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8/20/2019 Microsoft PowerPoint - PM

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Plant Maintenance

Presented To : NED

Presented By : Syed Munawer Hasan


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SYED MUNAWER HASAN

ACADEMICS

2012 MEM - N.E.D University of Engineering & Technology Karachi2009 MBA –Hamdard Institute of Management Sciences1997 BE Mechanical -N.E.D University of Engineering & Technology Karachi

PROFESSIONAL CERIFCATION & COURSES

• APM Certified Management Consultant• ASNT Certified-Vibration Analyst• AIRT Certified– Thermographer • Business in Solution Promotions• Basic & Advance Bearing Knowledge

• Maintenance Management

• Lubrication Management• Motor Management

• Plant Asset Management• Implementation of Predictive Maintenance

• Implementation of Pro-active Maintenance (RCFA , Laser Alignment, Balancing etc.)• Professional Presentation Skills

• Six Sigma

• Energy Management & Audit

PROJECTS: (All Major Industries in Pakistan)

Conduct & Implementation of Reliability Centered Maintenance Program for Enterprise Asset Management. (RCM-EAM)

Implementation of Pro-active Reliability Maintenance Program. (PRM)

Implementation of Consequence Driven Maintenance Program. (CDM)

Implementation of Condition Base Maintenance Program. (CBM)

Improvement in Preventive & Reactive Maintenance Program.

Implementation of Best practices for Energy Management– ESCO– ENERCON

Competency Development


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MEN

MACHINES

METHODS

MATERIALS

MONEY

5 M’s

MEN

Page9

MACHINES


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Page10

METHODS

Page11

MATERIALS

Page12

MONEY


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Industries Objectives

• Increase Efficiency

• Increase Capacity

• Improve Quality – End User Demand

– Faster Converting Equipment

– Competitive Edge

• Reduce Costs

– Reduce Fixed Costs

– Reduce Energy and Raw Material Costs

Beyond Asset Management

Asset Efficiency Optimization - improvingthe efficiency and integrity of plant assetsto release capacity without large capital

Investments.

MaintenanceCosts

TotalCosts

P r o d u c t i o n

Economic Environment

Equipment Age Dem and for Reliabil ity

Maintenance Budget Personnel

The Challenges


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Energy Scenario in Pakistan

Pakistan energy demand had grown at anannual rate of 4.8% and is expected to grow

at 10% per annum by 2011.

Reduction in power generation is either dueto some major faults in thermal units or shortage of natural gas or furnace oil.

Last year Electric Short fall was from1200MW to 6000 MW. Peak time deficit hadscored beyond 5000 MW in June09.

Decision has been taken for putting an endto the subsidy on electricity.

We All Know What is

An asset ?

Asset Management ?

Operations Management ?

Production Management ?

Quality Management ?

Maintenance Management ?

3 M ?

5 M ?

Availability ? Downtime ? Types of Downtime ? Outage ? Shut Down ? Efficiency ? Productivity ? Profitability ? Reliability ? MTBF ? MTTR or MTBR ? OEE ?

Basic Definitions

Availability Downtime Types of Downtime Outage Shut Down Efficiency Productivity Profitability Reliability MTBF MTTR or MTBR OEE


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Some Plant Assets

Turbine

Engine Compressor

Purifier Pump

Cooling Tower fan

Fans

Supply / Return Fan

Motor

CentrifugalBlower

Agitator

Ring Machine

Auto cone

DC DrivesElectrical Panels

Heat Exchanger

Piping

Turbo charges

Circuit Breaker

Kiln

The Evolution of MaintenanceThe Evolution of Maintenance

ReactiveReactive

••Fix it when it BreaksFix it when it Breaks

Proactive Reliability MaintenanceProactive Reliability Maintenance

••Fix the Root CauseFix the Root Cause

••Apply optimal level Apply optimal level

PreventivePreventive

••Scheduled OverhaulsScheduled Overhauls

PredictivePredictive

••Condition BasedCondition Based

Operator Driven MaintenanceOperator Driven Maintenance

••First line of defense maintenanceFirst line of defense maintenance

1950195019501950FutureFutureFutureFuture

19701970’s’s19701970’s’s

20002000200020001980’s1980’s1980’s1980’s

2001s2001s2001s2001s19901990’s’s19901990’s’s

MAINTENANCE PHILOSPHIES

Breakdown Maintenance or Operate to Failureor Unplanned Maintenance

Preventive or Scheduled Maintenance

Predictive or Condition Based Maintenance

Proactive Maintenance Reliability


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Run To Failure, Breakdown

Can be least expensive form of maintenance!

