wisdom_2008

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Reliabilityweb.comPOBox60075FortMyersFL33906USA

http://www.reliabilityweb.com

MaintenanceandReliability

WisdomfromtheField

Report

July2008

Reliabilityweb.comhttp://www.reliabilityweb.com
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ExecutiveSummary

As2007

drew

to

aclose

we

put

acall

out

for

Reliabilityweb.com

members

to

share

someofwhattheyhadlearnedoverthepastyear.Wewantedgemsofwisdomthat

wouldallowallofustobenefitfromthetrialsandtribulationsofthebravefewwho

decidedtocontribute.

Althoughmostorganizationsaredifferent,wefeelthatMaintenanceprofessionalshave

moreelementsthatconnectthemthanseparatethem. Thiswasoneofthedriving

factorsthatledtothecreationoftheAssociationforMaintenanceProfessionals

(http://www.maintenance.org)withagoalnolessthantoconnecteverysingle

maintenanceandreliabilityprofessionalintheworld.

AlloftheworkwedoatReliabilityweb.com,UptimeMagazineandMaintenance

ConferencesliketheInternationalMaintenanceConference,thePredictive

MaintenanceTechnologyConference,theReliabilityCenteredMaintenanceManagers

ForumandtheEnterpriseAssetManagementSummitarealldesignedtomakeand

reinforceconnectionsformaintenanceandreliabilityprofessionals.

Wearefortunatetohavealoyalgroupofsupporterswhoprovideuswiththesupport

andinspirationthatdrivesourcontinuedgoodwork.

WeareespeciallyproudofthegoodworkthatresultedinthisWisdomreport.

Thewisdomthatwereceivedandthatmakesupthisdocumentisnotgrammatically

perfect,noriseverywordusedinitscorrectcontext. Ifyouareinsearchofperfection,

youareinthewrongplace. Ifyouareinsearchofhonestsharingofknowledgeand

experienceyouareinforarealtreat.Truewisdomawaitsyouinthecomingpages.

Iwouldalsoliketothankacertaineditor(whowishedtoremainnameless)whohelped

meputthisworktogether. Hehasworkedhisentirecareerinthesamespiritof

contributionthatwecarryontoday. Ifourbodyofworkcanrisethelevelofthebarhe

hassetinhisworkwewillknowthatourworkhasmeaning.

Pleaseenjoyandfindvaluethiswork.

TerrenceOHanlon,CMRP

Publisher

Reliabilityweb.comandUptimeMagazine

[email protected]
http://www.reliabilityweb.com/http://www.maintenance.org/http://www.maintenance.org/http://www.reliabilityweb.com/http://www.maintenance.org/

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TableofContents

LessonsLearned... iTPMmotivation. i

Program

du

jour.

i

Undeniabletruth?........................................................................................ i

EAMschedulingconfusion.. ii

Allinformationisimportant.. iii

Pennywise,poundfoolish.. iii

Understandingthejob iv

Schedulereliably iv

CICO iv

Howwedidit. vWatchwords. v

NeverjudgeaJboxbyitscover. v

Inname

only.

vi

Musthavevibrationanalysis. vi

Dontforgettocheckthechecklist vi

CareerStories. viiiGettingthingsdone. viii

Becomeafinancialwizard.. viii

Politicaloutsider. ix

Traininggoround. x

HumanReliabilityandCulture xiLikemindedprofessionals.. xi

Addtime

for

safety..

xi

Longlivetheking.. xi

Greasethepath.. xii

Mappinghumanerrors. xii

Headtrumpshand xiii

PdMoptimizationchallenge.. xiii

Goodbehavior. xiv

OtherHelpfulLessons.. xv10stepstoimprovedavailability xv

Writeitdown.. xv

HolisticAssetManagement.. xvi

Notime

for

Uptime.

xvi

Keepsafewhenlubricating xvi

Floorlevelreliability xvii

Excuses,excuses. xvii

Ineverwinanything xviii

OtherResources xix
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LessonsLearnedWhatILearnedfromExperienceaboutReliabilityandMaintenance

TPMmotivationLearned

WhenweintroducedTotalProductiveMaintenance(TPM),weselectedthemostcritical

machinesandbeganwithaoneweekworkshoponeachone.Weincludedacleaningactivity

wheretheteam(facilitator,operators,maintainers,supervisor,etc.)cleaneveryspotofa

machineandidentifydefects.Inthemiddleofthisactivity,maintenanceandthemanufacturing

managersjointheteamandparticipateinthecleaning.Itsamazinghowseeingmanagersin

overallsmotivates

the

entire

team.

This

was

one

of

the

most

important

factors

to

the

success

of

TPMinourcompany.

Luis,CaterpillarMexico,SantaCatarina,N.L.,Mexico

ProgramdujourWhatyoulearned

I'velearnedwhatatremendouschallengeitistogetaReliabilityCenteredMaintenance(RCM)

programoff

and

running.

Ihave

now

been

through

three

maintenance

managers

since

my

start

inpredictivemaintenance.Eachtimetheleadershipchanged,"new"ideaswereimplemented

whichsetbacktheprogramoreliminateditalltogether.UnlessthetopechelondrivesRCM,

you'reinanuphillbattle.

