good ProductionSpeedLosses

QualityLosses

AB

CD

E

(Total Time)

(Scheduled Time)

(Up Time)

( (O E E T E PEverall OEE quipment ffectiveness) = E/B TEEP otal ffective quipment erformance) = E/A

• Weekends/Holidays• Shifts not worked• No Schedule• Breaks/Lunch• Meetings/Tours• Training• General Cleaning• PM’s• Capital Improvement• Development

• Set-ups/Change-overs• No Personnel• No Material• Equipment Breakdown• Jams and Minor Stoppages• Support System Failures

• Reduction from expected speed

• Product not meeting First Pass Yield Specs, which includes: - Held Product - Defects/Waste/Scrap - Machine Rejects - Quality Samples - Rework

• First Pass Yield (Product made right the first time)

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PERFORMANCE MEASURESPERFORMANCE MEASURES

OEE is a measure of the amount of good product produced compared to the amountof product that could have been produced if the manufacturing system operatedperfectly (no downtime, operating at its expected speed and all product conformingto specification) for its entire scheduled time.

OEE =Scheduled ProductionGood Product Made

(Units: Time (hrs) or Production Quantities)

World Class OEE = 85%*

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PERFORMANCE MEASURESPERFORMANCE MEASURES

TEEP is a measure of the amount of good product produced compared to the amountof product that could have been produced if the manufacturing system operatedperfectly (no downtime, operating at its expected speed and all product conformingto specification) for the total amount of time (calendar time) over the time period under consideration.

TEEP =

Total Time

Scheduled Time

(Units: Time (hrs) or Production Quantities)

Also, TEEP can be considered as follows:

TEEP = OEE x Utilization (where Utilization =

Total Time or Total Expected UnitsGood Product Made

)

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OEE / TEEPOEE / TEEP

OEE = Efficiency X Performance Rate X Quality

Actual RateExpected Rate

Good Product MadeTotal Product MadeXXXXOEE =

UptimeScheduled Time

World Class Equipment Performance

(Performance Rate) (Quality)XXXXOEE =

(Efficiency)

95%90% 99% = 85%

OEE / TEEP can also be expressed in terms of a formula as follows:

TEEP =

Scheduled TimeTotal TimeXXGood Product Time

Scheduled TimeTEEP =

OEE XX Utilization

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The Real Value of measuring OEE/TEEP:

•Understand causes of equipment downtime so that improvements can be made

•OEE/TEEP is also as valuable as an Equipment Performance Measure

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OEE / TEEPOEE / TEEPEXAMPLEEXAMPLE

Time interval: 24 hrs.Shift worked: A & B (C not worked - no demand)Operational downtime Losses:

1.5 hrs equipment (mechanical) breakdown1.3 hrs no material1.2 hrs set up4.0 hrs total loss

1 hr PM during A shiftSpeed loss: 5%Quality loss: 3%

Determine: - categorize machine time losses - determine amount of time machine was at “standard” - calculate OEE & TEEP

TotalTime

24 hrs

Solution:

PlannedLoss

OperationalLoss

SpeedLoss

QualityLoss

Good ProductTime

8 hr. C Shift1 hr. PM9 hrs

4 hrs Uptime

(Time Basis)

Therefore Uptime = 11 hrs (by difference)

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OEE / TEEPOEE / TEEPEXAMPLEEXAMPLE

OEE = Good Product / Scheduled = 10.1 hrs / 15 hrs = 67%

TEEP = Good Product / Total Time = 10.1 hrs / 24 hrs = 42%

Speed Losses = Uptime x Speed Loss Rate = 11 hrs x (0.05) = 0.6 hrs

Quality Losses = (Uptime - Speed Loss) x Quality Loss Rate = (11 hrs - 0.6 hrs) x (0.03) = 0.312 hrs

PlannedLoss

OperationalLoss

SpeedLoss

QualityLoss

Good ProductTime

9 hrs 4 hrs 0.6 hrs 0.3 hrs ? hrs

TotalTime

24 hrs

10.1 hrsGood Product Time (by difference) =

Scheduled Time

Scheduled Time = Total Time - Planned LossScheduled Time = 24 hrs - 9 hrs = 15 hrs

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EQUIPMENT PERFORMANCE MEASURESEQUIPMENT PERFORMANCE MEASURESListed Increasing Levels of SophisticationListed Increasing Levels of Sophistication

I.

