August 25, 2005
Motor Tip
Locating your spare motors is of critical importance. Motor spares are an investment in space and a prevention of production downtime. If properly stored, these spares can be as reliable than the original motor.
1. Ensure that the motors are stored in an area with temperatures above dewpoint. This will ensure that bearing components and the shaft do not rust, nor damage to the insulation system;
2. The shaft must be rotated periodically to reduce false brinelling. This should be performed quarterly. One method is to place a two-color tag on the motors with one color facing out for one quarter and the other for the alternate quarters. Turn the shaft then turn the card;
3. The motors must be stored in an area that is exposed to low vibration. This means, in an area of low truck, heavy equipment or operating machinery. This will reduce the opportunity for false brinelling;
4. The machined surfaces, including shaft, should have a coating of masking grease or oil added. If there is the opportunity for the motor to be exposed to dew point issues, then space heaters may have to be installed;
5. Periodic insulation resistance or MCA tests should be performed to monitor for degradation of the insulation system.
Tip provided by Howard W Penrose, Ph.D.
T-Solutions, Inc.
http://www.tsoln-inc.com
Phone/Fax: 860 577-8537
August 25, 2005
Infrared Tip
Prepare for IR Inspections During Installation
Metal objects, such as bus bars, are typically low emissivity materials. When doing a high voltage installation, put electrical tape around the metal bus bar, that way it’s there for future IR inspections. Using electrical tape can make a poor emitter appear to be a good emitter with a viable emissivity value. Now use the IR camera to capture a true temperature reading where the electrical tape is. Emissivity of the metal object can then be determined by matching the temperature found on the electrical tape. Move the temperature cursor just off the electrical tape. Change the IR camera’s emissivity setting until the temperature on the metal object matches the temperature measured on the electrical tape. The true emissivity of the object is discovered at the matching temperature point found on the electrical tape.
This thermography tip provided by Infrared Solutions, Inc.
Toll Free: 1-800-760-4523
http://www.infraredsolutions.com
August 25, 2005
Fastener Tip
Another tip for removing rounded out allen head bolts is to use a ball peen hammer to tap around the top of the bolt to flatten out the area where the wrench goes into the bolt. When done correctly your wrench should fit good and snug again. This works especially well on button head allens.
Reader tip provided by Doug Crabill
Maintenance Coordinator
Crown Battery
Fremont OH
Thanks Doug - your Maintenance-Tips hat is on the way!
August 25, 2005
Condition Monitoring Tip
Collecting Good Data Part 4 – Test Frequency
Archived at
http://maintenancetalk.com/blog.php/tipsblog
Testing machines too often costs money and wastes resources. Testing machines too infrequently can result in missed faults and catastrophic failures. The key is to find the middle ground and this will depend on the machine, its history and its criticality. Some high speed machines can devolve from perfect health to failure in a matter of minutes. These will require continuous monitoring protection systems. Other machines may run for years without problems. These should be tested quarterly or biannually with test frequency increasing as incipient faults begin to appear. Although a small pump may be inexpensive to repair or replace, if its failure causes a million dollars of product to be ruined, it can be said to be quite critical and worthy of more frequent testing.
The best approach is to spend some time researching the machines, their history and their use. Understanding how the machines fail often gives some indication of how long it will take them to fail after faults begin to appear. A good deal of resources can be saved and better appropriated if records are kept over time and the schedule adjusted as more machinery history and knowledge becomes available.
Tip provided by DLI Engineering
http://www.dliengineering.com
Tel: 206-842-7656
August 25, 2005
Bring Your Team to PdM-2005
Mark Your Calendar!
Predictive Maintenance Technology Conference & Expo
September 19-22, 2005
Atlanta, Georgia
Register 4 team members and a get the 5th team member pass FREE!
The Predictive Maintenance Technology Conference is designed for beginners and seasoned professionals alike.
Learn about new technologies and techniques for Vibration Analysis, Motor Testing, Infrared Thermography, Precision Alignment, Airborne Ultrasonics, Oil and Wear Particle Analysis from industry experts.
PdM-2005 is great place to motivate your PdM team and jump start your condition monitoring program. You could also win an Alienware Laptop!
