6. Reliability Modeling Reliable System Design 2010 by: Amir M. Rahmani.
B-Reliable: Asset Reliability as a Business Strategy to Increase Competitiveness
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Organized by: B-Reliable: Asset Reliability as a Business Strategy to Increase Competitiveness Presented by: Isabel Torres Bacardi Corporation September 25,2015
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Transcript of B-Reliable: Asset Reliability as a Business Strategy to Increase Competitiveness
Organized by:
B-Reliable: Asset Reliability as a Business Strategy to Increase Competitiveness
Presented by: Isabel TorresBacardi Corporation
September 25,2015
A Little Bit of My Background…
Procedures Planning & SchedulingPreventive MaintenancePredictive Maintenance
Autonomous Maintenance
Budget ControlProactive Maintenance
LEAN Initiatives
TeamworkMechanical Engineering
Can fit 9 Olympic Stadiums inside
London Olympic Stadium
Area: 12 acres
The Facility
Additional Facts
The spiritual home of Bacardi Rum, “La Catedral del Ron”
Where 83% of Bacardi Rum sold globally is distilled
The largest premium rum distillery in the world
The largest distillery for Bacardi
The second most visited attraction in San Juan
Bacardi Cataño is…
External Factors Internal Factors
Unstable Economy
Hostile Competition
Floating Consumers
Globalization
Redundant Assets
Manufacturing Cost
Emerging Markets
Day to Day CompetitionEnvironment in which we compete is aggressive..
Our environment requiresCONTINUOS IMPROVEMENTSto be competitive in the Global Market
NEW WAYS OF WORK / CONTINOUS
IMPROVEMENTS TOOLS
“ If you don’t knowwhere you’re going, youwill wind up somewhere
else” -Yogi Berra
The Roadmap
The Situation (March 2011)
Work Requests ResourcesWO Backlog
Customer Complaints
The Situation (March 2011)
BCORP
INITIATIVES that help us prevent, FAILURES….
STRIKING FIRST! Identifying and fixing it before its break
THINKING AHEAD! Improving it to eliminate defects
The Objectives & VisionINITIATIVES that help us prevent, FAILURES….
The Objectives & Vision
Change the way of howMaintenance is perceived!
CHANGING THE WAY THINGS ARE DONE DOESN’T MEAN FAILURE,
IT MEANS EVOLUTION
The Plan
The PartnershipsDifferent Priorities
Roles / Responsibilities based on Strengths
Business PartnersAlignment in ObjectivesReliability Approach Supported in production, safety, finance, and
procurement initiatives
Know Your Clients and their Assets…
TOURISMMARKETING
MANUFACTURING
Know Your Clients and their Assets…
Asset Definition Define ID Standards Establish Equipment Types Generate List Document Control(Manual &
Specifications)
Know Your Clients and their Assets…
Asset Prioritization Define Critical Equipment Establish Maintenance
Strategy Identify Critical Spare Parts
0 1 2 3
PImpact on Production (Uptime & Production Cost) Availiability and Efficiency
Downtime > 1 day 8 hours < Downtime < 24 hours
Downtime < 8 hours No Effect
EQ Equipment and Spare Parts Status
Poor equipment condition and/or hard to obtain spare parts
Equipment condition and spare parts hard to obtain
Equipment in poor condition and spare parts readily available
Equipment in good condition and spare parts available.
MMaintainability(Time to Repair / Equipment Knowledge / Spare Parts / Cost)
8 hr >Time to Repair Cost > $5000
4 hr <Time to Repair < 8 hr
Time to Repair < 1 hr to 4hr
No Effect
S Health ImpactsSafety Factor
Fatality or Major Injury Lost Time Injury Minor Injury No Effect
E Environmental Impacts Major Impact (Not Respect of Law)
Minor Impact Event Recording No Effect
QImpact on QualityGMP FactorProduct Image
Reject Material, potential major recall. Media coverage.
Rework Material, big impact on the Quality OEE. Visible and sometimes accessible to general public
Some Effect / Deviation, impact on Quality OEE. Visible but not accesible for general public
No Effect
Criticality Assessment Grid - BacardiCriteria
MAINTENANCE STRATEGY
“ A journey of a thousand miles begins with a single step” (Lao Tzu)
Define The Maintenance Strategy
Preventive Strategy
Define The Maintenance Strategy
From Perception to Precision
"No single measurement can provide as much information
about a machine as the vibration signature.
Predictive Strategy: Vibration Analysis
Visual Inspection
PERCEPTION
Vibration Data Collection
PRECISION
How can you detect some of this failures?
Predictive Strategy: Vibration Analysis
Permanent Sensors wereinstalled in criticalequipment with no easy
Permanent Sensors Basewere installed as visualaids in equipment toidentify vibration datacollection points.
Maintenance Personnel weretrained for Data Collection.
