1 critical elements for successful pdm
DESCRIPTION
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-
10 C
ritic
al E
lem
ents
for
Success
ful P
dM
| 1
10
C
ritic
al
E
lem
ents
fo
r S
uccess
ful P
dM
Co
mm
on p
itfa
lls o
f p
red
ictive
main
tenance
pro
gra
ms
and
ho
w t
o a
void
them
-
10 C
ritic
al E
lem
ents
for
Success
ful P
dM
| 2
Lik
e any c
om
ple
x t
ask
involv
ing m
any
peo
ple
of
dif
feri
ng d
isci
plines
, it
req
uir
es a
com
pre
hen
sive,
coord
inate
d e
ffort
to im
ple
men
t
PdM
and s
ust
ain
it
over
tim
e. T
hro
ugh r
esea
rch,
exper
ience
, and inte
ract
ions
wit
h P
dM
exper
ts
and c
onsu
ltants
, pla
nt
managem
ent,
and
main
tenance
per
sonnel
, w
e have
iden
ti!ed
what
we
see
as
the
10 m
ost
pre
vale
nt
pit
falls:
1. V
isio
n: W
hat
will w
e ach
ieve?
2. C
om
mit
men
t: M
anagem
ent
expec
tati
ons,
pla
nt-
#oor
buy-i
n
3. T
echnolo
gie
s: I
den
tify
ing t
he
appro
pri
ate
pre
dic
tive
tech
nolo
gie
s fo
r th
e jo
b
4. T
rain
ing: In
itia
l and o
ngoin
g
5. T
ools
: T
he
right
hard
ware
and s
oft
ware
6. Pro
cedure
s: E
stablish
ed, co
mm
unic
ate
d,
follow
ed
7. M
ethodolo
gy: C
onsi
sten
cy a
mong p
eople
and loca
tions,
over
tim
e
8. Per
sonnel
: E
nough q
uali!ed
per
sonnel
wit
h
enough t
ime
available
9. Ju
sti!
cati
on: T
rack
ing r
esult
s, m
akin
g t
hem
public,
pro
vin
g e
ffec
tiven
ess
10. P
artn
erin
g: W
hen
nee
ded
for
all of
the
above
Vis
ion
an
d C
om
mit
men
tA
ny m
ajo
r ch
ange
start
s w
ith a
vis
ion a
nd r
elie
s
on c
om
mit
men
t. T
he
support
ing d
ocu
men
t,
W
hy D
o P
redic
tive
Main
tenance
Pro
gra
ms
Fail?
des
crib
es t
he
role
of
vis
ion a
nd h
ow
to
obta
in c
om
mit
men
t. D
one
corr
ectl
y, a
pre
dic
tive
main
tenance
pro
gra
m s
hould
change
the
cult
ure
,
philoso
phy a
nd w
ork
#ow
of
the
main
tenance
dep
art
men
t. I
t is
not
just
the
addit
ion o
f a n
ew
tech
nolo
gy o
r to
ol, b
ut
a d
iffe
rent
appro
ach
or
stra
tegy t
ow
ard
s m
ain
tain
ing o
ne
s ass
ets.
This
appro
ach is
bei
ng
under
taken
in o
rder
to g
ain s
pec
i!c
ben
e!ts
that
can
and s
hould
be
mea
sure
d. T
hes
e ben
e!ts
incl
ude:
incr
ease
d
upti
me,
red
uce
d f
ailu
res,
short
er p
lanned
outa
ges,
few
er p
reve
nti
ve m
ainte
nan
ce a
ctio
ns
and u
ltim
atel
y a
grea
ter
ef!ci
ency
of
the
faci
lity
.
Fai
lure
to a
dap
t th
e cu
lture
to t
his
new
philoso
phy
and b
ench
mar
k t
he
gain
s w
ill ev
entu
ally
lea
d
to t
he
pro
gram
s d
isso
luti
on. A
dopti
ng
new
tech
nolo
gies
wit
hout
chan
ging
mai
nte
nan
ce
stra
tegi
es w
ill not
resu
lt in t
he
des
ired
ben
e!ts
.
