cp operational efficiency

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February 21, 2013 Operational Efficiency

Welcome to the CP Panel Discussion:Operational Efficiency

Mark your calendar for the 2013 CP Panel Discussion Webinars:

March 21, 2013: Energy EfficiencyApril 18, 2013: Cyber SecurityMay 16, 2013: Dust ControlJune 20, 2013: Pump SelectionRegister for the 2013 Series at: www.ChemicalProcessing.com/cpseries

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Moderator Traci PurdumSenior Editor ChemicalProcessing.com

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Moderator Traci PurdumSenior Editor ChemicalProcessing.com

Joining us today:

Sponsored by:

Bernie PriceCEOPolaris Veritas Inc

Renard Klubnik Applications Engineer Meggitt Sensing Systems


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Bernie PriceCEOPolaris Veritas Inc


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IMPROVING OPERATIONAL ACCURACY

(A Few Precepts)

The Journey to World Class Performance

Potential to Gaining 10% + OEEThe Error & Issues PyramidWhy Operating Accuracy is Critical to Success

Polaris Veritas, Inc


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ResponsiveWork

PlannedWork

Proactive & DisciplinedRoutine Problem Solving

Problem SolvingFocused Organizational

LearningNATURE OF BEHAVIOR

O P E R A T I O N A L

P E R F O R M A N C E

REACTIVE

PLANNED

PROACTIVEPRECISION

WORLD CLASSOPERATIONS

StableSustainable Cultures

TYPICAL ACTIVITIES FOR THE FOUR

STABLE OPERATING STATES

Lead/Com - 0Planned work 24/yr.

ORIGINAL MAT BYLEDET ENTERPRIZES

Error Rate1: 40

Error Rate 1 : 400 +


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TRANSITIONAL ORGANIZATIONAL CHANGE TOWORLD CLASS

T H E P E R C I E V E D N E E D F O R I M P R O V E M E N T

>

+ REDUCING RESISTANCE TO CHANGE TIME >

THE COMMITMENT THRESHOLD

UNAWARE

NON ACCEPTANCE

IT IS OK BUT

- TOO MUCH EFFORT

A C C E P T A N C E

E N T H U S I A S M

A F T E R E A R L Y W I N S

E M P L O Y E E E M P O W E R E M E N T G E T S S T A R T E D

W E I N V E N T E D I T H E R E !

INSTITUTIONALIZATION

ADOPTION & OWNERSHIP

IT ALL SEEMS TO BE WORKING ?

COMPLACENCY

DANGER ZONE

FORMING TEAMS & EXPLAINING PROCESS

AWARENESSSTARTS HERE

START PLANNING & SCHEDULINGIMPROVING COMMUNICATION

START CONDITION MONITORING

ROOT CAUSE ANALYSIS TEAM WORKING

DEVELOPING A PROBLEM SOLVING CULTURE

LINKING WRITTEN BEST PRACTICES TO FORMA PROCESS RELIABILITY MANAGEMENT SYSTEM

INCLUDES A STRONG AUDIT PROGRAM

UNDERSTANDING DEFECT ELIMINATION

90%

80%

75%

65%

65 %

< 60%

OEE

ERROR PROOFING



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FATALITIES

SERIOUS

MINORS &NEAR MISSES

UNSAFEBEHAVIOR

CATASTROPHICFAILURE

MAJOR UNPLANNED

PROCESSINTERUPTION

MINOR DEFECTS

EXTENDED PLANTS/D

SERIOUS PROCESSUPSET

MINOR DEVIATION AFFECTING OTHERPYRAMIDS

POTENTIAL ERRORSUNDETECTED

PRODUCT RECALL

MAJOR ISSUEBEFORE DELIVERY

ISSUE DETECTEDBUT RECOVERABLEIN PART

UNRECOGNIZEDDEFECTS




ONEPYRAMIDFOUR

FACES




SIMILARTECHNIQUES FOURFACES



Sources of Defects/Errors

Maintenance materials Maintenance workmanship Raw materials Equipment / Process Design

Operational Accuracy

7%18%

5%25%

45% +

Published research at MIT, DuPont and others discussesfive sources of defects and their ratio to one another:





Creating Awareness Errors are everywhere

Our (societys) negative and confusing attitude toerrors:

The banana skin

Funniest home videos= Pain, shame and

embarrassment for someone

Cover mistake up as quickly as possible


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Creating Awareness Limbic response Anger, Fear, Jealousy etc. Our addiction to the adrenaline rush

Action and thriller movies, etc.