II.

III.

IV.

Use measures

Use measures to drive improvement

- awareness of amount of time equipment is not “scheduled”

Use Performance Measures based on both Scheduled Time (OEE)and Total Time TEEP

- baseline- reasons for downtime- improvement goals

- use common definitions of uptime / downtime for benchmarking- use OEE as high level measure of equipment performance. Compare to World Class.

Use consistent measures based on scheduled time

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Total Time Interval 1 Wk. (7 days;168hrs)

Scheduled Production Time 100 Hrs.

Operational Downtime Material Problems 6 Hrs. Product Change Overs 6 Hrs. Equipment Related Downtime 4 Hrs. Operator Training Issues 4 Hrs.

20 Hrs.

Planned Production Rate 10 Parts/Hr.

Actual Output 720 Parts

Good Parts (Meeting Specs) 700 Parts

Calculate:

Performance MeasureExample

Assume: - All downtime has been identified - Actual Speed Rate is less than expected

- Losses ( in hrs) Planned, Operational, Speed and Quality - Good Product Time (in hrs): Good Quality & At Expected Speed - OEE - Teep

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PlannedLoss

OperationalLoss

SpeedLoss

QualityLoss

Good ProductTime

___ hrs ___ hrs ___ hrs ___ hrs ___ hrs

Total time =

Scheduled Time =

Uptime =

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PlannedLoss

OperationalLoss

SpeedLoss

QualityLoss

Good ProductTime

68 hrs 20 hrs hrs hrs ? hrs

Total time =

Scheduled Time =

Uptime =

SOLUTION

- data is given- obtained by difference

168 hrs

100 hrs

80 hrs

Speed Loss: Parts @ expected speed = 80 hrs X 10 parts = 800 partshrActual parts = 720 parts

Speed Loss parts lostexpected speed == 800 parts - 720 parts

10 parts/hr= 8 hrs

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Quality Loss: =parts lost

expected speed = 2 hrs

(Time)

PlannedLoss

OperationalLoss

SpeedLoss

QualityLoss

Good ProductTime

68 hrs 20 hrs 8 hrs 2 hrs 70 hrs

OEE = Good Product Time

Scheduled Time =70 hrs

100 hrs = 70 %

TEEP = Good Product Time

Total Time =70 hrs

168 hrs = 42 %

Also OEE = Good Parts

Total Scheduled Time =700 parts

100 hrs x 10 parts= 70 %

hr

720 parts made - 700 parts good10 parts/hr

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Record, Categorize and Reduce Equipment Downtime Losses

Understand and encourage the use of OEE and TEEP Charts

PERFORMANCE OBJECTIVESEquipment Performance

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RAM Definitions, Measures & Tools

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• Describe the three components of RAM• Record the “right” failure data

– run time to failure– machine conditions at failure– by category

• Use data to analyze failures– charts– measures (MTBF, MTTR, OEE, Availability)

Performance ExpectationsPerformance ExpectationsRAM Definitions, Measures & Tools

31David Garvin, Managing Quality, Free Press, 1988

Quality -Quality - A New DefinitionA New Definition

The

QUALITY of some subject (i.e. of some product or process) means

the extent to which the subject satisfies the expectations and needs of the users in operational environments over a period of time.

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Reliability =Reliability = Quality over TimeQuality over Time

Reliability is the time dimension to quality. Product or processes that meet or exceed customer expectations, not just when they are new but over a period of time, are generally considered to have high reliability.

Time may be some other measure than hours like footage, cycles, indexes, images, copies or actuations.

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What is Reliability?What is Reliability?

When we speak of the reliability of a product or process we are using an umbrella term which includes the concepts of:

Reliability Maintainability Availability Manufacturability Safety Serviceability other ....ilities

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Components of ReliabilityComponents of Reliability

RELIABILITY …How long will it last?

MAINTAINABILITY …How long does it take to repair?

AVAILABILITY …Is it capable of running when I need it?

