ASSURED RELIABILITY

TECHNOLOGIES
Assuring Asset and Process Reliability

[email protected]
www.assuredreliability.com
Proactive Techniques Training
 The Future Operating State
• Operational excellence is a must.
• Assets must be available and reliable.
• We must operate at the lowest cost.
• We must do the right maintenance on the
right equipment.
 The Future of Manufacturing

We must expand our knowledge!

 The Future of Manufacturing
Focus today:

Putting together the pieces of the

Proactive puzzle.

Which process to use and how much.

Where are you today?
• How do you compare to similar type
businesses?
• Do you have measures to compare
yourself in the industry?
• Is there a way to measure yourself
to see improvement?
• Maintenance Cost/Replacement
asset value!
 Where are you today?

• There are four different maintenance

types in processes today.
– Reactive
– Preventive
– Predictive
– Proactive
 Where are we today?
1988 Benchmark for major Industrial plants
study showed:

• 55% Reactive Maintenance

• 30% Preventive
• 10% Predictive
• 5% Proactive
What is maintenance?

What is reliability?
 What is a Complete Maintenance
Strategy?
A complete maintenance strategy is a combination
of tasks designed to eliminate, predict or prevent
failures in order to maintain the inherent designed
reliability of a process or piece of equipment.

A complete maintenance strategy also addresses

consequence reduction techniques for failures that
can not be eliminated, predicted or prevented.
 A group of managers from a plant are driving
along a road in an automobile. The maintenance
manager is driving blindfolded. Sitting beside the
maintenance manager is the plant manager who is
looking in the rear view mirror.
In the back seat, the production manager is
urging the maintenance manager to proceed at top
speed while simultaneously warning him about a flat
tire and high engine temperature.
 Preventive Maintenance Tasks
• Preventive maintenance is time based, it is
performed on equipment that has a known
age or useful life.

• Scheduled Inspection, Scheduled Rework

and
• Scheduled discard are preventive
maintenance tasks.
Preventive Maintenance Tasks
Economic Useful Life
MTBF

Economic Useful
Life

Time
 Preventive Maintenance
• What is Preventive Maintenance?

• Where does it fit in the curve?

 Proactive Maintenance
What are the Proactive items?
– Lubrication Excellence
– Precision Maintenance skills
– Precision design techniques
– Equipment supplier specifications
– Supplier requirements specifications
– RCM, TPM, RCA, RCD processes
– Training programs, procedures
– Computerized Maintenance Management
 Proactive Maintenance

Lubrication Excellence

How long should a bearing last?

 Proactive Maintenance
Thirty Identical 6309 Deep Groove
Ball Bearings Run to Fatigue Failure
Under Test Load Conditions

1 5 10 15 20 25 30
Bearing Number From: Ball and Roller Theory,
Design, & Application.
Eschmann, et al
John Wiley & Sons, 1985

Figure 1-2: Bearing Life Scatter

 Proactive Maintenance
• Properly sized and maintained:

• 20 to 30 years

We should only change bearings once in our careers!

 Proactive Maintenance
There are only 4 items that effect bearing life.

– The load on the bearing

– The number of rotations
– The lubrication of the bearing
– The precision skills involved in installation and
repair.
 Proactive Maintenance
We can control the load on the bearing!

– Proper original design

– Bearing options on existing equipment

– Bigger bores, more balls, double bearings

 Proactive Maintenance
• Speeding up equipment or running
equipment at speeds higher than needed
shortens equipment life.

• Variable speed drives and mechanically

slowing down equipment increases
bearing life.
 Lubrication Excellence

“ The World runs on a film of Lubrication”

Only things that effect oil life:

• Temperature
• Moisture
• Foreign Material
 Lubrication Excellence
Oil life is reduced by temperature.
Oil will last around 30 years at 70 degrees F.

Life of oil is cut in half by each 20 degree rise in

temperature.

Oil lubrication quality’s are reduced by

temperature and viscosity changes.
 Lubrication Excellence
• Moisture in the oil reduces lubrication
qualities.

• 1% moisture can reduce component life by

50%

• 2% moisture can reduce component life by

80%
 Lubrication Excellence
Lubrication Failure modes with high moisture

Reduced lubrication effectiveness

Increased oxidation
Additive depletion
Increased corrosion
Viscosity changes
 Failure Mode Moisture
Life Extension Factor

PPM 2 3 4 5 6 7 8 9 10
50,000 12,500 6500 4500 3125 2500 2000 1500 1000 782

25,000 6250 3250 2250 1563 1250 1000 750 500 391

10,000 2500 1300 900 625 500 400 300 200 156

5000 1250 650 450 313 250 200 150 100 78

2500 625 325 225 156 125 100 75 50 39

1000 250 130 90 63 50 40 30 20 16

500 125 65 45 31 25 20 15 10 8

250 63 33 23 16 13 10 8 5 4

100 25 13 9 6 5 4 3 2 2
 Lubrication Excellence
Work to reduce moisture in equipment.

– Better seals
– Wash down controls
– Control temperature of oil
– Use desiccant filters on vent ports
– Filter out the moisture
 Lubrication Excellence
• In most applications this film of lubrication
is only 5 microns.

• Heavy loads may take the film thickness

down to 1-2 microns.

• What is a Micron?
 Lubrication Excellence
• Bacteria is 3 microns
• Red Blood cells are 5 microns
• Talcum Powder is 10 microns
• Fine floor dust is 40 microns

• Human hair is 80 microns

 Lubrication Excellence
– If our lube film thickness if 5 microns, putting
40 microns dust particles in with our lube
practices, is like pumping boulders in and
letting the bearings grind them up.

– Most of the dust particles are silica, metals, or

abrasive components from our processes, and
they wear out your machine components.
 Lubrication Excellence
How do we keep these particles out of our
equipment?

