Improving Cm Programs (Melbourne, 2008)

Improving Condition Monitoring Programs

Chad Moffiet and Jamie Willis

Australian SIRF Roundtable Conference, Melbourne 2008

2

Presentation Outline

► CM programs sometimes do not work as well as they should

► CM programs are complex

► Simple solutions for complex problems

► A practical application: cases study examples

A practical application

Simple solutions for complex problems

CM programs are complex

CM programs sometimes don’t work

3

CM Programs sometimes don’t work as well as they should

“The site’s condition monitoring program is not assisting us to avoid unscheduled production stoppages… the condition-based maintenance recommendations we receive are often either inaccurate or are provided with too little warning to be of much use.”

Anonymous Maintenance planner





4

Where to begin when ‘fixing’ a CM Program? Numerous factors influence the operation of CM programs.

•Equipment design

•Procurement policies

•Commissioning procedures

•Shutdown management

•Communication processes

•Condition / integrity reports•Compliance reports

•CMMS configuration

•Repair procedures

•Plant criticality audits

•Improvement initiatives

•Engineering mods

•Inspection equipment

•Cost-benefit analysis / performance monitoring

•Lubrication regimes

•Reporting•Resource levels

•Root Cause Analysis

•Engineering design

•Quality control

•RCM / FMECA

•Prevailing site culture

•RAM Modelling

•Design review

•Inspection techniques

•Position descriptions

•Performance measures

•Database configuration

•Team leadership

•Skills and competencies

•Resource availability

•Production targets

•Metallurgical investigations

Machine information and drawings

•Document management systems •Planning cycles

•Organisational structure

•Equipment access

•Diagnoses

•Prognoses •Inspection schedule

•Inspection strategies •Inspection equipment

•Inspection strategies

•maintenance recommendations





•Spares management

5

Further complexity is added due to the involvement of people and groups of people

► “ An organisation is a web of interconnections; a change in one area can throw a different part of the organisation off balance. Managing these ripple effects and the unexpected outcomes is the challenge of change..” Harvard Business Review, 1998





6

Organisational problems can be addressed in three types of ways

► Resolve them

Just “fix it” approach

Select a hunch that yields a “good enough” outcome

► Solve them

Select quantitative approaches based on research and rational-logical methods of analysis.

Assumes a single correct answer

► Dissolve them

Seek to understand the bigger picture

Change the nature of the system involved so as to remove the problem

Conceptual models are used to reduce the complexity of the system





(appropriate for simple familiar problems)

(appropriate for complex interdependent problems)

(appropriate for individual independent problems)

7

Models are useful in addressing complex problems

► A model is a basic conceptual structure used to solve or address complex issues.

Reducing the complexity of actual real-world problems to a manageable level

Raising awareness and challenging assumptions

Suggesting potential areas of focus

Highlighting important interdependencies

► Models help to transform unknown unknowns into known unknowns





8

Models help to transform unknown unknowns into known unknowns

“There are known knowns. These are things that we know that we know.

There are known unknowns. These are things that we know that we don’t know.

But there are also unknown unknowns. These are things that we don’t know that we don’t know.”

Donald Rumsfeld, U.S. Secretary of Defence

“All models are wrong, but some are useful”

George Box, Quality and Statistics Engineer





9

What to fix – Useful organisational models

System model

McKinsey 7-S Model

Cultural Web

The MARS model





10

How to fix it – Useful process improvement models.

OD Model

Lewin’s ice block model

Business Process Management

Process Improvement Methods

(Six Sigma)





Future state(1b)

Develop a vision for change

Future state(1b)

Develop a vision for change

(2)Gain commitment

to the vision

(2)Gain commitment

to the vision

(3)Develop an action

plan

(3)Develop an action

plan

(4)Implement change

(4)Implement change

(5)Assess and

reinforce change

(5)Assess and

reinforce change

Present state(1a)

Diagnose current state

Present state(1a)

Diagnose current state

11

The systematic approach used by BV Asset Management Consulting can be characterised by three major phases

► Identify and prioritise opportunities for improvement

• Strategy

• Processes

• People

• Technology

► Establish a required sense of urgency

► Promote the change initiative and obtain sufficient support

► Establish improvement projects and teams

► Employ appropriate process improvement tools and techniques.