Anonymous

Undeniabletruth?Learned

Unfortunately,theequipmentthatworksthebest,weknowtheleastabout,andthe

equipmentthatgivesusthemostchallenges,weareexperts.

Anonymous

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EAMschedulingconfusionLearned

Asan

EAM

consultant

Ihave

been

to

alot

of

client

sites

over

the

last

20

years.

There

seems

to

beafairamountofgeneralconfusionwhenitcomestodevelopingaweeklyschedule.This

problemlieswithboththesoftwarevendors(R&Dgroup)andtheusercommunity.

Theweeklyschedulereportrepresentsasetofworkfornextweek.Itshouldbeautomatically

generatedbythesoftwareandberesourceleveledsothatitdoesnotexceedavailability.

Onthesoftwaresidetherearevendorswhoutilizeadraganddropcapabilityforwork

scheduling.Thisrequirestheusertomanuallyselecttheworkorderanddragitontothe

schedule.Althoughthisisquitehandyfordailyschedulingitisnotidealforautomatically

creatingaresource

leveled

weekly

schedule.

The

time

it

takes

for

adrag

and

drop

session

(for

creatingacompleteweeklyschedule)couldbeanywherefrom30minto2hr.Inmymindit

shouldbe30secondsusingoneclick(whichgeneratestheschedule).Iknowofclientsitesthat

spendupto68manhourseachweekcreatingthisschedule.Thisisasignificantpoint.

Ontheuserside,Ihaveseenmaintenancebacklogsthatarelarge(andmostlyinaccurate).This

meansseveralthings:

1.Theworkisactuallydone,butthejobremainsopeninthedatabase.

2.Theworkorderpriorityisnotaccurate.Theusermaybeusingdeadlineprioritieswhen

theyshouldbeusingrelativerankingofimportance.

3.Theworktype(categorization)fieldisblankorinaccurate.Thisfieldseparatesthetypeof

work,whichrelatestotheorderoffire("workwhatjobfirst").

4.Userssometimeshavehundreds,maybethousands,ofINPRG(inprogress)workstatusesat

anygivenmoment.Butthesejobsreallyaren'tinprogress.

5.Mostimportantly,theworkorderintheopenmaintenancebacklogisnotplanned.Theideal

thresholdistohavegreaterthan90percentplanned.

Admittedly,withoutanaccuratedatabaseitmakesithardtogotothenextlevel:advanced

scheduling.Butuntilyoucanquicklyandaccuratelygeneratearesourceleveledschedule,then

youareunderutilizingyourEAMproductandmoreimportantly,limitingyourworkforce

efficiencyplus

departmental

coordination.

JohnReeve,SynterpriseSolutions,Chattanooga,TN

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AllinformationisimportantLearned

Weserve

the

gas

compression

service

in

an

oil

field

in

northeast

Per.

The

equipment

is

veryoldandpresentsconsiderabledifficulties,howeverweareimprovingdaily.Thekeys

ofourmaintenanceimprovements:

Arealteamworkingwiththefieldoperator.Wearepartners Averygoodtrainingplanofourpeople Agreatbossleadingtheteam Amaintenanceengineeringteamworkingonsite.

Weuseallthetoolswehaveavailable,includingthosewhicharenotelectronicor

softwarebased,

such

as

taking

alook

at

daily

reports

of

operating

parameters,

processing

thedatadaily,creatingdynamicsgraphicswithoutspecialsoftware,andobservingdata

trends.Itisverysimple,butnormallythoseoperatingparameterreportsgodirectlytothe

trashorarchives,wheretheyareresurrectedonlyafterfailure.Thelesson:Allthe

informationisimportanttomaintenanceimprovement;weonlyneedtolookatthedata

regularly.

GuillermoMoneta,SkanskadelPer,SanIsidro,Lima,Per

Penny

wise,

pound

foolish

Whatyoulearned

Choosingasolutionthatisnottherightfitbutonethatisthelowestcost,followedbylackof

trainingandimplementationassistance,isstillthemajorcauseofCMMSimplementationsthat

donotsucceed.

Weencountersituationsallthetimewithprospectswhowanttogetasysteminascheapas

possiblewhichmeansthattheyinvariablychoosethewrongsolutionbecauseitissolelybased

oncost,andthencompoundtheproblembycuttingtrainingservices.

Ouradvice

is

always

the

same.

Dont

even

think

of

starting

this

type

of

project

unless

you

have

thefinancialcommitmenttodoitrightfromstarttofinish. Thatincludesnotonlychoosingthe

rightsoftwarefit,butalsothetrainingandimplementationassistance. Withoutallofthese

pieces,youarejustwastingyourtimeandgoingdowntheroadtofrustration.

ArthurWosinski,DatrolGroupInc.,NiagaraontheLake,ON,Canada

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HowwediditTheStoryofaMaintenanceImprovementInitiative

WatchwordsStory

Whatyoudon'tmeasure,youdon'tknow!

NothinggainedSomethinglost!

RrRResultsrequireResources!

