is a qualitativ e method to establish and rank equipment
criticality at sy stem and tag lev el without considering indiv idual
maintenance cost is v ery high
ef f ect of f ailure is catastrophic health,
saf ety , env ironmental, customer-related
Equipment has redundant but its f ailure
would increase risk of loss av ailability
break = reduce production capacity
break = other equipments shutdown.
Equipment which its maintenance cost is high
ef f ect of f ailure is low or negligible
T op 10 - Historical failure patte rns
T op 10 - total maintenance cost reports
MT BF is very useful indeed for seeing
where the problems are, and how big
they are, but is it quite useless in
determining why the failures are
occurring and what, therefore, could
be done to prevent them.
Asset Management.mmap - 26-10-2009 - Mindjet
machine f ailures. The points-based sy stem uses sev erity and
f requency of f ailures in saf ety , env ironment and production, and
deliv ers a relativ e criticality ranking.
break = Production break
Vital Equipments:
Ve ry important Equipme nts:
O the r Equipments:
EXAMPLE
Raw Material Shortage
Sales Demand
Acts of Nature
Utility Shortage/Outage
Permit Limitations
Planned Shutdown or Turnaround
Process Control
Standard Operating Procedures
Product Q uality
Equipment Failure
Optimum run lengths between shutdowns
Reliability , ef f iciency & longev ity combinations
Reliability Leadership and Planning
Reliability Modeling and Equipment Risk
. A suitably trained human brain is
still one of the best possible methods
for spotting incipient trouble.
There has been considerable over-selling of
on-line condition monitoring,however; the
Asset Management approach considers the
crude but cheap options of operator
monitoring or visual inspection quite
objectively in comparison to the high
technology (and high cost) approaches.
On-line monitoring with neural
network assessment of incoming data
Diagnostic guidance (what to look for,
based upon previous discoveries and
the symptoms available so far)
T op of the range: Computer-based job
planning, integrated resource
allocation and smoothing, dynamic
scheduling
spares consumption
Reports
use of Mean T ime Between Failures
as a reported statistic
balanced scorecard - what is the
right balance?
Failure Modes & Effects Analysis and
Root Cause Analysis are needed to
investigate problems and identify
feasible solutions or improvements.
culture of asking why?.
Cost/risk/performance evaluation of
the possible options,best combination
of costs, risks and performance, with a
whole-life view of the infrastructure?
what if? analysis, system
performance simulators, cost/risk
trade-off calculators, project life cycle
costing and investment prioritisation
tools.
Identify equipments
Critically
Criticality analysis
Work well
Need to improv e
Implement
Equipping engineers to become
businessmen
Introduction
structured methods for handling
reliability, performance, maintenance,
safety, environmental impact,
customer & public image, staff
motivation
AU = ( actual output / maximum capacity ) *100
Opportunity Gap = maximum capacity - actual output
Equipments were ordered according
to the needed availability and
reliability which could meet plant
availability and reliability
accordingly.
the causes for the losses can be charted based Company Tag no. core procedure
Allocate a standard equipment
on the impact to the business, and reliability numbering which is called tag no.
efforts focused on eliminating the cause(s)
Metrics Equipments specification sheets
Equipments spare part list
Equipments installation procedure
Equipments operational manuals
Maintenance Reliability requested a complete set of documents: Equipments maintenance manuals
Excellence Planner including services intervals
Certificate of origins
Equipments start up procedure
Reliability/Risk (specific events, such as equipment
failures or safety incidents,comprising
frequencies/probabilities x consequences)
Operational Efficiency (performance while operating,
Knowing where losses occurred, i.e. the levels such as energy/materials consumption and volumes or
of measurement, is fine for reporting quality of output)
purposes,
Life Expectancy (deferment of capital expenditure,
Budget topic standard Form
cost of money etc.)
Balanced Scorecard approach Compliance (regulatory, safety, environmental)
Shine factors (public and customer impression,
employee morale etc)
Investments, Designs & prov ides better assessment of
long-term cost ef f ectiv eness of projects
Spares & Materials Modifications than can be obtained with only f irst costs
decisions.
Includes its cost of acquisition,
operation, maintenance, conv ersion,
and/or decommission.