SAFETY …Could someone get hurt?

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Reliability is Probability of SuccessReliability is Probability of Success

Reliability is the probability that an item will perform its intended function adequately for a specified period of time under the specified operating conditions.

Probability - A number between 0 and 1

Intended Function - What is it supposed to do?

Time - For how long: 24x7x365 or many short runs?

Operating Conditions - Where is it going to be

installed?

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What is Failure?What is Failure?

A product or process is said to have failed when it no longer performs its intended function adequately.

Consider a fuse. Its job is to protect a circuit from overloading.

If a fuse blows because there was an over-current spike, the fuse did its job.

However, if there was a current spike and the fuse did not blow and the wiring caught fire, then the fuse failed!

Therefore, function needs to be clearly defined.

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ReliabilityReliability


Example A packaging line is designed

to fill 1000 multipacks of film without a failure. This constitutes one run. One hundred runs were initiated and 90 runs were completed successfully. The packaging line reliability can be estimated by

R(t=1K) = = = 0.9

# of Successful TrialsTotal Number of Trials

90100

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MaintainabilityMaintainability

Maintainability is the probability that an item can be restored to satisfactory operating condition within a specified period of time under stated conditions by personnel having prescribed skill levels, resources and procedures.

Example A piece of equipment was

designed so that all failures could be fixed in less than 30 minutes by entry level techs. Reviewing the most recent 100 service events, 15 of then took longer than 30 minutes to remedy.

M(t=30) = = = 0.85# of Successful EventsTotal Number of Events

85100

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AvailabilityAvailability

Availability is the probability that an item, when used under given conditions, will perform satisfactorily when called upon.

Example Nine times out of ten, when I

walk up to the copier at 8AM, the copier is ready to process my job. It is not in STANDBY and does not have a sign stating that service has been called.

A(t= 8) = = = 0.9# of Successful TrialsTotal Number of Trials

910

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Repairable and Nonrepairable DevicesRepairable and Nonrepairable Devices

NONREPAIRABLE• One-shot device• If it breaks, throw it out.• Examples

– Bearings– Light Bulbs– Electronic Components

• Replacement strategies

REPAIRABLE• If it breaks, fix it.• Employ preventive and

predictive maintenance strategies.

• Examples– Spoolers– Packaging equipment– Pumps– Knife sets

Note: The distinction between repairable and nonrepairable devices is critical to how we collect and analyze data.

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How is Reliability Measured?How is Reliability Measured?

Number of Failures Life Cycle Cost Service/Repair Costs Reliability (Probability of

Success) Availability Costs of Downtime, Waste B10, B50 Life Failure Rate

MTTF (Mean Time To Failure)

MTBF (Mean Time Between Failures)

MTTR (Mean Time to Repair/Restore)

OEE (Overall Equipment Effectiveness)

TEEP (Total Effective Equipment Performance)

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ReliabilityReliability


Example A packaging line is designed

to fill 1000 multipacks of film without a failure. This constitutes one run. One hundred runs were initiated and 90 runs were completed successfully. The packaging line reliability can be estimated by

R(t=1K) = = = 0.9

# of Successful TrialsTotal Number of Trials

90100

MEASURES

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Mean Time To FailureMean Time To Failure

Mean Time To Failure (MTTF) applies to nonrepairable items.

MTTF = Sum Failure Times Number of Failures Example: Run times to

failure are 10,7,26,20,21,53,32,24,15,19

MTTF=227/10=22.7 hr

Histogram of Failure T im es

0.0

1.0

2.0

3.0

5 10 15 20 25 30 35 40 45 50 55

Time

Num

ber

of F

ailu

res

MEASURES

H

10 20 30 40 50

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What Data Should Be Collected?What Data Should Be Collected?

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

MEASURES

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Repairable SystemsRepairable Systems

NEUTRAL/SAD/HAPPY SYSTEMSThe order of the failure times is important.

32 43 51 65 17715 27

177 65 51 43 32 27 15

51 43 27 177 15 65 32

MEASURES

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Mean Time Between FailuresMean Time Between Failures

For Repairable Items, the arrival order of the failure times is important

MEAN TIME BETWEEN FAILURES applies to “neutral” repairable items.