Negativesä Inventory

ä Secondary damage

ä Labor

ä Planning and scheduling

When run-to-failure works

No measures are taken to anticipate and prevent

mechanical problems.

Expensive due to excessive downtime & collateral damage

caused when machines are allowed to fail.

Costs

Unexpected Labor Costs.

Replacement Equipment Costs.

Unexpected Production Loss.

Income Loss.

Fix it when break

RUN TO FAILURE

ADVANTAGESNon critical equipments:

Very effective on Non critical equipments

Asset having low replacement valueVery effective on Assets having low replacement cost

DISADVANTAGESFailures:

Primary & secondary failures of machine parts which cost very high.

Quality:production stops, resulting in delays in the delivery of the product or service, damage of the product.

Health and Safety :The method of breakdown could be catastrophic causing injury to employees in the vicinity;for example: natural gas leak causing an explosion.

RegulatoryIf this is equipment that is legally required and then is no longer operating; for example: stack scrubbers requiredby a certificate of approval for air, light curtains required to protect working entrapment.

RUN TO FAILURE


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Preventive Maintenance

Planned, scheduled, or calendar-based

maintenanceUnder and over-maintaining

Assumes normalized data that some machinesdont fit

“Fix it when it’s predefined life-timeends”

A machine or parts of the machine are overhauled on aregular basis regardless of the condition of it/them.

Costs

Regularly Scheduled Labor Costs.

Regular Replacement Equipment Costs.

Regular Scheduled Production Loss Cost.

Percentage of Machines fai ling on star t-up due toinstallation errors.

PREVENTIVE MAINTNANCE

ADVANTAGESRoutine Inspection:Establishment of schedules and procedures for routine inspections.

Periodic Test:Periodic testing of plant equipment for structural soundness

Record KeepingUse of an organized record-keeping system to schedule tests anddocument inspections

DISADVANTAGES

Unforseen Plant Downtime:The main disadvantage of preventive maintenance is that routine and periodic inspectionsare carried out without taking into account the intensity at which a machine operates and, therefore,its real condition

Additional Maintenance CostGreater Annual Cost if it is not applied from the beginning of the equipment installation.

Unavailability of production process:Preventive maintenance apply to machines regardless of it condition & most of the time equipmentnot required maintenance but according to OEM you have to stop the machine/process to fulfill PM task.This situation also vice versa as well.

PREVENTIVE MAINTNANCE


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“Fix it at the most opportune time” “Fix it, and its root cause”

Determines the condition of machinery as it operates, toschedu le the most ef fic ien t and effect ive repair of

problem components prior to failure.

Allows you to fix the problem’s r o o t c a u s e , preventing

problem reoccurrence.

Costs

Scheduled Labor Costs (only as needed)

Replacement Equipment Costs (as needed)

Scheduled Loss of Production Costs (as needed)

AuthorizedFAGIndustrialService Partner

PREDICTIVE MAINTENANCE

ADVANTAGES

Prevent catastrophic failure:Prevents the breakdown/catastrophic/premature failure.

Availability of machine:Safety, reliability and availability increases.

Reduce primary & secondary damages:Cost of maintenance is less.

Shutdown Planning:Proper planning to avoid failure.

DISADVANTAGES

Required high skillsRequires skilled personnel.

Initial Cost :Requires costly monitoring equipments.

No KPI:No performance measurement parameters Eg. MTBF, MTBR...etc

PREDICTIVE MAINTENANCE

PROACTIVE MAINTENANCE RELIABILITY

30

AuthorizedFAGIndustrialService Partner


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Proactive Maintenance

Measures taken to

ä Reduce rates of failureä Improve longevity

ä Improve machinery performance

ä Improve product quality

Through craftsmanship and corrective actions

Find, repair, and improveversus find-and-replace

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What is Proactive Maintenance?

Improving quality and precision on repair work to eliminate maintenanceinduced failures and to maximize equipment life

Identifying the key drivers of poor reliability and set standards andeducate all in the solutions (e.g. Cool, Clean, Dry and Smooth)

Ensure there is a disciplined Condition Monitoring and inspectionsystem in place to give adequate warning of potential failures

Identify problems early with CM and inspection so they can be understoodand eliminated before any damage is done

High levels of reliability leadership and cooperation from operations

Identify and eliminate bad actors

Wide use by your people of Root Cause Analysis basic processes to help eliminate problems

Input reliability learning's into new equip

Ensure problems are Fixed Forever and good solutions to problems are shared widely

PROACTIVE MAINTENANCE

“PDCA(Plan-Do-Check-Act) “

PROACTIVE MAINTENANCE:

Proactive maintenance has now received worldwide attention as the singlemost important means of achieving savings unsurpassed by conventionalmaintenance techniques.



