Wisdom_2008
Transcript of Wisdom_2008
-
8/7/2019 Wisdom_2008
1/22
Reliabilityweb.comPOBox60075FortMyersFL33906USA
http://www.reliabilityweb.com
MaintenanceandReliability
WisdomfromtheField
Report
July2008
Reliabilityweb.comhttp://www.reliabilityweb.com
http://www.reliabilityweb.com/http://www.reliabilityweb.com/http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
2/22
Reliabilityweb.comPOBox60075FortMyersFL33906USA
http://www.reliabilityweb.com
ExecutiveSummary
As2007
drew
to
aclose
we
put
acall
out
for
Reliabilityweb.com
members
to
share
someofwhattheyhadlearnedoverthepastyear.Wewantedgemsofwisdomthat
wouldallowallofustobenefitfromthetrialsandtribulationsofthebravefewwho
decidedtocontribute.
Althoughmostorganizationsaredifferent,wefeelthatMaintenanceprofessionalshave
moreelementsthatconnectthemthanseparatethem. Thiswasoneofthedriving
factorsthatledtothecreationoftheAssociationforMaintenanceProfessionals
(http://www.maintenance.org)withagoalnolessthantoconnecteverysingle
maintenanceandreliabilityprofessionalintheworld.
AlloftheworkwedoatReliabilityweb.com,UptimeMagazineandMaintenance
ConferencesliketheInternationalMaintenanceConference,thePredictive
MaintenanceTechnologyConference,theReliabilityCenteredMaintenanceManagers
ForumandtheEnterpriseAssetManagementSummitarealldesignedtomakeand
reinforceconnectionsformaintenanceandreliabilityprofessionals.
Wearefortunatetohavealoyalgroupofsupporterswhoprovideuswiththesupport
andinspirationthatdrivesourcontinuedgoodwork.
WeareespeciallyproudofthegoodworkthatresultedinthisWisdomreport.
Thewisdomthatwereceivedandthatmakesupthisdocumentisnotgrammatically
perfect,noriseverywordusedinitscorrectcontext. Ifyouareinsearchofperfection,
youareinthewrongplace. Ifyouareinsearchofhonestsharingofknowledgeand
experienceyouareinforarealtreat.Truewisdomawaitsyouinthecomingpages.
Iwouldalsoliketothankacertaineditor(whowishedtoremainnameless)whohelped
meputthisworktogether. Hehasworkedhisentirecareerinthesamespiritof
contributionthatwecarryontoday. Ifourbodyofworkcanrisethelevelofthebarhe
hassetinhisworkwewillknowthatourworkhasmeaning.
Pleaseenjoyandfindvaluethiswork.
TerrenceOHanlon,CMRP
Publisher
Reliabilityweb.comandUptimeMagazine
http://www.reliabilityweb.com/http://www.maintenance.org/http://www.maintenance.org/http://www.reliabilityweb.com/http://www.maintenance.org/ -
8/7/2019 Wisdom_2008
3/22
Reliabilityweb.comPOBox60075FortMyersFL33906USA
http://www.reliabilityweb.com
TableofContents
LessonsLearned... iTPMmotivation. i
Program
du
jour.
i
Undeniabletruth?........................................................................................ i
EAMschedulingconfusion.. ii
Allinformationisimportant.. iii
Pennywise,poundfoolish.. iii
Understandingthejob iv
Schedulereliably iv
CICO iv
Howwedidit. vWatchwords. v
NeverjudgeaJboxbyitscover. v
Inname
only.
vi
Musthavevibrationanalysis. vi
Dontforgettocheckthechecklist vi
CareerStories. viiiGettingthingsdone. viii
Becomeafinancialwizard.. viii
Politicaloutsider. ix
Traininggoround. x
HumanReliabilityandCulture xiLikemindedprofessionals.. xi
Addtime
for
safety..
xi
Longlivetheking.. xi
Greasethepath.. xii
Mappinghumanerrors. xii
Headtrumpshand xiii
PdMoptimizationchallenge.. xiii
Goodbehavior. xiv
OtherHelpfulLessons.. xv10stepstoimprovedavailability xv
Writeitdown.. xv
HolisticAssetManagement.. xvi
Notime
for
Uptime.
xvi
Keepsafewhenlubricating xvi
Floorlevelreliability xvii
Excuses,excuses. xvii
Ineverwinanything xviii
OtherResources xix
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
4/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 i
LessonsLearnedWhatILearnedfromExperienceaboutReliabilityandMaintenance
TPMmotivationLearned
WhenweintroducedTotalProductiveMaintenance(TPM),weselectedthemostcritical
machinesandbeganwithaoneweekworkshoponeachone.Weincludedacleaningactivity
wheretheteam(facilitator,operators,maintainers,supervisor,etc.)cleaneveryspotofa
machineandidentifydefects.Inthemiddleofthisactivity,maintenanceandthemanufacturing
managersjointheteamandparticipateinthecleaning.Itsamazinghowseeingmanagersin
overallsmotivates
the
entire
team.