To register, please call toll free 1-888-575-1245 or 305-735-3746 or…
August 25, 2005
Maintenance Backlog Tip
PM Work Orders in the Backlog
The Reliability Excellence process includes work backlog management. Backlog management includes two major components, one being Ready Backlog and the second being Total Backlog. The definition for Ready Backlog is “all work orders with a user status of ‘Ready to Schedule’ or higher”. The definition for Total backlog is “all open and approved work orders of all user statuses” which includes the Ready Backlog as well. The “Best Practice” for backlog management is 4-6 weeks of Total Backlog and 2-4 weeks of Ready Backlog.
A question that is asked frequently is ‘Where do PM’s fall within the backlog and when do PM’s apply to the backlog?’.
The first aspect of the question is “where”. When PM’s are generated by the CMMS, they should be created in the status of “Ready to Schedule”. PM’s by nature have all aspects identified as part of the plan and only need to be scheduled. With this in mind they are included in the Ready Backlog.
The second aspect of the question is “when”. If taken to extreme the Ready Backlog would include all PM’s that would ever be generated by the CMMS. That aspect would grossly over-inflate the backlog as well as not making much sense. This aspect is addressed by establishing a Call Horizon for PM’s. The call horizon controls how soon a preventive maintenance order will be generated before its due date. It is defined as the percentage of the PM package that will elapse before the next package is called. A 30-day frequency PM may have standard default of 4%. For example: a PM with a 30-day frequency would call the next PM work order after 1.2 days have passed. This would keep four weeks of PM’s in the backlog. This standard default percentage should be established and incorporated within the SOP for the PM program. The call horizon should be set to generate such that enough lead-time is allowed for scheduling of the PM work order. Shorter periodicities with the maintenance plan will require smaller call horizons than longer periodicities.
When developing your work program, which helps to identify the labor resources available to address backlog work, the projected PM labor requirements for the coming week are removed from the equation. This reinforces the high priority the PM program should have in the maintenance process. Otherwise, the labor requirements will be shorted and the scheduled PM’s may not be completed. The Ready Backlog will include any PM’s that are passed their schedule date and the next frequency date has not arrived. PM’s with fixed intervals could easily fall into this category. They need to be monitored along with other backlog work orders as part of the “Aged Backlog” management. A monthly report should be generated to monitor the age of the backlog based on work order target completion dates. The report should be broken down into four categories: < one month, one to two months, two to six month, and > six months.
Addressing these factors within the SOP’s of the PM and Work Management processes the backlog will become a more accurate and reliable tool in managing the maintenance of any organization.
Tip provided by Life Cycle Engineering
http://www.lce.com
843.744.7110
August 25, 2005
Vibration Analysis Tip
Considerations when setting up measurements (Part 3 of 4) Archived at
http://maintenancetalk.com/blog.php/tipsblog
The third important consideration when setting up a vibration measurement is the frequency or frequencies that we are interested in.
We must determine all the frequencies of interest. For example, we might consider the following:
Running speed
This is a low frequency event, and unless the machine is running very slow no special considerations are needed.
Misalignment
This also is a low frequency event. This can be a special consideration on 3600 RPM machines for example. We want to collect enough frequency resolution to discretely separate 2x running speed from 2x line frequency.
Blade Pass or Vane Pass frequency
Typically these do not require special collection requirements and can occur in the low- to mid-frequency range.
Gear Mesh frequency
This can be a factor in determining the f-max need for collection. It is common to acquire 3 harmonics of gear mesh frequency for analysis.
Bearings
With bearings we need to consider how far from a rotational speed harmonic the fundamental bearing frequencies will occur. Also, on larger bearings, the inner race frequency can be a determining factor depending on the type of equipment. I like to try and capture 10 harmonics of this frequency.
Electrical frequencies
There are a couple of electrically related frequencies we need to consider: 22x line frequency, rotor bar frequency, pole pass sideband frequency. All of these can factor into our f-max or resolution settings.
Tip provided by LUDECA, INC.
ALIGNMENT * VIBRATION * BALANCING
http://www.ludeca.com
Tel: 305-591-8935
August 18, 2005
PdM Management 101 - A Predictive Technology & Maintenance Management Overview by Jack Nicholas Jr.
