what’s in your maintenance wallet? · 2016 annual conference. safety moment brown and caldwell 2....
TRANSCRIPT
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What’s in Your Maintenance Wallet? Ohio Water Environment Association2016 Annual Conference
http://www.ohiowea.org/index.phphttp://www.ohiowea.org/index.php
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Safety Moment
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Brown and Caldwell• National Leader for Utility Performance Operations and Maintenance
Orange County Sanitation District 23 Years• Maintenance Manager
Education• Masters Degree, Public Administration • Bachelors Degree, Business Management
Certifications• Certified Maintenance Reliability Professional (CMRP)• CWEA Grade IV, Maintenance Technologist and Collections Management • Environmental Sustainability Professional (ENV SP)
Associations• CWEA Past-President• CWEA Past-Chair of the Technical Certification Program• WEF Utility Management and POM Committees
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Simon Watson
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Los Angeles
San Diego
OrangeCounty
471 square miles
200 MGD
2.5M population
21 cities, 3 special districts
2 treatment plants
15 pump stations
OCSD Service Area
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Reclamation Plant No. 1Fountain Valley
Treatment Plant No. 2Huntington Beach
Orange County Sanitation DistrictFacilities in Southern California
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• Know the right maintenance is being completed• Could provide reports to the regulators • Justify staffing and other resources• Partnership with Operations• Planned maintenance• Reduction in Emergencies, Backlog, Overtime• Ability to double the size of the plant without increasing
staffing
Why Advance your Maintenance Program?
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• Reactive in Nature• Unreliable Equipment• Increased Maintenance Cost• Negative Impacts to
Customers• Lack of Understanding of
Roles and Responsibilities• Frustration
Life Without a Well Developed Maintenance Program
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• Take advantage of CMMS• Standardized Processes• Clear Roles and Responsibilities• Effective Use of Resources• Performance Measures• Good Documentation• Improved Equipment Reliability• Less Frustration
Life With a Well Managed Maintenance Program
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Time to Step Back and Evaluate
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MissionPurpose
Statement
VisionWhere do you want to be
in 5 years?
GoalsAction Plan
Begin with the End in Mind…
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• Where do you want to be 5 years from now?• What do you need to do in order to achieve that vision? • Do the current structures, processes, policies, and
support systems support achieving the vision?
What is Your Vision?
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Vision StatementProvide exceptional asset management, reliable power and equipment working in a MANAGED ENVIRONMENT and being ACCOUNTABLE for and DISCIPLINED in the work we perform.
Maintenance Vision
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• Managed Environment – Plan and schedule all activities. Insure parts and resources are always available to complete the work on the scheduled date.
• Accountable – For the work we perform, actions we take and financial impacts.
• Disciplined – Properly trained employees doing the job the right way the first time. Paying attention to the details in completing tasks. Being consistent in the application and enforcement of policies and procedures.
Definitions
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• Managed Environment• Plan and schedule all work: PM, PD, CA, CN, and CM• Develop a predictive maintenance program• Develop reliability centered maintenance program
• Accountable• Provide reports to monitor performance• Provide financial reports for maintenance cost• Measure knowledge, skills and abilities
• Disciplined• Provide relevant technical training• Provide tools to perform the work• Provide clear and consistent policies and procedures
Goals for Achieving the Vision
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• Equipment Data• Work Order Control• Well Defined Maintenance Practices• Materials Control• Policies and Procedures
Five Core Building Blocks of a Maintenance Program
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Do You Know What You Own and Need to Maintain?
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The “WHAT and WHEN”
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CMMS systems - manage the detail of both assets and the work performed
• Detailed asset inventory• Maintenance history• Maintenance and budget
planning tool
• Generates reports• What you’ve done, what
you have to do
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Five Building Blocks:Where does the CMMS Fit In?