This
was
one
of
the
most
important
factors
to
the
success
of
TPMinourcompany.
Luis,CaterpillarMexico,SantaCatarina,N.L.,Mexico
ProgramdujourWhatyoulearned
I'velearnedwhatatremendouschallengeitistogetaReliabilityCenteredMaintenance(RCM)
programoff
and
running.
Ihave
now
been
through
three
maintenance
managers
since
my
start
inpredictivemaintenance.Eachtimetheleadershipchanged,"new"ideaswereimplemented
whichsetbacktheprogramoreliminateditalltogether.UnlessthetopechelondrivesRCM,
you'reinanuphillbattle.
Anonymous
Undeniabletruth?Learned
Unfortunately,theequipmentthatworksthebest,weknowtheleastabout,andthe
equipmentthatgivesusthemostchallenges,weareexperts.
Anonymous
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
5/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 ii
EAMschedulingconfusionLearned
Asan
EAM
consultant
Ihave
been
to
alot
of
client
sites
over
the
last
20
years.
There
seems
to
beafairamountofgeneralconfusionwhenitcomestodevelopingaweeklyschedule.This
problemlieswithboththesoftwarevendors(R&Dgroup)andtheusercommunity.
Theweeklyschedulereportrepresentsasetofworkfornextweek.Itshouldbeautomatically
generatedbythesoftwareandberesourceleveledsothatitdoesnotexceedavailability.
Onthesoftwaresidetherearevendorswhoutilizeadraganddropcapabilityforwork
scheduling.Thisrequirestheusertomanuallyselecttheworkorderanddragitontothe
schedule.Althoughthisisquitehandyfordailyschedulingitisnotidealforautomatically
creatingaresource
leveled
weekly
schedule.
The
time
it
takes
for
adrag
and
drop
session
(for
creatingacompleteweeklyschedule)couldbeanywherefrom30minto2hr.Inmymindit
shouldbe30secondsusingoneclick(whichgeneratestheschedule).Iknowofclientsitesthat
spendupto68manhourseachweekcreatingthisschedule.Thisisasignificantpoint.
Ontheuserside,Ihaveseenmaintenancebacklogsthatarelarge(andmostlyinaccurate).This
meansseveralthings:
1.Theworkisactuallydone,butthejobremainsopeninthedatabase.
2.Theworkorderpriorityisnotaccurate.Theusermaybeusingdeadlineprioritieswhen
theyshouldbeusingrelativerankingofimportance.
3.Theworktype(categorization)fieldisblankorinaccurate.Thisfieldseparatesthetypeof
work,whichrelatestotheorderoffire("workwhatjobfirst").
4.Userssometimeshavehundreds,maybethousands,ofINPRG(inprogress)workstatusesat
anygivenmoment.Butthesejobsreallyaren'tinprogress.
5.Mostimportantly,theworkorderintheopenmaintenancebacklogisnotplanned.Theideal
thresholdistohavegreaterthan90percentplanned.
Admittedly,withoutanaccuratedatabaseitmakesithardtogotothenextlevel:advanced
scheduling.Butuntilyoucanquicklyandaccuratelygeneratearesourceleveledschedule,then
youareunderutilizingyourEAMproductandmoreimportantly,limitingyourworkforce
efficiencyplus
departmental
coordination.
JohnReeve,SynterpriseSolutions,Chattanooga,TN
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
6/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 iii
AllinformationisimportantLearned
Weserve
the
gas
compression
service
in
an
oil
field
in
northeast
Per.
The
equipment
is
veryoldandpresentsconsiderabledifficulties,howeverweareimprovingdaily.Thekeys
ofourmaintenanceimprovements:
Arealteamworkingwiththefieldoperator.Wearepartners Averygoodtrainingplanofourpeople Agreatbossleadingtheteam Amaintenanceengineeringteamworkingonsite.