Tech
no
log
ies, Tra
inin
g, an
d T
oo
lsSucc
essf
ul
PdM
pro
gra
ms
alm
ost
alw
ays
rely
on
usi
ng c
ondit
ion m
onit
ori
ng t
echnolo
gie
s (s
uch
as
vib
rati
on a
naly
sis,
#uid
analy
sis,
ult
raso
und
readin
gs,
tem
per
atu
re m
easu
rem
ents
, cu
rren
t
signatu
re a
naly
sis,
etc
.) i
n c
om
bin
ati
on t
o f
ull
y
chara
cter
ize
the
condit
ion o
f cr
itic
al
com
ponen
ts
and s
upport
acc
ura
te d
iagnose
s of
impen
din
g
pro
ble
ms.
The
appro
pri
ate
com
bin
ati
on o
f
met
hods
must
be
com
bin
ed a
nd c
oord
inate
d t
o
obta
in r
elia
ble
res
ult
s. B
ut
many f
aci
liti
es s
imply
purc
hase
a n
ew t
echnolo
gy,
such
as
a v
ibra
tion
data
coll
ecto
r or
ali
gnm
ent
tool, s
pen
d t
ime
and
money
lea
rnin
g h
ow
to u
se t
he
tool, a
nd n
ever
full
y u
nder
stand w
hy i
t is
bei
ng u
sed. F
or
det
ail
s
about
tech
nolo
gie
s, s
ee t
he
support
ing d
ocu
men
t
M
isuse
of
Tec
hnolo
gy.
O
ne
faci
lity
had
the
capac
ity
and a
bilit
y to
det
ect
inci
pie
nt
bea
ring
wea
r in
a p
um
p u
sing
The prin
ciple
s and b
ene!
ts o
f pre
dic
tive
main
tenance
(PdM
) are
wid
ely k
now
n
and g
ener
ally a
ccep
ted, but
many p
lants
sti
ll f
ail
to i
mple
men
t and e
xplo
it
a s
ucc
essf
ul pro
gra
m.
Many f
aci
liti
es a
nd e
nte
rpri
ses
have
fail
ed t
o a
chie
ve
the
10, 20
or
even
30:1
RO
I pro
mis
ed b
y t
he
adapta
tion o
f a P
dM
pro
gra
m,
says
Ala
n F
ried
man,
Sen
ior
Tec
hnic
al A
dvis
or, A
zim
a D
LI
(ww
w.A
zim
aD
LI.
com
).
Inves
tmen
ts h
ave
bee
n m
ade
in m
onit
ori
ng e
quip
men
t and t
rain
ing b
ut,
in m
any i
nst
ance
s, d
ata
coll
ecto
rs a
re c
oll
ecti
ng
dust
on a
shel
f in
som
e st
ore
room
wait
ing f
or
som
eone
to r
edis
cover
them
and w
onder
what
thes
e art
ifact
s m
ay h
ave
bee
n u
sed f
or. O
n t
he
fact
ory
#oor, i
t is
back
to b
usi
nes
s as
usu
al w
ith u
npla
nned
outa
ges
as
the
norm
and e
ver
yone
too b
usy
!ghti
ng !
res
to g
et a
handle
on t
he
situ
ati
on. A
t le
ast
its
an e
xci
ting p
lace
to w
ork
!
-
10 C
ritic
al E
lem
ents
for
Success
ful P
dM
| 3
a vi
bra
tion a
nal
ysis
sys
tem
, F
ried
man
say
s.
Alt
hough
the
pum
p s
how
ed n
o s
igns
of
wea
r, t
he
faci
lity
wen
t ah
ead a
nd c
han
ged o
ut
the
bea
rings
acco
rdin
g to
thei
r pre
venti
ve m
ainte
nan
ce
sched
ule
. At
anoth
er p
lant, a
vib
rati
on a
nal
yst
was
adep
t at
det
ecti
ng
mec
han
ical
fau
lts
in h
is
pla
nts
mac
hin
ery
but
he
was
afr
aid t
o t
ell his
super
viso
r ab
out
all of
the
pro
ble
ms
he
found
bec
ause
his
super
viso
r m
ight
get
angr
y at
hav
ing
to r
epai
r al
l of
thes
e m
achin
es!