This one day workshop is aimed at assisting attendees to start up new predictive maintenance programs and improve, update or expand existing ones. Attendees should already be familiar with application of one or more predictive technologies such as Vibration Analysis, Infrared Thermography, Lubricant and Wear Particle Analysis, Electric Motor Testing, and/or Ultrasonic Detection and Analysis.
It provides information on the following subjects for supervisors, senior (lead) technicians and “champions” involved with or considering a predictive maintenance and condition monitoring program and its expansion and improvement:
• Predictive Maintenance Philosophy, Goals and Objectives
• Functions of a Predictive Maintenance and/or Condition Monitoring in the Overall Strategy and Processes of a Maintenance and Reliability Program
• Predictive Maintenance Program Alternatives and Cost Benefits
• Planning for Implementation, Expansion and Integration of a PdM Program
• Commonly Used Predictive Analysis Methods
o Trend Analysis
o Pattern Recognition
o Tests Against Limits or Ranges
o Relative Comparison
o Statistical Process Analysis
o Correlation Analysis
• Cost Justifying and Budgeting for a PdM Program
• Recruiting and Training Personnel for PdM Positions
• 15 Ways of Strengthening a PdM Program and Assuring Its Continuation
This one day workshop provides case studies from some of the most successful predictive maintenance programs and practitioners in the world. The workshop leader uses many graphic and photo images for ease of understanding.
Attendees will receive the latest edition of the text Predictive Maintenance Management by Jack R. Nicholas, Jr., P.E., CMRP and co-author R. Keith Young. The text is indexed for future use by attendees as a workplace reference. Each attendee will also receive a workshop attendance certificate. This classroom event stresses management, supervisory and interpersonal relationship aspects unique to the high tech world of Predictive Maintenance and Condition Monitoring in manufacturing; transportation systems and vehicles; military and government civil applications, medical and academic and public service facilities and utilities.
Join Jack and 30 other presenters, workshop leaders and learning lab directors at PdM-2005.
To learn more call toll free (888) 575-1245 or…
August 18, 2005
Maintenance Management Tip
LAGGING INDICATORS – The Number 1 Reason why NOT to manage by them
Lagging Indicators have caused many companies to make the wrong decision when managing their maintenance operation. Lagging Indicators are typically the result of multiple actions that have occurred and thus cannot be influenced quickly. Most reactive organizations manage strictly by Lagging Indicators.
One of my favorite Lagging Indicators is the “maintenance budget”. Some of the actions that influence your maintenance budget are:
• The Performance of your Preventive Maintenance Program (Does your PM program stop breakdowns?)
• The amount of your maintenance personnel’s time that is truly planned and scheduled (and applied to direct work)
• Understanding and managing the average time between failure of your assets (MTBF-Mean Time Between Failure)
• Making repairs professionally that do not repeat themselves
There are other items that influence your maintenance budget but these were just a few. Many companies that are reactive and see their maintenance budget out of control try to solve the problem by ordering a halt to spending money or overtime. Most of the time when you try to stop a budget problem by cutting cost you will not see the affect of your immediate actions until the following month (two months later). By this time an organization has made another change to affect the budget and it causes even more reactionary problems. Managing by Lagging Indicators is like forecasting a Hurricane by watching the sky from your front porch.
Tip provided by Ricky Smith, CMRP
http://www.Maxzor.com
View Ricky’s I-Presentation “The 6 Steps to Developing Leading and Lagging Indicators”
August 18, 2005
Developing Key Performance Indicators by Terry Wireman
Maintenance has often been regarded as a “necessary evil” or expense to the organization. One problem with managing the maintenance function effectively is that there are seldom the proper measurement and control systems in place. In order to effectively manage maintenance, a manager needs an effective method for capturing the impact of the maintenance function on the bottom line.
Now you can get a self guided course narrated by maintenance expert and noted author Terry Wireman, that will show you how Key Performance Indicators are used in comparison to industry standards, internal or historical data to establish how the maintenance function is performing. Properly used, they will highlight areas where there is room for improvement.