► Determine root-causes and develop appropriate solutions.

► Communicate progress and celebrate achievements

► Identify and prioritise opportunities for improvement

► Control improved processes

► Quantify improvement achieved

► Coach and mentor

Identify SustainImplement





12

Services offered by BV Asset Reliability Consulting

Identify SustainImplement

™

► Audit and Review

• Strategy

• Processes

• People

• Technology

► Project management

► Change management

► Process improvement

• Process mapping

• Criticality analysis

• Statistical analysis

• Root Cause Analysis (RCA)

• Failure modes and Effects Analysis (FMEA)

• Reliability Centred Maintenance (RCM)

► Audit and Review

► Outsourced management

• Reliability Engineers

• CM Practitioners

► Coaching and mentoring

► Expert advice and technical assistance

• ShaftTest

• StressVision

• ARMour

• NDT & CM specialists

Improved Performance. Sustained Performance.

13

► Perform onsite review

Conduct survey in facilitated workshops

Map as-is processes

► Identify potential problems and opportunities for improvement

► Estimate potential return-on-investment and prioritise improvement opportunities





Stage 1 - Identify Identify Implement Sustain

14

► Define improvement projects and establish improvement teams

► Determine relevant output measures and collect baseline measurements

► Analyse specific issues & identify problem root-causes

As-Is Process mapping, Criticality analysis, Pareto analysis, Ishikawa diagrams, cause-and-effect diagrams

► Determine appropriate solutions

To-Be Process mapping, FMEA, RCM, selection criteria

► Develop implementation and management plans

Procedures and policies, position descriptions, training, system configuration, cultural artefacts

► Communicate progress and celebrate achievements





Stage 2 - Implement Identify Implement Sustain

15

► Continually monitor the performance of the improved processes.

► Ensure corrective actions are performed as required

► Set-up a program to coach and mentor on-site personnel

► Provide expert advice and additional resources as required

► Prepare an audit plan and conduct regular audits





Stage 3 - Sustain Identify Implement Sustain

16

Stage 1 - Identify

► CM program survey tools

► As-Is process mapping

Identify Implement Sustain





17

CM program survey

Some of the industry standards that are referenced when designing the site specific CM survey tool:

PAS 55-1:2003 - Asset management. Specification for the optimised management of physical infrastructure assets

ISO17359 - Condition monitoring programs general guidelines

ISO13379 - Data interpretation and diagnostics techniques

ISO13381-1 - Condition monitoring prognostics

ISO18436-2:2003(E) - Condition monitoring and diagnostics of machines - requirements for training and certification

of personnel

AS IEC 60812-2008 - Analysis techniques for system reliability-Procedure for failure mode and effect analysis

(FMEA)

AS IEC 60300.3.11-2004 - Dependability management Part:3.11: Application guide - Reliability centred maintenance

NORSOK Z-008 Rev.2, Nov.2001 - Criticality Analysis for maintenance purpose






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CM program survey

The CM Review is a systematic approach to assessing the four main elements that make up the sites CM program.






19

As-Is process mapping

Site’s “As -Is” Condition Monitoring Process

Off

site

su

ppo

rtO

ffsi

te s

up

po

rtT

rad

es

Tra

de

sP

lan

ner

Pla

nn

er

CM

Te

chC

M T

ech

Co

-ord

ina

tor

Co

-ord

ina

tor

Receive request for ad -hoc inspection

Start

Email , verbal

Load required route & perform

inspection

Review list of routes stored in

enapac

All inspections performed

monthly (VA , OIL , Thermo )

Download data

Download when route complete (2 to 5 days )

Offline analysis (break -in work )

Breakdown Likely ?

Review data (monthly )

Check spares

Analyse dataEmail report / alert

list to site

Make note & increase

monitoring frequency

Arrange to lubricate

Spares available ?

Create notification

Alert planner

Expedite spares

Email , verbal

1

Review notifications

(daily )

1 Notification priority , maintenance rec’s

Approved ?