Both
of
thes
e ca
ses
dem
onst
rate
the
use
of
the
tech
nolo
gy a
s an
end in
itse
lf w
ith n
o g
reat
er v
isio
n o
f w
hy
the
tech
nolo
gy
is b
eing
emplo
yed.
Azi
ma
DL
Is
rece
nt
inau
gura
l St
ate
of
the
Condit
ion M
onit
ori
ng
Indust
ry
report
, bas
ed
on a
surv
ey c
onduct
ed a
mong
engi
nee
rs a
nd
pla
nt
man
ager
s, f
ound t
hat
65%
hav
e a
mac
hin
e
condit
ion m
onit
ori
ng/
pre
dic
tive
mai
nte
nan
ce
pro
gram
in p
lace
. O
f th
ose
, m
ore
than
hal
f
indic
ated
that
its
dif
!cu
lt t
o k
now
exac
tly
what
solu
tions
and t
ools
are
nee
ded
to m
ainta
in a
succ
essf
ul pro
gram
. This
, al
ong
wit
h insu
f!ci
ent
staf
f, lim
ited
in-h
ouse
exper
tise
, an
d p
oor
trai
nin
g,
wer
e th
e to
p f
acto
rs r
esponden
ts p
erce
ived
as
neg
ativ
ely
impac
ting
the
resu
lts
of
thei
r pro
gram
s.
Tra
inin
g is
a n
ever
-endin
g co
nce
rn, s
tart
ing
wit
h
PdM
pri
nci
ple
s, e
xte
ndin
g th
rough
im
ple
men
tati
on
and f
ollow
ing
up a
s te
chnolo
gies
evo
lve,
equip
men
t
is u
pdat
ed, t
he
faci
lity
pro
gres
ses
to m
ore
sophis
tica
ted a
pplica
tions,
and p
erso
nnel
chan
ge.
Tra
inin
g m
ust
tak
e pla
ce o
n m
ult
iple
fro
nts
, as
des
crib
ed in t
he
support
ing
docu
men
ts
Why
Do P
redic
tive
Mai
nte
nan
ce P
rogr
ams
Fai
l? a
nd
C
hoose
Your
Par
tner
s W
isel
y.
Tec
hnolo
gy r
equir
emen
ts m
ust
be
under
stood
so t
ools
can b
e se
lect
ed a
ccord
ing t
o t
he
nee
ds
of
the
faci
lity
and s
taff
, ra
ther
than a
ven
dor
s sa
les
pit
ch. M
atc
hin
g t
he
right
tools
to t
he
job c
an
min
imiz
e ef
fort
and e
f!ci
entl
y d
eliv
er t
he
right
info
rmati
on i
n a
ctio
nable
form
.
Pro
ced
ure
s a
nd
Meth
od
olo
gy
A s
ucc
essf
ul
PdM
pro
gra
m i
s th
e re
sult
of
foll
ow
ing a
sta
ndard
set
of
pro
cedure
s and
rem
ain
ing c
onsi
sten
t yea
r aft
er y
ear,
Not
in
bei
ng a
n e
xper
t at
lookin
g a
t gra
phs,
F
ried
man
says,
and y
et i
n t
he
indust
ry w
e oft
en s
ee p
eople
takin
g c
erti
!ca
tion c
ours
es t
hat
teach
a l
ot
about
lookin
g a
t gra
phs
and l
ittl
e or
noth
ing a
bout
managin
g a
PdM
pro
gra
m.
Each
ass
et m
ust
be
base
lined
and t
este
d i
n t
he
sam
e w
ay,
at
consi
sten
t in
terv
als
, to
acc
ura
tely
track
its
condit
ion. O
nly
then
can y
ou s
et
mea
nin
gfu
l ala
rm l
imit
s and k
now
when
a
change
is s
igni!
cant.
Pers
on
nel
Though n
um
ber
eig
ht
on o
ur
list
of
10 p
itfa
lls,
per
sonnel
iss
ues
are
the
num
ber
one
pro
ble
m f
or
PdM
pro
gra
ms.