We must use procedures to eliminate any

particles from getting into our lube systems.
Particles on grease sirks
Particles in lube containers
Particles on equipment
 Lubrication Excellence

Even with the most of the current practices

we are only 20% efficient in Lubrication
Excellence!

You must change your practices and

procedures to reach even 50%
effectiveness.
 Lubrication Excellence

Where do these particles come from?

– Process dust
– Ambient conditions
– Poor lubrication practices
– Machine component wear

• Why is the grease black when you open a bearing?

 Lubrication Excellence
How do these particles/boulders get into our
equipment?
– From new oil!
– From oil equipment we use in
operations/maintenance.
• Jugs, Funnels, Bottles, Containers.
– From greasing practices.
– From inefficient filter systems.
– From equipment components.
Lubrication Excellence
 Lubrication Excellence

ISO 4406 Cleanliness Codes

– All new oils have an ISO cleanliness code to
tell you how many particles of different sizes
are in the oil.
– The codes are three number sets.
– Example: 16/14/11
– What do they mean?
 Lubrication Excellence
The numbers mean the following:
16 is the number of particles > 4 micron
14 is the number of particles > 6 micron
11 is the number of particles > 15 micron

Each increment increase in the ISO code

indicates twice the number of particles.
17/15/12 = 2x 16/14/11
 ISO Codes
ISO Range Number Greater Than Less Than
Number of particles per milliliter
___________________________________________________
24 80,000 160,000
23 40,000 80,000
22 20,000 40,000
21 10,000 20,000
20 5,000 10,000
19 2,500 5,000
18 1,300 2,500
17 640 1,300
16 320 640
15 160 320
14 80 160
13 40 80
12 20 40
11 10 20
10 5 10
9 2.5 5
8 1.3 2.5

Computer search for ISO 4406 will list the complete chart
Lubrication Excellence (Noria
Inc.)
 Lubrication Excellence
MOST NEW OIL IS DIRTY!!!!!!!!!

Dirty by Excellence standards.

ALL new oil needs to be filtered before using

it in any equipment.
– After training your people and establishing a
Lubrication Excellence Program.
 Lubrication Excellence

Tips:
– Filter all new oil to a minimum of 10 microns
absolute.
– Purchase oil safe equipment to keep oils clean.
– Train everyone on keeping oil clean
– Filter all large oil reservoirs regularly to at a
minimum 10 microns absolute.
– Minimize greasing thru sirks and improve
methods to keep dirt off sirks.
 Lubrication Excellence

When people as me, “Is there one thing I

can do to improve reliability and extend
equipment life”? This is my answer, A
Lubrication Excellence program”!
 Precision Work
All operations must develop
procedures for precision work to assure
that every task is completed to assure
maximum life cycles of the components.

Precision work tasks are very important

to Proactive maintenance success.
Precise work is sometimes a short cut to get more work completed
 Precision repair/installation
Most bearings fail prematurely due to poor
practices on install and repair.
• Bearing bores not accurate
• Shafts not properly sized
• Improper procedures for installation
– Hammers, pipes, heat, cold,
Precision repair/installation
Improper storage/handling

– At the bearing store

– With the freight companies
– With your store room areas
– Moving around your plant
 Precision repair/installation

Over heating and over cooling bearings

can cause damage to bearing materials.
Bearings should never be heated above
240 degrees F, (115 C).
Over cooling bearings with CO2 can
damage bearing when they return to
ambient temperature in the bearing bore.
 Precision repair/installation

Bearing bores must always be smooth

and checked for proper dimensions. Over
sized or damaged bores will allow bearings
races to move and create vibration and
further wear.

Perfectly aligned motors float!

 Precision repair/installation

Shafts must be measured for proper

size and be smooth of all defects.

High spots on shafts can crack the

inner race under a load.
Under size shafts will allow the race to
move and may spin.
 Precision repair/installation
Allowable Tolerances for pump rolling
element bearings;
Conrad, single angular contact, and double
row bearings: bore-to-shaft .002 -.005”
interference fit

Bearing outside diameter-to-housing fit:

.002 - .005 loose fit
 Precision repair/installation

Use proper tools for bearing installation. Do

not hammer or drive bearings on shafts or into
housings.
Use brass or plastic if some force is needed.
Pressing with smooth hydraulic force is the
preferred method.
 Precision repair/installation

Clean rooms won’t cure poor practices.

You are better to install correctly in a dirty

area than to install with the wrong
methods in a clean room.
 Precision repair/installation

You must follow the guidelines set forth by

the manufacturer in rebuilding equipment.

You must have written rebuild procedures

and follow them to the letter.

You must obtain support from your

maintenance personnel.
 Precision repair/installation

Use bases for equipment that will not

flex and move during operation.
Anchor bases correctly.

Do not anchor with precision if you are

not using precision alignment and
precision balance!
What are the Factors of Equipment
Life Cycle Improvement

Engineering
Design
Fabrication
Installation
Operations
Maintenance
 Precision Alignment
In our plants we have equipment
parts that must be precision aligned.
Coupling between motors and
pumps, pulleys on belt drives.

Why is precision alignment

important?
 Precision Alignment
Misalignment can cost 3% to 7% in energy costs

Equipment life extension

– NASA states in their RCM document that precision
aligned equipment can extend equipment life by 8
times.
Collateral damage
– Bearing wear, vibration, coupling wear, gear wear.
Precision Alignment

160
140

120

100

90

80

70

60

50

40

30

20

5 10 20
Misalignment (min.)
 What are we doing?

It is not about “coupling alignment”

It is about:
Finding the rotational centers of the
machines

Positioning the machines so their

centerlines meet a tolerance when the
machines are at operating conditions
Machine Damage
Angular Alignment

Angular misalignment is centerline

deviation where the offset is not constant.
Angular Alignment

 Exists in the vertical plane & horizontal plane

 Offset Alignment

an Offset is the deviation anywhere along the length

Offset misalignment is the deviation of the shaft
centerlines at the power plane(s)
 Offset Alignment
Reduce the offset misalignment at planes
where power is transmitted
 Precision Alignment

What are we trying to

do with alignment?