Clarify(missing info )

Plan job Adjust priority Schedule job

Perform job

Urgent / breakdown ?

End

Determine urgency

Raise SAP notification

Review TES report / alert list

Urgent rec’s ?

Perform job (recommendation )

Can I do it ?

See Co -ordinaor

Compile report & distribute by email

When new equipment is commissioned onsite the CM Tech will ask offsite support to include it in the inspection schedule stored in database

list

Load required machine into

enapc & perform inspection

Y

N

N

Y

Y

N

YN

Y

N

Y

N

CM inspection are currently not

prioritised . No CM watchlist in place

Automated rejection notice sent in SAP

2

2

1

23

4

6

6

9

7

3

87

5

Origin of issues listed in issue tracking matrix are indicated in this process map by

corresponding Issues Id Number






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► Project definition

► Project team

► Implementation plan

► Improvement actions

Strategy - Strategy development

Processes - To-Be process mapping

People - Role descriptions and training requirements

Technology – Equipment assessment and system configuration

Stage 2 - Implement Identify Implement Sustain





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► Problem

“The maintenance recommendations produced by the site’s condition monitoring program are often either inaccurate or are provided with too little warning to be useful in avoiding unscheduled production stoppages.”

► Purpose

“To eliminate unscheduled stoppages that could have been avoided through better predictive maintenance practices.”

Project definition Identify Implement Sustain





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Objective Customer Customer Need

Critical To Quality (CTQ)

Measurement Target

Eliminated avoidable unscheduled equipment stoppages

Equipment Owner

Minimise the impact of unscheduled equipment stoppages

Number of unscheduled stoppages

Number of avoidable unscheduled stoppages

0

Cost of unscheduled equipment stoppages

Value of lost production $0

HSE risk / consequences $0

Consequential equipment damage

$0

Cost of unnecessary remedial maintenance activities

$0

Project definition Identify Implement Sustain





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Project team

► Sponsor (Maintenance Manager)

Authorises project

Allocates resources to project

Ensure project objectives and scope align with business goals

► Project Leader (Site Reliability Engineer / CM Supervisor)

Responsible for project execution

Co-ordinates resources

► Facilitator (Bureau Veritas Asset Reliability Consultant)

Assists in the application of process improvement methods

Keeps team focused on the path required to achieve their goal

► Team Members (appropriate resources will be nominated as required)

Subject Matter Experts (SMEs)

Responsible for development of project deliverables






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Enter strategies into SAP

Develop CM inspection strategy & load into temp spreadsheet

Develop tonnage based maintenance

plans

Validate improved CM process

Training register

Database modifications

Order inspection equipment

KPI tracking systemSite CM strategy

FMSA systemData warehouse

plant status report

Configure SAP (M1 approval, display WO variants, etc)

Strategies

Processes

PeopleCM org structure &

role descriptions

Train staff in improved processes

Technology

Train staff in use of equipment

Monitor effectiveness

Implementation plan

Compile CM Process Manual






Develop improved “to-be” CM process

25

Strategy development

Seven Steps used for determining CM Strategy

1. Develop equipment list

2. Identify failure modes and symptoms

3. Determine potential failure (P-F) intervals

4. Determine inspection intervals

5. Determine feasibility and potential return-on-investment

6. Compile inspection routes

7. Document and Implement CM strategy






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Perform Analysis

Report Results

Review and Improve

Perform Inspections

Determine CM Strategy

Schedule Inspections

Request to monitor machine

Site CM Strategy(FMSA document )

Machines , faliure modes , symptoms , techniques , measurement points ,

confidence levelsSAP

Maint plans , PM 02 WOs

PM 01 & PM 02 WOs

RBMWareMeasurements , Observations

Route

Alarms , Baselines , Measurements , observations ,

Failure modes , symptoms , measurement & correlation techniques , confidence levels

