Leveraging SAP to Support Reliability Analytics
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Transcript of Leveraging SAP to Support Reliability Analytics
Produced by:Platinum SponsorPremier Sponsor
Leveraging SAP to Support Reliability Analytics
Chris Zawislak & Mike PolandConAgra Foods, Inc Life Cycle Engineering, Inc.
• ConAgra Overview
• Taxonomy
• Criticality
• Workflows
• Key points to take home
• Questions
What I’ll Cover
ConAgra Foods overview
Slide 3
ConAgra Foods started in 1919 as Nebraska Consolidated Mills. In 1971 it was renamed ConAgra, Inc., and the company became ConAgra Foods in 2000.
ConAgra Foods is a Fortune 500 company with more than 24,000 employees, with the company’s world headquarters located in Omaha, Neb.
ConAgra Foods is one of North America’s leading food companies, with brands in 97 percent of America’s households.
In fiscal year 2010, ConAgra Foods brought in $12+ billion in net sales.
“From the earth” to food you love
ConAgra Foods Brands
Introduction & Overview
Executive Vision
• Leverage CPS to improve performance
• Leverage SAP to drive cost down
Situation
• 2007 PM Pillar established• Working to establish foundation (PM Step 1) • Implemented SAP across consumer plants• Currently working to develop reliability competencies• SAP configuration was adequate to support foundation
but requires optimization to support reliability analytics and other continuous improvement activities
SAP PM
Risk Analysis
Failure Mode and Effect Analysis
Severity of Failure
Likelihood of Occurrence
Delectability of Failure
Risk Ranking Control Plans Reliability Analysis
Asset Module of EAM
Continuous Improvement
FunctionalHierarchy
Criticality Analysis
Reliability Maturity
Action
Create a Reliability Center of Excellence• Reliability Action Team• Reliability Focus Team• Reliability Engineering function and resource
development• Reliability Infrastructure – SAP Configuration
Taxonomy Criticality Workflows
•Learning to See
Process Flow DiagramValue Stream MappingRelationship Models
Equipment CriticalityFailure Analysis
Risk AnalysisRisk Ranking
Standard WorkOperating Procedures
PreventivePredictive
Condition MonitoringRemote Monitoring
Operator CareCritical Spares
OEETCO
Asset UtilizationMTBFMTTR
OPERATIONAL STABILITY
MeasureControlAnalyzeClassify
Continuous ImprovementPlan Do Check Act
Reliability Infrastructure
Slide 11
Taxonomy
“Systematic classification of items into generic groups based on factors possibly common to several of the items”
ISO 14224, Petroleum and natural gas industries — Collection and exchange of reliability and maintenance data for equipment
Slide 12
Hierarchy(1)
BusinessCategory
(2)Installation/
Business Unit
(3)Cost Center/ Op Unit
(4)Function
(5)System/ Process Line
(6)Sub system/Asset/Equipment
(7)Component/Maintainable Item
(8)Part/ BOM
Use
/ Loc
atio
n D
ata
Equ
ipm
ent S
ubdi
visi
on
Taxonomy per ISO 14224:2006
Functional Block Diagram
In Feed Assembly Out feed AssemblyFill Table
Shaker
VFD
Drive Unit
PLC
Rotary Filler – Technical Object
Objects
FMEA to SAP
Slide 14
FAILURE MODE(FUNCTIONAL FAILURE) POTENTIAL CAUSE(S) CURRENT CONTROL(S) SE
VERI
TYPR
OBA
BILITY
DET
ECTI
ON
RISK
PRI
ORI
TY N
UM
BER STRATEGY:
CM ‐ Corrective (RTF)PM ‐ Time BasedCBM ‐ Condition BasedMOD ‐ Modification TH
ERM
OGRA
PHY
VIBR
ATIO
N A
NAL
YSIS
ULT
RASO
UND
OIL
ANAL
YSIS
MOTO
R CI
RCUIT
ANAL
YSIS
TEM
PERA
TURE
REA
DIN
GIN
SPEC
TION
LUBR
ICAT
ION
SCHED
ULE
D R
EBUILD
SCHED
ULE
D R
EPLA
CEM
ENT
ROUTI
NE CL
EANIN
GAM
D C
LEAN
ING
AMD IN
SPEC
TION
AMD LUBR
ICAT
ION
CSD V
ALID
ATIO
NRU
N TO
FAI
LURE