Weuseallthetoolswehaveavailable,includingthosewhicharenotelectronicor
softwarebased,
such
as
taking
alook
at
daily
reports
of
operating
parameters,
processing
thedatadaily,creatingdynamicsgraphicswithoutspecialsoftware,andobservingdata
trends.Itisverysimple,butnormallythoseoperatingparameterreportsgodirectlytothe
trashorarchives,wheretheyareresurrectedonlyafterfailure.Thelesson:Allthe
informationisimportanttomaintenanceimprovement;weonlyneedtolookatthedata
regularly.
GuillermoMoneta,SkanskadelPer,SanIsidro,Lima,Per
Penny
wise,
pound
foolish
Whatyoulearned
Choosingasolutionthatisnottherightfitbutonethatisthelowestcost,followedbylackof
trainingandimplementationassistance,isstillthemajorcauseofCMMSimplementationsthat
donotsucceed.
Weencountersituationsallthetimewithprospectswhowanttogetasysteminascheapas
possiblewhichmeansthattheyinvariablychoosethewrongsolutionbecauseitissolelybased
oncost,andthencompoundtheproblembycuttingtrainingservices.
Ouradvice
is
always
the
same.
Dont
even
think
of
starting
this
type
of
project
unless
you
have
thefinancialcommitmenttodoitrightfromstarttofinish. Thatincludesnotonlychoosingthe
rightsoftwarefit,butalsothetrainingandimplementationassistance. Withoutallofthese
pieces,youarejustwastingyourtimeandgoingdowntheroadtofrustration.
ArthurWosinski,DatrolGroupInc.,NiagaraontheLake,ON,Canada
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
7/22
-
8/7/2019 Wisdom_2008
8/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 v
HowwediditTheStoryofaMaintenanceImprovementInitiative
WatchwordsStory
Whatyoudon'tmeasure,youdon'tknow!
NothinggainedSomethinglost!
RrRResultsrequireResources!
GuentherStrunk,
Kaiser
Aluminum,
Sherman,
TX
NeverjudgeaJboxbyitscoverStory
YouvemostlikelyheardtheoldsayingNeverjudgeabookbyitscover. Well,thiscanalsobe
saidforconnectionsinmotorcircuits. Thisisarevelationfoundthisyear,almostbymistake,
butnonethelessapotentialproblem,wasdiscoveredandrepairedandfortunatelynotadded
tothelistofreactivemaintenancefailures. Iwouldalsoaddthatthistypeofinactive
connectionproblem
is
very
rare
and
we
were
extremely
lucky
that
it
did
not
cause
afailure.
Whentheoriginalofflinemotorcircuittestingequipmentwasfirstimplementedseveralyears
ago,theresultsfroma460vmotorcircuitunderscrutinycameupwitharesistiveimbalance
(DeltaR)of6percent,testingfromthemotorcontrolcenter. ThisinitselfishigherthanIdlike
toseeand,asIrecall,themotorleadjunctionboxwasopenedforavisualcheckonly
becauseoftimeconstraintsandtheactualconnectioncoveringswerenotopenedatthattime
astherewasnovisualevidenceofheatingontheoutsideoftheconnectioncoverings. The
circuitwasthencheckedonanincreasedfrequencyforatrendline.Thepercentagenever
increased,soitwasusedasthereferenceforfuturetesting.
Afterapproximately6yearsoftestingandcollectingdataata6percentimbalance,anew
motortesterwasbroughtintouseandusedwithouttheprevioushistoricaldataavailable;the
rightthingwasdonewhenthe6percentimbalanceshowedupagain. Thistimethemotorlead
Jboxconnectionswereopenedtoenableatestontheactualmotorleadstoisolatethecircuit
anddetermineforsurewheretheproblemwas. Themotoritselfcheckedverywellatthe
motorJboxwithlessthan1.5percentimbalanceatthemotor.
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
9/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 vi
Theculpritwasanobviouslooseconnectionthathadweldeditselfbacktogetheratthe6
percentlevelandhadbeenrunningthiswayforseveralyears. Theoutsideofthebad,welded
connectiondidnotshowanyevidenceofheatingafteralltheseyearsofoperation,but
internallytherewasadifferentstory. Theheatpreviouslygeneratedhadturnedtheinside
insulationwhite,abouthalfwaythroughandthearcingwasveryobviousonthelugs. Wewere
veryfortunate
to
have
found
this
now
inactive
connection
problem
before
it
caused
afailure
oroutage.
AnotherwaytocheckorverifyasuspectedmotorJboxconnectionistogiveitaninfraredscan.
Ihavefoundthatanincreasein1percentDeltaRfrompreviousdata(inadifferentcase),
representeda70degFdifferenceinconnectionleadtemperatures. Again,theactualculprit
connectioncouldnotbeseenvisually,evenwiththeconnectioncoveringsremoved,however
twodifferenttechnologiesconfirmedit.Alwaysisolatethesuspectedproblemtoacomponent
level.