H
ow
many t
imes
have
we
had
to p
rete
nd t
hat
we
had n
o p
rogra
m a
nd n
ow
we
are
sta
rtin
g f
rom
scr
atc
h a
ll o
ver
again
- m
aybe
wit
h n
ew e
quip
men
t th
is t
ime
aro
und -
bec
ause
the
guy w
ho u
sed t
o r
un t
he
pro
gra
m r
etir
ed
or
left
for
gre
ener
past
ure
s and t
ook e
ver
yth
ing
Techn
olo
gy
req
uirem
ents
must
be u
nd
ers
too
d s
o t
oo
ls c
an b
e s
ele
cte
d a
cco
rdin
g
to t
he n
eed
s o
f th
e f
acili
ty a
nd
sta
ff, no
t acco
rdin
g t
o a
vend
ors
sale
s p
itch.
-
10 C
ritic
al E
lem
ents
for
Success
ful P
dM
| 4
wit
h h
im e
xce
pt
for
a s
quari
sh-l
ookin
g e
lect
ronic
dev
ice
wit
h s
om
e ca
ble
s and a
sen
sor
hangin
g
off
of
it?
Fri
edm
an a
sks.
R
eten
tion o
f hig
hly
train
ed p
erso
nnel
is
a b
ig p
roble
m.
Its
esp
ecia
lly d
evast
ati
ng w
hen
indiv
iduals
do n
ot
form
alize
thei
r w
ork
into
pro
cess
es a
nd
pro
cedure
s th
at
oth
er p
eople
can b
e tr
ain
ed t
o
follow
when
they
lea
ve.
Unfo
rtunate
ly, m
any
work
ers
like
to b
e ex
per
ts
and p
rote
ct t
hei
r
posi
tion b
y s
hro
udin
g t
hei
r w
ork
in m
yst
ery
and h
old
ing o
nto
the
secr
ets
of
thei
r ex
per
tise
to
ensu
re t
hat
the
com
pany r
emain
s dep
enden
t on
them
. O
ther
s m
ay b
e le
ss d
evio
us
or
inse
cure
but
sim
ply
dont
thin
k a
hea
d a
nd p
lan t
hin
gs
to k
eep
the
pro
gra
m r
unnin
g in t
hei
r ev
entu
al abse
nce
.
In
eit
her
case
, F
ried
man a
dds,
W
e ca
n s
ay f
or
cert
ain
that
the
loss
of
the
resi
den
t ex
per
t is
oft
en
enough t
o d
oom
a P
dM
pro
gra
m a
nd b
anis
h its
hig
h t
ech e
quip
men
t to
the
unre
ach
able
part
s of
the
hig
hes
t sh
elves
.
If a
quali!ed
rep
lace
men
t is
not
available
, it
may t
ake
a y
ear
or
more
to t
rain
a n
ew r
esid
ent
exper
t, o
r ex
per
ts, to
the
poin
t w
her
e th
ey h
ave
a h
andle
on t
he
tech
nolo
gy a
nd c
an e
ffec
tivel
y
manage
a P
dM
pro
gra
m.
In t
he
mea
nti
me,
many f
aci
liti
es v
iew
PdM
resp
onsi
bilit
ies
as
som
ethin
g e
xtr
a t
hat
has
to b
e done
aft
er t
he
real w
ork
. As
the
pla
nt
oper
ate
s w
ithout
an e
ffec
tive
PdM
pro
gra
m,
unpla
nned
failure
s in
crea
se, and k
now
ledge
about
the
condit
ion o
f th
e pla
nts
ass
ets
dec
lines
. M
ain
tenance
peo
ple
sta
rt o
per
ati
ng
in h
yst
eric
al m
ode
to !
x t
he
nex
t em
ergin
g
pro
ble
m,
Fri
edm
an s
ays.
In
this
sit
uati
on, it
is
dif
!cu
lt t
o s
tep b
ack
and p
ut
toget
her
a s
trate
gy
to m
ove
up t
he
main
tenance
evolu
tionary
ladder
to t
he
rung o
f PdM
. T
he
new
PdM
exper
t-
in-t
rain
ing m
ust
be
giv
en t
he
tim
e, s
pace
, and
support
to m
ake
the
transi
tion h
appen
.