The process determines what The pay back method uses the
is required f or an asset to keep ($capital cost)/($benef it/y ear) ratio
f ulf illing its intended f unction in
This usually emerges as a 2-tier plan -
its present operating context.
a short-term realisation of known
RCM is ef f ectiv e in deliv ering a
opportunities and quick wins, of ten
roadmap of appropriate tasks,
obtained by rationalising and coordinating
f requencies, man-hours and
existing f ragmented good practices, and a
skills mix. Lif e Cy cle & Asset Replacement longer-term programme of f undamental
change (ty pically a 3-5 y ear or longer
horizon).
Optimum ef f iciency prof iles ASSET MANAGEMENT Equipment selection
(Creating shareholder value through
Vendor comparisons
enhanced factory efficiency)
Capex/Opex trade-of f
Reliability Centred Maintenance
Sy stem conf iguration
Repair v s Replacement
Lif e extension projects
Optimum PM interv als
PM task ev aluation Equipment upgrades
PM opportunities Process changes
Prev entiv e Maintenance
Time v s usage based PM Procedure changes
Optimum shutdown interv al Technology updates
Ef f iciency improv ements
Inspection & CM interv als
Cost/benef it analy sis Problem priority /urgency
CM cost/benef it justif ication
CM methods & perf ormance Problem-solv ing ef f orts
Inv estment pay backs
Failure f inding inspections
Saf ety risk exposures Compliance requirements
Public image/morale activ ities
Silo thinking - departmental or
Predictiv e/Condition Monitoring regional barriers, preventing
Active monitoring by operators collaboration and shared solutions.
Short-term ism - especially in
outsourced or project work, where
success is often measured as on time
and on budget, irrespective of
subsequent performance and value.
1. Project Engineering wants to
minimize capital costs as the only criteria,
2. Maintenance Engineering wants to
minimize repair hours as the only criteria,
Optimum timing and interv als
3. Production wants to maximize uptime
Work groupings Conflicting Perform ance hours as the only criteria,
Measures - one group can only
4. Reliability Engineering wants to av oid
succeed at the expense of another:
f ailures as the only criteria,
even balanced scorecards can
Work Management & Shutdowns 5. Accounting wants to maximize project
reinforce such competing priorities.
3.2.1 Fixe d-interval tasks net present v alue as the only criteria, and
6. Shareholders want to increase
Ev aluation of Opportunities
Challenges stockholder wealth as the only criteria.
Scheduling and task alignment
Business skills for engineers-
engineers do not traditionally speak
Empowered Workforce the same language as the finance
director!
risk reduction measures av oiding the
hazard and demand rate Risk Evaluation - the rational and
consistent identification,
BASED on the probability of f ailures and
taking credit f or lev els of redundancy in quantification and management of
saf ety sy stems to ensure maximum HAZOP ANALY SIS commercial, technical, safety or
av ailability of protectiv e equipment customer/public perception risks.
Saf ety sy stems serv ice test
Fire-fighting - in two respects: the
reactive workload is too great to allow
Assessment Tools
time to think, and/or competence in
a crisis is recognised and rewarded
(even at the expense of avoiding the
fires in the first place).
What are the proble ms and Data - too much of it, not enough of
opportunities? it, inadequate quality or the wrong
sort: and what is it used for anyway?
Problem finding & investigation
Why is the re a proble m, and what
can be done about it?
What is worth spe nding, when?
Root Cause Failure Analysis
Lifecycle Costing/Engineering
Asse t Re giste r-
checklists.
Pe riodic inspe ction
identif ies equipment f ailures and
consequences by examining way s a
component or machine can f ail; causes
f or each f ailure mode; and ef f ects of each
f ailure.
Analysis (FMEA)
To prov ide a high quality outcome, the
analy sis examines risks of regulatory
categories; f ailure consequences;
remaining lif e prediction and equipment
deploy ment. The analy sis includes
corrosion management and inspection
interv als optimization to conf orm to
industry specif ications and legislation.
Risk Based Inspection (RBI)
process empowering operators to be a
proactiv e resource to contribute to a
company -wide maintenance strategy .
Enabled by automated technologies,
operators perf orm tasks that include
process parameter inspections, minor
adjustments,and general observ ations of
machine perf ormance. An SKF ODR
programme enables operators to
accurately and consistently record, trend,
store,communicate and act upon process
and inspection data to generate
improv ements in process av ailability
Operator Driven Reliability
Life Cycle Costing (LCC)
Repair v s Replace options