GuentherStrunk,

Kaiser

Aluminum,

Sherman,

TX

NeverjudgeaJboxbyitscoverStory

YouvemostlikelyheardtheoldsayingNeverjudgeabookbyitscover. Well,thiscanalsobe

saidforconnectionsinmotorcircuits. Thisisarevelationfoundthisyear,almostbymistake,

butnonethelessapotentialproblem,wasdiscoveredandrepairedandfortunatelynotadded

tothelistofreactivemaintenancefailures. Iwouldalsoaddthatthistypeofinactive

connectionproblem

is

very

rare

and

we

were

extremely

lucky

that

it

did

not

cause

afailure.

Whentheoriginalofflinemotorcircuittestingequipmentwasfirstimplementedseveralyears

ago,theresultsfroma460vmotorcircuitunderscrutinycameupwitharesistiveimbalance

(DeltaR)of6percent,testingfromthemotorcontrolcenter. ThisinitselfishigherthanIdlike

toseeand,asIrecall,themotorleadjunctionboxwasopenedforavisualcheckonly

becauseoftimeconstraintsandtheactualconnectioncoveringswerenotopenedatthattime

astherewasnovisualevidenceofheatingontheoutsideoftheconnectioncoverings. The

circuitwasthencheckedonanincreasedfrequencyforatrendline.Thepercentagenever

increased,soitwasusedasthereferenceforfuturetesting.

Afterapproximately6yearsoftestingandcollectingdataata6percentimbalance,anew

motortesterwasbroughtintouseandusedwithouttheprevioushistoricaldataavailable;the

rightthingwasdonewhenthe6percentimbalanceshowedupagain. Thistimethemotorlead

Jboxconnectionswereopenedtoenableatestontheactualmotorleadstoisolatethecircuit

anddetermineforsurewheretheproblemwas. Themotoritselfcheckedverywellatthe

motorJboxwithlessthan1.5percentimbalanceatthemotor.

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Theculpritwasanobviouslooseconnectionthathadweldeditselfbacktogetheratthe6

percentlevelandhadbeenrunningthiswayforseveralyears. Theoutsideofthebad,welded

connectiondidnotshowanyevidenceofheatingafteralltheseyearsofoperation,but

internallytherewasadifferentstory. Theheatpreviouslygeneratedhadturnedtheinside

insulationwhite,abouthalfwaythroughandthearcingwasveryobviousonthelugs. Wewere

veryfortunate

to

have

found

this

now

inactive

connection

problem

before

it

caused

afailure

oroutage.

AnotherwaytocheckorverifyasuspectedmotorJboxconnectionistogiveitaninfraredscan.

Ihavefoundthatanincreasein1percentDeltaRfrompreviousdata(inadifferentcase),

representeda70degFdifferenceinconnectionleadtemperatures. Again,theactualculprit

connectioncouldnotbeseenvisually,evenwiththeconnectioncoveringsremoved,however

twodifferenttechnologiesconfirmedit.Alwaysisolatethesuspectedproblemtoacomponent

level.

Whenthissituationarisesagain,wecanalsoapplyonlinemotorcircuittestingtoseehow

muchvoltageimbalancethisintroducestothecircuit. Theopportunitiesjustneverseemto

end.

JimZuidema,Mr.RotorBarPdMServices,LLC,Bettendorf,IA

InnameonlyThestory

Afactortotakeintoaccountwhenstandardizingtitles,roles,andresponsibilitiesofmaintenancepositionsisthatplannersactuallydohavetoplanthework.

BillLyons,HolcimUS,Inc.,Dundee,MI

MusthavevibrationanalysisThestory

Ifyoudonothaveagreatlubricationprogram,youbetterhaveagoodvibrationprogram

JaimeViramontes,ElPasoElectric,ElPaso,TX

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Dontforgettocheckthechecklist

IhadcreatedmyowntroubleshootingchecklisttofollowwhenImtryingtosolveadifficult

problem.Ivefoundthatitworksbecauseitremindsyoutolookwhereyounormallymaynot.For

somereasononthisoccasion,Iignoredmyownlistandthisissuetookmeseveralweekstosolve.

Theproblemwasveryunevenheatsignaturesfroma400ampMCCbucketthatIwaschecking

withmyinfraredcamera.Thetopmiddlefusepostwas30degFhigherthantheothertwofuses.I

checkedeverythingthatIcouldthinkof,cleanandtightenfuseposts,wiringisokandnotburntor

loose,loadisbalanced,disassembledthebucketandcleanedeverypartofit.Istillhadthe

problem.Actually,Ihavethisproblemintwoidenticalbuckets.Theyeachfeedanaircompressor

andtheyeachhavethesameproblem.NaturallyImthinkingthatithastobealoadissue.After

muchtimeIdiscovered(finallyrealized)thatthemiddlefuseineachbucketwasadifferentbrand,

samecurrentratingandtype,thantheothertwofuses.Ireplacedthosedifferentfusesandthe

tempscameinlinewithoneanother.Asitturnsout,thatdifferentfusehasadifferentheat

dissipatingcapacity.HadIfollowedmychecklist,ImsureIwouldhaveseenthisearlier.

So,whats

the

moral

of

the

story?

When

you

create

atool

to

help

you

on

the

job

use

it.

Hereismychecklist.

LOGICAL

Istheproblemmechanicalorelectrical? Isitapowerorcontrolproblem? Whatisthelogicaloreasyfix(fuses,ols,etc.)? Whereistherephysicalmovement(brokenwire,relaycontact,looseswitch,etc.)?