1. Policies and procedures
2. Equipment data
3. Work order control
4. Maintenance practices
5. Materials controlCMMS systems strongly support these
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Asset IDAsset NameTypeDescription/FunctionDesign TypeDesign VoltagePhaseRated AMPsHPWatt/KWRPMService FactorEfficiency Power FactorThermal ProtectionY/NAmbient Temperature (Max.)Design CodeNEMA Insulation ClassFrame numberDrive End Bearing #Non Drive End Bearing #Serial numberModel numberSizeFrame numberMonth/Year ManufacturedFailure AnalysisIncluded in Criticality Model?Y/NDrive End BearingBearing manufacturer Drive End BearingBearing numberOpposite Drive End BearingBearing manufacturer Opposite Drive End BearingBearing numberOwnerInstallation CostPurchase CostPurchase dateExpected life (years)Mean Time Between Failure - Hours Average Monthly Use - HoursTotal Usage - Hours
Each individual asset has its own set of detailed information
WARRANTY INFORMATIONShipping date
WARRANTY INFORMATIONStartup date
WARRANTY INFORMATIONEffective date
WARRANTY INFORMATIONDuration (months) 100%
WARRANTY INFORMATIONExpiration date
WARRANTY INFORMATIONDuration for reduced coverage
WARRANTY INFORMATIONDuration for reduced coverage #2
WARRANTY INFORMATION(Warranty PDF)
WARRANTY INFORMATIONComments
LOCATION INFORMATIONAddress
LOCATION INFORMATIONCity, ST, Zip
LOCATION INFORMATIONLocation
LOCATION INFORMATIONArea #
LOCATION INFORMATIONSub - Area
LOCATION INFORMATIONRoom
LOCATION INFORMATIONLevel
LOCATION INFORMATIONDirection
LOCATION INFORMATIONGPS - Latitude
LOCATION INFORMATIONGPS - Longitude
MANUFACTURER
MANUFACTURERAddress
MANUFACTURERCity, ST, Zip
MANUFACTURERPhone #
MANUFACTURERFax #
MANUFACTURERemail
MANUFACTURERWeb site
VENDOR
VENDORAddress
VENDORCity, ST, Zip
VENDORPhone #
VENDORFax #
VENDORemail
VENDORWeb site
Notes
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Purchase Cost, Date and Expected Life & Owner!
HP, Voltage, RPM
Serial Number, Model Number,Year made
Warranty Information –Effective Date, Expiration Date
Manufacturer & Vendor Information
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You Need Clean & Standardized Data
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Houses asset data
Scheduling & executing WO’s
Transaction history
Comparative reporting
R&R Planning
Replacement
CMMS can track the full life of each asset and report on it (across all assets)
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Benefits of a CMMS fully populated with asset and work information can include…
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regulatory compliance
support
ability to report across groups of assets
streamline and focus work management
systematically prioritize work and record work history
good data to other systems
(e.g. financial or HR/staffing/Training)
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Maintenance Strategies
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MAINTENANCE EXPENSE
Get Control of Maintenance Activities
Collaborative ownership of the assets
Employ Technology & Condition-Based Maintenance for Early Defect Detection
Eliminate Defects During Commissioning & CM
Reliability and Continuous Improvement!
Firefighter Mentality – expensive, unreliable
REL
IAB
ILIT
Y %
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Equipment Failure Curve Get Ahead of It!FailureStarts
Maintenance Strategies
Equipment Fails
COST TO REPAIR
Early problem detection with PdM
TIME
CON
DIT
ION
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How do you know what maintenance to do?
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• Vendor Equipment Manuals • Staff Knowledge • Environmental Exposure• Past History• Reliability Centered Maintenance (RCM)
Resources for Developing Maintenance Task
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• What are the functions and quantified performance standards of the asset in its present operating context?
• In what ways can it fail?• What causes it to fail?• What happens when it fails?• Does it matter if it fails?• Can anything be done to prevent or predict failure?• What if we cannot prevent or predict the failure?
