May 22, 2008
Bearing Analysis Web Workshop
Understanding Demodulation/Enveloping, Spike Energy and PeakVue Methods, and Stage Two Bearing Faults
Join us for a Web Workshop on June 12
This Web Workshop will focus on the demodulation and enveloping techniques and the Spike Energy and PeakVue methods. We will discuss how the method works, why they are effective in detection bearing faults, and how to choose the settings in your analyzer to ensure that you get the best results. We will also review how the same methods can be used to detect gear damage, looseness and other fault conditions. All analyzers from the major vendors offer at least one of these methods, however they are often not understood and not used correctly (or at all).
Important Note: There is no fee for this web workshop - however participants must dial in using a telephone (long distance charges may apply from your phone company) to hear the presentation.
May 22, 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
May 22, 2008
New Online Master’s Degree in Reliability and Maintainability Engineering
The University of Tennessee, Knoxville is offering a new online master’s degree in Reliability and Maintainability Engineering.
Contact UT at (865) 974-2525 or
Find out more about the University of Tennessee Master’s Degree Program
May 22, 2008
Reliability Tip
The Importance of Asset Criticality
Here’s the scenario. You’re a recently hired Asset Manager/Reliability Engineer and you’ve been tasked with defining and implementing plant-wide Reliability initiatives. Your initial assessment reveals a significant number of asset breakdowns, overall asset health is degrading, and reactive/emergent maintenance is the norm. It’s a daunting task and you’re not entirely sure where to begin.
When determining which assets to address first, the asset criticality/priority matrix should serve as your guide. Initiatives such as RCM, FMEA, Bill of Material (BOM) development, PM/PdM application, etc., should be targeted toward the most critical assets first with an eventual progression towards the least critical.
In your new role, you should first review the Master Equipment List (MEL) for completeness, accuracy and prioritization. Properly ranked/prioritized assets take into consideration all aspects of an organization and have been ranked using mathematical formulas or quantitative analysis, thus eliminating the “gut” feel and subjectivity from the ranking process.
Criticality criterion regarding Maintenance, Production/Operations, Safety, Environmental and Quality should be developed and personnel from the aforementioned departments should be represented during the ranking process.
An added benefit to having asset criticalities is greater accuracy when prioritizing work during Planning & Scheduling activities. So in conclusion, utilize those asset criticalities to “eat the elephant” one bite at a time and make an overwhelming task seem much more manageable and achievable.
Steven Cyr, CMRP
Management Resources Group, Inc.
Telephone: 203.264.0500
May 22, 2008
Reliability Centered Maintenance (RCM) Tip
RCM – Don’t make it too hard
It can be intimidating performing your first few RCM projects. The thought of “how can I possibly document every possible way this equipment can fail” can be a daunting one.
Something to remember is everything can be broken down into manageable, familiar items. Start with common failure causes. A bearing can have the same failure causes weather it is operating on a mining site conveyor , or if it is operating in a complex manufacturing machine.
Once the common failure causes have been identified, greater detail can be included as more information is available. The most useful advice is to make a start. Be mindful that RCM is an ongoing process. Sure the initial set-up will take some effort, but once an initial
maintenance strategy has been established – the hard work is done.
Reviews and fine tuning of the strategy is the fun part and not time consuming. When reviewing performance from the previous week, use data from your CMMS to identify the worst performing item, do a quick Root Cause Analysis on the failure, and then incorporate any maintenance solutions into your RCM Strategy.
Tip provided by ARMS Reliability Engineers
May 22, 2008
Phased Reliability...Phased Assurance...Phased Opportunity...
Allied Reliability’s phased approach to a successful reliability initiative allows you to engage your Reliability initiative in manageable and measurable phases that result in a “shared vision” for all involved.
Phase 1 - Current State Analysis
Phase 2 - Path Forward Action Plan
Phase 3 - Implementation
Phase 4 - Sustainability
Find our more about Phased Reliability from Allied Reliability
May 22, 2008
Alignment Tip
Soft Foot on Multiple-Footed Machines
When checking soft foot on a machine with more than four feet, decide if you consider the machine frame to be compact and rigid (rather than massive and therefore too flexible.) If rigid, loosen all the middle feet, leaving just
those nearest the bearing housings tight. This way, you can treat it like an ordinary four-footed machine and still perform a normal soft foot check, diagnosis and correction, and once you’re finished, simply feeler gauge the
remaining loose feet in the middle and shim them accordingly.
Tip provided by LUDECA, INC.
