April 10, 2008
Maintenance Tip
Are we on the same frequency?
While reviewing Preventive Maintenance (PM) procedures for inclusion into a reliability improvement initiative, numerous discussions around the frequency of execution became a hot topic. After listening to the conversations bounce around the room for a while, I then realized we were not all on the same frequency. The current specified frequency’s left a lot of room for personal interpretation, for example:
Bi-Weekly: Ever other week or twice a week?
Bi Monthly: Every other month or twice a month?
Bi-Annual: Every other year or twice a year?
And my personal favorite:
Thirdly: Three times a year!
Standards were developed by the organization for utilization in the PM program. These standards were documented and shared among the organization, so we all were operating on the same frequency. Some examples of defined frequencies are:
Weekly: Performed every 7-days
Bi-Weekly: Performed every 14-days
Monthly: Performed every 30-days
Quarterly: Performed every 90-days
Semi-Annual: Performed every 180-days
Annual: Performed every 365-days
Regardless of the frequencies you define and utilize, document them, share them, and get your organization on the same frequency.
Tip provided by John Kratz
People and Processes, Inc.
Still not sure where to start? Visit People and Processes web site
April 10, 2008
Introduction To Basic Reliability Principles - Knoxville
You are invited to join us for a complimentary comprehensive introduction to basic reliability principles on Monday, May 5, 2008 at the Commtest Training Facility in Knoxville, TN. Lunch will be included with the presentations, which will start at 8:00 AM and run through 4:00PM.
Applying Reliability and Technology (RaT) fundamentals, PM/PdM best practices and PdM technologies requires the use of specific knowledge to understand and execute. The Reliability and Technology package of UE, Commtest and Allied Reliability or RaT Pack of reliability professionals can help break down the barriers that keep you from a proactive maintenance program.
For more information or to RSVP:
contact Tammi Pickett –
April 10, 2008
Shutdown Tip
Auxiliary Lighting and Power During a Shutdown
It’s the day of the plant shut down. Precious minutes are tick-tick-ticking away. You may be one of a dozen or more contractors that are on-site to complete, what is in their opinion, “the most critical project” of the day!!! And you guessed it, they are all competing for a finite resource: auxiliary power and lighting.
Make sure that you have made ample provisions to have the power and light that you need to complete your job. Double-check, and try to have a back-up plan. If you don’t, you might just find yourself and your crew scrambling around in the dark with no power for your tools.
Tip provided by IRISS IR inspection viewing panes
Tel: +1 (941) 907-9128
April 10, 2008
Leadership Tip
Respect Their Time
It’s true confession time. Do you typically expect employees to stop whatever they’re doing whenever you come to them with a need, a want, or some other item on your agenda? Do you ever conduct meetings that are less-than-productive due to a lack of planning or organization on your part? If you answered yes to either (or both) of those questions, I’ve got three words for you: STOP DOING IT! You’re wasting one of the most precious resources your people have: their time.
I know, I know. Of course there will be occasions when you have a truly pressing ("legitimate") need that must be addressed immediately. But far too often, leaders interrupt employees with issues that aren’t all that significant or important – merely because they want to deal with them NOW and get them off their plates. That’s just plain inconsiderate. And when it comes to unnecessary or poorly organized meetings in which little is accomplished – well, there’s simply no excuse for those, period.
Your people have important work to do. If they didn’t, they wouldn’t be there. So, make sure your meetings are necessary and well-managed. And, the next time you feel the need to interrupt someone’s activities, focus, and concentration, ask yourself: Is my issue really more important than what he or she is doing right now? If it is, proceed – if it isn’t, wait…and schedule a more appropriate and convenient opportunity to chat.
Bottom line: if you don’t respect your people’s time, eventually they won’t either. Then, everyone loses.
Tip excerpted from Start RIGHT, Stay RIGHT...LEAD RIGHT
April 03, 2008
Motor Testing Tip
- Effective service factor is defined as %Load divided by %NEMA derating
- % Nema derating is the total derating caused by poor Power Condition
Effective service factor is one of two tests performed in the Motor Performance domain of Baker Instrument Companies Explorer 3000. Motors are designed to operate with a maximal thermal stress. Operating at temperatures higher than that reduces the life of the motor very abruptly. Insulation failure is imminent if the motor is operated under temperatures that are too high.
The most frequently encountered scenario for thermal overloading are due to either Load, or a combination of Load with Power Condition. The question to be asked in this case is whether the load to the motor is sufficiently low so that the poor power condition does not affect the healthy operation of the motor. For such cases, NEMA has published derating curves for unbalance and for harmonic content cases.
Key issues to Effective service factor:
Effective service factor problems are frequently a combination of up-stream and down-stream issues.
Power Condition, Load, and/or Motor Condition components can play a role.
Effective service factor problems rarely affect the whole voltage bus.
Solving Effective service factor problems: (Here it is important to understand where the root cause of the problem is located) If the condition is created mainly due to over load, then the operation of the motor has to be changed. If the condition is caused by the Power Condition, then the power quality of the supply has to be enhanced.
Mitigation of Effective service factor problems is possible, by managing the thermal issues identified. Additional chilling, or force cooling of the motor are measures that can bring the motor’s operating temperature back into the design limits, without requiring to change the load or power conditions.
These types of measures will raise the life expectancy of the motor back into acceptable levels.
Tip provided by Baker Instrument Company,
an SKF Group Company
Tel: +1 (970) 282-1200
http://www.bakerinst.com
Join the Motor Testing Special Interest Group at Maintenance.org
April 03, 2008
Optimization Tip
Understand the Constraints of Your Problem
The role of management to change the way a business is managed, not to manage it day-to-day. That means improving systems, processes and skills on an ongoing basis.
