Business Meets Criticality Seminar - Gordian Logistic · PDF fileBusiness Meets Criticality...

37

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

This is not a lecture.

Just a foundation

refresher.

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

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?

Focus on Critical Equipment

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

Asset Care Plans

Task interval types, scenarios and meters

Asset Care Plans

Standard tasks, task roll-up points, special resources and types of work

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

LinkedIn

Facebook

Twitter

Johan Alberts

[email protected]

+27 82 413 0449