equipment health the driver for turnaround...

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Equipment Health

The Driver for Turnaround Planning

2014 Schneider Electric

Software Global Customer Conference

Orlando Oct 01, 2014

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Meir Soft Tissue Solutions Core competency in Asset Management cultural change

Primary focus:

• Business Processes – Maintenance, Production & Inventory (Lower operating costs)

• Profitable lean manufacturing (Increase production throughput)

• Asset reliability

Effective proactive maintenance programs (Eliminate unexpected outage & Manage corporate

risk)

Effective troubleshooting approaches to automated equipment (Find problems earlier & Shorten

outage duration of unexpected outages)

Effective Inventory management program

Continuous improvement culture based on respectful communication and trust

Lower energy costs

• Global trade knowledge and skills shortage

• End user software functionality

Maximizing software investment

Partnership agreements with: Engtech Industries Inc., Schneider Electric. Mhyar International Consulting,

Pattern Discovery Technologies Inc.

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Sample MeirSTS Client Experiences


Poor Turnaround E

qu

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t R

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Poor

High

High

Low

Do

llars

Potential for Failure is INTRODUCED

Turnaround

Time

Awareness

> Risk High > Extended Life of Capital Investment Low < Yearly Maintenance Budget Inflated

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Good Turnaround

High

Low

Do

llars

Turnaround

Time

Awareness

< Risk Low < Extended Life of Capital Investment High > Yearly Maintenance Budget Low

Potential for Failure Is REMOVED

Poor

High

Eq

uip

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nt

Reli

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Balance – Amount of Work Vs Quality of Workmanship

Amount of Work

Quality Workmanship

= Directly Related To +

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Amount of Work

High

Low

Do

llars

Turnaround

Time

Awareness

< Risk Low < Extended Life of Capital Investment High > Yearly Maintenance Budget Low

What does this line represent?

Poor

High

Eq

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Reli

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Potential Failure Curve For Ever Equipment and Component

Pro

ba

bili

ty o

f F

ailu

re

Low

High

Potential for Failure Is Introduced

The equipment will tell us if it is having problems before final failure…if we are listening!

Awareness

Awareness

Low Trust

High Trust

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Economics for Predicting Failure is Compelling

X Failure Occurs

Pro

ba

bili

ty o

f F

ailu

re

Low

High

High Low

Dolla

rs

$ x 1

$ x5

$ x10


Uptime Magazine Dec10/Jan11 Page 21 – Figure 7 www.uptimemagazine.com

Plenty of time for planning and scheduling

Little or NO time for planning and scheduling

Time

Ultrasonic Vibration

Oil Analysis

Can Hear It

Can Smell It

Can See It

Hope you are not too close!


Reactive repair and maintenance work is 7x more expensive than planned work

Awareness

< Risk (due diligence) < Extended Life of Capital Investment > Yearly Maintenance Budget

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Economics for Predicting Failure is Compelling

X Failure Occurs

Pro

ba

bili

ty o

f F

ailu

re

Low

High

High Low

Dolla

rs

$ x 1

$ x5

$ x10


Uptime Magazine Dec10/Jan11 Page 21 – Figure 7 www.uptimemagazine.com

Plenty of time for planning and scheduling

Little or NO time for planning and scheduling

Time

Ultrasonic Vibration

Oil Analysis

Can Hear It

Can Smell It

Can See It

Hope you are not too close!


Reactive repair and maintenance work is 7x more expensive than planned work

Awareness

< Risk (due diligence) < Extended Life of Capital Investment > Yearly Maintenance Budget

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Potential Failure Curve For Ever Equipment and Component


Awareness

Individual Health Of Components and Equipment

Potential Failure Curve of Major Equipment / Line /

Area / Facility

=

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Only Work on What is Required

Slide

peopleandprocesses.com

Each year, companies in the United States spend over $700

billion on plant equipment maintenance, at least

40% of that is wasted.

…by reducing the self-induced failures,

they can increase production capacity as

much as 20 percent… Best Maintenance Practices - 01 November 2002 Ricky Smith, Life Cycle Engineering

Up to 70% of equipment failures are self-

induced by either the processes or practices with

the organizations.

Maintenance Technology, 2002

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Quality of Workmanship

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High

Low

Do

llars

Turnaround

Time

Awareness

REMOVE potential for Failure

Poor

High

Eq

uip

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nt

Reli

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Quality of Workmanship

Slide

Plan

Do

Check

Act

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Turnaround Maintenance Value

Trust

Maximize Life of Capital Equipment

Increased Production Throughput

Lowest Possible Maintenance Budget

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Case Study

Background

• Sector – Pulp & Paper

• 3 day shutdown

• 150+ maintenance personal and contractors

• 18 hours a day

Approach

• Only fix what is failing based on condition based maintenance

Vibration Analysis, Oil Analysis, Ultrasonic

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Case Study

Results compared to previous 3 day shutdowns

• Turned over to production 15 hours ahead of schedule

Previous shutdown average 28 hours over shutdown window

• Last 18 hours - verification team of 50 people and 25 trades people to repair major defects

Previous full compliment of trades people for entire time

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Case Study

Savings compared to previous 3 day shutdowns

• Quality production output running as per original schedule

• Approximately 1350 man hours saved by finishing early

• Approximately 4200 man hours saved by not extending the shutdown window

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Questions

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Contact Information

Stan Shantz Principal and Managing Partner 1-519-503-4201 [email protected]

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equipment health the driver for turnaround...

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