The lightning fast limbic system will seek and create balance when there is none .

Frontal Lobes Rational Thought, Sense of Purpose, Aesthetic Appreciation

Like computers, the brain uses complex task sharing, short cuts and pastesinformation to speed operation (schema).

At any point in time, it might have multiple mental processes going on that you are notaware of and have no control of.

We have little personal control of how and why the brain does all of this.

Limbic responses frequently seize control of your mind - (cerebrum) rather than youcontrol it.

Frontal Lobe Hijacking Process Worry (Preoccupado) Stress, Fatigue AndBoredom makes the (downshifting) and error rate increase.


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February 21, 2013 Operational Efficiency Polaris Veritas, Inc

Creating Awareness & Non Penal

Workplace Some Limbic behaviors can destroy cohesion of the Large Team.

In football, nobody knowingly drops a pass.

In life, nobody knowingly makes an error.

But there still are many dropped passes and errors

Criticism, blame and punishment destroys teamwork

Refer to: www. Human Error. com - Professors Panko, Reppening, andStout www.serendip.brynmawr.edu

See Book Reality Check What Your Mind Knows but Isnt Telling Youby David L. Weiner


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STUDY ACTIVITY ERROR RATE

Baddeley &Longman [1973]

Entering mail codes. Errors after correction. Per mail code. 0.5%

Chedru &Geschwind [1972]

Grammatical errors per word. 1.1%

Dhillon [1986] Reading a gauge incorrectly. Per read = 1 : 200 0.5%

Dremen and Berry

[1995]

Percentage error in security analysts' earnings forecasts for reporting

earnings. 1980 / 1985 / 1990. That is, size of error rather thanfrequency of error.

30%

52%

65%

Edmondson [1996] Errors per medication in hospital, based on data presented in thepaper. Per dose. = 1 : 60

1.6%

Grudin [1983] Error rate per keystroke for six expert typists. Told not to correcterrors, although some did. Per keystroke.

1%

Hotopf [1980] S sample (speech errors). Per word 0.2%

Hotopf [1980] W sample (written exam). Per word 0.9%

Hotopf [1980] 10 undergraduates write for 30 minutes, grammatical and spellingerrors per word

1.6%

Klemmer [1962] Keypunch machine operators, errors per character 0.02% to0.06%

Professor Raymond Panko - The Human Error Expert


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W O R S E N I N G P E R F O R M A N C E E F F E C T I V E N E S S

( e r r o r r a

t e )

TASK LOAD& FATIQUE

1:2 5 (ORWORSE)

EXTREME STRESSAND THREAT

APPROACHING

LOSS OFCONTROL

HIGH STRESS

UPSET

OPERATINGCONDITION START UP / SHUTDOWN ACTUAL

< 1: 250

MODERATESTRESS

NORMAL ACTIVITY

LOW STRESS

EXTENDEDUNEVENTFULVIGILANCE -

INATTENTIVEBLINDNESS

WHENTHE FREQUENCY OF OPERATING ERROR (THERP)

OBJECTIVE< 1: 400


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When? (% Time Risk %) Low Risk - STABLE OPERATION (95% - 5%)

Extended uneventful vigilanceGetting locked into a sub routine (schema) - Inattentive BlindnessNormal activity Boredom

High Risk - TRANSITIONAL OPERATION (5% - 95%)

Start-Up and Shut-Down Continuous process plants Low level of Engagement Upset Operating Condition Emergency Operation Time of day / night

High Fatigue

Overtime - extended periods without breaks Counter progressive shift rotation Not warming up after long break lack of practice

Unfamiliar Team Make Up

Concentrate improvement effort on transitional situations after analyzing error patterns.


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RELIABILITY / LIFE REDUCINGSTEPS

When Are Most Errors Made-TRANSITIONAL HIGH RISK



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How can we improve? A system that works..