The objective is to
align the centers of
the shafts.
Precision Alignment
Angular Misalignment Offset Misalignment
Mils per inch Mils
.001/1” .001”

RPM Excellent Acceptable Excellent Acceptable

3600 0.3/1” 0.5/1” 1.0 2.0
1800 0.5/1” 0.7/1” 2.0 4.0
1200 0.7/1” 1.0/1” 3.0 6.0
900 1.0/1” 1.5/1” 4.0 8.0

Develop Precision Standards and adhere to them

 Manufacturer Coupling
Specifications
The alignment specifications
from coupling manufacturers are just a
range. They are not designed for long
coupling life and precision standards.
They are not designed to help
your equipment operate forever.
 Precision
Alignment
Soft Foot:
Must be corrected before the alignment
process is started.
Soft Foot Check
Effects of soft foot on components
 Soft Foot
Loosen all mounting bolts.
Find any loose shim packs.
Correct by adding to loose shim packs.
 Precision Alignment
• Alignment Techniques

Can you get to .003 in all 3 planes?

– Straight Edge?
– Single Dial Indicator?
– Reverse Dial Indicator?
– Laser alignment tool?
Precision Alignment

Straight Edge
Single Dial Indicator
Precision Alignment

Reverse Dial Indicator

Precision Alignment

Laser Alignment System

 Precision Alignment

Reverse dial and Laser are the only

methods that can achieve under .003 in all
three planes of alignment in a timely
manner!
 Precision Alignment
Draw backs to Precision alignment
– Poorly design base structures
– Pipe strain
– Conduit strain
– Thermal growth
– Torque wrenches
– Used shims, bent washers, bad worn bearings.
Adjustment Methods
Precision Alignment
Bolts must be tightened in the same order after each adjustment
And a torque wrench must be used.
Shaft Alignment Means

Positioning two or more

machines so that their
rotational centerlines are
colinear at the coupling
point under operating
conditions.
 Thermal Growth
One of the biggest reasons for
misalignment is forgetting to account for
thermal growth of the motor or component
drive.

This thermal growth calculation is

almost impossible to account for with any
method except laser or reverse dial
indicator methods.
 How are Off-line to Running Thermal
targets determined?

 Manufacturer’s recommendations are used

 Thermal growth calculations are made
 Optical techniques
 “Hot Checks”
 Laser methods
 Or - ignore it!
 Thermal growth calculations
Formula: T x L x C
T= Change in Temp in Degrees F
L= Length of Support in Inches
Typical coefficients of expansion:
COMMON MATERIALS AND THEIR C VALUES

Material C (in./in./F)

Aluminum 0.0000126

Material C (inch/inch/F) Bronze 0.0000101

Aluminum 0.0000126 Cast Iron 0.0000059

Bronze 0.0000101 Copper 0.0000092

Cast Iron 0.0000059

Mild Steel 0.0000063
Copper 0.0000092
Stainless 0.0000074
Mild Steel 0.0000063
Stainless 0.0000074 Fig. 1. Different materials have different C values (coefficient of linear expansion).
[Back
 Thermal Growth Calculation

400 degree F liquid

T X D X Temp Coff.

D = 12”

400 – 80 X 12” X .0000063 = .0249”

Growth VS Targets:
Reverse dial using Graph paper
Thermal growth is the actual change in positions of the stationary
and movable elements.
Targets are the compensation for that growth.
Example: If the motor grows 20 mils, and the pump does not grow,
the target values would be –20 at both motor feet.
Targets and relative change:
Reverse dial using Graph paper
 Alignment Changes
Thermal Expansion of Piping can force systems out of alignment

300 deg oil

60’ X 12 X (300 -80) X .0000063 = .998 inches of growth

 Piping Strain Forces
Nominal pipe sizes Pressure Created in Approx. Thermal Expansion (in.) Approx. pressure with expansion
Lb joint

4 55,250 .076 2000

6 97,000 .076 4500

.076
8 146,000 6800

207,000 .076
10 10,000

12 274,000 .076 15,000

14 324,000 .076 18,000

Alignment Tolerances (Vertical)

tolerances
Alignment Tolerances (Horizontal)

tolerances
Cost of Alignment
 RULES FOR OFFSET MISALIGNMENT AND INBOARD BEARING LIFE

Maximum offset (direct measurement and percent of maximum

for three expected bearing life)
Maximum
coupling
offset
Coupling recommended
Type by
90% life expectancy 80% life expectancy 50% life expectancy manufacturer

3 mils 5 mils 20 mils

Link 26 mils
(12% max) (19% max) (77% max)

8 mils 21 mils 70 mils 70 mils

Elastomer
(11% max) (30 % max) (100% max)

Grid 1 mil 2 mils 5 mils 12 mils

(8% max) (17% max) (42% max)

5 mils 10 mils 35 mils 50 mils

Gear
(10% max) (20% max) (70% max)
 Precision Alignment
“C” face flanged motors:

In testing it was found that even “C”

faced flanged motors can be off by .003 -
.008 in alignment.
Coupling bores
Flange faces
Bolt bores
Bolt hole slop
 Precision Alignment
Precision Alignment starts with a well designed base
Precision Installation
Precision Installation
 Precision Balance

How good does it need to be

balanced?
Precision Balance

How long do you want it to last?

 Precision Balance
All critical equipment needs balanced to 1
mil or less.