Plant operating context

Machine info

RBMView

M1 notifications to maintenance

CustomerEmail , phone call

Customer

WO history

Weekly Schedule

Diagnoses , prognoses , recommendations

Plant availability

Customer satisfaction /feedback

Likely stored in DMS

CM Process Overview

M1 notifications to CM

Plant availability

A1.0

A2.0

A3.0

A4.0

A5.0

A6.0

CM Watch -list

Items requiring additional monitoring

Production Information

Machine data repository


M1

notif

icat

ions

to m

aint

enan

ce


► Receive request

► Compare request against documented CM strategy

► Determine whether technically feasible and financially beneficial

► Specify appropriate CM strategy (failure modes, symptoms, techniques, frequencies)

► Submit change to change management

► Enter maintenance plans into SAP

To-Be Processes Identify Implement Sustain

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Perform Analysis

Report Results

Review and Improve

Perform Inspections








PM 01 & PM 02 WOs


Route




Machine info

RBMView



Customer

WO history

Weekly Schedule


Plant availability



CM Process Overview


Plant availability

A1.0

A2.0

A3.0

A4.0

A5.0

A6.0

CM Watch -list





M1

notif

icat

ions

to m

aint

enan

ce


► Compile Weekly CM schedule from outstanding PM01 and PM02 WOs

► Delegate work to CM Technicians

► Modify Weekly CM schedule and communicate changes as need arises

Identify Implement SustainTo-Be Processes

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Perform Analysis

Report Results

Review and Improve

Perform Inspections








PM 01 & PM 02 WOs


Route




Machine info

RBMView



Customer

WO history

Weekly Schedule


Plant availability



CM Process Overview


Plant availability

A1.0

A2.0

A3.0

A4.0

A5.0

A6.0

CM Watch -list





M1

notif

icat

ions

to m

aint

enan

ce

Perform Inspections

► Prepare for day’s inspections

► Perform risk assessments and obtain permits

► Perform inspections and record data

► Communicate any urgent issues found to CM supervisor

► Download data into appropriate repository

► Dispatch samples to lab


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Perform Analysis

Report Results

Review and Improve

Perform Inspections








PM 01 & PM 02 WOs


Route




Machine info

RBMView



Customer

WO history

Weekly Schedule


Plant availability



CM Process Overview


Plant availability

A1.0

A2.0

A3.0

A4.0

A5.0

A6.0

CM Watch -list





M1

notif

icat

ions

to m

aint

enan

ce

Perform Analysis

► Identify potential fault (review machine inspection data against alarms, trigger points, baselines, etc)

► Diagnose machine fault (diagnosis process described in ISO13379 – Guidelines on data interpretation and diagnostic techniques)

► Prognose machine fault (prognosis process described in ISO13381 – Prognostics)

► Diagnosis and prognosis confidence estimations to be calculated.

► If confidence low, seek expert advice

► Add equipment to CM Watch-list where required


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Perform Analysis

Report Results

Review and Improve

Perform Inspections








PM 01 & PM 02 WOs


Route




Machine info

RBMView



Customer

WO history

Weekly Schedule


Plant availability



CM Process Overview


Plant availability

A1.0

A2.0

A3.0

A4.0

A5.0

A6.0

CM Watch -list





M1

notif

icat

ions

to m

aint

enan

ce

Report Results

► Develop condition based maintenance recommendations

► Raise M1 work request notification

► Close corresponding CM inspection work order

► CM Engineer to review CM maintenance recommendations and release notifications to area planners

► CM supervisor to follow up progress of maintenance recommendations at meetings and through CM Plant Status Report


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Perform Analysis

Report Results

Review and Improve

Perform Inspections








PM 01 & PM 02 WOs


Route




Machine info

RBMView



Customer

WO history

Weekly Schedule


Plant availability



CM Process Overview


Plant availability

A1.0

A2.0

A3.0

A4.0

A5.0

A6.0

CM Watch -list





M1

notif

icat

ions

to m

aint

enan

ce

Review and Improve

► Regularly review completed PM02 work orders and PM03 breakdown work orders.