It must be non penal A method that most people are familiar

with

Assumes that Management has a major role in setting up the situation that allowserrors to be made



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Operator Lead Team - Primary Analysis Write down:

What/How the error was made When Where

Why Estimate the cost of making it. Then classify the error for later analysis (see list)

Lack of Planning Not enough Information, Lack of training, Lack of personal capability / attention / attitude / hurry / overload

Indicate if it is unique - personal to you, or latent or systemic. (Haveother people made the same mistake?)


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Dealing with our Errors as Individuals What/How: Hit a wayward shot Where: Approaching a green, ball lands among trees When: Anytime Why: Has an unrealistic belief in own golf skill Classification: Hurry / Judgment

Antecedent: Doesnt practice Conservative Decision Making

Behavior: Predisposed to rush / hurry. Inadequate level of Engagement

Consequence: Ball hit tree and bounced into hazard + 4 Strokes

Action to Eliminate Problem1. Solution Study and practice Conservative Decision Making2. Take lesson in course management3. Get more practice


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C O M P E T E N T P E R F O R M A N C E

OBSESSIVECOMPULSIVE

OVER CONTROL

NUMBERS OF INDIVIDUALS

WHO Error Rates for the 95%INDIVIDUALS GIVEN ADEQUATE TRAINING AND SUPPORT

EXPRESSIVE PERSONALITY

COPYRIGHT ALLRIGHTS RESERVED

A POKE YOKE APPROACH TO JOB DESIGN REMOVAL OF HURRY CONFUSION CLUTTER & STRESS

STRUCTURED ERROR REDUCTION / REVIEW PROCESS

SIMPLIFIED PICTORIAL S O P S

THE USE OF CONSERVATIVE DECISION MAKING PROCESSES


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OBSERVATION OF ERRORS

THE OBJECTIVE

VISIBLE

INVISIBLE

MANAGERS SEE ONLY8 OF 39,000

POTENTIAL ERRORS

THE NUMBER OF ERRORSHE CURRENTLY SEES

Need Root Cause Analysis

MINOR ERRORS

SERIOUS

MAJOR

COR RECTABLEERRORS

Need error proofing

FULLY ENGAGED HE SEES ALL THEERRORS + POTENTIAL ERRORS


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POTENTIAL OPERATING DEVIATION REPORT WEEK ENDINGSHIFT

(Optional)

MAXIMUM OF THREE ASSOCIATED DEVIATIONS

ANALYSIS COLUMN LEAVE BLANK

DESCRIBE SITUATION OR INCIDENT (50 WORDS) DO NOT INCLUDE NAMES

Report Observed Actual Situation or Activity with

Potential for Error - Example

Hey ! This looks like an bear trap to me ?


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THIS IS A BEAR TRAP

OFI # 8431

Date ReportedOriginators ManagerQHSE OFIReporting

SystemSUMMARY INFORMATION Potential Operating Error Describe in 50 words or less ________________________________________________________________________ Product qualityOperational Process >>>

Audit FindingSupplier QualityCustomer Complaint

__________________________________________________________________________________________________________ KEY PHRASE Potential Operating error

__________________________________________________________________________________________________________ Remedial Action What it will take to fix the problem Time and Money and when it will get done and by whom KAIZEN TEAM

Action Results of Action-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Investigation General comments

__________________________________________________________________________________________________________ Root Cause - Quick Phrase

__________________________________________________________________________________________________________ Corrective / Preventive Action fill out after job complete

Actual Dollars Spent and saved



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Some Typical Operational Mistakes Missing a step from a procedure Misreading a gauge Not sealing (or reporting) process

leakages / blockage Using incorrect tool or apparatus Over / under fills vessel or tank Not receiving or passing on a report from

interfacing shift team Transposing digits in a number series Incorrectly positioning valves Repeatedly resetting an alarm or other

protective devices without action Slow delayed required action Not turning off idle equipment Not making a decision when one was

required Ignoring a process oscillation / instability Failure to notify others of observed

defects Misunderstanding a request and not

asking the instructor to repeat request

Change room shift changeovers Operating equipment without understanding or

authority not having been trained Not leaving something in a secure mode Operating something too fast or slow Removing a safety device or identifying tab Operating equipment known to be defective

without reporting it Improper feed rate or load Adding wrong material to batch Working on equipment while it is running Not referring to operating procedures as

required Not using (and signing) the correct checklist

where one exists Not preparing equipment / work permits for

repair after written request Not understanding and being afraid to ask

about the chemistry or physics involved Interrupting another person in the middle of a

complex task


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Error Proofing The Issues Why Operator Lead ? Endemic denial, cover-up and collusion around personal error (for good reason)