• Extends equipment life

• Prevents collateral damage
 Precision Balance
A real life example of a loss of bearing
life due to unbalance is as follows:

Let’s use the example of a 12” pump

impellor turning at 3600 RPM. This impellor
is out of balance by only 1 oz. The 1 oz. out
of unbalance equals 275 lbs of additional
force on a bearing designed for 1000 lbs.
This reduces the bearing life by 48%.
 mr(2f )2 = 0.102 mrf
2 2
F = mA= mr = g
F=Force
m=imbalance (lbs)
r=radius of imbalance (in)
f=rotational speed (Hz)
g=386.4 in/sec2

Substitute 1 oz. (1/16 lb.), 12", 3600 RPM (60 Hz):

F =0.102 x( 1 ) x(12) x(60 )2= 275 lbs.

16

Thus, 1 oz. of imbalance on a 12" radius at 3600 RPM creates an effective

centrifugal force of 275 lbs. Now calculate the effect of this weight on bearing life.
Suppose that the bearings were designed to support a 1000 lb. rotor. The
calculated bearing life is less than 50% of the design life as shown below.

1000
Actual L 10 Life = (Design L 10 Life) x ( 1000 + 275 ) 3
= 0.48 Design L 10 Life
 Precision Balance
Drawbacks to Precision Balance

– Poor design techniques

• Bad base structures
• Poor foundations
• Alignment, loose bearings, etc.
– No balance standards from equipment
suppliers
– Dirty processes
 Precision Balance
• N.A.S.A. has established standards for
balance of equipment at different
R.P.M’s
• As well as companies like Cargill,
Kodak, Defosco Steel, Eli Lilly.
• These are balance standards for new
and existing equipment.
 Precision Balance
• Specify precision balance requirements for
all new equipment purchases no matter
how large or small the equipment.

– Cargill has established balance specifications

for flaker rolls which weigh up to 18,000 lbs
each.
 Precision Balance
• All new motors, pumps, and rotating
equipment should be specified to a balance
standard of .05 in/sec. or less.

– These standards when combined with

precision install, precision alignment will more
than 4 times the life of the equipment.
 Precision Balance

Procedures for alignment of keyways and

two connecting shafts.
Keys should be 180 degrees and cut to the
correct length based on keyway slot length.

Missing lock washers and parts on coupling

installations will cause slight imbalance
situations.
 Precision Balance can be affected by not cutting keyways in shafts the
correctly. The correct method is as follows using the drawing below.
Measure from the end of the shaft to the edge of the taper of the keyway
slot. This is “A”. Measure the length of the coupling, this is “B”.
A + B / 2 is the proper length of the key.

You are trying to replace only the weight of the remove metal in the keyway slot
 Precision Balance

What about balance of belt sheaves or

pulley’s?

Ask for balance standards on large or

high speed sheaves/pulley’s
 Equipment Life Extensions
Method Life Extension

Lubrication Excellence 2 - 8 times

Precision Alignment 2 – 4 times

Precision Balance 2 – 3 times

So,,,, How long Should a Bearing
Last?

Who Has Control of the Life?

 Proactive Predictive Reactive
70-100 30-50 10-15

PP
Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Metrics
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
Training Programs
Written Procedures
Job Planning/Scheduling
CMMS System

Time FF
RCA
 Select Suppliers
How can selecting the best suppliers
improve your equipment reliability?

One of the Proactive task that a plant

needs to perform is finding out who builds
the best equipment that they use
 Select Suppliers
Who makes the best motor?

Is there a difference in bearings made by bearing

manufacturers?

Who performs best at water treatment?

Which companies build equipment with reliability

standards in mind??
 Select Suppliers

Don’t assume that all equipment is of

the same quality!

Do not limit yourself to making

decisions based on price alone.
 Equipment Costs

What did your shoes cost you?

What did your car cost you?

Write down in your book. Exercise #3

 Equipment Cost

What did you pay for your shoes?

What did you pay for your car?

 Select Suppliers

Use information on equipment reliability

to determine life cycle cost.

What will it cost you to operate a piece

of equipment for 10 – 20 years?
Spare parts, maintenance costs, power
cost, Etc.
 Select Suppliers

If you purchase a piece of equipment

based on price it may take more maintenance
efforts and costs to keeping it functioning.

Reliable equipment is sometimes more

reliable and needs less maintenance time
and spare parts. ( but usually cost more)
 Select Suppliers
Visit manufacturers that build your
equipment.
Look For:
Precision of work
Cleanliness of facility
Testing of quality standards
Ask for specifications used
Ask about life cycles and guarantees
(New Leroi compressor 5 year warranty)
 Supplier Specifications

Every supplier to your maintenance and

reliability program will need written
specifications to follow.
Otherwise you will get new and rebuilt
items that will not have long life cycles.
 Supplier Specifications
New equipment such as pumps, fans, and
blowers need defined balance standards.

New equipment may need defined bearing

bore specifications

New equipment needs defined alignment

standards, belts, chains, couplings, shafts
are examples
 Supplier Specifications
Rebuilt equipment will need written rebuild
specifications to assure the equipment comes
back in new like condition.

Motor shop audits will need conducted to assure

your specifications are and will be met. (use of
MCE may validate)
Boring of couplings and shafts needs to be
specified at all machine shops that modify or
make parts
 Supplier Specifications
Bearing supply locations need to be audited
for storage and handling. They must meet
your written specifications
Shipping/transportation services need audited
and specifications in place
 Supplier Specifications

Are these shops inducing Infant

Mortality?
 Supplier Specifications
You can not assume that because its new
or rebuilt that it’s a precision piece of
equipment.

This is an assumption that can lead to

shorter life of your equipment and more
downtime in your process.
 Proactive Predictive Reactive
70-100 30-50 10-15

PP
Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Metrics
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
Training Programs
Written Procedures
Job Planning/Scheduling
CMMS System

Time FF
RCA
 Metrics
What are metrics at your plant?
Leading metrics-measures process
Lagging metrics measures results
Metrics should be reviewed against
performance

How can they help you perform at a

higher level?
 Metrics

Examples of Metrics:
OEE
Cost of Maintenance/RAV
TEEP
Labor cost/equipment type
Emergency Downtime hours
MTBF
 Reliability Measures

OEE = Overall Equipment Effectiveness

It takes the most common sources of

manufacturing productivity losses
and places them into 3 categories; Availability,
Performance, and Quality.