PROBABLE

Whereistherephysicalmovement(brokenwire,relaycontact,looseswitch,etc.)?POSSIBLE

Afterthelogicalandprobable,moveontopossible(programmablecontrollerissue,proximityswitchhasindicatorbutnooutput,encoders,badbuttonorswitch,control

transmitter,etc.)

NOTPRACTICAL/PROBABLE

Iftheproblemstillexists,moveontoissuesthatarenotpracticalorprobable(selfcorrectingproblemssuchasconductivedustthatburnsclear,brokenneutralwire,

overtemperaturefailures,badcapacitors,etc.).

ILLOGICAL

Finally,endwiththeillogical(insectsthatsetoffalightcurtain,nature humidity,wind,occasionalvibration,etc.).

ASSUMENOTHING

Ifproblemisstillpresent,gobackandlookatthethingsyouignored.

ArtCounterman,SappiFinePaper,Allentown,PA

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CareerStories

Beenthere,donethat

GettingthingsdoneCareer

WhileprioritizingandplanningMaintenancework,afriendandseasonedmaintenance

professionalremindedme"notletwhatyoucan'tdostandinthewayofwhatyoucando."

Thissimplephrasehelpsmetostayfocusedongettingthingsdoneandnotgettingbogged

downonthenonvalueaddeddifficultorimpossibletasksthatcancreepontoanotherwise

meaningfultodolist.

KenYasnowsky,Honeywell,

BecomeafinancialwizardCareer

OnelessonIwasremindedofthisyearisthatoftenpeopledonotcarehowmuchyouknowor

do;onlyhowmuchmoneyyoucansavethem. Thistendstoapplytoanybusinesssituation,

includingreliability. Asreliabilityprofessionals,wehavetolearnthenewspeakof

management. Togetyourprojectsapprovedortoshowmanagementyourprogressin

reliability,wemustknowandunderstandtermssuchasROI(returnoninvestment)andRONA

(returnonnetassets). WemustcreateKOIs(keyoperatingindicators)thatshowsourprogress

andhow

much

our

programs

are

affecting

company

profitability,

either

through

direct

savings

orcostavoidance.

Tobesuccessful,wemustlearnhowtocalculateandarticulatemanyaccountingtermsto

justifyourreliabilityefforts. Gonearethedaysincorporateculturewhenyoucouldsimply

askforbetterinfrastructureimprovementsandequipmentupgradesandexpecttogetthem.

Wenowhavetoprovethateverythingwedohasafinancialpayback. Andwhynot? We

shouldbelookingfortherightthingsthataddvaluetothebottomlineofthecompany. I

believemostpeopledo.

Theproblemisthatmanyreliabilityprofessionalshaveahardtimeadjustingourthought

patternsfrom

an

engineering

solution

to

afinancially

viable

solution.

Even

NASA,

where

safety

isparamount,hasbudgetconstraints. Iamnotproposingthatwedoanythingdifferentin

reliability,onlyhowwecommunicateituptheladder. Sosharpenyourpencilsandstart

countingyourbeans. Remember,thecorporatenewspeakforreliabilityisShowmethe

Moneyandyouwillbesuccessful.

LeeRedd,OwensCorning,Amarillo,TX

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PoliticaloutsiderCareerstories

Sometimes,youcandoalltherightthings,butplantpoliticsandrelationshipscancostyouyourjob.

Inmy

case,

Ihad

battled

for

3years

to

try

to

implement

abasic

PM

program

based

on

asimple

calendar

schedule.Throughsuccessiveproductionandplantmanagers,productionplanningwouldroutinely

trumpanymaintenanceschedules.

Finally,aftertheoperationsreachedalowintermsofreliabilityandbreakdowns,theproduction

departmentdemandedaPMprogram.Iworkedoutroutineplansandscheduledtheprogramquickly

becauseIhadbeenworkingonthemfortheprevious3years.

Obviously,theearlyoverhaulsandPMswereveryintensivebecausetheequipmenthadnotbeen

maintainedwellformanyyears.Earlyexpensesweremuchhigherthanbudgeted,combinedwithsome

majorfailurescausedbyproductionmistakes.(Ofcourse,thedemandtoimplementPMscameafterthe

budgetwas

set

for

the

year.

Not

to

mention

the

budget

Isubmitted

had

been

cut

substantially

without

myinputbycorporatemanagerswithnoclueofwhattheequipmentactuallyneededtobemaintained.)

IassuredmanagementthatcostswouldcomedownasthelineswentthroughthePMcycle,andslowly

theydid.

Inaddition,theplantbegantorunmorereliably.Breakdowncallsdroppedandinternalmeasures

similartoOEEimproveddramaticallytolevelsnotseeninthe4yearsIhadworkedthere,andformany

yearspriortothat.

Unfortunately,thecombinationofthehighexpensesandtheisolationofthemaintenanceorganization

(Iwasliterallyatthefurthestendofthesitefrommyboss)andmyinability/unwillingnesstobepartof

thegroupresultedinmybeingsingledoutwhenthebudgetissueshitthefan.