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ADVANTAGES

KPI:

Key performance indicators will be clearly measured in Proactive maintenance.Root Causes:RCA to fix problems at the root cause

Strategy:Process and equipment design using RCM, RCD.

Precision technique:Precision Maintenance skills, Alignment, Balance.

Maintenance Management Program:•Maintenance Policy•Control of materials•Preventive Maintenance•Condition Monitoring•Work Order•Job planning•Priority and backlog control•Data recording system•Performance measurement measures or indices


PROACTIVE MAINTENANCE HELPS TO IMPLEMENT:

EFFECTIVE MAINTENANCE MANAGEMENT

•Maintenance Policy•Control of materials•Preventive Maintenance•Condition Monitoring•Work Order•Job planning• Priority and backlog control•Data recording system•Performance measurement measures or indices

DISADVANTAGES

COST:High initial cost to implement Proactive maintenance program.

Skilled Man Power:Skilled man power to measure and assign proactive maintenance tasks.

Time:Atleast 2 years required to implement proper structure for Proactive maintenance


VIBRATION ANALYSIS :

1. Vibration analysis to be done on critical & semi critical machines to identify the health condition .2. Select the most critical machines to be monitored at regular basis.3. Other predictive maintenance activities can be executed but in first step only VA will execute.

PROACTIVE MAINTENANCE RELIABILITY

KPI (Key Performance Indicators) Monitoring :

KPIs to be set on critical equipments to gauge the performance of equipments.

RCFA (Root Cause Failure Analysis) :

During the implementation of Proactive Maintenance Reliabil ity Program ; RCFA should be done on every failure and documentaccordingly.

CRITICALTY MATRIX :

During the implementation of Proactive Maintenance Reliabil ity Program ; RCFA should be done on every failure and documentaccordingly.


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= Uptimeperiods

= Planneddowntime

CorrectiveTotal Uptime

Proactive ReliabilityMaintenance

Maximum Uptime

Preventive

Total Uptime

Predictive

Total Uptime

= Unplanned downtime(breakdowns)

Maintenance StrategiesMaintenance Strategies

Manager Maintenance – Old Practices

Normal Practice- Run to Failure


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The Alignment SpecialistState of Art

Alignment Instrument

Normal Practice- Run to Failure

Maintenance Practices- Preventive

What is Condition Monitoring?

üCondition Monitoring is the process of determining machinebehavior and dynamics as it operates.

Ø Machine’s physical parameters are monitored, trended and studied.Any

deviation from the pre-set normal range indicates the presence of

machineabnormality that could eventually trigger stoppage and downtime.

Ø Physical parameters can be:

v Vibrationv Temperaturev Bearing Conditionv Oil/lubrication conditionv Other process parameters, e.g. speed, flow rate and amperage


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Selecting Machinery to Monitor

Problem Machinery

Affect on Production

Probability of Failure

Personnel Safety

The Predictive Maintenance Cycle

Proactive Reliability Maintenance

Predictive Maintenance(PdM) PRM

Correction & KPI’s

Diagnostic & Root Cause

Analysis (RCFA)

Operational Review


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Key Performance

Indicators !

(KPIs)

• Those key result areas where you are not achieving the desired

results and have a room of improvement.

• For achieving the maximum efficiency of the particular area or

machine,management make certain criteria and keep on finding

areas where to improve reliability.

Key Performance Indicators ???

Key Performance Indicators

• Maintenance man-hours

• Production overtime hours

• Production output (per period)

• Market demand, pre and post-processing interruptions, qualityconcerns related to machinery problems or process problems, etc.

• Unscheduled downtime / outages


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• Predicted versus unpredicted failures

• Bearing and seal costs or annual usage

• Energy costs• Number of hours, shifts, or days of operation without incident

• Number of incident outages per time period


• Mean Time Between Failures

• Mean Time Between Repairs

• Ratios of Corrective, Reactive, and Preventive Repairs

• Condition monitoring generated work order closure rate


Best Practice- Predictive


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How Can Operators Contribute?

• Operator inspections provide increased opportunities for failure detection.

• Trending the inspection results identifies even small incremental changes.

• Sharing the results improves teamwork and proactive decision making.

