Business Meets Criticality Seminar - Gordian Logistic · PDF fileBusiness Meets Criticality...
Transcript of Business Meets Criticality Seminar - Gordian Logistic · PDF fileBusiness Meets Criticality...
Business Meets Criticality Seminar“Adoption of an Asset Management Management System”
Framework for bringing all the business blocks together
Regional Sales Executive: Pragma
Johan Alberts
Spares everywhere!
OEM / Supplier:
Yes you have to
stock all of it
“I am getting nice
commission this
month” Hehehe
Nkandla
▌ Introduction
▌ Asset Management Mangement System Model
▌ What is assets?
▌ Day by Day Reliability and Maintenance
Engineering (Supposed?)
▌ Where do we go wrong?
▌ What can we do better!
▌ Questions.
Operations (Apply the system)
I1
Develop investment
concept
J1
Confirm investment feasibility
K1
Plan and validate business
L1
Establish and commission
M1
Operate / deliver service
Q1
Learn and improve
E1
Organisational strategic planStakeholder requirements, vision, mission, goals, risk management
F2
Define the systemFunction-centric
O1
Design and manufacture
D1
Stakeholder expectations and requirements
G1
Organisation structure
S1
Measure specific asset condition
N1
Rescue asset in distress
P1
Care for assets
Action?
T1
R1
H1
Maintain structures for knowledge sharing
A1
Org
aniz
atio
nal C
onte
xtAd
here
to s
uper
ior r
efer
ence
s /
stat
utor
y an
d re
gula
tory
requ
irem
ents
B1
Com
mun
icat
ion
C1
Man
age
risk
Asset System
Compliments from Jan Myburg, Independent AM Consultant 2015
Balancing Asset Performance, Cost and Risk
Industry Challenges
Is the cost of operating and maintaining your assets optimal or should you spend less (or more) on them?
Do you have capacity to deal with future demand? Are you making good decisions when investing in new assets?
Are you doing the right maintenance on your assets to prevent breakdowns? Should you do more (or less)?
Do you know how
your assets are
performing and
what their ideal
performance should
or could be?
Do you know which assets you have, where they are, their condition and value?
Accurate asset register
Asset performance
Asset related costs
Capital investment
Optimal maintenance
Balancing Asset Performance, Cost and Risk
Industry Challenges
Are all your asset-related risks under control? Have they been identified, analysed and treated as far as possible?
Are your people competent in operating and maintaining assets effectively? Should you consider outsourcing?
Are you keeping the right spare parts and material in stock? Are you keeping optimal amounts of these items?
Is your asset information (drawings, specifications and procedures) accurate and up to date?
Is your plant safe for the people who work there? Could you be faced with the consequences of an accident or health problem?
Risk management
Safety Competent people
Spare parts and material
Technical information
Day by Day Reliability and Maintenance Engineering
Compile Asset Register and apply numbering convention
(Input documentation from OEM, EPC etc)
• Establish Process / Plant layout
• Functional locations
• Assets / equipment within functional location
• Assets / Equipment between or linking functional
locations
• Auxiliary Services / Equipment
• Trackless equipment
• Facility Assets
This is updated in either your integrated EAMS, ERP or MS Excel
Day by Day Reliability and Maintenance Engineering
Execute Asset Criticality Analysis from asset list
Asset Criticality – Probability and Consequence Tables
Frequency of failure Score
< 1 month 10
1-6 months 8
6-12 months 6
1-2 years 4
2-5 years 2
> 5 years 1
Probability = P
Consequence = C ('Failure of the equipment to fulfil its desired function will result in)
Maintenance impact Score
Very high total cost of maintenance
Average repair cost is high; > $50 000
Mean time to repair (MTTR) is very high; > 10 days
10
High total cost of maintenance
Average repair cost is high; $25 000 - $50 000
Mean time to repair (MTTR) is high; 5 - 10 days
8