Asaresult,Iwasthescapegoat,andsoonafterthethirdplantmanagerinmy4yearsattheplant

arrived,Iwasforcedtoresign.Ilefttheplantjustasitwasclearlymakinghugestridesinreliability,and

theoperationspeopleatlowerlevelswereremarkingathowwellthingswererunning.

Inhindsight,IrealizedthatIwasnotagoodfitatthatcompany,fromapersonalitystandpoint.Iwas

fortunateinmyensuingjobsearchtohavesomeoptionstoweighandtakeintoaccountthe

personalitiesofthepeopleandorganizationsIhadtalkedto.AndIwasabletofindacompanythatso

farhasbeenagoodfit.

Themoraltothestoryisbewaretheorganizationsthatareinbreddeeplyandoperateasaclique.You

willnot

be

accepted

and

your

ideas

will

probably

never

see

the

light

of

day.

You

will

be

frustrated,

have

limitedopportunity,andmayultimatelyloseyourjob.

Anonymous,

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TraininggoroundCareer

Ourexperiencedstaffhasforthemostpartmovedontoretirementorotherjobswithinthe

corporationandthistrendisgoingtocontinueformanyyearstocome. Therefore,weare

reevaluatingourtrainingprogramsfromanumberofdifferentstandpoints.Someaspectsare

beingdealtwithasjustintimeinitiatives.Wewilltrainourstaffwithrespecttoexactlywhatis

neededtofulfillacertainshorttermrequirement.Otherlongtermongoingbusinessstrategies

arebeingmetbyourmoreformalizedstructuredtrainingprogramsthatarebeingreviewed

regularlytokeepthemcurrent.

Theseprogramswereinitiallydevelopedinhouseastherewerenovendorsthatcouldmeet

ourrequirements. Thiswastimeconsumingbutcrucialtoourlongtermgoalsand

maintenanceprogramsuccess. Nowweareaccessingoutsidevendorsforspecifictraining

needstospeedupthereviewandredevelopmentprocess. Ourtrainingprogramsareadouble

edgedsword.

As

our

staff

has

become

more

versed

in

the

trade,

they

are

now

being

scooped

upbyotherdepartments,leavingustohiremorestaffandcontinuethetrainingprogressagain.

Howeverfrustratingthesituationmaybe,thealternative(notraining)isevenmoredisastrous

forusandtheotherdepartmentsthecometoraidourstaff. Thereisnosubstituteforproperly

trainedandpreparedfieldstaff.Ourveryfuture,corporately,dependsonhowcommittedwe

aretoourtrainingprograms.

DougWalker,Winnipeg,MB,Canada

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HumanReliabilityandCulture

Likemindedprofessionals

Human

Thereisnothinginthisworldofreliabilitythatdefinessuccessliketherealizationthatthrough

hardwork,perseverance,andthehelpoflikemindedcoworkersyouhavemadeadifference.

Itisusuallythelittlethingsthatreapthebiggestrewardsandfriendshipsdevelopedinyour

questtobethebestyoucanlastforever. Whenyoumeetthesepeopleataconference,share

warstories,successfulorotherwise,youknowyouaretalkingtosomeonethatwantsyouto

succeed. Thankyoutoallofyouthathavemadeadifference.

GeoffGeneralovic,ArcelorMittalDofasco,Hamilton,ON,Canada

AddtimeforsafetyHuman

Aswelearnmoreaboutsafety,weaddmorerequirements,procedures,andtrainingtoprovide

asafeworkenvironment.Tomakeworksafer,safetyorientedproceduresareimplemented

andpersonalprotectiveequipmentisused.Taskssuchasputtingonarcflashresistantclothing

andperformingalockout/tagouttakesmoreoveralltasktimethanpreviouslywhenthese

procedureswerenotused.Whileallgoodcompaniesspeakoftheirregardforsafety,

implementingsafetyproceduresaddstimethatisnotusuallyincludedinthestandardtimeto

accomplishthe

work.

A

task

that

took

8hours

before

the

added

requirements

is

still

scheduled

for8hrwithnoallowancefortheadditionaltimeforsafetyprocedures.Whentryingtomeet

theoldstandardtasktimeframe,safetyisatrisk.Makesureyourtimeestimatesincludetime

forsafetyprocedures.

JosephCannatelli,P.E.,Barnegat,NJ

LonglivethekingHuman

Inmaintenance,assumptionisfarfromenough,andverificationisking,

RrekgetsiChimeloane,SABLtdAlrodeBrewery,Alrode,Alberton,Gauteng,SouthAfrica

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GreasethepathHuman

Ifyou

make

right

path

the

path

of

least

resistance

it

is

easier

to

get

things

done

the

way

they

shouldbedone.

Anexampleofmaintenancetakingthepathofleastresistanceisusingwhatevergreaseis

availableversususingtherightgrease.Wheremanagementhasmadecouplinggreaseavailable

workerswilluseit. Whenthepropergreaseisnotavailable,workerswillusewhatevergrease

theycanfind. Thesameistrueforallgreaseapplications.

