gaining acceptance for a predictive maintenance

7/27/2019 Gaining Acceptance for a Predictive Maintenance

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Emerson Process Management - CSI

DoctorKnow Application PaperTitle: Gaining Acceptance For A Predictive Maintenance ProgramSource/Author:

Andy Page, Maintenance Engineer, Noranda Aluminum, Inc.

Product: GeneralTechnology: VibrationClassification:"What is predictive maintenance?"

No doubt this is one of the most asked questions we receive when trying to open a

discussion about predictive maintenance with our supervisors or someone in our

department.

This question needs to be answered so that we do not scare someone away. If the

answer is put incorrectly, someone might dismiss predictive maintenance as some

expensive toy that one the engineers want, or as some far out machine that one of the

foremen read about in a monthly trade magazine. From then on, the matter would be

closed for discussion.

However, if the answer were phrased correctly it could open the door to considerable

savings for the company.

Predictive Maintenance is simply a non-destructive testing process thatmonitors and trends certain characteristics of a machine for the purpose

of initiating repairs before there is a catastrophic failure. This processoccurs with absolutely no disruption in the process itself.

Examples of Predictive Maintenance Testing Methods

s Vibration Analysis

s Infrared

Thermography

s Ultrasonic

s Oil Analysis

s Ferrography

s Magna-Flux

Inspections

"Why do we need it?"

Invariably, this is the next question asked and the place where the salesman in you takes

over. This is where you must establish the very cornerstone, the acceptance and support of

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upper management, on which you can build a successful predictive maintenance program.

Mission Statement of Maintenance Department

There are several ways to describe the purpose of a plant's maintenance department and any

of these explanations can go a long way in setting the mood for the rest of the plant

concerning their attitude toward maintenance. When it gets right down to it however, the

purpose can be stated in one simple sentence:

Effectively and efficiently maintain the plant's production capacity.

In the past we have only been concerned with whether or not the equipment is

getting repaired.

The fact that we have a worldwide market, coupled with the fact that the market is gettingmore competitive everyday, have companies cutting costs anyway they can.

In the past maintenance has always been considered a 'necessary evil', something that lurked

m the back of the plant that management did not like to think about. With the ever

competitive market though, management has been forced to consider maintenance, it's role,

and it's efficiency, a bonofide ingredient for a quality product at the lowest possible price.

How Does Predictive Maintenance Increase The Effectiveness and The Efficiency Of TheMaintenance Department?

Past

Effectiveness has been measured by the fact that the

machinery has been repaired.

With Predictive Maintenance

Effectiveness and efficiency are improved by the fact

that we know about the problem well enough in advanceto plan the outage, order the parts and assemble the

manpower. We also know exactly where the problem is

on the machine and it's scope.

Predictive maintenance therefore eliminates the

interruption and/or loss of production, poorly scheduled

manpower and spare parts shortages. It also eliminate

the need for the craftsman to climb all over the machine,

looking for the problem, all of which cost money.

When It Comes Right Down To It, The Boss Wants To See Some Numbers Before He Cuts



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The Check!

So, let's give him some numbers.

Problem:Bearing Fault

W.O. # 101743

Action Taken:Bearings replaced.

Labor: $448.00

Material: $810.00

Total Cost: $1,258.00

No Action Taken: Beating and shaft ruined.

Labor: $1120.00

Material:$2000.00Total Cost:$3120.00

Total Cost Avoidance To The Company: $1862

To date, we have had 20 documented work orders where, due to the program, we have saved the

housings and the shafts by catching them in time. This is a

Cost Avoidance

of$37,240

Problem:AlignmentW.O. # 139857Action Taken: Fan was aligned.Labor: $265Material: $-0-

Total Cost: $265

No Action Taken:Fan shaft and bearings ruined.



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Labor: $1,120Material: $2,000Total Cost: $3120Total Cost Avoidance To The Company: $2855

To date, we have had 4 such cases where, due to the program, we were able to save the bearings byfinding the misalignment before there had been any irreparable damage. This results in a

Cost Avoidance

of$11,420

Problem: Bearing Fault in Motor (Same Cost Data For Rotor or Stator Problem)

W.O. # 109284

Action Taken: Motor Was ReplacedLabor: $742Materials:$300Total Cost:$1042 No Action Taken:

Labor: $742

Material: $15,000 (New Unity Motor)Total: $15,742

Total Cost Avoidance To The Company: $14,700

To date, we have had 8 cases where, due to the program, we have caught the bearing problem

before it failed and ruined the motor. Therefore, we have a total

Cost Avoidance

of$117,600

Maintenance StatisticsThe following information compiled byMaintenance Technology magazine from a nation wide

study of companies. It shows the following data on money saved by shifts in the maintenance

philosophy:

Breakdown Maintenance $17- $19 /horsepower/year



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Preventive Maintenance$11- $15/horsepower/year

Predictive Maintenance $7 - $9 /horsepower/year

Currently we are surveying 82 pieces of equipment per month for a total of 20400 horsepower.