Above average total cost of maintenance
Average repair cost is high; $10 000 - $25 000
Mean time to repair (MTTR) is higher than normal; 3 - 4 days
6
Average cost of maintenance
Asset is not seen as costly to maintain; $5 000 - $10 000
Mean time to repair (MTTR) is in line with other assets; 1 - 2 days
4
Low cost of maintenance
Average repair cost; $2 000 - $5 000
Mean time to repair (MTTR) is below average
2
Negligible cost of maintenance
Average repair cost; < $2 000
Mean time to repair (MTTR) is negligible
1
Asset Criticality – Probability and Consequence Tables
Consequence = C ('Failure of the equipment to fulfil its desired function will result in)
Environmental impact Score
Extreme environmental harm 10
Major environmental harm 8
Serious environmental harm 6
Localised environmental harm 4
Minimal environmental harm 2
Negligible effect on environment 1
Health and safety impact Score
Multiple fatalities / Impact on health ultimately fatal 10
Single fatality or loss of quality of life / Irreversible impact on health 8
Lost time injury / Reversible impact on health 6
Medical treatment case / Exposure to major health risk 4
First aid case / Exposure to minor health risk 2
Negligible effect on safety and health 1
Legal and regulatory compliance Score
Considerable penalties and prosecutions with multiple lawsuits and jail terms 10
Major breech of the law with considerable prosecution and penalties 8
Serious breech of law with investigation to authorities, prosecution and the 6
Minor legal issue. Non compliance and breaches of the law 4
Now level legal or regulatory issues 2
No legal or regulatory effect 1
Reputation impact Score
International impact: international public attention 10
National impact: national public attention 8
Considerable impact: regional public concern 6
Limited impact: local public concern 4
Slight impact: public awareness may exist, but no public concern 2
No impact: no public awareness 1
Asset Criticality Assessment - Output
Weight Weight Weight Weight Weight Weight
16.7% 16.7% 16.7% 16.7% 16.7% 16.7%
EX01 EXAMPLE 01 10 10 10 10 10 10 10.0 10 100.0
EX02 EXAMPLE 02 8 6 8 6 8 8 7.3 8 58.7
EX03 EXAMPLE 03 6 4 6 4 6 6 5.3 10 53.3
EX04 EXAMPLE 04 4 2 4 2 4 4 3.3 2 6.7
Asset code Asset description
x =
Overall
consequenc
e rating (C)
Probability
(P)
Consequences Asset
criticality
100.0%
Maintenance
impact
Production
impact
Environmental
impact+ + +
Health and
safety impact +
Legal and
regulatory
compliance
+
Reputation
impact =
R >= … 55 > R >= ... R < 15
55 15
23% 54% 23%
100.0
58.7
53.3
6.7
Criticality
A
Criticality
B
Criticality
C
FMEA 10 Steps
Teams, not individuals,
conduct FMEAs. •The skills and experience of a balanced
team are needed to successfully complete
an FMEA.
The FMEA process involves the use of
several forms including:
•FMEA Team Start-Up Worksheet
•FMEA Scope Worksheet (Design or
Process)
•FMEA Analysis Worksheet The FMEA process results in the assignment of
risk priority numbers (RPNs) to each potential
failure. Target failures with the highest RPNs
for improvement.
FFMECA (Functional Failure Mode, Effect and Consequence Analysis)
Function with
Performance Standard
Failure
Mode
Failure
Cause
Failure
Effect
Failure
Behaviour
PF
Interval
Failure
Consequenses
Process
Specifications,
OEM Manual
How does it fail? (Particular way in which
a failure occur, independent of the reason
for the failure)
Root Cause
(5Why)
What do you
see?
Evident,
Hidden,
Random
Cost, Safety,
Environmental
Frequency
determinator and
Spares decisions
SAE JA 1011 Evaluation Criteria for Reliability Centered Maintenance Processes
SAE Standard (7 Basic Questions)• What are the functions and the associated performance standards of the asset?
• In what ways does it fail to fulfill its functions?
• What causes each functional failure?
• What happens when each failure occurs?
• In what way does each failure matter?
• What can be done to prevent each failure?
• What should be done if a suitable preventative task cannot be found?
