August 17, 2006
Shutdown Tip
The 9 most important factor’s for the success of a Shutdown
1.To ensure the turnaround (possible modification) is executed within plant standards.
- Standard Operating Procedure
- Engineering Standard (Eng change req)
- Safety Standard
- Quality Standard
2.To ensure the work scope is properly defined.
- Requirements
- Eliminate unnecessary and duplicate work
- Check material specs
- Finalize work list.
3.To ensure all requirements for major tasks.
- Information gathering
- Specify tasks
- Task procedure
- Task hazard study
- Drw & documentation
- Preparation of plan
4.To ensure all projects are properly define and resourced
- Specify project
- Define key dates
- Finalize drw & documentation
- Materials - equipment
- Specify interactions with turnaround (modifications) work
5.To ensure all inspection requirements are resourced.
- Specify inspection list
- Inspection techniques
- Types of inspection
- Safety and access requirements
6.To ensure all contracted out work is properly managed
- Work packaging
- Types of contract
- Contractor availability
- Invitations
- Contractor control and management on site.
7.To define items (spares) to be supplied within plant standards.
- Spare availability
- Check specifications
- Withdrawal from plant store
- Issue and control
- Return and control
8.To develop a safe system of work for the shutdown
- Safe working routine
- P.P.E.
- Safety inspections
- Accident investigation
9.To ensure the site is properly organized
- Site plot plan
- Stores lay out
- Craneage/Transport
- Services/Utilities
- Facilities/Personnel
Reader tip provided by Christo Hartzer, Senior Maintenance Planner, Duferco Steel Processing, Cape Town, South Africa
Thank you Christo - Your Maintenance-tips hat is on the way!
August 17, 2006
Ivara Reliability Leadership Summit – Includes FREE, Hands-on Workshop!
Want to learn how to achieve key business results by improving plant performance through reliability? Attend a full- or half-day workshop at the Ivara Reliability Leadership Summit and learn from the best!
In addition to 4 concurrent tracks, 39 sessions and plant tours of Dofasco and Cadbury-Adams, Ivara’s reliability-focused conference also offers 6 hands-on workshops at no extra cost.
Choose from six dynamic conference workshops when you register:
1. Integrating Predictive Technologies led by Larry Cote, Dofasco
2. Developing KPIs led by James Nesbitt & Dan Hillman, Ivara.
3. Reliability – Workplace Simulation Game led by Frank Godin, EMA
4. RCM Scorecard led by Jack Nicholas Jr.
5. Applying Cultural Change to Improve Maintenance & Reliability led by Ricky Smith & Carlo Odoardi, Ivara.
6. Building an Asset Reliability Program with MTA led by Bill Fulton, Ivara .
The Ivara Reliability Leadership Summit runs from October 2-5, 2006 at Queen’s Landing Resort in Niagara-on-the-Lake, Ontario
August 17, 2006
Human Error Tip
Symptoms of Overconfidence:
a. “We have been doing OK so far….”
b. “This task is easy, I have done it a 1000 times…”
c. We are the experts. They do know little about…”
d. Inferred experience. “I’ve done other things like this before…”
Tip provided by Reliability Center Inc.
http://www.reliability.com
Human Error Reduction for Supervisors
August 17, 2006
Maintenance Tips Feedback 3
The following tip was posted in the July 7th email:
“Maintenance Tip”
The purpose of maintenance
The fundamental purpose of maintenance in any business is to provide the required capacity for production at the lowest cost. It should be regarded as a RELIABILITY function - not as a repair function.
By Ray S. Beebe, Author, Predictive Maintenance of Pumps Using Condition Monitoring”
=====================================
I too would like to put my two cents in about the role of maintenance. I have found that in the short turn maximizing the ability of production to produce at the lowest cost possible has been the direction that most facilities wants to go. What have you done for me lately seems to be the rule.
In fact maintenance has two huge mandates they have to balance. The first being production needs and the second being long term preservation of shareholder capital. Maintenance is the only organization in manufacturing that has a responsibility to the assets being used and the responsibility to ensure they will be usable tomorrow. These somewhat opposing missions and the lack of a shareholder representative at the facility lead to a continuing dismissal of the shareholders capital cost at the expense of production. Life cycle costing takes some of this into account.
Feedback provided by Clint Mileur, Project Manager, Lincoln, NE
August 10, 2006
Ultrasonic Analysis Tip
Ultrasonic Alarm Parameters, i.e., HFD, Spike Energy (™Entek), Acceleration Enveloping (™SKF/CM), Peak View (™CSI), Demod (™DLI), or other trade names are all methods of filtering the original transducer output to magnify and detect early high-frequency REB, lubrication, and gear defect problems. These alarm parameters are very useful, but often misused.
Ultrasonic analysis provides two measurement parameters;
(1) The Overall Ultrasonic Trend, commonly referred to as the “HFD”, or High Frequency Detection parameter.
(2) The Demodulated, or Ultrasonic Spectrum parameter.
The overall HDF trend is typically alarmed and trended for changes that might indicate a friction or impact source in the REB or gear system. Alarms are usually set based on OEM recommendations (based on RPM, bearing diameter, etc.,) then reset statistically as more data is collected. These alarms are “Peak” or “threshold” type. The ultrasonic spectrum, or demodulated spectrum on the other hand should never be alarmed. Numerous variations in transducer type, placement, sensitivity to temperature, operating conditions or other measurement parameters can alter the final spectrum amplitude levels. These amplitudes are a function of special filtering, rectification, peak detection, and enveloping of the original signal. These conditions make the spectrum peaks virtually unpredictable.