89% Vibration Reduction
Predictive Strategy: Thermography Monitoring
What is More Efficient ?
Check each screw for looseness
PERCEPTION
Check for looseness with one picture
PRECISION
Electricians trained. Data Analysisand Reporting performed by one ofthem: Certified Thermography Level 1
Predictive Strategy: Thermography Monitoring
Technology is used for otherapplications such as: pump impellermalfunction, check tanks level, pipeclogging, etc.
What is More Efficient ?
“We have learned to live in a world of mistakes and defective products as if they were necessary to life"
Proactive Strategy: Laser Alignment
How do you see it?
PERCEPTION PRECISION
Proactive Strategy: Laser Alignment
Shaft Alignment Procedure in place
Maintenance Personnel weretrained for Data Collection.
Proactive Strategy: Lubrication Program
How we are managing the oil??
Proactive Strategy: Lubrication Program
Phase II – Database development:– Lubricant Consolidation List– Technical Specification for each lubricant– Handling & Storage of Lubricants Manual– Standard Operating Procedures:
• Inspection• Oil & grease application• Oil & filter change• Oil Contamination Control
– Oil analysis strategy Manual
Proactive Strategy: Lubrication Program
Phase II – Program development:– Code of lubricant identification
• Eliminate the possibility of wrong application.
– Storage & lubrication room design
Proactive Strategy: Lubrication Program
Phase III – Equipment Modifications:
Proactive Strategy: Lubrication Program
Phase IV – Lubrication practices Re-Assessment
34% Improvement
• Asset Health Overall Snapshot No Anomaly Detected Anomaly Present, Data Under Review Fault Detected
• Methods that Detected Faults• Vibration Monitoring detected 54%
of all present faults
• Lubrication Analysis implemented in august 2014
• Quality Check• The same technology that detected
the fault is applied to the asset
• Executed after every repair to confirm the condition was eliminated
• In November there are 8 repaired fault entries that will remains as faults until the quality check is completed.
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Asset Health Overall(12/08/2014)
Technology Detected
05
1015202530
• This indicator determines the top offenders that historically has affected Bacardi Puerto Rico.
• With this indicator it can be observed that the main Failure Mode reported is coupling misalignment.
• One failure that is being addressed if failure to activate. This failure affects the reliability of the plant and the effectiveness of the condition monitoring program due to lack of data.
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“Quality means doing it right when no one is looking.”
MAINTENANCE PROCESSES
Tool Selected for Budget Control : WBS in SAP Project System Accountability of each Maintenance Discipline
Changing the Perception,Maintenance as an INVESTMENT, not an expense….
HOW TO CONTROL OUR SPENDS & MAXIMIZE IT?LEAN TOOL USE: VALUE STREAM MAPPING
VISIBILITY OF HOW MUCH WAS SPEND & ALSO IS COMMITED
Define the Maintenance Process
DO MORE AND DO IT BETTER WITH THE SAME $
Organized by:
Unplanned Work Definition Guidelines
Define the Maintenance Process
Failure Analysis Tool
Define the Maintenance Process
Are our MAINTENANCE activities and procedures the right ones?
If it works, don’t touch it. But are we sure that it doesn’t have a hidden failure?
Do we really need to make that inspection?
Are we Willing to Accept the Risk and run to failure?
RCM Analysis
Define the Maintenance Process
Projects & Maintenance Procedures Templates
B-RELIABLE LIBRARYDrawings, Specs & Documents Control Program
SUPPORTING INITIATIVES
“It always seems impossible, until it’s DONE” (Nelson Mandela)
Organized by:
Organized by:
Organized by:
Organized by:
Organized by:
People
Organizational Transformation
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Traditional Organization High Performance/LearningOrganization
Com
mun
icat
ion
Cha
in o
f Com
man
d
Com
mun
icat
ion
“Coming together is a beginning, staying together is progress, and working together is success”People
5,016 hrs training (152 hrs per person)
Self-Directed Teams Trainings
Lean Fundamentals Timely Decision Making Interpersonal Saavy Dealing with Ambiguity Priority Setting Effective Communication
Skills Conflict Management
People
Curriculum
8 VSMs worked Safety Work Permits MRO Processes Procurement MRO Work Order Management RCM Team Initiatives HVAC Units Maintenance Autonomous Maintenace Maintenance Strategy – Barrel
Loading & Unloading Maching
Over 208 areas of Opportunities
Identified
People
05
1015202530354045
FY12 FY13 FY14 FY15
Reduction in % of hours spent in EMERGENCIES
Percent
15% Increase of Facilities Maintenance Activities with the same budget 75% Reduction in Failures due to Lubrication 50% Reduction in Pump Coupling and Mechanical Seals Failure
“It is hard to fail, but it is worse to have never tried to succeed.”
“Coming together is a beginning, staying together is
progress, and working together is success”
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THANK YOU !!