ThurmanSpeece,ArcelorMittalWeirton,Weirton,WV

Mappinghuman

errors

Human

Ionceledaprojectaimedatreducingthemonthlypreventivemaintenancecycletimeina

productionplant. Webegandocumentingtheentireprocess,butmyteamsorganizational

dynamicscausedustofocussolelyonthemaintenancetasksthattookplaceduringthe

downtimewindow. Wehadvariousmaintenancetasksrangingfromvisualinspectionsand

lubricationroutestofullpumpandcontrolvalveoverhauls.Theworkperformedbyvarious

craftlinesequaled20hrworthofdowntimeeachmonth.

We

analyzed

criticality

information

and

completed

PM

reports

to

determine

which

tasks

were

consideredtobelowhangingfruit. Wethenalteredthefrequenciesofperformingcertain

maintenancetasksandeliminatedredundantornonvalueaddingtasks.Thesechangesyielded

a4hrreductioninscheduleddowntimeeachmonth. Weperformedasmallpilottoprovethat

ourdowntimereductionplanwouldnotnegativelyimpactuptime. Theteamwasecstatic

abouttheseresults.So,wesubmittedthesolution/resultstotheleadershipteam.Allofthe

teammembersgaveeachotherhighfivesandbegancelebratingourupcomingsuccess.

Unfortunately,theoperationsteamleaderrejectedourdowntimereductionplan. Yousee,the

problemwasthatthetotaldowntimewindoweachmonthwasactually36hrandnotthe20hr

dedicatedspecificallytomaintenancetasks.Fourhoursoutof36didnotyieldthelevelof

returnsthat

operations

were

looking

for.

Operations

leadership

wanted

to

ensure

that

the

entiredowntimewindowwasanalyzedandreduced,notjustthemaintenanceportion.

So,finally,wecametotheneedforavaluestreammap(VSM).Wemappedtheentireprocess

fromsystemshutdowntostartup. Wediscoveredthatseveralhandoffsbetweenoperations

andthemaintenanceoccurredduringtheprocess. Wealsoidentifiedinconsistentpractices

beingusedbypersonnelfrombothorganizations,allofwhichincreasedtheopportunityfor

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humanerror.Weencounteredseveraleventsduringthedowntimecyclewherethelackof

effectivecommunicationbetweenthetwoorganizationswasthecauseofbetween2to4hrof

downtimeeachmonth. Thiswasnonvalueaddedtimethatwaspreviouslyundocumentedor

addressed. Wealsohadwidevariancesbetweenpersonnelinthetimetheyneededto

completestandardmaintenancetasksthattookplaceeachmonth.

Aftermappingtheprocess,weheldinterviewswithseveralkeypersonneltodiscussrealistic

goalsandstandardsfortaskcompletiontimes. Wealsoimprovedtrainingofexistingstandard

practicesformaintenanceandoperationaltasks. Wherenecessary,wecreatednewstandard

operatingproceduresandmaintenancestandardpracticestoguaranteesustainabilityofthe

necessaryimprovements.Theprojectproduceda50percentreductioninscheduleddowntime

withoutanincreaseofunscheduleddowntime. Thecombinedeffortsofusingtheright

analyticaltools(humanerrorreductiontechniques,SixSigma,andVSM)andexcellent

teamworkbyoperations,maintenance,andreliabilitypersonnelledtouseexceedingour

downtimereductiongoals. Specialthankstotheoperationsmanagerwhopushedbackonour

initialreductionofmaintenanceonlytasks. Hischallengeforcedustorethinkwhereour

opportunitiesforimprovementsreallywereinourprocesses.

JamesBumpas,Meridium,Inc.,Roanoke,VA

HeadtrumpshandHuman

Reliabilitystartsinyourhead,notwithyourhands.Ihavebeeninthemaintenancefieldfor20

years

and

for

the

first

10

years

I

was

a

hero

maintenance

person.

I

believe

that

was

due

to

trainingandacultureofgettingthepartsreplacedandequipmentbackrunningassoonas

possible.ItwasnotuntilIlearnedthatreliabilityhastobeinyourheadallofthetimethatI

discovereditisbettertofindthecausesofthefailureandcorrectthem.Thiseliminatesthe

failurefromhappeningagain.ThiswasaculturechangeformeandonceIunderstood,Iwas

abletohelpdriveaculturechangetootherpeoplesincetheycouldseetheresults.

AlanD.King,ConocoPhillipsPipeLineCo.,PoncaCity,OK

PdMoptimizationchallenge

Human

Reliability

and

Culture

Wewerechallengedthisyeartoenda5yearpredictivemaintenance(PdM)contractwith

alargeplayerinthefield.Theserviceproviderhaddeliveredsubstandardreportswith

poorcommunicationtothe108plantsintheprogram.

WesolicitedeightofthetopPdMserviceprovidersintheUStosubmitRequestfor

Quotationsfora3yrcontract.Theselectionprocess,lasting6months,camedowntotwo

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providers:acompanythatspecializesinRCMconsultingwithPdMservicesanda

companyspecializinginremoteonlinemonitoring.TheRCMconsultingcompanyisthe

largestintheUSandisspreadingitscoveragetotherestoftheworld.Theonline

monitoringcompanyhadaverystrongknowledgebaseandsupportonlarge,highspeed

compressorsandturboequipment.

ThenationalmaintenanceandreliabilityprogramsengineervotedfortheRCMcompany

toensureastrongfoundationwithsustainability.Theother16membersoftheselection

teamvotedontheremoteonlinemonitoringcompany.