MachineReliability

Time

1st Monthly Measurementby Vibration Analyst

2nd MonthlyMeasurement byVibration Analyst

Operator Input Can Make A Crucial Difference!

Overview

What is Reliability?

Plant

Electrical

Mechanical

Process

People

Reliability Definition

Purposeful actions designed to obtain maximum functionality from amachine or process with a low incidence of failure at the lowestpossible cost.


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Mechanical ReliabilityMechanical Reliability

Ishikawa Diagram

The Basic ’4 M’s’ Framework of an Ishikawa Diagram

Assets - 5 M

Men

Machines

Materials

Methods

Money


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Production managements responsibilities are

summarized by the “five Ms”:

Men, Machines, Methods, Materials and money.

“Men” refers to the human element in operating systems.

The Predictive Maintenance Cycle

Predictive MaintenanceProactive

Maintenanace

Correction & KPI’s

Diagnostic & Root CauseAnalysis (RCFA)

Operational Review


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How Can Operators Contribute?

• Operator inspections provide increased opportunities for failure detection.

• Trending the inspection results identifies even small incremental changes.

• Sharing the results improves teamwork and proactive decision making.

MachineReliability

Time

1st Monthly Measurementby Vibration Analyst

2nd MonthlyMeasurement byVibration Analyst

Operator Input Can Make A Crucial Difference!

• Those key result areas where you are not achieving the desired

results and have a room of improvement.

• For achieving the maximum efficiency of the particular area or

machine,management make certain criteria and keep on finding

areas where to improve reliability.

Key Performance Indicators ???

• Predicted versus unpredicted failures

• Bearing and seal costs or annual usage

• Energy costs

• Number of hours, shifts, or days of operation without incident

• Number of incident outages per time period



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Maintenance Costs = Total Maintenance

Costs/Total Production Cost

4– 14%

Maintenance Productivity = Maintenance Costs –Year /Original Plant Assets

2 - 3 %

Planned Maintenance >90%

Reactive Maintenance


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Engineering Solutions

Plant Efficiency Management

1. Do you know, whyyou do, what you do?1. Do you know, whyyou do, what you do?

2. Does itmatter?

2. Does itmatter?

3. Did you do whatyou should, well?3. Did you do whatyou should, well?

4. Do you knowwhat it means?4. Do you knowwhat it means?

5. Do you learnand improve?

5. Do you learnand improve?

Maintenance

Strategy

(what)

Plant Management for Optimization

Work

Identification

(when)

Work

Control

(who)

Work

Execution

(how)

Reliability Issues (Design)

Pre-DefinedPriorities

Ma inte na nce Str ate gy Pr oje ct Busi ne ss G oals

PreventiveMaintenance (time-based)Proactive Reliability Maintenance

(predictive andcorrective)OperatorDriven Reliability (observe)

Runto Failure (reactive maintenance)RootCause Analysis

PM=PRM=

ODR=

RTF=RCA=

Plant Asset Management andMaintenance Program(LivingProgram)

PM PRM ODR RTF R C A

PRM/ODR Collectionand Analysis

InformationIntegrationand Decision

Work Order GenerationCorrective

MaintenanceOperatorsInitiators

Planning

RollingSchedule

StandardJobPlansandProcedures

Spare Parts Alignment

Work Execution

Post Maintenance Testing

Update Program

O p t i m i z e ( w h y

)


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Plant Assessments

Plant Assessments helps us understand the plant maturity compared to industry benchmarks

Plant Assessments

Energy Assessments

House keeping

Inventory

Spares

Maintenance

Stores

Workshop

Skill


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Plant Asset Management

Company Business GoalReliability, Availability, Maintainability, Safety

RBI RCM(Fouling)

(Mechanical Integrity)

PlannedMaintenance

InspectionProgram (NDT)

Operator Inspection

PlannedMaintenance

ConditionMonitoring

Operator Inspection

TaskRationalization

Work Notification

Work Acknowledgement

KPIs RCFA

Task, Discipline, Freq, Job Plan

BOM, Inventory Optimization

EAM /ERPSAP / ORACLE

TaskRationalization

DecisionSupport

What is RCM?

Reliability Centred Maintenance (RCM) - A process used to determinewhat must be done to ensure that any physical asset continues to fulf il itsintended functions in its present operating context

Why Do RCM?