Availability X Performance X Quality

 OEE
Availability:
Takes into account “Down Time Loss”
which includes all events that stopped
planned production for an appreciable
length of time.
Equipment Failures
Material Shortages
Changeover time
Availability is the ratio of Operating time
to planned production time.
 OEE
Performance:
Performance takes into account “Speed Loss”, which
includes all factors that cause the process to operate
at less than maximum possible speed when running.
Machine wear
Mis-Feeds
Substandard material
Operator inefficiency

Performance =
(Ideal cycle time/total pieces)/Operating time
 OEE
Quality:
Quality takes into account “Quality Loss”,
which factors out produced pieces that do
not meet quality standards.
Non conforming parts
Out of spec product
Rework materials/product

Quality = Good pieces/Total pieces

 OEE in Industry
Many operations run at 60 – 70 percent
OEE.

Availability = 90%
Performance = 90%
Quality = 90%
.90 X .90 x .90 = .73 or 73%
 OEE 52% 73% 86% 91% 97%

Yield 80 90 95 97 99

Quality 80 90 95 97 99

Availability 80 90 95 97 99

Actual units/hr 1200 1350 1425 1455 1485

Total Production 8,140,000 10,645,000 11,860,000 12,365,000 12,880,000

 Reliability Measures

TEEP – Total Effective Equipment Performance

TEEP is a reliability measure used to compare

equipment performance to total calendar time. In
terms of production units, it compares the amount of
good product that could have been made if the system
operated perfectly and continuously at an expected
rate against the total time frame in consideration.

TEEP = Utilization X OEE

 OEE/TEEP
In Terms of Good Product & Manufacturing Losses
• No scheduled work
Planned • Weekends/Holidays
• Breaks/Lunches
Losses • Meetings
• PM’s / Cleaning

• Equipment breakdown
Operational • Lack of materials
Losses • Lack or resources
• Set up time
• Change over time

• Product lost that could

Speed have been made had
Losses equipment been running at
scheduled rate.

• Units or time lost making

Quality product that did not meet
first pass yield.
Losses • Units or time lost reworking
product.
• Good product made
right the first time.
Good • Product meets quality
Product and First Pass Yield
Manufactured standards.

OEE = D/B TEEP = D/A

Reliability Solutions 2000 3
 Proactive Predictive Reactive
70-100 30-50 10-15

PP
Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Metrics
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
Training Programs
Written Procedures
Job Planning/Scheduling
CMMS System

Time FF
RCA
 RCM

Reliability Centered Maintenance:

How do we know that the preventive

maintenance we do to our equipment is
correct?
Are we getting anything from the effort?

What is the motivation of OEM…warranty?

Parts selling?
 Reliability Centered Maintenance

RCM is a reliability tool that was developed by the

US Department of Defense and United Airlines.
RCM uses a cross-functional team to develop a
complete maintenance strategy designed to ensure
inherent design reliability for a process or piece of
equipment.
 RCM History
What we know as Reliability Centered Maintenance
today was developed by F. Stanley Nowlan and
Howard S. Heap.

Nowlan was the director for maintenance analysis for

United Airlines.

Heap was the Maintenance Program Planning Manager

for United Airlines.
 RCM History

The general belief in the 1950’s was that there was a

one to one relationship between scheduled maintenance
and operating reliability. Hence, the more you maintain,
the more reliable your process.

It was this concept combined with the redundant design

techniques that ensured the functional capabilities of
the aircraft.
 RCM History

A detailed study of aircraft maintenance history

showed that scheduled preventive maintenance had
little to no effect on the reliability of some aircraft
components.

In fact, in performing scheduled maintenance on

aircraft engines they were actually re-inducing infant
mortality into the reliability of the engine.
A Success Story
 How does the RCM Process Work?
Steps:
Select a piece of equipment to be analyzed
Define its purpose to your plant
List the components
List the Functional Failures
Determine the cause of the functional failures
Determine the impact or effect
Use RCM logic to develop the appropriate
maintenance strategy, spare
parts, and procedures. Document and refine
 Who decides how things fail?
Your experts!!!!
CMMS
Plant operators
Plant maintenance
Operations engineers
OEM vendors
Predictive vendors
 How can RCM Help?
After we determine with our group of
experts the failure modes for our
equipment/processes we will then ask:
How can we predict the failure?
How can we prevent the failure?
How can we eliminate the failure?

Do we let it run to failure?

 RCM Is Not!!!
RCM is not:

Just about Maintenance!!

Its about Operations

Its about Quality
Its about Health, Safety, Environment
 RCM
RCM will always address the following
issues:
Downtime
Process Rate
Quality
Environmental, Health, Safety
Energy conservation
Others specific to the process
 RCM
RCM will always address the following
issues:
Downtime
Process Rate
Quality
Environmental, Health, Safety
Energy conservation
Others specific to the process
 Proactive Predictive Reactive
70-100 30-50 10-15

PP
Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Metrics
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
Training Programs
Written Procedures
Job Planning/Scheduling
CMMS System

Time FF
RCA
 Equipment Ranking

This is a very important process that

must be considered so that everyone
agrees to what equipment is important.
 Equipment Ranking

What is the most critical piece of

equipment or process in your operation?
 Equipment Ranking

Who decides at your plant which

process is the most critical?
Maintenance
Operations
Quality
H,S,&E
 Asset Criticality

What are the factors?

