The practice of reliability has many tools, processes and methodologies that can and should be implemented within a facility. Try as we may, it is usually not possible to implement and sustain all of them. So the challenge quickly becomes deciding which aspects of reliability to implement and in what order!
Implementation and enforcement of standardized work procedures is a very critical aspect of reliability and should be at the very top of your list of required reliability tools! Standard procedures focusing on fundamentals such as proper torquing, alignment, balancing, bearing installation, and equipment installation, should be in place. In addition, standard procedures for work request, work approval, planning, scheduling and work execution should be implemented as well.
Make sure that standard procedures are in place to execute the reliability methodologies at your facility. Otherwise, your site may always find it difficult to achieve sustainable and best practice maintenance and reliability.
Why? Unfortunately, people are usually the biggest obstacle we face in our jobs. People do not like to change, forget or misunderstand what needs to be done. Standard procedures will help ensure that reliability processes are routinely followed and things do not fall backwards to the unreliable way they have always been done. Additionally, it will provide the ability to track how well your facility or company is doing at implementing, executing and maintaining the reliability practices desired.
by Trent Phillips CRL CMRP - Novelis
As Published by Uptime Magazine August / September 2016 issue
The foundation of any great reliability effort is the reliability culture within the organization that sustains it. Everybody within the organization must be aligned with its ultimate goals and mission for the reliability effort to succeed. Therefore, the mission and values must be clearly communicated, with reasonable expectations for compliance.
A holistic approach to reliability-centered maintenance (Rcm) relies on good asset condition management (ACM). This, in turn, relies on accurate condition-based maintenance (CBM), which can only happen with good data. Planning and scheduling (Ps) personnel cannot do their job properly if the maintenance technicians do not feed good data into the system in a timely manner. So, one of the first steps must be to invest in a good enterprise asset management system (EAM) or computerized maintenance management system (CMMS), train all plant personnel in how to use it effectively and impress upon them how they as individuals are important to the overall reliability effort. Remember, the reliability effort relies as much on good data as the culture of cooperation that stands behind it and supports it. Everybody in the organization must understand the importance of their individual role in the wider mission of the organization and, in particular, their interaction with this data system.
Plant management must understand and respect the fact that the boots on the ground (i.e., their technicians and operators) are their best source of information. They are the ones that wrestle with the day-to-day problems and fix them. They know how the machines should sound, smell and feel. Respect their expertise and their opinions. Train your technicians. Invest in quality competency-based learning (Cbl). The knowledge and experience gained will pay off multifold in advancing the entire reliability effort. Give them the tools to do their job right. This means buying a good laser shaft alignment system, vibration analysis tools, and ultrasound leak and corona detection systems. This CBM approach will allow your organization to optimize the preventive maintenance effort (Uptime Element Pmo) required to deal with the problem.
Read the full article to learn how you too can take your reliability efforts to the next level within your organization.
by Alan Luedeking CRL CMRP
Does your maintenance staff have to wait on parts, wait for the equipment to be available, search for tools to do their job, work lots of overtime, travel long distances to the job, etc? Most maintenance staff work in pairs. This means that when you see one of your maintenance staff struggling to do his job, then his counterpart is struggling as well. What is the result? You may have a hidden cost (twice the labor) that you did not realize!
What can you do to avoid this? Make sure that your work is correctly planned. Job plans should be created, and be accurate and available. The required parts should be staged once the work is planned. Machine drawings, special tools, permits, etc., required to complete the maintenance activity should be identified in the job plan and be available as part of the job kit. Once all of this is done the work should be scheduled. These steps will help your maintenance staff focus on work and not on searching for the resources they need to complete their assigned maintenance tasks. You will save money and have more reliable equipment.
by Trent Phillips CRL CMRP - Novelis
Guest post by Jeff Shiver, Founder of People and Processes, Inc.
As a maintenance planning and scheduling professional, I am often asked how to schedule maintenance activities when production is 24/7 or 24/6. An important question is whether the 24/7 operation is driven in part by a lack of reliability or if the organization is proactive and actually capacity constrained. In either case, the challenge is finding windows for work with the equipment stopped or shutdown.
- Failure to identify smaller windows for work
- Give work to operators
- Lack of partnership between the operations and maintenance group
- Get the work done right
- Make resources available
- The right focus on preventive maintenance (PM)
- Identify failure
- Act, don’t react
- Don’t defer PM tasks
- Failure to take advantage of unplanned downtime for proactive work
- Manage the backlog
- Lack of effective coordination between the crafts
For more details, please read the full article.
by Yolanda Lopez