The Right Maintenance, on

The Right Equipment, at

The Right Time, by

The Right People, for

The Right Reasons


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RCM Team Composition

CoreTeam

(analysts)

Resource Team

Plant Personnel

CORE TEAM: Dedicated RCM analyst(s)

RESOURCE TEAM: Plant staff available for reviews /interviews - Ops, Elec., Mech., I&C,

EngineeringPLANT PERSONNEL: Support reviews /interviews as needed and implementation

TYPICAL RESOURCE REQUIREMENTS PERANALYSIS (700-1000 tags):

Ops -


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Maintenance management system

Strategy & Policy

Organization

Planning & Control

Management Information

• Objectives• Constraints• Resources

• Structures• Accountabilities

• Job scheduling• Job execution• Provision of spares• Use of technology

• Exception reporting• Plant history file• Trends• Value of money

analysis

F e e d b a c k L o o p .

L e a r n i n g . .

Item Requirements

Failure ModesFailure Effects

ComponentCritical?

PerformNon-CriticalEvaluation

RTF?

RecommendRTF

Existing PM

ProgramExecute LivingProgram

Task Comparison

Define SimpleTasks

Y N

N

Define whatPMs should

be done

Select System

Boundaries

FMEA(Criticality Analysis)

SystemComponents

Feedback Loop

CriticalEvaluation Criteria

System Functions

Y

ImplementDecisions

IdentifyFailure Causes

AET?

ImplementDesignChange

DefineProactive

Tasks

N Y

Identify whatis important

Change PMprogram

RCM process modelBusiness Goals

What are failure modes?BURN OUT

ERODES

EXTERNALLY LEAKS

FAILS “AS IS”

FAILS TO ACTUATE

FAILS TO CHANGE STATE UPON DEMAND

FAILS TO CLOSE

FAILS TO DE-ENERGIZE

FAILS TO ENERGIZE

FAILS TO OPEN

FAILS TO OPERATE PROPERLY

FAILS TO PERFORM CONTROL FUNCTION

FAILS TO PROVIDE POWER

FAILS TO PROVIDE PROPER OUTPUT

FAILS TO REMAIN CLOSED

FAILS TO REMAIN ENERGIZED

FAILS TO REMAIN OPEN

FAILS TO RUN (INCLUDES DEGRADEDOPERATION)


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2

RESULTS IN MACHINE UNAVAILABLE > 8 HOURS

RESULTS IN MACHINE UNAVAILABLE BETWEEN2 HOURS & 8 HOURS

RESULTS IN MACHINE UNAVAILABLE < 2 HOURS

RESULTS IN A SIGNIFICANT IMPACT ON PRODUCTION

RESULTS IN A MODERATE IMPACT ON PRODUCTION

RESULTS IN NO IMPACT ON PRODUCTION

RESULTS IN FAILURE TO MEET QUALITY STANDARDS

COMPROMISES QUALITY STANDARDS

RESULTS IN NO QUALITY IMPACT

RESULTS IN A RECORDABLE INJURY OR NEAR MISS

RESULTS IN A NON-RECORDABLE INJURY

RESULTS IN NO RISK

RESULTS IN AN EXTERNAL RELEASE OR PERMIT VIOLATION

RESULTS IN A ON-SITE RELEASE

RESULTS IN NO RELEASE

RESULTS IN A >$35,000 KRONOR REPLACEMEN T OR REPAIR IF RTF

What are failure effects?

What are failure effects

Component ID &description

Failure modes Failure effect

RESULTS IN MACHINE UNAVAILABLE > 8HOURS

RESULTS IN A SIGNIFICANT IMPACT ONPRODUCTION

RESULTS IN FAILURE TO MEET QUALITYSTANDARDS

RESULTS IN A >$35,000 KRONORREPLACEMENT OR REPAIR IF RTF

155-1-11---> Hydrostatic slide PL-72055

FAILS TO OPERATE PROPERLY

HAS PREMATURE/DELAYEDOPERATION

FAILS TO START RESULTS IN FAILURE TO MEET QUALITY STANDARDS

RESULTS INA $10,000-$35,000 KRONORREPLACEMENT ORREPAIRIF RTF

FAILS TORUN( INCLUDES DEGRADEDOPERATION) RESULTS INMACHINE UNAVAILABLE $35,000KRONOR REPLACEMENT OR

REPAIRIF RTF

155-1-14--->adjust thedrivenplateposition(feedunit)Indramat motor+enconder

MTOR--->MOTOR

FAILS TO OPERATE PROPERL Y RESULTS IN MACHINE UNAV AIL ABLE > 8 HOURS Yes

HAS PREMATURE/DELAYEDOPERATION RESULTS INA SIGNIFICANT IMPACT ONPRODUCTION

F AI LS TO O PE RA TE PR OP ER LY R ES UL TS IN A Hydrostatic slideP L-72055

SLIDE--->SLIDE

VALHYD--->VALVE, HYDRAULIC OPERATED

EXTERNALLY LEAKS RESULTS IN MACHINE UNAVAILABLE < 2HOURS No

N o B ET W EE N 2 -8 H O UR S F OR

REPLACEMENT IF SPARE IS

AVAILABLEINTERNALLY LEAKS

155-1-10--->stopand start thehydraulic motorHydraulic valveYV-547

155-1-1--->WorkheadspindleAccumulatorn-2(15 bar)