Safety
Environmental
Quality
Food Safety
Downtime
Cost of equipment, labor, etc
 Equipment Ranking
Performing maintenance based on the
criticality of the equipment is a method of
determining where to apply your
manpower and maintenance resources.
 Root Cause Analysis (RCA)
• The comment:

–“SHIT HAPPENS”
 Root Cause Analysis (RCA)
• Does “Shit Happens” on an airliner at
30,000 feet?

• Does “Shit Happens” at Nuclear Power

plants?
 Root Cause Analysis (RCA)
• All Failures need have to question ask:
– How did the failure Occur
- Why did the failure occur?
- What can we do to prevent
reoccurrence

Is there one reason that this failure occurred?

 Root Cause Analysis (RCA)

• Why did the Titanic sink?

 Root Cause Analysis (RCA)
• There are always 3 reasons (action, 2
conditions) that anything happens.

Fire
Air, fuel, ignition source
Injury
person present, exposed hazard,
contact

Eliminate one and the failure will not happen

again.
Structured Problem Solving Model
What happened RUPTURE DISC
The ABC Company
FAILED IN
SERVICE
Rupture Disc Failure Root
FE Cause Analysis
PRESSURE DISC FAILED FROM
EXCEED BURST CAUSES OTHER THAN
POINT OF DISC BURST PRESSURE
4 FM-1 FM-2

ABNORMAL DISC FAILS FROM INCORRECT DEFECTS IN

CONDITIONS IMPROPER RUPTURE DISC RUPTURE
IN VESSEL OR TANK INSTALLATION FOR SERVICE DISC
4 HYP 1A 5 HYP 1B HYP 1C HYP 1D

AIR OR VAPOR PRODUCT LEVEL IMPROPER TORQUE OR ERRORS IN SELECTING DISC DESIGN MATERIAL FABRICATION
PRESSURE ABNORMALLY HIGH SEALING OF SURFACES PROPER DISC FOR INCOMPATABLE WITH DEFECTS DEFECTS
ABNORMALLY HIGH ASSURED SERVICE MOUNTING FLANGE
4 HYP 2A 0 HYP 2B 5 HYP 2C 5 HE 2D 5 HYP 2E 0 HYP 2F 0 HYP 2G

PRESSURE ERRORS IN FILLING OR INADEQUATE DISC INADEQUATE TRAINING SEALING SURFACES

REGULATOR SETTING EMPTYING TANK INSTALLATION AND PROCEDURES FOR AND BOLTING ASPECTS
TOO HIGH CONTENTS PROCEDURES DISC APPLICATION ARE DIFFERENT
4 HYP 3A 0 HYP 3B 5 HYP 3C 5 RC 2D 5 HYP 3D POSSIBLE
CAUSE OF
PROBLEM
REGULATOR UNABLE REGULATOR SETTING ERRORS IN SELECTING ERRORS IN DISC
TO MAINTAIN FOR AIR PRESSURE PROPER DISC FOR PURCHASING PROCESS
CONSTANT PRESSURE INCORRECT SERVICE IDENTIFIED AND
0 HYP 4A 5 HYP4B 5 HE 2D 5 HE 4C VERIFIED CAUSE
OF PROBLEM
DEFECTIVE OR ERRORS IN AIR
INADEQUATE PRESSURE SETTING INADEQUATE TRAINING INADEQUATE
REGULATOR ACTIVITY AND PROCEDURES FOR SELECTION CRITERIA
HUMAN FACTOR
DISC APPLICATION FOR DISC PURCHASES
0 HYP 5A 5 HE 5B OR ROOT CAUSE
5 RC 2D 5 RC 5C LEVEL OF PROBLEM

AIR PRESSURE IS TRAINING

DIFFICULT TO SET BY DEFiCIENCY IN SETTING
OPERATORS PRESSURE
5 HE 6A 5 HE 6B How it happened
INADEQUATE DESIGN INADEQUATE TRAINING Logic Tree Example
FOR AIR PRESSURE POLICIES FOR AIR Why it happened Courtesy of the
ADJUSTMENT SETTING TASKS
5 RC 7A 5 RC 7B Reliability Center Inc.
 The Basic Elements of RCA

What Happened - Failure Event or Production

Loss
How it Happened - Damaged Component /
Error Factor
Why it Happened - Root Cause(s) Level

How are these elements determined in RCA?

 The Elements of Physical Root Causes
What Happened
Loss Event

How It Happened How It Happened

Behavioral Factors - Human Errors
Knowledge, Rule or Skill Based Tangible Factors - failure mechanisms of
Judgement, execution or physical components due to corrosion,
compliance errors that result erosion, fatigue, overload, or thermal
in an incorrect activity causes

Why It Happened Why It Happened Why It Happened Why It Happened

Couldn't - person Didn't - person

Design Servicing
wants to perform knowingly violates Wrong design for Component was not
role but needs policy, the application properly maintained
training, procedures,, takes
knowledge, short cuts, etc.
procedures,
guidelines, Why It Happened
awareness, etc
Operation
Component was
operated beyond
design limits
 The Elements of Human Root Causes

What Happened
Loss Event

How It Happened How It Happened

Behavioral Factors - Human Errors Tangible Factors - failures of physical

Knowledge, Rule or Skill based components due to corrosion, erosion,
Judgement, execution or compliance errors fatigue, overload, or thermal mechanisms
that result in an incorrect activity

Why It Happened Why It Happened Why It Happened

Why It Happened
Couldn't - person Didn't - person Design Servicing
wants to perform knowingly violates Wrong design for component was not
role but needs policy, the application properly maintained
training, procedures,, takes
short cuts, etc.
knowledge,
procedures,
Why It Happened
guidelines,
awareness, etc
Operation
Component was
operated beyond
design limits
 The Basic Elements of RCA

What Happened - Failure Event or Production

Loss
How it Happened - Damaged Component /
Error Factor
Why it Happened - Root Cause(s) Level