At this amount a shift from the preventive maintenance philosophy to the predictive maintenance

philosophy should have produced a savings or "cost avoidance" of between $81,600 - 122,400.

As you can see, our program produced results well within the predicted range.

Reference: Problem: Bearing Fault In Motor

Cost avoidance = $117,600 To Date

Total Plant Savings

Vibrational Analysis has resulted in a Cost Avoidance of$157,695

These cost avoidance's did not even take into account any estimation of foregone capital due to

loss of production, such as homo furnaces possibly losing loads, etc. Nor do these estimates

account for any possible DNR or EPA fines for stack emissions being out of specifications.

We can document these saving with just 82 pieces of equipment being measured per month over

the last 12 months in which the program has received a lot of attention.

Roles Of The Person In Charge Of Implementing The Predictive Maintenance Program:

r Salesman

r Fighterr Coach

Salesman

The "predictive maintenance champion" must first and foremost be a

SALESMAN; a salesman to your boss, and his boss(es) if necessary, a

salesman to your contemporaries, and a salesman to the craftsmen in your

department.

As a salesman you must effectively communicate the following things to

make the sale:

1. Feature - "Features it has"



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2. Function - "The function of those features"3. Benefit - "The benefit of those functions"

As a predictive maintenance salesman you must present these in reverse.Why?

If you say:

"Boss, I want to buy an analyzer that has 30 buttons, a coiled

cable, an accelerometer type transducer and a magnetic base.

What do you think?"

Your boss may stop listening after the words "30 buttons."

However, if you say:

"Boss, What do you think about us getting a system that would

save us a lot of money by allowing us to "predict" failures on

our rotating equipment, before they occurred?"

Not only would you

have asked the

question in such a

way that it requires

more than a simple

yes or no answer but

you may have

sparked an interest

by using the words

"save us somemoney" and "predict

failures." You may

also have

encouraged your

boss to listen to the

rest of the question

by using the word

'getting" instead of

"buying."



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The whole concept

is to show the

benefits of the

system, first. Spark

some interest, then

explain the functions

and the features.

Obviously, education is the best way to get someone to "buy" into a program

such as this. Show him/her exactly what is involved in conducting tests of

this nature and how these tests can help the company.

However, do not be alarmed if this approach does not work. All too often

people view change as an admission of guilt.

They think: 'I have been doing it this way for 25 years and now, all of a

sudden, I have to do it differently. If I change then I will be admitting that allthese years I have been wrong. Someone might get the impression that I was

incompetent. If I resist this change, I will show everyone that I know what I

am doing and that I am confident of myself and my abilities.

However, everyone involved in the organization must realize one thing. That

a tool, whether a screwdriver, pipe wrench, vibration analyzer, sledge

hammer, infrared camera or a pair of pliers is still just a tool. They are tools

to be used by us to more effectively and efficiently maintain our plant's

production capacity.

If the education approach does not produce effects then the predictive

maintenance champion must turn to his next role.

Fighter

Human relations advocates would not like this approach. For good reason, this approach should

only be used after all attempts have been made to educate a particular employee. This approach isdetrimental to the work environment and damages interpersonal relationships.

But occasionally, there comes a time when you have to use an:

I TOLD YOU SO!

Use these sparingly! They are dangerous.

But if someone is adamant about their refusal to pay attention and believe in the effectiveness of apredictive maintenance program, you might have to just show them that it works.



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s Take data on a piece of problem equipment.

s Give them the report as usual.

s Wait on it to fail.

s Go with them to make the repair.

s Acquire the part in question.

s Show them the fault you "predicted".

Coach

This is the final goal of the predictive maintenance champion.

Your goal is to now coach the people who are conducting the

tests. You must insure that they are competent and confident in

their roles as analysts of the various tests.

The final goal of the predictive maintenance program is to be fully integrated into the

philosophy of the maintenance scheme.

It is to make sure that everyone in the maintenance department knows the capabilities of

predictive maintenance and uses them on a daily basis to make the maintenance of the plant'sproduction capacity as effective and as efficient as possible

All contents copyright 1998 - 2006, Computational Systems, Inc.All Rights Reserved.

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