► Determine improvement opportunities and calculate CM KPIs:

CM value added

CM not’n lead time

CM not’n accuracy

No of undetected failures,

RCA’s completed

Improvement actions implemented

► Perform investigations

► Implement improvements and track progress


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Determine Strategy Schedule Inspections Perform Inspections

Perform Analysis Report Results





Determine Strategy

Coo

rdin

ato

rC

oord

inat

orR

elia

bilit

y e

ngin

eer

Rel

iabi

lity

eng

inee

rP

lant

e

ngin

eers

Pla

nt

engi

ne

ers

CM

Te

chC

M T

ech

Off

site

te

chni

cal

assi

sta

nce

Off

site

te

chn

ical

as

sist

anc

eP

lann

ers

Pla

nn

ers

Request that CM strategy be developed

Review OEM manuals and information

Perform FMEACompile

appropriate CM strategy

Raise PM 01 work order

Perform emergency inspection

Raise PM 01 work order

OEM information

Contact CM TechReceive

inspection request

Determine priority of inspection

request

Is request deferrable ?

1

2

Feasible & worth doing ?

1 To scheduling process

Approved

Reject request /notification

2 End

Configure database

Consider alternatives End

Develop SAP maintenance

plans

Maintenance plans to be developed against SMR -

con work centre

Ensure required mod’s have been

performed

Reliability engineer is to coordinate change management request

To scheduling process

SAP notification , verbal request

Plant or equipment to be installed or

modified

NY

Y

N

N

Y

Confirm hours , close work order

Start

Create notification if one hasn’t been

raised

Involve CM Tech in the development of

CM strategies

Schedule inspections

Offs

ite

tech

nic

al

assi

stan

ce

Offs

ite

tech

nica

l a

ssis

tanc

eC

oor

dina

tor

Coo

rdin

ato

rR

elia

bilit

y e

ngin

eer

Re

liabi

lity

engi

neer

CM

Te

chC

M T

ech

Pla

nt

engi

neer

s

Pla

nt

eng

inee

rsP

lann

ers

Pla

nne

rs

Review incomplete CM inspection WO’s

Filter CM WO’s by work centre

corresponding to CM team and appropriate

basic start date

Compile weekly CM schedule

Review Schedule at weekly planning

meetings

To Perform inspections

Scheduled CM work load not to exceed 70 % of available hours

Attendees :Reliability Engineer

CM TechArea planners

To be held on Thursday

Finalise Weekly CM schedule in

SAP

From Determine strategy

Print WO’s corresponding to following week’s

CM schedule and deliver to CM Tech

Provide WO’s corresponding to following week’s CM schedule to CM

tech by 12 pm on the prior Friday

Perform inspections

Off

site

te

chn

ica

l as

sist

anc

e

Offs

ite

tech

nic

al

assi

sta

nce

Co

ord

ina

tor

Co

ord

ina

tor

Re

liab

ility

en

gin

ee

rR

elia

bilit

y e

ngi

ne

er

CM

Te

chC

M T

ech

Pla

nt

eng

ine

ers

Pla

nt

en

gin

ee

rsP

lann

ers

Pla

nn

ers

Prepare for days inspections

Perform inspections

Perform initial analysis

Urgent issues identified ? Contact coordinator

Download data / send off samples

Set -up routes and PMs so that collection occurs over between 1 and 3 days followed immediately

by analysisSet -up fault screening in entek hand -held analyser

Bearing info , gear mesh frequencies , etc in CBC linkone database

N

YTo perform analysis

From Schedule inspections

Perform analysis

Offs

ite

tech

nica

l as

sist

anc

e

Offs

ite

tech

nica

l as

sist

ance

Coo

rdin

ator

Co

ordi

nato

rR

elia

bilit

y en

gine

er

Rel

iab

ility

en

gin

eer

CM

Te

chC

M T

ech

Pla

nt

eng

inee

rs

Pla

nt

eng

inee

rsP

lan

ners

Pla

nner

s

Urgent is defined as requiring

action within 7 days or before

next shut

Diagnose & prognose

exceptions

Assist in developing

maintenance recommendation

Confident in recomm’s

Contact coordinator

Urgent action required ?