This activity, of course, involves optimization. Optimization is what managers do; optimization is about solving problems by trading off choices to achieve the best outcome. It is a key means for companies to improve their operations.
In mathematics and operations research there is both constrained and unconstrained optimization. However, in management, from a practical perspective, all problems are constrained, as there is only so much resource, money and time to apply to the solution.
Just where you draw the line in terms of the constraints to your optimization has a significant impact on the suitability and longevity of the solution you achieve.
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 03, 2008
MARCON-2008
May 6-8, 2008
Knoxville Marriott
Knoxville, Tennessee
Conference Presentations Include:
• ArcelorMittal Tubular Products’ Journey to Operational Excellence: How Two Plants with Different Business Challenges Adopt Optimized Asset Performance as a Common Strategy – Scotty McLean, ArcelorMittal Tubular Products / Al Weber, Ivara Corporation
• Maintenance and Reliability Indicators in Parenteral Manufacturing Plant – Carlos Velez, Wyeth Pharmaceutical, Carolina P.R.
• Improved Reliability at DCP Midstream – Kent Christopherson, DCP Midstream
• The Statistical Outliers are in Control of Asset Management – Tom Carroll, NetJets, Inc.
• Turning Corporate Asset Management into Real Earnings Per Share Growth – Robert DiStefano, MRG
• Is Your Control Room Data What You Think It Is? – Ray Beebe, Monash University
• Maximizing Maintenance Engineering Return on Investment – Bob Walker, Arnold AFB
• Turning a Dreaded CMMS Upgrade into a Maintenance Process Improvement – Edward Williams, Sandia National Laboratories
• DuPont’s Implementation of Netfacilities CMMS for Smaller Plants – Tim Holmes, DuPont
• Handhelds as the Primary Condition Monitoring Tool in Eastman’s RBOM Effort – Mark Mitchell & Steve Powers, Eastman Chemical Company
• Many more…
April 03, 2008
Asset Optimization Tip
Identifying the Key Elements of an Asset Efficiency Optimization Process for a Maintenance Organization
First, the main concept encompasses in four key elements, such as: strategy, identification, control and execution. Within each of these elements, the coordination and participation of three essential factors within the organization - process, culture, and technology - is paramount to the overall success of the asset efficiency optimization process concept.
1. Maintenance strategy involves the evaluation of work activities in relationship to a facility’s business objectives, a procedure that creates the documented basis for the maintenance program.
2. Work identification is where “work” is identified from the evaluation of a comprehensive flow of data in conjunction with an integrated decision-making process. Key to the success of identification is a comprehensive CMMS (Computerized Maintenance Management System).
3. Work control involves establishing procedures for planning and scheduling the work identified by the CMMS. Tasks are organized based on several parameters, including time and condition; job plans or procedures; man-hours required; data feedback; special requirements and many other factors.
4. Work execution is where identified, planned and scheduled work is performed. Once work is completed, feedback from the field plays a key role in measuring the overall effectiveness of the asset efficiency optimization process concept and making refinements for even greater efficiency in the future.
One facet on its own cannot achieve success. For example, in the identification element, a facility can have state-of-the-art data collection technology; however, if the people and organization are not aligned to make maximum use of the data and information, or if they do not follow a formal process (procedure), the chances of failure greatly increase. Thus, when discussing each element of the asset efficiency optimization process, it is crucial for one to always consider and include the three facets of people, process and technology for success.
Also, one element on its own cannot create success in work management. All elements are needed for success. A facility that is mostly reactive has a work management process that is essentially very good in repairing failed equipment.
Reader tip provided by Euclides Prieto, B.Sc, M.Eng.
Senior Maintenance Supervisor
PDVSA Amuay Refinery
Judibana, Venezuela
Thank you Euclides - your Maintenance-Tip is on the way!
Meet other Asset Management Professionals at the Association for Maintenance Professionals
April 03, 2008
Maintenance Tip
Repairing a crack in a pipe
In the 20 years I spent in a paper mill I was continually amazed by the resourcefulness of the shift maintenance crew. One of the most creative was the repair of a 24” diameter stock line using a chain hoist and a length of red rubber hose. The line could not be isolated to make weld repairs so the mechanic had to improvise. To make this repair the mechanic cut a length of hose twice the size of the crack in the pipe. The hose was then split and positioned over the chain of the hoist half way between the hook and the ratchet mechanism of the hoist. The rubber covered chain was placed over the cracked area with the split facing outward. The chain hoist was then ratcheted tight. As the chained tightened the rubber extruded into the crack and sealed the leak. They did not teach stuff like that in my mechanical engineering classes. And I am thankful for the education.
Tip provided by Jim Hudson
Trico Corp.
Tel: 262.691.9336 or 800.558.7008
April 03, 2008
Association for Maintenance Professionals: Understanding Lubrication and Oil Analysis
FREE Member workshop
May 7
8:00 am - 4:00 pm
Knoxville Marriott
Workshop outline:
The Fundamentals of Lubrication and Wear – Introducing the fundamentals of lubrication and wear to better understand how the lubricant selection and condition affects equipment reliability and performance.
- Lubricant Functions
- Lubricant Types
- Modes of Lubrication
- Wear Mechanisms
Oil Analysis Basics – An overview of Oil Analysis tests and methods for monitoring lubricant and equipment condition.
- Test methods and instrumentation
- Data Interpretation
- Setting alarm limits
- Test packages
Wear Particle Analysis – Examination of Wear Particle Analysis as a tool to assess equipment condition and wear rate.
- Methodology of Ferrography
- Particle Identification
- Analysis of Wear Debris
Managing an Oil Analysis Program – Discussion of the key points in managing an effective Oil Analysis Program.
- Setting Goals
- Equipment Selection
- Proper Sampling
- Report Interpretation
- Internet reporting