Theengineerhadnootherchoicebuttosidewiththereliabilitymanagersoftheseven

differentzones.Histhoughtswere:IfIcantbeatthemImightaswelljointhem(just

joking).Manycompaniesbringinpredictivemaintenancefirstbecauseitwillcaptureallof

thelowesthangingfruit.After18to36monthsyoucanstarttaperingintheRCM

technologiesatthemostopportunistictime.

Withthatbeingsaidandagreeduponbymanyoftheauthorsofreliabilitybooksand

articles,IfeelmuchbetterthanthedayIheardthevotes.

ChadBroussard,AirLiquide,Houston,TX

GoodbehaviorHumanreliability

Thejourneytoexcellenceinreliabilityisnotabouttechnology;itisaboutchanginghowpeople

behave

and

ultimately

what

they

believe.

That

drives

future

behavior.

Having

been

through

suchatransformationinthereliabilityleadershiprole,ifIhadittodooveragain,Iwouldgladly

tradeatechnologistonmystaffforagoodbehavioralpsychologist.

SamuelSMcNair,Jr.,CMRP,LifeCycleEngineering

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OtherHelpfulLessons

10stepstoimprovedavailability

Management:Plantauditsandinspections;improveresponsetimeforbreakdowns,actionplans.

Shutdowns:Holdpreshutdownandpostshutdownmeetings.

Structure/personnel:Revisestructure,fillvacancies,providetrainingforthepeople,andmanage

extrapeople(contractors)

Riskcontrol:

Safety Lessequipmentdamage

Training:Establishwhatisneeded,keepatrainingroster

Stores:Improveresponsetimeforbreakdowns,speedturnaroundofrepaireditems,improve

buyingturnaround

Tools:Replacebrokentools,revisetoolrequirement,andassureavailabilityofdrawingsand

manuals

Increasesparesavailability:Reviseallsparesrequirements

Actionon80/20delays:

Mechanical/ElectricalPlanning:Improveshutdownplanning,reviseallschedules,obtainfeedbackondelays,andassure

visibilityofsparesoninformationsystem

ChristoHartzer,DufercoSteelProcessing(Pty)Ltd,,SaldanhaBay,WestCoast, South

Africa

Writeitdown

Learned

Youcannothaveaworldclassmaintenanceorganizationwithoutworldclassrecords.

RickGeier,LFPPI,Longview,WA

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All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xvi

HolisticAssetManagementOther

Thereliability

of

apiece

of

equipment

or

process

is

the

sum

of

the

actions

by

the

different

peopleinitshistory(cradletothegrave)thathavedesigned,installed,operated,

maintained,andmanagedit.

RandyRiddell,InternationalPaper,Courtland,AL

NotimeforUPtimeOther

TheconstantstruggletoimplementaPMprogram:Wecan'tshutdownforaPM.That

machinedoesn'trunwellenoughtoallowforthedowntime.

SufferingSupervisor,Muskegon,MI

KeepsafewhenlubricatingOther

Oftentheneedtocleangreasefittingsorbeingsurenodirtisnearabreatherpriortoremoval

requirestheuseofaragofsomekind.Wipingdownorcleaningtheseareasisusuallytrouble

free

except

where

rotating

shafts

are

near

the

area

to

be

cleaned.

Usingasshortofaragaspossibleisbestpractice.Wetendtofocusononlyoneendoftherag

weareusing.Theotherendisoftenleftdanglinginthebreeze.Thisiswhenaccidentscan

occur,whentheotherendgetscaughtontheshaftorcoupling.

Thishappenedtoacoworkerofmine.Whilehewastellingandshowingmewhathad

happened,Irememberhecouldnotstopshaking.

Thiscanalltakeplaceintheblinkofaneye.Nomatterhowfastyoureact,youwillnotbeable

tostopwhatisabouttohappen.

BeSafe

GarryL.Sands,TembecInc.,Temiscaming,Que.,Canada

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All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xvii

Floor

level

reliability

Other

AllthehighsoundingtoolslikeTPM,RCM,PdM,MRO,KPI,andMetricsaregood,verygood,

essential,andamust.

Butifthefloorlevelpersonmakesamistake,alltheseeffortsgowaste.Ittakessomucheffort

andinvestmenttobringoutafantasticsafeandreliablecarlikeaMercedes,aBMW,ora

Lexus.Butifthedrivermakesamistake,alltheeffortsgoinaheapoftwistedmetalandplastic!

Theprobabilityofanaccidentinanuclearreactorisoneinabillionortrillion(aboveabillion,it

alllooks

same

to

me),

but

asequence

of

mistakes

by

the

operator

can

remove

alot

of

zeros

fromthatbillionsortrillionsashappenedinChernobyl.

Welearneditthehardway.Nowwehaveturnedourfullattentiontothetrainingofpersonnel.

Thethrust isontheimportanceofavoidingshortcuts,followingthewrittenprocedures,

improvingtheprocedures,havingallconcerneddepartmentsreviewproposalforchange

(howeversmall),andassigningonlyqualifiedtechnician/operator tocriticalwork.

Andweareseeingthechange.Thebreakdownshavereducedconsiderablyandfloorlevel

mistakesaredrasticallyreduced.