SumInter-arrival Times Number of Failures

MTBF =

For example:51+43+27+177+15+65+32 7

MTBF = = 410 7 = 58.6

51 43 27 177 15 65 32

MEASURES

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For Repairable Equipment, WhatFor Repairable Equipment, What Data Should Be Collected? Data Should Be Collected?

1. Event Date2. Clock Time3. Machine clocks, meters,

counters4. Failure Mode

What was seen/smelled/heard?

5. Machine ParametersWhat was the machine doing

prior to the event?

6. Time to repair or restoreDid the repair go smoothly?

7. What adjustments were made?8. Parts used

Were the parts broken?Were the replacements new

or rebuilt?9. Root cause of the stoppage

What actually happened?10. Failure Mechanism

MEASURES

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Mean Time To RepairMean Time To Repair

Mean Time To Repair (MTTR) applies to time actually spent performing a repair.

MTTR = SumRepair Times Number of Repairs Example: Repair times in

hours for 10 cellular phones: 0.1, 0.6, 1.3, .05, 0.4, 1.1, 0.15, 0.1, 0.3, 0.2

MTTR=4.3/10=.43 hours

Histogram of Repair Times

0

1

2

3

4

5

6

0.25 0.5 0.75 1 1.25 1.5

Time

Num

ber

of R

epai

rs

MEASURES

.25 .50 .75 1.00 1.25 1.50

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What Additional Data Should What Additional Data Should Be Collected For Repairs?Be Collected For Repairs?

1.

2.

3.

4.

5.

MEASURES

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AvailabilityAvailability

Availability is the proportion of the the time the system is operating.

Over a long period of time, AVAILABILITY is Uptime MTBF Uptime + Downtime MTBF + MTTR

AVAILABILITY combines RELIABILITY AND MAINTAINABILITY. Note: This is the classical definition of Availability which excludes changeover time, scheduled maintenance and idle time.

MEASURES

UP UP UP UPDOWN DOWN DOWN0 T

A = =

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Reliability Measures SummaryReliability Measures Summary

There are a variety of RAM measures. One number, for example the MTBF, might not be

adequate. For repairable systems, keep the data in time order

and generate a time line plot. For nonrepairable data, a histogram does a good

job of displaying the variability in the data.

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Intent of Reliability MethodsIntent of Reliability Methods

To prevent failures from occurring

To mitigate the effect of a failure

To restore the system to a working state quickly if it did fail and, additionally, to measure and predict failure

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Methods to Prevent FailuresMethods to Prevent Failures

The best time to think about failure prevention is in the development and design phases of a project.

RAM concepts in the project requirements and specification documents

Robust Design Load/Strength Analysis Failure Mode, Effects & Criticality Analysis (FMECA) Fault Tree Analysis (FTA) Part Selection and Derating Flow Dynamics Analysis

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• Describe the three components of RAM• Record the “right” failure data

– run time to failure–machine conditions at failure–by category

• Use data to analyze failures– charts–measures (MTBF, MTTR, OEE, Availability)

Performance ExpectationsPerformance ExpectationsRAM Definitions, Measures & Tools

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Reliability: New Equipment

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Reliability: New Equipment

Recognize the “Design for Reliability” Process Ensure reliability REQUIREMENTS exist. Base decisions on Life Cycle Costing. Include reliability SPECIFICATIONS in Requests for

Quotes and Purchase Orders. Conduct formal reliability design reviews based upon

FMECA guidelines. Enlist support from company experts. Request R.A.M information from vendors. Start involving cross functional team with new hardware

early in the develop/design process.

Performance ExpectationsPerformance Expectations

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ASSET LIFE CYCLEASSET LIFE CYCLE

Project Launch

Concept,Development

andDesign

Final EngineeringPurchaseFabricate

Install

StartupCommission

Accreditation

Operateand

MaintainDecommission

“PROJECT LIFE”

LaunchConcept Design Execution Commissioning Utilization

REMEMBER

“PROJECT LIFE” IS NOT

ASSET LIFE.

THINK BEYOND

PROJECT LIFE!

End of Useful Life

Equipment reliability l1

Engineering

Transcript of Equipment reliability l1