Need a method of understanding and determining thetrue sources and nature of the errors

Need a means to let the operating teams themselves focus on thebehaviors problems and reduce the number and severity of errors they makeover the long term

This is CRITICAL if the level of ENGAGEMENT is to be lifted

We use approaches and techniques first developed for safety improvement

The methods work on all four - Safety, Quality, Operations and Reliability

There are four inextricably linked triangles >>>>>> Polaris Veritas, Inc.


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Having Collected the Data - the Analysis Phase

Use the process facilitator and theOperator team Leader



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Classifying Mistakes The Ten Buckets Not understanding the consequences of the action. Not using

conservative Approach - judgment. Lack of clear work instructions Cluttered Presentation

Confused Priorities Inadequate person-to-person and person-to-group communication Insufficient individual knowledge, accountability or skills training Inadequate tools and equipment Lack of a well defined Standard of Performance Lack of personal capability / attention / attitude / hurry / overload Lack of understanding of the risk of and management of change

Insufficient recognition of appropriate effort * Lack of Tactical Administration (identifying the periods and

individuals for High Level Engagement) - Leadership (vision) ** These are linked


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Reducing the potential for error A kaizen like process

Managed by operators for operators



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Renard Klubnik

Applications Engineer Meggitt Sensing Systems


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Operational efficiency

Where does vibration monitoring fit in?

Operational efficiency represents the life-cycle cost-effective mix of preventative, predictive and reliability centered maintenance technologies.When combined successfully with equipment calibration, tracking andmonitored maintenance management can target reliability, safety, andsystem efficiency.

In terms of vibration monitoring, operational efficiency includes how machinefaults are handled and how that effects the facilitys bottom line.


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Managing vibration

The first step to operational efficiency

Treating each piece of rotating equipment as an asset Every asset has a value associated with it Asset value will be related to its importance to

manufacturing process Documenting the vibration level of each asset Determining the significance of the vibration level of each

asset Use known standards (ISO 10816) Compare within your own facility (or corporation)

Determine the extra cost of running an asset at a highvibration level

Operational cost for keeping a unit in service Repair/maintenance cost


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Technologies for improving efficiency

Vibration

Thermography

Alignment

Oil analysis

Wear particleanalysis

Motor currentanalysis
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=wbXIwBFc1m_PRM&tbnid=iyeLbcneWn-S6M:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fpredtec.com%2Finfrared.html&ei=pZIeUf3AAsSTqwG3oIHYCg&psig=AFQjCNHQM-prdnD4H1CSGLiDoV_2yU21xA&ust=1361044517184520http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=GTLF_l0xlfUVCM&tbnid=8B8kSp7PlxncgM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.vibrationsound.me%2Fservices.htm&ei=32QeUYaOM8TdqQGhjYHICw&psig=AFQjCNErt_hqZLH9zVytKKvWEvVsGuOZ3g&ust=1361032799877649http://www.google.com/url?sa=i&rct=j&q=oil+analysis&source=images&cd=&cad=rja&docid=wtCu3x-LUzIhtM&tbnid=vHF7hL21h_f8tM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.avomeen.com%2Findustries%2Fmaterial-testing-services%2Foil-analysis-testingservices&ei=UVIeUfGGAePS2QWf-oHYBA&bvm=bv.42553238,d.b2I&psig=AFQjCNE6BHMpoZuqYGMYJzRyJhsLmaScvA&ust=1361027992448955http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=t1lBXhZkS4Kq4M&tbnid=HftnGPDEs9M49M:&ved=0CAgQjRwwAA&url=http%3A%2F%2Freliabilityweb.com%2Findex.php%2Farticles%2Fppm_distribution_is_it_better_than_iso_code_for_interpreting_particle_count%2F&ei=cWQeUZmYFsrvrQH-l4GIBw&psig=AFQjCNGsJ6uDdNTesUqxrugO3V_DUJUvsQ&ust=1361032689412703http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=-4PwJ5mzhdEWxM&tbnid=tDYIO__YRt4ECM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.easylaser.com%2FSHAFT_D480.htm&ei=gmMeUcySFqiiyAHp5ICAAg&psig=AFQjCNG27lHykElu-q3b7HgBQf8i3aaM7g&ust=1361032450395551http://www.google.com/url?sa=i&rct=j&q=vibration&source=images&cd=&cad=rja&docid=SNxLfjRuOVQPmM&tbnid=e1p1dCL480jenM:&ved=0CAUQjRw&url=http%3A%2F%2Fndnr.com%2Fweb-articles%2Fmindbody%2Fgood-vibrations%2F&ei=o1EeUe_GFenM2gW-soDgCA&bvm=bv.42553238,d.b2I&psig=AFQjCNEHxoOndMpjcdVCv68qL85GcxrZRg&ust=1361027861840246