FMEAentry_id failure_mode_name failure_mode_descr failure_mode_code parent_id
101 Mechanica l fa i lures Mechanica l fa i lures ISO14224_A 100
110 AA10 Clearance/al ignment fa i lure Fai lure caused by faulty clearance or a l ignment ISO14224_1.0 101
111 AA20 Deformation Distortion, bending, buckl ing, denting, yielding, shrinking, bl i s tering, creeping, etc.ISO14224_1.1 101
107 AA30 General mechanica l A fa i lure related to some mechanica l defect but where no further detai l s are knownISO14224_1.2 101
108 AA40 Leakage
External and internal leakage, ei ther l iquids or gases : If the fa i lure
mode at equipment unit level i s coded as , a more causal ly oriented
fa i lure mechanism should be used wherever poss ible. ISO14224_1.3 101
112 AA50 Looseness Disconnection, loose i tems ISO14224_1.4 101
113 AA60 Sticking Sticking, seizure, jamming due to reasons other than deformation or clearance/al ignment fa i luresISO14224_1.5 101
109 AA70 Vibration
Abnormal vibration: If the fa i lure mode at equipment level i s
vibration, which is a more causal ly oriented fa i lure mechanism, the
fa i lure cause (root cause) should be recorded wherever poss ible. ISO14224_1.6 101
102 Materia l fa i lures Materia l fa i lures ISO14224_B 100
119 AA80 Breakage Fracture, breach, crack ISO14224_2.0 102
122 AA90 Burst Item burst, blown, exploded, imploded, etc. ISO14224_2.1 102
115 AB10 Cavitation Relevant for equipment such as pumps and va lves ISO14224_2.2 102
116 AB20 Corros ion Al l types of corros ion, both wet (electrochemical ) and dry (chemical ) ISO14224_2.3 102
117 AB30 Eros ion Eros ive wear ISO14224_2.4 102
120 AB40 Fatigue If the cause of breakage can be traced to fatigue, this code should be used.ISO14224_2.5 102
114 AB50 General materia l A fa i lure related to a materia l defect but no further detai l s known ISO14224_2.6 102
121 AB60 Overheating Materia l damage due to overheating/burning ISO14224_2.7 102
118 AB70 Wear Abras ive and adhes ive wear, e.g. scoring, ga l l ing, scuffing, fretting ISO14224_2.8 102
103 Instrumentation fa i lures Instrumentation fa i lures ISO14224_C 100
129 AB80 Common cause/mode fa i lure
Severa l instrument i tems fa i led s imultaneous ly, e.g. redundant fi re
and gas detectors ; a lso fa i lures related to a common cause. ISO14224_3.0 103
124 AB90 Control fa i lure No, or faulty, regulation ISO14224_3.1 103
S&
ETe
ch
nic
ally F
ea
sib
le
DIM - Design
ImprovementRTF - Run to Failure
UBM - Usage Based
Maintenance
CBM - Condition
Based Maintenance
Is the
deviation in
condition
detectable?
Yes
Is there
adequate
warning to
react?
Yes
Is there age
determination?
Yes
Are the S&E
aspects
addressed?
Yes
OMM Tactics Selection Logic
Are the S&E
aspects
addressed?
Are the S&E
aspects
addressed?
Are the S&E
aspects
addressed?
Co
st-
eff
ec
tive
Yes
YesYes
Copyright © 2004 PRAGMA (Pty) Ltd. All rights reserved.
No
No
No
No Review
Alternatives
NoNo
Calculate the Tactical investment for
each applicable Tactic and compare the
Cost-effectiveness of these Tactics or
combination of Tactics and Select
Task / Tactic Detail Development
What defines a task?
• What (Instructions in sequence, detailed with measures, visuals)
• How (Tools, performance standards, consumables, spares etc.)
• Who (Trade, trade teams, competency/skills applied)
• When (Usage based, frequencies)
A Task should be a:
• SWWP (Safe Written Work Procedure)
• QCP (Quality Control Plan)
Detailed Tasks Output example
SUB AREA
MANUFACTURER
FMEA LOGIC REF.