The Root Causes of all failures and events

are
inadequate systems to prevent errors and
 Elimination of Error Causes
Example
Attachment Extension
The ABC Company
Process
on flexible Area Downtime YTD
hose
1000
900 858 845
800
700
600
500
400 296
300
200
100 0
0
January February March April
Strategic Root Cause Analysis
Success
 Strategic Root Cause Analysis
Example
The ABC Company
Pump Repair Costs
$0

-$1,000

-$2,000
Reduction in
Failures and
-$3,000 Repair Costs

-$4,000

Failure analysis
-$5,000
complete and
solution
implemented
-$6,000

-$7,000
Failure Root Cause Coding
Categories

2357 Ref: DT, DOE-NE-1004-92

Whirlpool Saves $96,000 at
Dishwasher Plant

2427 Ref: Robert Reiff, Whirpool Maintenance Project Engineer

Alabama Power Co. Wins with
RCA

2430 Ref: Ronny Johnston, Alabama Power, Co., Maintenance Planner

 Root Cause Analysis (RCA)
• Use some method of RCA even if its just a
“why” discussion.

• Good information and one day training

available.
 Root Cause Analysis
Root Cause Analysis looks at failures after
they occur and how to prevent them

RCM looks at failure modes before they occur

and ways to predict, prevent, or eliminate the
failures.

You should be doing some of both and move

towards higher plant efficiency
 Remember!!!!

Root cause analysis is done after the

failure, RCM is done before the failures
occur.
Total Productive Maintenance
(TPM)
• A Process that engages every body in
the plant in managing and improving
Asset.

Pillars- AM, FI, WS, CSD,QM, EQM, PM

• What is the advantage of this

process?
 Autonomous Maintenance AM
Autonomous Maintenance/Operator care is
an approach to managing physical assets
that emphasizes operator involvement in
total equipment care. CLAIRE
This pays dividends in making
equipment more reliable.
Autonomous Maintenance
AM creates an environment that
encourages operators to commit to overall
equipment care.

Can you teach caring of equipment?

We must create an environment
that encourages that kind of care.
TPM is Based on the Following
Principles

Maintenance Engineering
Manage Equipment Life Cycle
strategic asset planning
design and construction
operations
maintenance
disposal
TPM is Based on the Following
Principles

TQM Total Quality Management

Process developed after World War II
Adopted by Japanese after WWII to prove
to the world the quality of their products.
Process was a major part of the
Demming principles.
TQM Total Quality Measurement

A belief that all employees contributed to

small incremental improvements to product
quality at each step of the process.

Process today has grown to encompass all

aspects of a business.
TQM Total Quality Measurement

The ultimate goal is zero defects

The management style in TQM culture

is participative, trusting, and focused on
fixing defects and solving problems.

The process does not focus on blame.

 Total Productive Maintenance
(TPM)
• Advantages:
– Operators take more ownership.
– Operators learn more about machines.
– Operators and Maintenance communicate
more effectively.
– Equipment has more attention.
 TPM
What is the biggest challenge with TPM?
 Proactive Predictive Reactive
70-100 30-50 10-15

Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
Training Programs
Procedures
Job Planning
CMMS
FF
Time RCA
 Reliability Centered Design
This is a process of defining what we will
buy for equipment and the components that
will be installed on the equipment.

These are written procedures that must

be followed when new equipment is installed
or existing equipment is modified.
Reliability Centered Design

Some large companies have RCD teams

that meet to review all new projects to
assure that all the equipment and
specifications meet existing reliability
standards.
 Training Programs
• How do training programs move us to
improved reliability?

– Who do we need to train?

– What do you teach an employee with 20

years experience?
 What happens without proper training?

Do continue to practice bad habits?

 Training Programs
• Plants must have a plan to train their
personnel in area of operation and the
goals of the plant reliability process.
• Plants must train on operations and day-
to-day activities.
• There is no end to training.
 Payback
The American Society of Training and
Development states:

An annual investment of $625.00 in

training per employee yields a return of
$47,000 to the bottom line.
Cargill says for every $1000.00 spent
there is a $10,000 return on the investment.
Is this a training issue or a procedure issue?
 Written Procedures
• All plant activities must be in written
procedure form.
• Everyone must do things the same way
and the right way.
• Written procedures improve job
performance and reduce safety incidents.
 Written Procedures

Procedures should include:

Clear title of work intended
Safety precautions
Tools needed for the job
Step by Step instructions
Parts location and parts needed
Reporting method when finished
 Example Procedures
TIGHTENING TORQUE FOR BOLTS & THREADS

1. Bolt Size and Quantity

Bolts used for pump casing

Casing Sheet Gasket Metal wound gasket Note:
size (*1) Quanity Size (*3) Quanity Size (*3) *1 : Casing size can be known
R 8 M12 12 M12 from model number.
S 12 M12 16 M12 Expample:
T 12 M14 16 M14 S of 0405S1-A
U 12 M16 16 M16 T of 0810T1-A
V 16 M16 20 M16 U of 1215U1-A

Bolts used for motor *2 : Frame number

Frame Sheet Gasket Metal wound gasket Motor frame size can be known
size (*2) Quanity Size (*3) Quanity Size (*3) from pump model number.

110 6 M10 6 M10 Example :

210 6 M12 6 M12 F41-417J4BM-0506U1-AV

310 6 M12 6 M12 BA42-717J4EM-1215U1V-AM

410 / 320 8 M12 8 M12 F61-426C4BM-1012U1-AV

510 / 420 8 M12 8 M12 * 417 belongs to 410 series
610 / 520 8 M16 8 M16 * 717 belongs to 710 series
710 / 620 8 M16 8 M16 * 426 belongs to 420 series
Training/Written Procedures

Show Teikoku pump rebuild

procedures slides
If Only a Procedure!!!