LubricateReplaceAlignBalanceCleanTightenRedesignOrder spares

SAP Fun Loc (lowest level in SAP hierarchy )Diagnosis (clearly identify problem )Prognosis (indicate estimated time required to address )Maintenance recommendations (what can maint do to address )

Contact reliability engineer for

advice

Bearing types , machine configuration , gear ratios , normal running temps , etc

From Perform inspections

N

Y

Y

N

To Reporting

Assist in developing

maintenance recommendation

Report results

Co

ordi

nato

rC

oord

inat

orR

elia

bilit

y en

gine

er

Rel

iab

ility

en

gin

eer

CM

Te

chC

M T

ech

Pla

nt

engi

neer

s

Pla

nt

eng

inee

rsP

lan

ners

Pla

nner

s

Review notifications Approved ?

Maintenance planning &

execution process

Update Onecare (CM Watch -list )

Create PM 01 Wos for extra

inspections

Is extra monitoring required ?

From Analysis

To Perform Inspection / Schedule inspection

Y

N Enter feedback describing reasons

for rejecting notification

Enter maintenance

recommendations into SAP

Y

N

To Review and Improve

Contact CM Tech to discuss reasons

for rejecting notification

1

1

1

Review and ImproveReview and Improve

Co

ord

ina

tor

Coo

rdin

ato

rR

elia

bili

ty e

ng

ine

er

Re

liabi

lity

en

gin

ee

rC

M

Te

chCM

T

ech

Pla

nt

en

gin

eer

s

Pla

nt

eng

inee

rsP

lan

ners

Pla

nne

rs

Review completed PM 01 s and

breakdown WOs

* SAP* Babelfisch* RCAs* Part examinations* Interviews

* Strategy* Database configuration* Equipment design* Training register* Test equipment calibration

Calculate and record KPIs

Delegate investigation and improvement work

* CM Team* OpEx /TES* Project manager* Plant engineers* Trades* Coordinator

Identify improvement opportunities

From ReportingTo Determine

strategy

WO’s and notifications to be reviewed weekly

Review notifications

entered by CM Team

* Review quality and utility of maintenance recommendations* Expedite CM maintenance recommendations that are progressing slowly

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Role descriptions

Example - CM Specialist Role Description

► Determine appropriate CM strategies

► Determine whether CM inspections are feasible & worth doing

► Communicate appropriate CM strategies to CM supervisor

► Provide technical assistance to CM group as required

► Review & approve CM Maintenance recommendations

► Contact planner to inform them of notifications raised

► Review completed work orders corresponding to CM maintenance notifications

► Determine accuracy of CM diagnoses, prognoses and maintenance recommendations

► Update and maintain CM KPI’s

► Identify possible CM improvements

► Submit CM improvements to change management process (A6.6)






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Training requirements

Example of a CM Skills Matrix






35

Inspection equipment

Example of Technology Assessment Matrix






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Stage 3 - Sustain

► KPI tracking tool

► Coaching and mentoring

► Documentation






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KPI tracking tool






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KPI tracking tool

Yes No

Bre

akd

ow

n

Value = - Lost production - Health & safety loss - Environmental cost - Consequential Damage cost - Maintenance Costs

Un

pla

nn

ed

Value = - Lost production + Health & safty Win + Environmental Win + Consequential Damage Win - Maintenance Costs

Value = - Lost production - Maintenance Costs

Pla

nn

ed

Value = Production Win + Health & safety Win + Environmental Win + Consequential Damage Win - Maintenance Costs

Value = - Maintenance Costs

Appropriate Recommendation

Ma

inte

na

nce

Typ

e






39

Coaching and mentoring






► Onsite support

Mentoring

Technical reviews

Programmed audits

► Remote support

Remote access into sites server network

Phone support

40

Documentation






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Presentation Summary

► CM programs sometimes do not work as well as they should

► CM Programs are complex

► Several useful models exist for improving CM programs

► What to fix - organisational models

Strategy

Processes

People

Technology

► How to fix it – process improvement models

Identify

Implement

Sustain

Improving Cm Programs (Melbourne, 2008)

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Transcript of Improving Cm Programs (Melbourne, 2008)