TRADETOTAL TIME
(mts)19
Jun-16 Prepared By Revised date
No. MachineMSI
Level 2
MSI
Level 3Component Diagram ID
Failure cause to
prevent
Preventative maintenance
task description
End state,
standard or
optimal condition
Method Tool
1Ultra
Filtration
Plant
UF Plant Piping
Assembly
Pipes &
FittingsPipe 1D R MT Leakage
Inspect pipework, valves
and membrane
assemblies for any
leaks
No leaks 3
2Ultra
Filtration
Plant
UF Plant Piping
Assembly
Pipes &
FittingsFrame 1D R MT
General
mechanical
General
instrumentation
General electrical
Combined causes
Do walk-about
inspection of machine
while in operation.
Listen, look, feel and
check for signs of faults,
noise, leaks, damage.
No obvious faults
observed3
PREVENTATIVE MAINTENANCE
STANDARDSCHEDULE ID SAP PLAN
TITLE Ultra Filtration FREQUENCY 1D Maintenance Technician
Raise a blue
maintenance tag
(AM step 1) and give
it to the respective
controller.
Raise a blue
maintenance tag
(AM step 1) and give
it to the respective
controller.
MODEL/TYPE Ultra FiltrationYEAR OF
MANUFACTURE
PLANT Services
TYPE OF SUB AREA Utilities / Services SUPERIOR EQUIPMENT Water Treatment
1st issued Pragma Approved By:
SAFETY
Ensured that you are wearing the required PPE,
safety shoes, protective clothing, ear protection. If task requires working at heights , hotwork,confined space or hazardous energy control obtain
relevant permit from controller
ISOLATION
Before caring out any work on any of the equipment listed below, ensure that you obtain a job card
and if non running task that you have locked out the equipment according to isolation procedure No,
WI.00.02.00 NB If running task be aware of nip and pinch points
DE - ISOLATION
De-isolate machine and
test run
Partition Failure cause Task
Time needed
(mts)Action if not ok
COUNTRY South Africa
Asset Care Plans
The Systems in a Productive unit are ranked
according to an agreed group of failure
consequence categories.
Criticality analysis – consequences and probabilities
Why do we have these tasks?
• They manage the Risk/Consequence of failures(Risk/Consequence = Probability x Severity)
Consequences are:
- Economical
- Safety
- Environmental
Managing these consequences imply:
- Preventing consequences
- Reduce (Probability/Severity)
Engineering Spares Availability
• Influences:
- Tactic selection (CBM/UBM/RTF/DIM/GPT)
- Lead times of spares
- Cost of spares
- Consequence of not having the spare available
- Warning time (Scheduling window/System reporting),
WPC 3 month window with proposed spares required
• OPP/OEE Reporting
• Maintenance Program Effectiveness Index
• Tactical vs. Non-tactical (Total Cost trend)
• Paretos:
- Actual vs. Budgeted costs
- Total Cost
- Failure Modes
- Repair Types
- Repair Times (Actual and estimated)
- Failure Causes (Root Cause)
- Delay Causes
- Spares used
• Maintenance Program review (Library)
• Resolved Problems
• Schedule Attainment
• Backlog and Overdue Reporting
• Weibull (Repetitive Failures)
Maintenance Program -Effectiveness Analysis
Development and Review of the Maintenance Master Program
• All stakeholders to be involved where applicable:- Engineering
• Section Engineer (Very good working knowledge)
• MPD Facilitator (Facilitator MPD level)
- Maintenance
• Foremen (Problem solving and good MPD understanding)
• Planner (Problem solving and advanced MPD understanding)
• Equipment Specialist
- Operations
• Foremen (Problem solving and basic MPD understanding)
• Operator (Problem solving and basic MPD understanding)
- OEM (Original Equipment Manufacturer)
- Financial Controllers
- Procurement officers
• Part of routine business activities
- Business process defined
Why RCM fail??
• Seen as a project / exercise and not as routine.
• No buy-in at all levels (especially shop floor)
• No champions
• Too wide front of implementation (no pilot)
• Too long implementation (lot of other initiatives)
• Level of techniques applied on too high level for maturity of company
• Technically correct schedules not practical in work environment.