ALIGNMENT * VIBRATION * BALANCING
http://www.ludeca.com
305-591-8935
May 22, 2008
Leadership Tip
Too busy for the People?
Meetings and administrative tasks got you tied down to the office so you never get out on the plant floor among the workers?
Recognize that managing and leading people is about creating relationships with them. Even as a Plant Manager, you can’t lead from behind a desk. To create a strong vibrant environment, you must get out and look for opportunities to engage people as individuals. As a minimum, commit at least an hour or two every week to walking the plant floor and listening to people.
Make it a point to randomly stop at workers asking them their thoughts about the current work environment, what THEY see as opportunities and how YOU can make their jobs better. On the first visit, if they vent, let them. Don’t try to defend a position, just LISTEN.
Use your next visit to positively rephrase their venting and explain why a position was taken, if needed. Realize that as a manager, you are higher on the telephone pole which in turn gives you much broader visibility to market conditions and the decision making process than they have at their levels. Remember that these visits are about creating relationships. Mix up the people you visit, change your routes, and don’t dodge those individuals you know to be loud and outspoken. Vary your visit times so you meet with individuals on the off-shifts.
By making yourself accessible on the individual’s level, you might be surprised at the level of responsiveness you get and how it becomes contagious.
Tip provided by Jeff Shiver, CMRP, CPMM
People and Processes
Tel: (843) 813-6198
Learn more about creating a strong vibrant environment from People and Processes
May 15, 2008
Maintenance Tip
Who is Responsible, Accountable, Consulted, and Informed? RACI can tell you!
When your maintenance team needs a decision made on changing a part or changing a process do they know: Who is Responsible, Accountable, who should be Consulted, and who should be Informed? When decisions need to be made or processes need to be changes at your facility, are YOU always sure who you should be seeking out?
Wouldn’t it be nice if just a quick glance at a chart could define just who is Responsible, Accountable, should be Consulted or only Informed? Just having all of these people identified formally for all processes and even for decisions when they need be made could be the difference between achieving your maintenance goals or running into obstacles at every turn.
If you are new to a maintenance team, you’re probably facing the frustration of learning the boundaries within your organization. That defeated feeling you have is only because you consistently go to the same people for the wrong thing and guess what? Everyone else is or has done exactly the same thing. Two or three phone calls later you might get to someone who is Accountable or Responsible….maybe. Seems like a real waste of time doesn’t it?
Imagine being a new manager and walking into a maintenance department, seeing a chart which clearly defines each process, who is accountable and responsible, etc. Maybe you could learn where your boundaries are in the new organization must faster rather than walking around blind for at least a few weeks or like I did once for a few months.
RACI Charting has been around for a long time, it seems so simple yet so few organizations use it. Maybe because they assume each employee will just “figure it out” over time. This idea of learning as you go doesn’t help – it hurts. RACI can empower your organization, create a streamlined decision-making process that everyone can understand. When you realize what a simple and powerful tool RACI can be, you’ll wonder why you never used it before or why you didn’t think of it first! Here are some basic rules of RACI.
• R – Responsible = this is the “doer”
• A – Accountable = the “buck” stops here
• C – Consulted = who needs to be consulted before an something happens (no option)
• I – Informed = Keep this person informed (no option)
Tip provided by By Ricky Smith, CMRP
Allied Reliability
Cell: 843-725-8378
May 15, 2008
Get the recognition your team deserves: Nominate your program for Uptime Magazine's PdM Program of t
Entry Deadline: June 2
• Best Vibration Analysis Program Award
• Best Ultrasound Inspection Program Award
• Best Infrared Thermal Imaging Program Award
• Best Motor Testing Program Award
• Best Lubrication/Oil Analysis Program Award
• Best Precision Maintenance (alignment/Balancing) Program Award
• Best Overall PdM Program Award
Who can enter? Any company with an active PdM program can enter. We expect that you have been performing some sort of PdM for at least one year. If you are just getting started – you should consider entering at this time next year!
How much does it cost to enter? Nothing. The fee is $0. Unlike other maintenance awards that charge thousands of dollars, this is not a commercial activity – it fulfills our mission to promote excellence in predictive maintenance. International entries are encouraged.
What do the winners get? Each winning company will get a handsome award trophy, two Denim PdM Award Winner shirts, a handsome Poster Board featuring your program to display at work, two free passes to PdM-2008 Predictive Maintenance Technology Conference, acknowledgment in front of peers at the award presentation and an exclusive invitation to a special winners award dinner.
Find out more about Uptime Magazine’s PdM Program of the Year Awards