Whenthissituationarisesagain,wecanalsoapplyonlinemotorcircuittestingtoseehow
muchvoltageimbalancethisintroducestothecircuit. Theopportunitiesjustneverseemto
end.
JimZuidema,Mr.RotorBarPdMServices,LLC,Bettendorf,IA
InnameonlyThestory
Afactortotakeintoaccountwhenstandardizingtitles,roles,andresponsibilitiesofmaintenancepositionsisthatplannersactuallydohavetoplanthework.
BillLyons,HolcimUS,Inc.,Dundee,MI
MusthavevibrationanalysisThestory
Ifyoudonothaveagreatlubricationprogram,youbetterhaveagoodvibrationprogram
JaimeViramontes,ElPasoElectric,ElPaso,TX
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
10/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 vii
Dontforgettocheckthechecklist
IhadcreatedmyowntroubleshootingchecklisttofollowwhenImtryingtosolveadifficult
problem.Ivefoundthatitworksbecauseitremindsyoutolookwhereyounormallymaynot.For
somereasononthisoccasion,Iignoredmyownlistandthisissuetookmeseveralweekstosolve.
Theproblemwasveryunevenheatsignaturesfroma400ampMCCbucketthatIwaschecking
withmyinfraredcamera.Thetopmiddlefusepostwas30degFhigherthantheothertwofuses.I
checkedeverythingthatIcouldthinkof,cleanandtightenfuseposts,wiringisokandnotburntor
loose,loadisbalanced,disassembledthebucketandcleanedeverypartofit.Istillhadthe
problem.Actually,Ihavethisproblemintwoidenticalbuckets.Theyeachfeedanaircompressor
andtheyeachhavethesameproblem.NaturallyImthinkingthatithastobealoadissue.After
muchtimeIdiscovered(finallyrealized)thatthemiddlefuseineachbucketwasadifferentbrand,
samecurrentratingandtype,thantheothertwofuses.Ireplacedthosedifferentfusesandthe
tempscameinlinewithoneanother.Asitturnsout,thatdifferentfusehasadifferentheat
dissipatingcapacity.HadIfollowedmychecklist,ImsureIwouldhaveseenthisearlier.
So,whats
the
moral
of
the
story?
When
you
create
atool
to
help
you
on
the
job
use
it.
Hereismychecklist.
LOGICAL
Istheproblemmechanicalorelectrical? Isitapowerorcontrolproblem? Whatisthelogicaloreasyfix(fuses,ols,etc.)? Whereistherephysicalmovement(brokenwire,relaycontact,looseswitch,etc.)?
PROBABLE
Whereistherephysicalmovement(brokenwire,relaycontact,looseswitch,etc.)?POSSIBLE
Afterthelogicalandprobable,moveontopossible(programmablecontrollerissue,proximityswitchhasindicatorbutnooutput,encoders,badbuttonorswitch,control
transmitter,etc.)
NOTPRACTICAL/PROBABLE
Iftheproblemstillexists,moveontoissuesthatarenotpracticalorprobable(selfcorrectingproblemssuchasconductivedustthatburnsclear,brokenneutralwire,
overtemperaturefailures,badcapacitors,etc.).
ILLOGICAL
Finally,endwiththeillogical(insectsthatsetoffalightcurtain,nature humidity,wind,occasionalvibration,etc.).
ASSUMENOTHING
Ifproblemisstillpresent,gobackandlookatthethingsyouignored.
ArtCounterman,SappiFinePaper,Allentown,PA
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
11/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 viii
CareerStories
Beenthere,donethat
GettingthingsdoneCareer
WhileprioritizingandplanningMaintenancework,afriendandseasonedmaintenance
professionalremindedme"notletwhatyoucan'tdostandinthewayofwhatyoucando."
Thissimplephrasehelpsmetostayfocusedongettingthingsdoneandnotgettingbogged
downonthenonvalueaddeddifficultorimpossibletasksthatcancreepontoanotherwise
meaningfultodolist.
KenYasnowsky,Honeywell,
BecomeafinancialwizardCareer
OnelessonIwasremindedofthisyearisthatoftenpeopledonotcarehowmuchyouknowor
do;onlyhowmuchmoneyyoucansavethem. Thistendstoapplytoanybusinesssituation,
includingreliability. Asreliabilityprofessionals,wehavetolearnthenewspeakof
management. Togetyourprojectsapprovedortoshowmanagementyourprogressin
reliability,wemustknowandunderstandtermssuchasROI(returnoninvestment)andRONA
(returnonnetassets). WemustcreateKOIs(keyoperatingindicators)thatshowsourprogress
andhow
much
our
programs
are
affecting
company
profitability,
either
through
direct
savings
orcostavoidance.