The
sam
e si
tuat
ion c
an o
ccur
when
com
mit
men
t
is lost
due
to a
n a
bru
pt
chan
ge in s
trat
egic
dir
ecti
on.
I hav
e se
en s
ucc
essf
ul
pro
gram
s upro
ote
d b
y m
anag
ers
who a
ppea
r on t
he
scen
e w
ith n
o
know
ledge
of
PdM
and e
ither
!re
the
staf
f or
dont g
ive
them
the
tim
e
or
per
mis
sion t
o c
onti
nue
work
ing
on t
hei
r pro
gram
s,
Fri
edm
an s
ays.
T
his
pro
ble
m is
more
com
mon
wher
e th
e peo
ple
res
ponsi
ble
for
the
PdM
pro
gram
hav
e not
adeq
uat
ely
docu
men
ted its
ef!
cacy
. They
do n
ot
hav
e
the
evid
ence
han
dy
to just
ify
why
the
pla
nt
should
kee
p t
hes
e pro
gram
s in
pla
ce.
Ju
sti
cati
on
The
majo
rity
of
resp
onden
ts i
n t
he
Azi
ma
DL
I su
rvey
agre
e th
at
pre
dic
tive
main
tenance
pro
gra
ms
dir
ectl
y i
mpact
the
bott
om
lin
e, b
ut
when
quer
ied a
bout
barr
iers
to s
ucc
ess,
dif
!cu
lty
dem
onst
rati
ng R
OI
was
one
of
the
top f
act
ors
.
Pla
nts
must
adopt
the
right
tech
nolo
gy a
nd
part
ner
ser
vic
es t
o e
nable
manager
s to
bet
ter
captu
re a
nd r
eport
the
ben
e!ts
of
condit
ion
monit
ori
ng p
rogra
ms,
focu
sing o
n m
etri
cs s
uch
as
dec
rease
d d
ow
nti
me,
im
pro
ved
pro
duct
ivit
y,
and c
ost
savin
gs
rela
ted t
o i
mpro
ved
equip
men
t
hea
lth a
nd r
elia
bil
ity.
When q
ueried
ab
out
barr
iers
to
success
, d
if"culty
dem
onst
rating
R
OI w
as
one o
f th
e t
op
facto
rs.
-
10 C
ritic
al E
lem
ents
for
Success
ful P
dM
| 5
A f
aci
lity
can c
hange
thei
r philoso
phy t
o a
pre
dic
tive
mode,
corr
ectl
y e
mplo
y t
echnolo
gy
to r
educe
pre
ven
tive
main
tenance
act
ions,
and m
inim
ize
cata
stro
phic
failure
s, b
ut
fail t
o
adeq
uate
ly d
ocu
men
t th
e ef
!ci
enci
es a
nd s
avin
gs
ass
oci
ate
d w
ith t
hes
e act
ions.
In
those
faci
liti
es
wher
e th
e te
chnolo
gy is
bei
ng u
sed c
orr
ectl
y a
nd
in t
he
right
conte
xt,
I h
ave
oft
en s
een a
pro
gra
m
fail b
ecause
its
succ
esse
s w
ere
not
adeq
uate
ly
docu
men
ted,
Fri
edm
an s
ays.
E
mplo
yee
s w
ithin
the
main
tenance
dep
art
men
t ack
now
ledged
that
thei
r w
ork
was
use
ful, b
ut
they
had n
o d
ata
to
pro
ve
this
to t
hose
outs
ide
of
thei
r gro
up a
nd
saw
thei
r pro
gra
m g
et c
ut
when
manager
s had t
o
tighte
n t
hei
r budget
s.
Part
neri
ng
Conse
quen
ces
of
the
pit
falls
outl
ined
above
can b
e re
duce
d o
r el
imin
ate
d b
y o
uts
ourc
ing
PdM
act
ivit
ies
to a
part
ner
. M
ore
than h
alf
of
the
resp
onden
ts t
o t
he
Azi
ma D
LI
surv
ey w
ho
have
PdM
pro
gra
ms
use
a c
om
bin
ati
on o
f in
-
house
and o
uts
ourc
ed s
olu
tions.