ThesimpleruleisLetyourhandsknowwhatisrightanddowhatiswritten.Otherwise,allthe

writings(ISO,PSM,SHEM,manuals,maintenanceprocedures,etc.)areonlyshowpieces.

Icallitfloorlevelreliability.

SamuelThomas,EasternPetrochemicals,JubailIndustrialCity,EasternProvince, SaudiArabia

Excuses,excusesWheredidthiscomefrom?

Maintenanceeffortisoftenkilledbytheactionsofmaintenanceleaders,primarily

engineeringmanagersorothersofsimilarrank.

Engineeringisacomplicatedfieldthatislittleunderstoodbyanyotherprofessionals.Asa

consequence,engineershaveaneasytaskoffobbingoffenquiriesastowhytheplantsdo

notoperatetodesigncapability.Inmyexperience,themostabusedexcuseswere

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All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xviii

1.Weneedtobuythisgadgetorthatsoftwareifwearetogetresults.

2.Ourplantisdifferent,soyoudonotunderstandit.

3.Wearebeingletdownbytheacquisitionofspares.

Inanutshell,

our

engineering

managers

are

failing

to

provide

leadership

that

will

make

a

differencetotherunningoftheplant. Anonymous

Ineverwinanything

WehaveallheardsomeonesayIneverwinanything.Nodoubt,manywhoarereadingthis

nowfeelthesameway.So,whybothertoentersomecontest,right?

Well,backin2006,weatJohnsManville,McPherson,KSdecidedtoenterUptimemagazines

PdM(Infrared)

Program

of

the

Year

contest.

We

did

not

expect

to

win.

In

fact,

when

we

entered,wejustknewthatwewouldnotwin.However,toourtotalamazementandshock,

wedidwin.

Mindyou,thesolereasonthatweenteredtheUptimePdMcontestwastoseehowwe

measureduptoothers.Inotherwords,ourgoalwastolearnmoreaboutourselves.Funny,the

firstthingwehadtolearnafterwinningthisawardwashowtogetoverourshock.Afterthat,

though,camethehardpartfightingtoimprove!

Toanyonewhohastriedit,buildingagoodprogramishardwork.Ittakesseveralingredientsto

buildagoodprogramincluding:teamwork,training,commitment,anddesire.Maintaininga

goodprogramtakesmoreofthesame(andthatsnoteasy,either).Improvingaprogram?We

havefoundimprovingourprogramtobearealbattle.Takeeverythingthatittakestobuilda

goodprogramandmultiplyitbyapowerof2,ormore.

Yes,welearnedhowtobuildagoodprogram.Next,welearnedsomethingaboutmaintaininga

goodprogram.Finally,wearelearninghowtobattle,scratch,andfightinordertoimproveour

program.

EnteringanUptimePdMProgramoftheYearcontesthasbeenagoodthingforus.Winornot,

ithelpeduslearnaboutourprogramandhowtoshareitwithothers...

NickBohonik,JohnsManville

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OtherReliabilityResources

UptimeMagazinehttp://www.uptimemagazine.com

MaintenanceTipsArchiveshttp://www.maintenancetips.com

OnlineTutorialshttp://www.rcm1.com

MaintenanceConference.comhttp://www.MaintenanceConference.com

MROZoneBookstorehttp://books.mrozone.com

MROZoneDirectoryhttp://shopper.mrozone.com

MROZoneSearchEnginehttp://www.mrozone.com

ReliabilityResumeshttp://www.reliabilityresumes.com

VibrationSchool.comhttp://www.vibrationschool.com

CMMSCity.comhttp://www.cmmscity.com

LubricationTVhttp://www.lubrication.tv

ReliabilityRadiohttp://www.reliabilityradio.com

MaintenanceForums.comhttp://www.maintenanceforums.com/eve

AssociationforMaintenanceProfessionalshttp://www.maintenance.org
http://www.reliabilityweb.com/http://www.uptimemagazine.com/http://www.xn--maintenancetips-bt9h.com/http://www.xn--maintenancetips-bt9h.com/http://www.xn--maintenancetips-bt9h.com/http://www.xn--rcm1-n86a.com/http://www.xn--rcm1-n86a.com/http://www.xn--rcm1-n86a.com/http://www.maintenanceconference.com/http://books.xn--mrozone-706c.com/http://books.xn--mrozone-706c.com/http://books.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://www.xn--mrozone-706c.com/http://www.xn--mrozone-706c.com/http://www.xn--mrozone-706c.com/http://www.reliabilityresumes.com/http://www.vibrationschool.com/http://www.cmmscity.com/http://www.lubrication.tv/http://www.reliabilityradio.com/http://www.maintenanceforums.com/evehttp://www.maintenance.org/http://www.maintenance.org/http://www.maintenanceforums.com/evehttp://www.reliabilityradio.com/http://www.lubrication.tv/http://www.cmmscity.com/http://www.vibrationschool.com/http://www.reliabilityresumes.com/http://www.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://books.xn--mrozone-706c.com/http://www.maintenanceconference.com/http://www.xn--rcm1-n86a.com/http://www.xn--maintenancetips-bt9h.com/http://www.uptimemagazine.com/http://www.reliabilityweb.com/

wisdom_2008

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