The truck should have been at the loading dock

 Job Planning

• How much more work can be done with job

planning?

• How effective are your maintenance

workers?

• How much of their time is wrench time?

 Job Planning

• If their work was planned in every detail

would the wrench time increase?

• The answer is Yes! More wrench time

means more jobs completed.

• How can I plan work to increase wrench

time?
Types of Planning:
Reactive Planning
We obtain information at 8:00 am and
plan the work for the afternoon
Mean Time Planning
We plan work based on known time or
failure data
Predictive Planning
Predictive technologies give us
information to develop effective plans
 The Reactive Maintenance Organization
A typical reactive maintenance organization displays the following characteristics:
The organization plans and schedules preventive work on the day the task is
required.
Breakdowns are commonplace and are attended to at the expense of completing
planned tasks.
Down days are not planned into the production schedule.
Documented planned maintenance tasks are few.
There are no dedicated maintenance planners.
Materials are not effectively managed.
Bills of materials are incomplete or don’t exist.
Operation security risks have not been assessed.
There is no structured system for development of maintenance plans.
Technical information is not well managed and often difficult to find.
Modifications to plant are made without applying a change management process.
Analysis of failures does not occur.
 Job Planning

Planning is not PM work. PM’s should be

scheduled and are routine.

Planning is the work we will do in 3 days

or 3 weeks. It work that is selected based
off PdM and inspections.
 Job Planning

• If you have 3 workers that are 35% efficient

without job planning you are at 105% total
work.

• It has been proven with job planning that

efficiency increases to 55%. Now with one
planner and two workers you are at 110%.
 Job Planning

Suppose you have one planner for 10

people. Using the efficiency improvement
numbers 55%/35% = 1.57

10 people X 1.57 = 15.7

That’s like having 6 more people doing
maintenance work.
2308 Ref: DT, The Access Group
 Job Planning
• What goes into job planning?

 Procedure to perform the work.

 Tools needed to perform the job.
 Parts ordered and needed for the work.
 Job kits set up ahead of time with all parts, tools,
and instructions needed.
Up to date safety instructions with the job plan.
 Skills and resources required
 Startup and commissioning requirements
 Housekeeping
 Job Planning
With Job Planning we are trying to reduce
MTTR.

MTTR – Mean Time to Restore

The time it takes to get a system back in

functional service from the time it stopped
functioning.
 Job Planning

Operating Operating

Not Operating

MTTR
 Job Planning
• Job Planning is a move from Reactive to
Proactive work methods.
• You can not plan reactive work effectively!
The most
important
step
When you Don’t Plan!
 Scheduling

Effective scheduling requires the jobs

be planned.
Planners plan and schedulers
scheduled the work.
Based on production, sales,
changeovers, etc.
 Scheduling

Schedulers must know actual craft hours

available, actual hours to be out of
process, and availability of equipment
needed.
cranes, lifts, rigging equipment
 Scheduling

Only 25% of jobs need planned but 75% of

all work needs scheduled.

Schedulers must understand the process

for efficient timing and work completion.
Planning and Scheduling Feedback

All planned and scheduled work needs

feedback.
Parts used not on planned
Work completed not on plan
Equipment condition of other parts
Time, more or less to complete the task
Coors: No Rewards for Reactive
Maintenance

2480 Ref: Paul Arnold, Reliable Plant magazine

 Planner Scheduler Skill Sets
Planners and scheduler must have skills
sets to be effective:
Knowledge of plant equipment
Capability to use variety of information
sources to collect data
Be excellent in communication and
teamwork
Be good at follow-up
Meticulous and thorough
 Planner and Scheduler Compliance
Things to measure:
PM compliance
PdM compliance
Percent planned work
Wrench time
Maintenance costs
Schedule compliance
Percent Reactive work
Backlog
 Proactive Predictive Reactive
70-100 30-50 10-15

PP
Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Metrics
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
PM Tasks
Training Programs
Written Procedures
Job Planning/Scheduling
CMMS System

Time FF
RCA
CMMS (Computerized Maintenance Management Systems)

CMMS systems are a proactive tool and

must be part of a reliability process.

Just buying the tool will not make your

plant operate any better or at less cost. It
won’t fix broken equipment!!!!
 CMMS Systems are Not!!

For accountants to keep track of dollars

Not for a plant clerk to enter information

Not for printing out PM’s each day

 CMMS systems are!!

“Alive” and need constant feeding!!!!

They need to be accessible and used by

maintenance personnel

They are constantly being updated with task

improvements
Material Management Strategy

2453 Ref: Mac Innes & Pearce, DT

 Proactive Predictive Reactive
70-100 30-50 10-15

Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
Training Programs
Procedures
Job Planning
CMMS
FF
Time RCA
 Proactive Maintenance
Maximizes precision work techniques
Minimum spare parts, 50% reduction
Maximum Runtime, Minimal downtime
80% of maintenance tasks proactive
Minimal E, H, &S exposure
Very Low quality Issues
Maximum Equipment Life
Lower MRO costs
Reduction of Predictive Maintenance Costs
Elimination of equipment failure modes
Allows you to perform “Lean Maintenance”
 Preventive Maintenance

• So what is Preventive Maintenance?

• How do we know what we are doing in

PM’s is correct?
 Preventive Maintenance
• As you improve your knowledge and skills
in Reliability, you will do less traditional
type PM work types.
• You will grease equipment when it needs
it.
• You will change oil when it needs
changed.
 Proactive Predictive Reactive
70-100 30-50 10-15

PP
Lubrication Excellence
Precision Maintenance
Alignment, Balance, etc.
Select Suppliers
Supplier Specifications
Metrics
Equipment Ranking
RCM
TPM
RCA/FMEA
RCD
PM Tasks
Training Programs
Written Procedures
Job Planning/Scheduling
CMMS System

Time FF
RCA