DINNER OUT OF POSITION AND OR DOES NOT TRANSFER LUG MISALIGNMENT DAILY PM INSPECTION 3 2 2 12 CBM DCHAIN STRETCH DAILY PM INSPECTION, AUTO LUBE 8 2 1 16 CBM DRAIL MISALIGNMENT DAILY PM INSPECTION 3 2 2 12 CBM DSERVO MOTOR FAILURE 1W PM INSPECTION (VISUAL) 5 4 9 180 CBM 1M 1WPHOTO EYE FAILURE (2) NONE 3 5 7 105 PM 1MDRIVE CHAIN FAILURE 1W PM INSPECTION (VISUAL) 4 2 3 24 CBM 1WDRIVE SPROCKET WORN 1W PM INSPECTION (VISUAL) 4 2 3 24 CBM 1WLUG CHAIN CONTAMINATION (PRODUCT FALLING) NONE 2 5 9 90 MOD
DINNER NOT IN 4 X 5 MATRIX RAIL MISALIGNMENT INFORMAL PM DAILY INSPECTION 3 2 4 24 MODBELT CONTAMINATION NONE 3 8 8 192 MODSERVO MOTOR FAILURE NONE 5 4 9 180 CM, POSSIBLE MODBELT DRIVE GEAR(2) FAILURE (ONE PLASTIC, ONE METAL) DAILY PM INSPECTION 4 2 2 16 CBM DBELT TORN OR EXCESSIVELY WORN INFORMAL PM DAILY INSPECTION 3 3 3 27 CBM D
Damage Codes Cause Codes
Task Codes
Rotary Filler Catalog Profile
CodeComponent
Description In feed Fill Table Out Feed Shaker Drive Unit VFD PLC
1001 Rail Misalignment X X1002 Failed Bearing X X1003 Worn Gear X X X X1004 Air Leak X1005 Failed Electrical Circuit X X X1006 Failed Belt X X1007 Programming Error1008 Failed Belt X1009 Failed Chain X1010 Failed eye X X
Cause Code Catalog
CodeComponent
Description In feed Fill Table Out Feed Shaker Drive Unit VFD PLC
2001 Process Stopped X X X X X X2002 Process Slow X X X X X X2003 Process Fast X X2004 Over fill X X X X X2005 Under fill X X
Damage Code Catalog
Rotary Filler Cause Code Group
Rotary Filler Task Code Group
Rotary Filler Damage Code Group
Maintenance Plan
Finding: ABC Indicator does provide adequate granularity for equipment criticalityResult: Insufficient indicators provide requisite separation of assets for prioritizing the application of corporate resources Recommendation: Develop a criticality business process and RACI to at least Base-10
There are 36 characters available in ABC Indicator which provide considerable granularity but often only 3 are used….
Criticality Analysis
Slide 16
Criticality Analysis
• Single point failure• Impact to value stream• Impact to corporate objectives• Replacement asset value• Impact on reputation• Impact on EHS
Criticality Analysis
Slide 18
RIME Index
Slide 19
Work Order Type
Equi
pmen
t Crit
ical
ity
10 9 8 7 6 5 4 3 2 1
10 100 90 80 70 60 50 40 30 20 10
9 90 81 72 63 54 45 36 27 18 9
8 80 72 64 56 48 40 32 24 16 8
7 70 63 56 49 42 35 28 21 14 7
6 60 54 48 42 36 30 24 18 12 6
5 50 45 40 35 30 25 20 15 10 5
4 40 36 32 28 24 20 16 12 8 4
3 30 27 24 21 18 15 12 9 6 3
2 20 18 16 14 12 10 8 6 4 2
1 10 9 8 7 6 5 4 3 2 1
Workflow Optimization
Slide 20
Key Points to Take Home
• SAP configuration needs to mature along with your organization• Collaboration between reliability, maintenance, and IT professionals is key• Control strategy performance indicators should depend on work order accuracy • Leverage FMEA for development of technical object catalogs as well as overall
control strategy• FMEA and technical object catalogs are living documents and should be updated
when appropriate• Criticality needs to be granular enough to support reliability analytics and backlog
management• Task, damage, and cause codes are linked to equipment class for ease of
replication across the enterprise
Build or MigrateDatabase
Risk Analysis
Failure Mode and Effect Analysis
Severity of Failure
Likelihood of Occurrence
Detectability of Failure
Risk Ranking Control Plans Reliability Analysis
Asset Module of EAM
Continuous Improvement
Functional Hierarchy
Criticality Analysis
Close the Loop
Produced by:Platinum SponsorPremier Sponsor
Chris Zawislak, CMRPConAgra Foods, Inc.
Mike Poland, CMRPLife Cycle Engineering, Inc.
Produced by:Platinum SponsorPremier Sponsor
March 27 – 30, 2011Hyatt Regency Huntington Beach Resort and Spa
Huntington Beach, California