• Bigger picture not addressed• Master Data Standards
• EAMS setup, training & use
• Work planning & control not in place• Roles and Responsibilities
• Procedures
• Discipline & control
• Standardised Tools & aids
• Workload required exceeds available labour
• If we blindly apply RCM-type methodologies to our operations the following
often occurs:• Analysis paralysis and overload of documentation
• Too long implementation period
• Lack of enough competent resources
• Lack of credibility at shop floor - no quick results
• Loss of momentum & eventual natural death of process
Why RCM fail..continue??
Maintenance Program Effectiveness = A x B x C x D
Compliments from John Kacher and Tita Ouvreloeil, HSB Reliability technologies, Inc.
Content
Conformance
Where:
A = % of equipment with well-defined Maintenance Tasks
B = % of Maintenance Tasks with the right instructions and frequencies
C = % of Maintenance Tasks executed according to schedule
D = % of Maintenance Tasks executed properly
Examples:
90% score on each factor: MPE = 0.9 x 0.9 x 0.9 x 0.9 ≈ 66%
80% score on each factor: MPE = 0.8 x 0.8 x 0.8 x 0.8 ≈ 41%Relates to OPP/OEE Performance
Operations (Apply the system)
I1
Develop investment
concept
J1
Confirm investment feasibility
K1
Plan and validate business
L1
Establish and commission
M1
Operate / deliver service
Q1
Learn and improve
E1
Organisational strategic planStakeholder requirements, vision, mission, goals, risk management
F2
Define the systemFunction-centric
O1
Design and manufacture
D1
Stakeholder expectations and requirements
G1
Organisation structure
S1
Measure specific asset condition
N1
Rescue asset in distress
P1
Care for assets
Action?
T1
R1
H1
Maintain structures for knowledge sharing
A1
Org
aniz
atio
nal C
onte
xtAd
here
to s
uper
ior r
efer
ence
s /
stat
utor
y an
d re
gula
tory
requ
irem
ents
B1
Com
mun
icat
ion
C1
Man
age
risk
Asset System
Compliments from Jan Myburg, Independent AM Consultant 2015
What is the Root Cause??
How do we resolve
failed Maintenance
Programs
Organisational Context
Communication
Risk Management
• Adhere to stakeholder expectations
• Achievement of Business Strategy and Objectives
• Fulfil the function of being responsible and accountable employees
• Now apply the above to:
“Everyone in the organisation is an asset manager”
“Everyone in the organisation is an asset manager”
• Asset Management is a business culture that needs to be adopted with a lot of change management.
• Asset Management Thought Leadership - Breaking down the barriers between, Finances, IT, Engineer, Production, Procurement (SCM) and HR
• Governance – Meeting structures for Maintenance and Engineering
• Formal and supported by life data from AMS
• Daily meeting – discuss top failures from yesterday, evaluate RCA feedback in AMS and quality of information.
• Weekly meeting – compile daily meeting RCA findings and workshop changes to Maintenance Plan. Update system, implement.
• Monthly meeting – Review updated maintenance plan, apply for capital on better spares, technology, design mods etc..
• Follow company entrenched and adopted methods.
• HR to update & Communicate Roles and Responsibilities involved in the above mentioned.
“Everyone in the organisation is an asset manager”
• If all the methods, strategies and governance structures as mentioned in this
presentation are applied, then an organisation will have:
• Risk Awareness
• Risk Management
• Risk Mitigation
Smart People, Smart Assets, Smart Business
Smart Enterprise Asset Management
“The most valuable asset
of a 21st century institution
will be its knowledge
workers and their
productivity.”
Peter Drucker
Smart assets have a voice
to tell you ...
• How they feel
• Where they are
• How they are
performing
Smart business is a
combination of operational
excellence, continuous
improvement and client
focus
“everyone in an
organisation is an asset
manager”
Smart People Smart Assets Smart Business
Thank youwww.pragmaworld.net
Johan Alberts
+27 82 413 0449