ACCUMU--->ACCUMULATOR

EXTERNALLY L EAKS RESULTS IN MACHINE UNAV AIL ABLE BETW EEN 2

HOURS & 8HOURS

01.01--->FAILS TOROTATE ANDPOSITION THE RINGACCORDING TOSPECIFICATIONS

Criticality analysis (FMEA)


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2

Componenttype: FANS

ComponentClassificationCategory:

C ri ti ca l Y ES NO

Environment Harsh Non-Harsh

Usage Frequently Seldom

Frequency

Condition Monitoring Tasks:

asks identiied or on- ritical should LY be

performed on expe nsive/large fans. Otherwise,

choose from the Time-Directed listing.

rov e orconnuous on-ne v raonmonorng

withalarm indication

OL OL OL OL NA NA NA NA n-line monitoring and alarming is valid forcritical

machinery.Inaddition,perform full vibrationanalysis atthe

recommended frequencies,and uponreceiving analarm.

erorm u e o a na ys s. s a s a c oneves.

Trend results.

3M 3M 3M 3M 3M 6M 3M 6M ampling and analysis oflube oil to include initial

evaluationofcontamination,chemistry,and wear.Further diagnostics to be directed by intial testresults. Oil Analysis

provides indicationoflubricantand machine conditon.Do

notlimitto large

Perform full spectrum vibrationmonitoring.Establish

baseline and actionlevels.Trend results.

1M 1M 1M 1M 3M 3M 3M 3M

er orm n rare ermograp y scan on coup ngs 1 1 1 1 1 1 etects need forgreasing and some degradations.

o n o r a n ren anperormance n caors (spee ,

flow,inlet& outletpressures,damper positions,

process temperatures,bearing temperatures).

Establishactionlevels, trend results.

1D 1D 1D 1D 1W 1W 1W 1W ata log and trend eitherdaily orweekly. n-line

monitoring recommended forcritical machinery.Monitor

and trend during daily Operatorrounds ifon-line not

available. Also monitorand trend inconjunctionwith

vibrationanalysis frequency

erorm componen perormance es over u range

ofoperation.Establish baseline and actionlevels.

Trend results.

CD CD CD CD CD CD CD CD his testshould include pressures,temperatures,flows,

etc.

Time Directed Tasks:

u r c a e e an ear ngs (grease . 1 1 4 4

Lubricate coupling ondirectdrive applications.

/ 18M / 18M / 18M / 18M / 18M / 18M / 18M / 18M

his task should be conditiondirected UNL you

cannotimplementALLthe Condition-Monitoring tasks.

Inspect fan belts and sheaves. 12M 24M 12M 24M 18M 36M 18M 36M

u e o c ange ou . 4 4 Use these frequencies ifnotperforming lube oil sampling.

Inspect/replace fan bearings. CD CD CD CD CD CD CD CD his task should be conditiondirected whenpossible.

Perform a visual inspection of the fan element. BO BO BO BO NN NN NN NN

Surveillance Tasks:

Monitorvibration,bearing temperatures,and fan

performance.

1D 1D 1D 1D 1W 1W 1W 1W Reviewin control room.Spotcheck withpyrometeras

needed.

e c u e o e ve , a w ere necessary (o

lubricated bearings).Record and trend amounts

OR OR OR OR OR OR OR OR

Very properopera onan o serve con on.

Documentabnormalities.

OR OR OR OR OR OR OR OR he qualitative observationof a components conditionor

performance.[Look, Listen,Touch]

Economic Considerations:

Run until co rrective ma intenance is re quired NA NA NA NA

Maintenance standard

The P-F interval• What is the P-F interval?

What characteristic willindicate reduced failureresistance?

FAILURE

DEFINEDPOTENTIAL

DEFINEDFUNCTIONAL

TASK INTERVAL FEASIBLE?