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Why choose vibration?

It has been stated by more than one source that the vibration signal containsthe most non-intrusive information about the condition of a machine


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Why choose vibration?

Of all the technologies available, vibrationanalysis casts the widest net of capturingthe most machine faults

A partial list of faults that can be detected

with vibration Balance Alignment Roller bearing wear Looseness Gearbox faults Oil whirl Pump cavitation Structural resonances Motor rotor & stator problems

(loose rotor/stator slots) All or anyone of the above can contribute

to poor efficiency


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Maintenance programs

Maintenance programs are usually grouped into three categories

Reactive 55%Preventive 32%Predictive 13%

This breakdown is opposite of what it should be...


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Setting up a reliability centered approach

Looks at maintenance as manageable cost not necessary evil Run to failure cost $$$

Unscheduled down time Higher wages (overtime) Lost production Unsafe conditions for the machine and personnel

Estimated savings on energy bills of 5-20% for plants that use some form of reliability centered approach


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Reactive maintenance programs

A run till it breaks mentality

Advantages Appears to be low cost because nothing is

spent until a unit fails

Disadvantages Increased cost due to unplanned downtime

of equipment High labor costs, especially if overtime is

needed Cost with repair or replacement of

equipment is usually higher due toexpedited last minute purchases

Possible secondary equipment or processdamage from equipment failure

Inefficient use of staff resources
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=QmVNL70K1QNmQM&tbnid=FcYk8mxTXgkCbM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.chinadaily.com.cn%2Fregional%2F2008-06%2F12%2Fcontent_6756385.htm&ei=0mUeUb_RCI_aqQGgkICoAw&psig=AFQjCNGmi7P7umEiisU3vCPzMF3QKdUabQ&ust=1361033042173946


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Preventative maintenance programs

Actions performed on a time- or machine-run-based schedule that detect,preclude, or mitigate degradation of a machineAdvantages Cost effective Flexibility allows for maintenance

periodicity adjustment Increased component life cycle Energy savings Reduced equipment or process failure Estimated 12-18% cost savings over

reactive maintenance programs

Disadvantages Catastrophic failures can still occur Labor intensive Includes performance of unneeded maintenance No data collected from machines Work can be pushed off by other needs
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=UfX-tv7QVPUEZM&tbnid=yBeNZO0vRETtGM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.docstoc.com%2Fdocs%2F21100727%2FFabricated-Examples-Planned-Preventative-Maintenance-Schedule-200910&ei=-WUeUa6vH4fMqAHg1ID4Cw&psig=AFQjCNFc63-MhrUBtXq1QvA3kOhRtl6MDA&ust=1361033081583347


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Predictive maintenance programs

Measurements that detect the onset of a degradation mechanismAdvantages Increased component operational life/availability Allows for preemptive corrective actions Decrease in equipment or process downtime

Decrease in costs for parts and labor Better product quality Improved worker and environmental safety Improved worker moral Energy savings Estimated 8-12% cost savings over predictive maintenance program

Disadvantages Investment in diagnostic equipment Investment in staff training Savings potential not readily seen by management
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=nZBPhpRLE_FUrM&tbnid=XneChlcD_Sh32M:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.machinediagnostics.net%2Fpredictive-maintenance-company%2F&ei=hoEeUbnyA-qr2AWVoIDQCg&psig=AFQjCNHURo3uYw3FaJQ6gDBIap6xNnK4jg&ust=1361040134109573


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Do machines need to be monitored?