Consider RCM Light
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RCM Outputs
• Maintenance plan• Criticality ratings of assets• Optimized standard times and frequencies for
maintenance activities• Work procedures or routines
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• Preventative Maintenance (PMs)• Predictive Maintenance (PDMs)• Run to Fail (RTF)• Want to comply with warranties
and perform the RIGHT amount of maintenance over the asset life-cycle
Maintenance Strategies
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Preventative Maintenance Work Order Process
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• Personnel• Duration• Tools/Equipment• Materials• Parts• Tolerances/
Thresholds
Work Plans
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Preventative Maintenance Staffing Needs
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1. Estimated2. FTE requirement based on 1,500 hours/year/employee directly on PM tasks
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• All work should be planned• Planning
• Resources available• Work/job plan is complete• Everything is ready to go
• Scheduling• Planner Scheduler works with operations to set schedule• Supervisor assigns staff
• Planner should not be the purchasing person
Planning and Scheduling
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• Two weekly Meetings Monday and Thursday• Operations• Maintenance• Construction
• Work was being planned out 30-60-90 days• Operations set the schedule
Planning and Scheduling
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• All items should be associated with an asset(s)• Formal add to stores process• Min/Max levels should be reviewed
• Determined by equipment criticality• Lead time
• Dormant stock review• Kitting parts?
Materials Management
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• Was the work completed on schedule?
• Could someone else do just as well given the same work order?
Answers Should be Yes…
• Was everything needed available?
• Did you have the right tools for the job?
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Precision Maintenance
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Precision Maintenance
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Precision Maintenance: Laser Alignment• Acquisition of two laser alignment systems for Plant 1 and 2• Laser alignment procedure in place• The primary objective of accurate alignment is to increase the
operating life span of rotating machinery.
As Found As Left
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Storage & Handling• Containers are properly
labeled• Lubricant facility well
organized and clean
Lubrication Practices• Ultrasound grease guns• Clear grease container
Lubrication Program
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Predictive Maintenance
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FailureStarts
Early detection with vibration analysis
Wear can be detected with oil analysis
High changes in temperature can be detected with Thermography
Audible Noise
Hot to touch
Equipment Fails
COST TO REPAIR
Early problem detection with PdM
Value of a Predictive Program
TIME
CON
DIT
ION
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Benefits of a PdM Program• Increase facility and personnel safety• Increase Equipment Reliability• Increase MTBF (Mean-time-between-failure)• Increase the useful operating life of plant machinery• Increase communications and planning between O&M• Reduce maintenance costs• Reduce unexpected failures• Reduce spare parts inventory• Reduce Preventive Maintenance
tasks
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Electrical Predictive Technologies• Infrared scanning• Ultrasound testing• Transformer oil analysis
• Motor oil analysis• Motor current analysis• Partial discharge testing
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Early Detection of Problems
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Infrared Imaging or Thermography
Many organizations have effectively used thermography to measure misalignment
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Electrical Program
• Return on Investment• Optimized maintenance saving $220k
• Early detection of failure• Avoided catastrophic damage to equipment valued at
over $16 million in 2012
• Power availability to process• Minimized down times of power equipment
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Main Sewage Pump Bearing
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Bearing Failure in the Making
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Detailed vibration data collection on the motor running uncoupled were done aftermotor was reconditioned by a Motor Shop. The results analysis indicated there wasexcessive motor bearings clearance.
Blower Motor
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The Motor Shop repair report was carefullyreviewed. It was noted the Motor sleevebearings were not Rebabitted, just polished.
INBOARD BEARING
Blower Motor
OUTBOARD BEARING
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Trickling Filter Pumps Acceptance Test
Trickling Filter PumpCritical Speed at 648 rpm
Braces installed on Tricking Filter pumps moved natural frequency away from operating speed range
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Dewatering Fan Cracked Impeller
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Asset Type
Current PMMan-hours
Recommended PMMan-hours
PdM VA/OAMan-hours
Annual ImpactMan-hours
Pumps 5127 1578 1734 1815
Fans 2320 662 312 1346
Others 1217 531 392 294
TOTAL 8664 2771 2438 3455
• Many PM task could be done by PdM technologies• Many PM tasks were done too often• Many PM tasks did not address any failure mode• Many PM tasks were intrusive
PM Optimization: Rotating Machinery
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Cost Avoidance
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0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY07-08 FY08-09 FY09-10 FY10-11
640,012709,441
1,084,7461,125,368
161,000 173,000
287,000 310,000
ROI 3 3.1 2.9 2.8
Cost Avoidance
Program Cost
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Uptime Magazine
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Metrics
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Measurement Goals**
Work Order BacklogPlanned 6 weeks (SMRP 5.4.8)Ready to schedule 2-3 weeks(SMRP 5.4.9)
Overtime 90% (SMRP 5.4.14)
Schedule Compliance>90% (SMRP 5.4.4)Report as to why the schedule was broken (equipment not ready, emergency breakdown, staffing etc..)