A

100%

10%

0%Time Inspection Interval

DEGRADATION

B POTENTIAL

CFUNCTIONAL

Criticality Matrix example

Manufacturing Criticality Matrix

LEVEL AVAILABILITY RATE QUALITY SAFETY ENVIRONMENT COST

High

Results inMachine

UnavailableX Hours

ProductionRate

Decrease >X%

Failure toMeet

Standards

RecordableInjury or Higher,Includes

Near Miss

ExternalRelease

Results inPermit

Violation

> X$$Replacem

ent or Repair if

RTF

Moderate

Results in

MachineUnavailability

between XHours– Y

Hours

ProductionRate

Decreasebetween X%

- Y%

Compromises Standards

Non-recordable

On-siteRelease

X – Y $Replacement or Repair if

RTF

Low

Results inMachine

Unavailability< Y Hours

No Impact onProduction

RateNo Impact No Risk No Release

< Y $Replacement or Repair if

RTF


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Critical Evaluation Criteria - Example

CONSEQUENCE DESCRIPTION

CRITICALHEALT H / SAF ET Y F INANCIAL IMPACT ENVIRONMENT AL IMPACT

EXTREMELY

HIGH

S-1

• Fatalities.•

Long-term health impacton public.

F-1

• Greater than 1m$

impact.

E-1• Major Plant wide emergency response.• Major cleanup for months/years.• Potential widespread, long-term significant adverse effects on

the environmental (including soil and groundwater) or a largecommunity.

HIGH S-2

• Disabling Injury.• Lost time injury.

F-2

• 0.5m$ to 1m$impact.

E-2• Unit emergency response.• Significant cleanup for weeks/months.• Potential localized, medium term significant adverse effects

on the environment (including soiland groundwater) or asmall community.

MEDIUM S-3

• Medical aid injury.• Restricted work.

F-3

• 100k$ to 0.5m$impact.

E-3• Local emergency response.• Cleanup for days/weeks.• Potential short-term minor adverse effects on the environment

(including soil and groundwater) or a few members of thepublic.

LOW S-4

• First aid.

F-4• Less than 100k$

impact.

E-4• Confined to close proximity.• Inconsequential or no adverse effects.

Select System(s) & IdentifyBoundaries

Collect Pertinent Data

• Resource Availability• PM/CM Cost History• Outage/Downtime History• Safety/Environmental

Impact History

• Design Information• Equipment List• P&IDs, ElectricalSchematics

Task Selection

Assign Applicable, Cost-EffectiveTasks Commensurate with Component

Criticality

Identify Failure Causes

• DesignInformation

• OperatingHistory

Critical CriteriaMet?

Component “Critical”

Yes

No

Non-CriticalCriteria Met?

Run-to-FailureComponent “Non-Critical”

Yes

No

Implementation

Living Program

Task Comparison

Failure Modes & EffectsAnalysis (FMEA)

Criticality Analysis

Equipment List

Critical and Non-Critical Criteria

Organization Goalsand Objectives

• Operating History• Design Information• Expert Judgment

Design Information(including Performance Standards)

Identify Key ImportantFunctions and Boundaries

RCM Process

Vibration Analysis Basic – Over all meter

Portable Vibration Analyzer

Off Line System / Online system

Surveillance / Protection system


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Equipment #: HT Bushing Bleaching Transformer

Overall Classification: SeriousThermal abnormality is found in the middle phase. Repair in the immediate

future (1-2 days). Replace component and inspect the surroundingcomponents for probable damage.

Thermography examples …..

Equipment #: Base Motor # 5 Right Side

Overall Classification: Good / ModerateHeat distribution across the motor windings showing

some excess. Maximum temperature on both sides of the

motor is 90.5 C. Close observation recommended.


Equipment #: Pulleys Base Motor # 11 (Misalignment)

Overall Classification: SeriousThermal abnormality detected in heat distribution across the

pulley. Indication of heavy misalignment. Precision align pulley& belt to minimize equipment damage.

Thermography examples…..


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3

Equipment #: HRSG C East Side Duct A Top

Maximum temperature recorded: 360.4 C


GENERATOR# 1 RIGHT SIDE INSULATION

No abnormality detected in heat distribution of the windings. Operating

temperatures of the windings are within limits. Maximum temperature on

both sides of the core is 106 C.


MAIN STEAM PIPE

Inspect for insulation damage.



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3

Lube Strategy Development Chart

BasicRequirement

LubricationProcesses

ProactiveLubricationManagement

AssetEfficiency

Culture

LubricationStrategy

Cleanliness &Contamination

Control

Data BaseManagement& Reporting

LubricationKnowledge

& Application

Environmental& Safety

SupplyMaintenance

Culture &Practice

What is poor lubrication?

