April 17, 2008
Optimization Tip
Beware 100% Hindsight
In almost all management and maintenance activities it is very tempting to rely on hard data; after all facts are hard to argue. There are two problems however with data. First, if often doesn’t show what you think it does. Second, it is all history, it tells us what was, not what could be. Sometimes relying on data can be like trying to drive the car with just the rear view mirror.
Make sure that you understand what the data truly represents, not what you think it represents.
Tip provided by Phillip Slater
Initiate Action
Australia phone: +61 3 9331 3181
USA and Canada call: (800) 581 7678
http://www.InitiateAction.com
April 17, 2008
Execute Planning and Scheduling From One Intuitive Screen!
DTS provides a SAP-Certified EAM software solution allowing operators to regain ownership of their business process.
April 17, 2008
How to Develop Proactive Key Performance Indicators
Join us for a 1 hour Web Workshop on April 25
The Association for Maintenance Professionals (a not-for-profit organization) is pleased to invite you to attend a free web workshop on How to Develop Proactive Key Performance Indicators (KPIs) by Ricky Smith, CMRP
Participants will:
* Gain common understanding of “KPIs” in Reliability and Maintainability
* Identify key maintenance and reliability metrics
* Learn the difference between leading and lagging indicators
* Take away your next steps to develop proactive KPIs
* Learn how companies are measuring reliability in their plants without a CMMS or EAM
April 17, 2008
Motor Testing Tip
Simple Effective Method to Determine if a motor has an open rotor.
In applications where more than one motor is common connected to a load, it can be difficult to determine if one of the motors has a rotor problem; especially in applications that use some type of load sharing algorithm. The easiest method I have found is to use a simple timing or strobe light. If the motor runs, while under load, as few as 5 RPM or more less than the nameplate RPM rating, then there is a high probability the rotor has open bars. This motors will exhibit other classic signs, such as heat and/or vibration, but can be difficult to isolate. We have even had outside Vibration Analysis tell us a bearing was going down in the motor that turned out to be good. This is because of the load sharing algorithm which can make the good motor load up to the point it is the one that SEEMS bad. Since I have developed this technique, every motor that I ruled had a bad motor was confirmed upon repair that it did have open bars, sometimes as few as two.
Reader tip provided by Robert Strange
Maintenance Manager
Drummond Co., Inc.
Adger, Alabama
Thank you Robert - your stainless steel diamond plate Reliabilityweb.com coffee mug is on the way!
Join the Motor Testing Special Interest Group at the Association for Maintenance Professionals
April 17, 2008
Increase your OEE by designing reliability into your plans upfront!
Design for Reliability
There’s more to reliability than taking care of equipment. Register today for this new course and you’ll explore the principles of Life Cycle Asset Management, a holistic approach that addresses not only infrastructure needs, but also the supporting people, business processes, data and enabling technologies that are critical to success.
Call 800-556-9589 or email to register.
April 17, 2008
Maintenance Planning and Scheduling Tip
Base Future Planning and Scheduling Activities on Documented Asset Problems
Most PdM programs document the problem and create an issue report for Maintenance personnel to analyze and review. While these PdM methods have their benefits, there remains the aspect of follow-up and future Planning and Scheduling.
There are a few questions you should first ask:
1. What components and who is involved with your maintenance department’s feed back loop (communications channels)?
2. Do you know when and how problems have been corrected previously?
3. Was there an actual work request or work order created to repair the problem(s)?
4. What corrective actions were taken?
5. Were there alternative recommendations made and were those recommendations communicated throughout the maintenance department?
6. Was there an immediate need to repair the problem(s)?
7. Is the system where the problem(s) occurred of a critical nature to the operation of your process?
8. Do you know what the criticality of that system is in relation to your process?
By performing this initial and historical inquiry into identified issues, you may find that this approach is useful in sharing information, documenting issues, performing analysis and in obtaining necessary feed back. You should also establish a link with your EAM/CMMS system for the Planning and Scheduling of repairs. This EAM/CMMS link between PdM and Planning and Scheduling, will further provide results that will drive less redundant PM needs and reduce overtime callouts for emergency work.
Carl Schultz, Business and Reliability Strategist, Management Resources Group, Inc.