Consider the total cost of the machine Consider the cost of placing the asset on

a condition monitoring program View the cost in terms of lost production

plus repair cost Most successful plants using a balanced

approach use Predictive (all technologies) 45-55% Preventative 25-35% Reactive 10%

This is opposite of what must studies showto be the actual breakdown of thesetechnologies


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Predictive (vibration) programs

What types of vibration monitoring programs make sense for your plant?On-line monitoring

Permanently installed sensors with constant dataacquisition

Ability to store vibration data automatically for historicalrecords

Post fault- identify behavior that led to a fault Pre fault- take correction action to avoid the fault

Shut down capability real time decision makingprocess to prevent any type of catastrophic failure

Costly- >$100,000 in install and maintain Training cost Requires cost of machinery monitored to be

>$1MM or lost production to be of equal magnitude


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Hand held route based programs

Labor intensive Possible permanently installed sensors for high risk locations Trending of vibration based on machine characteristics Historical record of data possible Does not provide shut down capability Equipment and on going training cost

Initial investment hardware and training >$50,000 On-going training >$5000/yr/person
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=iuyij_3Z-J8sJM&tbnid=7sltOyKi0oly2M:&ved=0CAgQjRwwADhL&url=http%3A%2F%2Fwww.hazardexonthenet.net%2Farticle%2F23863%2FHandheld-condition-monitoring-device-detects-imbalance-in-critical-tanker-exhaust-fans.aspx&ei=GoIeUc_ADMqd2QXg34GABQ&psig=AFQjCNEV_cH0Itn3YmXCWj0WkJ4hbuvIOw&ust=1361040282248431


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Loop powered sensors , 4-20 mA signal

Process industry interface Provide continuous indication of vibration level Does not provide detail of vibration, only overall values Overall values used for decision making on go/no basis Minimal cost to implement and maintain


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Benefits of implementing some sort of vibration monitoring program

Increasedmaintenanceproductivity

Reducedequipmentdowntime

Savings withlower material

Monthsaveragepayback


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How to implement operational efficiency at your facility

Increase management awarenessManagement buy in and awareness is crucial

Develop a maintenance mission statement Formulate a maintenance plan Integrate key members from other departments that can participate
http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=pvYJRuT-BxVNWM&tbnid=9FHYu2TRrtzn5M:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.paintsquare.com%2Fnews%2F%3Ffuseaction%3Dview%26id%3D6310&ei=gZYeUaDAAeuq0AH-pIDoCw&bvm=bv.42553238,d.dmQ&psig=AFQjCNG6j9MflNoYqyr9YPrWUkRClGYoxQ&ust=1361045501103126


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How to implement operational efficiency at your facility

Track operations and maintenance activities Commit to tracking operations and maintenance activities by identifying your

troubled equipment and systems Make a list of these systems and prioritize them in terms of criticality Commit to addressing at least one of these troubled systems

Begin base-lining System operations and history System maintenance and history System costs, time to service, downtime, resulting overtime, etc.

Commit to implementing some form(s) of diagnostic, metering, or monitoringequipment Commit to trending the collected tracking and diagnostic data Take to time to understand the data Develop appropriate cost justification metrics (usually plant specific)


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Broadcast your success within your organization!

Select, request funding for, and complete first Operational Efficiency project Start small, pick a project that will be a winner Carefully document all findings Present success in terms management will understand

Strive to highlight this success Capitalize on visibility opportunities Consider writing an internal success story/case study

Choo se the next p iece of equipm ent. ..and repeat!
http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=DMDWdJTSxUeKIM&tbnid=4NwYT7WMkTHdLM:&ved=0CAUQjRw&url=http%3A%2F%2Finfo.smglobal.com%2Fblog%2F%3FTag%3Dpreventive%2520maintenance%26BBPage%3D1&ei=_IMeUbaaJcTD0AG444Ao&bvm=bv.42553238,d.dmQ&psig=AFQjCNGbpiki8loFxn-X8BuM5pXk1aJO-w&ust=1361040758189715


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Webinar Sponsored by:

Bernie PriceCEOPolaris Veritas [email protected] 280 0550 (Office)281 793 5643 (Mobile)

Renard Klubnik Applications Engineer Meggitt SensingSystems

Questions for our Panel?

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