While
only
8%
curr
entl
y o
uts
ourc
e data
collec
tion a
nd a
naly
sis,
of
those
handling p
rogra
ms
in-h
ouse
, 53%
resp
onded
that
they
bel
ieve
ther
e are
ben
e!ts
to
outs
ourc
ing t
he
pro
gra
m.
In c
onsi
der
ing a
part
ner
for
thir
d-p
art
y
support
, th
e fo
llow
ing f
act
ors
wer
e ra
nked
,
in o
rder
of
import
ance
, as
most
in#uen
tial in
makin
g t
hat
dec
isio
n:
A
naly
tica
l so
ftw
are
and s
ervic
es
A
bilit
y t
o s
pea
k w
ith a
cust
om
er s
ervic
e
repre
senta
tive
24/7
A
dvance
d r
eport
ing c
apabilit
ies
W
eb-b
ase
d o
r on-d
emand a
cces
s to
data
analy
sis
W
hil
e th
e ben
e!ts
of
an e
ffec
tive
condit
ion
monit
ori
ng a
nd p
redic
tive
main
tenance
pro
gra
m
are
cle
ar
to p
lant
per
sonnel
and m
anagem
ent,
many p
rogra
ms
have
bee
n l
eft
on a
uto
-pil
ot
duri
ng t
ight
econom
ic t
imes
, s
ays
Burt
Hurl
ock
,
CE
O, A
zim
a D
LI.
W
e bel
ieve
one
of
the
key
s
to l
ong-t
erm
succ
ess
is g
reate
r vis
ibil
ity a
mong
the
C-s
uit
e re
gard
ing t
he
quanti
!able
im
pact
thes
e pro
gra
ms
can h
ave
on p
roduct
ivit
y a
nd
pla
nts
abil
ity t
o c
om
ply
wit
h i
mport
ant
indust
ry
standard
s fo
r re
liabil
ity.
F
or
exam
ple
, by
inves
ting i
n c
ost
-eff
ecti
ve
data
coll
ecti
on a
nd
analy
sis
capabil
itie
s, p
lants
can m
ake
info
rmed
main
tenance
dec
isio
ns
and g
ener
ate
res
ult
s in
term
s of
cost
-avoid
ance
rel
ate
d t
o u
nsc
hed
ule
d
dow
nti
me
and u
nnec
essa
ry r
epair
s.
Ram
i!ca
tions
of
PdM
part
ner
ship
s are
explo
red m
ore
thoro
ughly
in t
he
support
ing
docu
men
t,
Choose
Your
Part
ner
s W
isel
y.
C
ho
osi
ng t
he
righ
t p
art
ner
may m
ak
e th
e
dif
fere
nce
bet
wee
n a
co
nsi
sten
t an
d e
ffec
tive
pro
gra
m t
hat
run
s sm
oo
thly
over
th
e n
ext
10
or
20
yea
rs a
nd
an
en
dle
ss s
erie
s o
f fa
lse
start
s an
d i
nves
tmen
ts i
n m
isu
sed
eq
uip
men
t,
Fri
edm
an
co
ncl
ud
es.
On
e th
ing i
s fo
r su
re,
succ
essf
ul
pro
gra
ms
mo
re o
ften
th
an
no
t
req
uir
e go
od
part
ner
s.
The r
ight
part
ner
may
make t
he d
iffe
rence b
etw
een a
co
nsi
stent
and
effective
pro
gra
m, and
an e
nd
less
series
of fa
lse s
tart
s.
-
2
01
0
Azi
ma D
LI
A
ll ri
gh
ts r
eserv
ed
Sp
on
so
red
by
Pro
du
ced
by
Azi
ma D
LI W
orl
d H
ead
qu
art
ers
300 T
rad
eC
en
ter, S
uit
e 4
610
Wo
bu
rn, M
A 0
1801 U
SA
Toll-
free U
.S. 800-4
82-2
290
Inte
rnati
on
al (+
1) 781-9
38-0
707
ww
w.A
zim
aD
LI.co
m
555 W
. P
ierc
e R
oad
, S
uit
e 3
01, It
asca, IL
60143
630-4
67-1
300 |
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lan
tServ
ices.c
om