Telephone: 203.264.0500
April 10, 2008
Preventive Maintenance (PM)/Predictive Maintenance (PdM) - Striking the right balance
Plant Engineering and Maintenance Show Workshop 4
May 8
8:00 am - 4:00 pm
Knoxville Marriott
Most companies that have implemented a condition monitoring program, have overlaid the predictive maintenance program (PdM) onto the preventive maintenance (PM) program. This usually creates a lot of unnecessary work and in some cases, creates a scenario where more harm is done than good. This class will demonstrate how these problems are created and can be avoided by finding the right mixture of PM and PdM.
Having learned about the inefficiencies that can be introduced into a maintenance strategy with a poorly constructed PM/PdM program in the morning session, this session will be dedicated to techniques that can be employed to analyze and correct this specific situation. Preventive maintenance evaluation (PME) is a technique that allows the analysis of PM tasks for the purpose of separating them into value added and non-value added categories. After the PME has been completed, the optimization of the remaining tasks must be performed. This session will demonstrate several techniques for re-engineering those tasks into a format that provides clarity and encourages consistency of execution.
Each workshop participant will get:
* Manual PM Evaluation (PME) Exercise
* Job Plan Mapping Exercise
* PME Flow / Procedure Hierarchy & Procedure Step Poster
Find out more about the Plant Engineering and Maintenance Show
April 10, 2008
Maintenance Planning Tip
Effective planning, scheduling and coordination of preventative, predictive, and corrective maintenance tasks can help ensure your plant’s reliability and availability is maximized. Our goal is minimize unplanned outages and to maximize system availability.
Here 5-steps I’ve learned that have helped in the achievement of this goal:
1) Implement a computerized work management system (CMMS). This makes the task of organizing, scheduling, and coordinating the work much easier.
2) Set-up a process to continuously monitor new work order requests and setting work priorities. A dedicated Maintenance Planner position is recommended.
3) Document all preventative, predictive and corrective maintenance work performed in the CMMS. This data is very valuable in continuously improving your maintenance program.
4) Implement a Root Cause Analysis Program (RCA). Perform RCA Investigations on all major failures. Develop and implement recommendations from the RCA to prevent a recurrence of the failure.
5) Set aside time to review maintenance plans, failure findings, and RCA results at least annually. Make appropriate changes to your maintenance plan procedures and frequencies in your CMMS based on the factual data gathered in your the maintenance program.
Implement these five steps and you’ll be on way to establishing a maintenance program that will continually improve over time.
Reader tip provided by Randy Sturgill
Director of Operations & Maintenance
Columbia Gas Transmission
St. Albans West Virginia
Thanks Randy - your stainless steel diamond plate Reliabilityweb.com coffee mug is on the way
April 10, 2008
Root Cause Analysis: Cause Mapping Workshops
Develop a prevention culture in your organization by connecting the lessons from your investigations to specific improvements in your work processes.
April 9-10 – San Antonio, TX
May 14-15 – Las Vegas, NV
June 11-12 – Mt. Olive, NJ
June 25-26 – Houston, TX
Phone: 281-489-2904
April 10, 2008
Motor Testing Tip
The most common traps of Motor Current Signature Analysis can be categorized as inadequate personnel training, inconsistent Motor testing program documentation and deficiencies in the testing process.
All of these areas can contribute to the improper collection and/or interpretation of the data which results in incorrect maintenance. Not only will this waste time and money, but will tarnish the benefits and value of the technology.
Regardless of how the program will be resourced it is vital that internal written practices are developed outlining personnel qualifications and testing procedures. These will be framework for establishing how testing will be conducted and who will conduct the testing.
By following these guidelines, your program will avoid many of the common traps that can result in a false start of your motor testing implementation.
Better said: If you do MCA right, document the findings and are consistent, not only will you achieve a greater buy-in from the Maintenance Teams and Management, but you’ll show a Return On Investment that will go a long way to solidifying your PdM Program in the eyes of the folks watching the bottom line.
Tip provided by David Hamilton, CMRP
Program Manager
Allied Reliability, Inc
http://www.alliedreliability.com
888-414-5760
Join the Motor Testing Special Interest Group at the Association for Maintenance Professionals