Planned Maintenance Ratio 85% (AWWA benchmark)
Reactive Work
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SCHEDULE GROUP
SCHEDULE GROUP
MMGRP 48 40.68% 70 59.32% MMGRP 509 81.83% 113 18.17%
P1CMMS 4 100.00% 0 0.00% P1CMMS 4 100.00% 0 0.00%
P1PMMS 101 54.30% 85 45.70% P1PMMS 352 47.06% 396 52.94%
P2PMMS 96 84.21% 18 15.79% P2PMMS 643 56.30% 499 43.70%
PTMTMS 12 75.00% 4 25.00% PTMTMS 170 78.70% 46 21.30%
GRAND TOTAL 261 59.59% 177 40.41% GRAND TOTAL 1678 61.42% 1054 38.58%
114 114216 216
438 2732
118 6224 4
186 748
Schdule Group Totals and Percentages for Month of AUG 2013 Schdule Group Totals and Percentages for Year 2013
COMP OPEN TOTAL COMP OPEN TOTAL
Division 850 PM Compliance ReportPM Compliance as Scheduled For Month: AUG 2013 PM Compliance as Scheduled For YTD: 2013
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So What Do You Do With All This?
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• Set your annual goals• Be consistent, strong and patient - it takes many years
to change a maintenance program and culture• Adapt and overcome obstacles• Implement policies, procedures, and workflows• Remember the 5 Ps
• Prior • Planning• Prevents• Poor• Performance
Keep Moving Forward
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Change is Good.
It’s ok not to be putting outfires.
True maintenance heroes catch problems early.
Think about how you can make maintenance better.
You will need Change Management
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Example of Continuous Improvement
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• Maintenance Strategies• Reactive• Preventive• Precision• Predictive
• CMMS data and use• Work Plans• Planning and Scheduling• Materials Management • Training• Policies and Procedures
Where are you on your Journey?
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Simon [email protected]
http://www.ohiowea.org/index.phphttp://www.ohiowea.org/index.php
What’s in Your Maintenance Wallet? Safety MomentSimon WatsonSlide Number 4Slide Number 5Why Advance your Maintenance Program?Life Without a Well Developed Maintenance ProgramLife With a Well Managed �Maintenance Program Time to Step Back and EvaluateBegin with the End in Mind…What is Your Vision?Maintenance VisionDefinitionsGoals for Achieving the VisionFive Core Building Blocks of a Maintenance ProgramDo You Know What You Own �and Need to Maintain?Slide Number 17Slide Number 18Each individual asset has its own set of detailed informationYou Need Clean & Standardized Data CMMS can track the full life of each asset and report on it (across all assets)Benefits of a CMMS fully populated with asset and work information can include…Maintenance StrategiesEquipment Failure Curve Get Ahead of It!How do you know what �maintenance to do?Resources for Developing �Maintenance TaskConsider RCM LightRCM OutputsMaintenance Strategies Preventative Maintenance �Work Order ProcessWork PlansPreventative Maintenance Staffing Needs�Planning and Scheduling Planning and SchedulingMaterials ManagementAnswers Should be Yes…Precision MaintenancePrecision MaintenanceSlide Number 39Slide Number 40Predictive MaintenanceSlide Number 42 Benefits of a PdM ProgramElectrical Predictive TechnologiesEarly Detection of ProblemsInfrared Imaging or ThermographyElectrical ProgramMain Sewage �Pump BearingSlide Number 49Slide Number 50Slide Number 51Slide Number 52Dewatering Fan Cracked ImpellerPM Optimization – Plant No. 1 and 2 - Rotating MachineryCost AvoidanceUptime Magazine MetricsSlide Number 58Key Performance Indicators (KPI’s) – prove you are efficient…..or that you need more resourcesSlide Number 60So What Do You Do With All This? Slide Number 62Slide Number 63Example of Continuous ImprovementWhere are you on your Journey?