Incorrect intervals:

under-greasing

over-greasing

Incorrect lubricant selection:

poor quality lubricant

lubricant type is unsuitable for the application

Contamination:

impurities can mix with the lubricant

poor handling (e.g. dirt on grease fitting)

The Basics of a Good Lubrication Strategy


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Metal plates

Magnet

Collection zone

Fluid flow

Magnetic Field

Lines

Contaminant

Magnom™ - The Technology

Refraction of the fluid compacts thiscontaminant and ensures that it isheld out of the flow paths, avoidingwash off...

Lubrication

Manual (Grease Gun)

Single Point Automatic

Multi Point Automatic

Dry Lube

Savings !Savings !


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Maintenance Cost Vs. Vibration Level

Highest MaintenanceVibration Cost

Pumps (1800 rpm) 3.8 mm / sec US $ 10,000

Pumps (3600 rpm) 6.6 mm / sec US $ 46,000

Fans 8.6 mm / sec US $ 16,500

Lowest MaintenanceVibration Cost

0.6 mm / sec US $ 2,500

0.5 mm / sec US $ 2,500

1.3 mm / sec US $ 220

Impact on Power Consumption

Misalignment

• 30 HP Motor /Pump• 4 amp reduction after precision alignment• Substantial reduction in vibration

US $ 1,600 per year operating cost reduction

Unbalance

• 30 HP Motor /Fan• 0.95 amp reduction after precision balancing• 80% reduction in vibration

US $ 378 per year operating cost reduction

Cost Savings Calculations

•KW Savings = V(A1-A2)x P.F x 1.732/1000

•Annual Cost Savings = kW Savings x Hours Run / Year xUnit Cost of Energy

•Example:

•30 HP Running 24 hrs/day 7days/week50 weeks/year

•Voltage (V) = 440 volts , Power Factor (P.F) = 0.88

• Amperage Before Alignment (A1)= 40 Amps

• Amperage After Alignment (A2)= 35 Amps

•Energy Cost Rs 6.00 / kWHr


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3

0

5

10

15

20

N u m b e r

o f U n p l a n n e d

M e c h a n

i c a l F a i l u r e s

J an M ar M ay J ul S ep t N ov

Number of Unplanned Mechanical Failures

0

50

100

150

200

P l a n n e d M e c h a n i c a l D o w n t i m e

( H o u r s )

Ja n M ar M ay J ul S ep t No v

Planned Maintenance Downtime

0

20

40

60

80

100

120

U n p l a n n e d M e c h a n i c a l D o w n t i m

i n H o u r s

Jan M ar M ay Jul Se pt Nov

Unplanned Mechanical Downtime in Hours

0

50

100

150

200

O t h e r U n p l a n n e d D o w n t i m

( H o u r s )

Ja n M ar M ay J ul S ept N ov

Other Unplanned Downtime

Asset Management

Overall Equipment Effectiveness

Excesscapacity

Vacationsweekends

Lunch/breaks

PlannedDowntime

Performance rate(net operating time)

Speedlosses

Yield-qualityDefectlosses

OEE = %Overall Equipment Effectiveness = Availability x Performance x Quality

Benchmarks = 65% - 85% (Discrete) and85% - 95% (Continuous Process)

UnplannedDowntime

Actual Availability(plant operating time)

Scheduled LossesTotal available time scheduled

Theoretical Available time (24 hrs; 7 days) = 168 hours/week maximum

Maximum Efficiency/OEE

Operator Driven Reliability (ODR)

Proactive Reliability Maintenance (PRM)

Predictive Maintenance (PdM)

Preventive Maintenance (PM)

Reactive/Corrective

Minimum Efficiency/OEE

OEE>90%

OEE80%-90%

OEE60%-80%

OEE40%-60%

OEE


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Balancing Efficiency vs. Effectiveness

Work History Work Execution

Work SchedulingWork Planning

Analysis/Assessment

Strategy Development

Effectiveness Efficiency

SustainingMaintenanceManagement

Cycle

ContinuousImprovement

LoopThe Right Tasks Performed Well

Known Words

Financial Management Human Resource Management Materials Management Inventory Management Maintenance Management Energy Management Production Management Sales Management Marketing Management Supply Chain Management Operations Management

Page111


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Process

People

Technology

Sustained

Improvement

helping make

your vision a reality…

Implementing Change

Together We Move The World

Thank you

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