Ultrasonic Analysis Rule #1: Alarm and Trend the HFD Overall Level
Ultrasonic Analysis Rule #2: Never Alarm the Demodulated Spectra
Tip from Dan Ambre, P.E., Full Spectrum Diagnostics, PLLC,
http://www.fullspec.net
Register for Dan’s Introduction to Vibration Analysis Workshop at PdM-2006
August 10, 2006
Balancing Tip
When Precision Balance can endanger the machine?
The vibration industry in New Zealand has been actively “preaching” the benefits of precision balancing machinery, where practical, to improve machine life. By precision I mean balancing to ISO 1940 G1 or better. Now many industries specify G1 on new equipment and ask for G1 for insitu balancing on even large machines.
The following example is a caution to those who blindly follow this idea without being fully aware of all of the machine’s possible operating modes.
The case in point is a physically large vertical hydro generator which had just been refurbished, with a new runner and rebuilt generator rotor.
Output 55 MW, generator rotor weight 230 tonnes, balance weight radius 3 meters, normal RPM 100.
The trick to balancing these machines is to get a big enough trial weight. We use, as a rule of thumb, force from trial weight equal to 10% of rotor weight (mass x 9.81). For this machine the trial mass worked out at 350 kgs. The next trick is to get this mass on the machine. A crane was of great assistance and the weight was fitted to internal rotor bracing. Following this a final weight was calculated at 128 kgs. With this fitted a residual of 6 kgs was indicated well within the 7.6 kgs allowed for G1. The original vibration was 250µm p-p and in a balanced state 9µm p-p (Not bad on meter diameter shaft) Note this balancing was done with the machine un-excited. i.e. a purely mechanical balance.
The machine was then excited and the 1x vibration immediately jumped to 260 µm p-p. The rotor had a magnetic imbalance probably due to the rotor not being perfectly round and or the magnetic field from the 60 poles being not totally even. The magnetic imbalance increased with load.
The client was keen on obtaining a G1 balance at the normal operating load i.e. flat out and requested that the magnetic imbalance be corrected to G1 at full load.
It was now time to take a step back and look at all the implications. Based on the balance data a full load balance weight was calculated. It was then estimated what would happen if this weight was fitted and the machine tripped at full load. If the machine trips at full load two things happen almost instantaneously. 1. The excitation and therefore the magnetic imbalance disappears and 2. the machine over speeds to 150+ RPM before the governors close.
We would now have a machine with a large imbalance causing an estimated 900 µm p-p motion on the shaft.
The final solution was to balance to G1 at half load so that the machine was reasonable at no load and full load but still safe under all conditions.
This Tip was one the tips selected from the PdM-2006 Maintenance-Tips Challenge and was provided by
Simon Hurricks, Machine Dynamics Engineer, Genesis Energy, Huntly, Waikato, New Zealand
Thanks Simon - your PdM-2006 Proceedings CD and Maintenance-Tips hat will be shipped as soon the CD is published.
August 10, 2006
The Motor Testing Game at PdM-2006
PdM-2006 Post-Conference Workshop
September 15, 2006
Chattanooga TN
This interactive one-day workshop led by Howard Penrose PhD, CMRP, will pit teams of five against each other in the challenge of maintaining their electric motor systems for the greatest positive impact on business. The assortment of teams will provide the attendees a unique series of options that they can bring back to apply at their companies.
Each team will select motor maintenance philosophies such as reactive, proactive, outsourced or other hybrids and styles. A budget and options will be assigned and technologies purchased for application for fictional sites. Each site and options will end up being unique, including within the same company structure, and also tailored by the players.
The day will start with training in the use of the game, then we will break up into teams and the moderator. Budgets will be assigned to the team administrators for distribution amongst each team, cards related to the specifics of the motor systems for each site, the purchase of technology, personnel and philosophies and outsourced capabilities. The game will be time-limited to the end of the day, 52 moves (52 weeks) or until one winner emerges. Actions and reactions will be based upon probability with decisions and philosophies affecting the outcome. The objective is to have a remaining budget and to stay within production loss limits. If either limit is crossed, the team is out of the game.
Work with your motor management budget and production loss limits. The team with the most toys and money at the end… WINS!
Space is limited and filling up fast so please call toll free (888) 575 1245 or…
August 10, 2006
Human Error Tip
To minimize human error, the culture should:
a. allow the boss to hear bad news.
b. identify and address potential failures proactively before they materialize .
c. realize that punishing people does not necessarily eliminate the risk of recurrence of the same failure somewhere else.
d. not blame the regulator for failing to monitor closely enough.
e. make the concept of Root Cause Analysis an integral part of the organizational culture.
Tip provided by Reliability Center Inc.
http://www.reliability.com
August 10, 2006
Oil Analysis Tip
Sometimes it is hard to cost justify using sterile oil sample bottles especially when the ISO cleanliness targets are not very low. But to ensure that the lower cost bottles are as clean and particulate free as possible, we use canned air (computer/keyboard cleaner) to clean the bottles. A couple of blasts to the bottle and lid just takes a couple seconds and has proven to work very well, giving consistently clean bottles.
Reader tip provided by Jerry Baker
PdM Team, Lubrication
Tate & Lyle
Loudon TN
Thanks Jerry - Your Maintenance Tips hat is on the way. I hope we see you at LubricationWorld-2006 in Chattanooga!
August 10, 2006
SMRP 14th Annual Conference
Last year the 13th Annual SMRP conference drew over 950 maintenance and reliability professionals. Exhibitors raved about the quality of the leads they got from professionals who actually make decisions on maintenance and reliability products and services. Don’t miss this year’s event in Birmingham, Alabama where we’ll be expecting an even larger group.
Please note SMRP contact information has changed! SMRP can be contacted via telephone at (703) 245-8011, Fax 703-610-9005 and e-mail