Tobesuccessful,wemustlearnhowtocalculateandarticulatemanyaccountingtermsto
justifyourreliabilityefforts. Gonearethedaysincorporateculturewhenyoucouldsimply
askforbetterinfrastructureimprovementsandequipmentupgradesandexpecttogetthem.
Wenowhavetoprovethateverythingwedohasafinancialpayback. Andwhynot? We
shouldbelookingfortherightthingsthataddvaluetothebottomlineofthecompany. I
believemostpeopledo.
Theproblemisthatmanyreliabilityprofessionalshaveahardtimeadjustingourthought
patternsfrom
an
engineering
solution
to
afinancially
viable
solution.
Even
NASA,
where
safety
isparamount,hasbudgetconstraints. Iamnotproposingthatwedoanythingdifferentin
reliability,onlyhowwecommunicateituptheladder. Sosharpenyourpencilsandstart
countingyourbeans. Remember,thecorporatenewspeakforreliabilityisShowmethe
Moneyandyouwillbesuccessful.
LeeRedd,OwensCorning,Amarillo,TX
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
12/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 ix
PoliticaloutsiderCareerstories
Sometimes,youcandoalltherightthings,butplantpoliticsandrelationshipscancostyouyourjob.
Inmy
case,
Ihad
battled
for
3years
to
try
to
implement
abasic
PM
program
based
on
asimple
calendar
schedule.Throughsuccessiveproductionandplantmanagers,productionplanningwouldroutinely
trumpanymaintenanceschedules.
Finally,aftertheoperationsreachedalowintermsofreliabilityandbreakdowns,theproduction
departmentdemandedaPMprogram.Iworkedoutroutineplansandscheduledtheprogramquickly
becauseIhadbeenworkingonthemfortheprevious3years.
Obviously,theearlyoverhaulsandPMswereveryintensivebecausetheequipmenthadnotbeen
maintainedwellformanyyears.Earlyexpensesweremuchhigherthanbudgeted,combinedwithsome
majorfailurescausedbyproductionmistakes.(Ofcourse,thedemandtoimplementPMscameafterthe
budgetwas
set
for
the
year.
Not
to
mention
the
budget
Isubmitted
had
been
cut
substantially
without
myinputbycorporatemanagerswithnoclueofwhattheequipmentactuallyneededtobemaintained.)
IassuredmanagementthatcostswouldcomedownasthelineswentthroughthePMcycle,andslowly
theydid.
Inaddition,theplantbegantorunmorereliably.Breakdowncallsdroppedandinternalmeasures
similartoOEEimproveddramaticallytolevelsnotseeninthe4yearsIhadworkedthere,andformany
yearspriortothat.
Unfortunately,thecombinationofthehighexpensesandtheisolationofthemaintenanceorganization
(Iwasliterallyatthefurthestendofthesitefrommyboss)andmyinability/unwillingnesstobepartof
thegroupresultedinmybeingsingledoutwhenthebudgetissueshitthefan.
Asaresult,Iwasthescapegoat,andsoonafterthethirdplantmanagerinmy4yearsattheplant
arrived,Iwasforcedtoresign.Ilefttheplantjustasitwasclearlymakinghugestridesinreliability,and
theoperationspeopleatlowerlevelswereremarkingathowwellthingswererunning.
Inhindsight,IrealizedthatIwasnotagoodfitatthatcompany,fromapersonalitystandpoint.Iwas
fortunateinmyensuingjobsearchtohavesomeoptionstoweighandtakeintoaccountthe
personalitiesofthepeopleandorganizationsIhadtalkedto.AndIwasabletofindacompanythatso
farhasbeenagoodfit.
Themoraltothestoryisbewaretheorganizationsthatareinbreddeeplyandoperateasaclique.You
willnot
be
accepted
and
your
ideas
will
probably
never
see
the
light
of
day.
You
will
be
frustrated,
have
limitedopportunity,andmayultimatelyloseyourjob.
Anonymous,
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
13/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 x
TraininggoroundCareer
Ourexperiencedstaffhasforthemostpartmovedontoretirementorotherjobswithinthe
corporationandthistrendisgoingtocontinueformanyyearstocome. Therefore,weare
reevaluatingourtrainingprogramsfromanumberofdifferentstandpoints.Someaspectsare
beingdealtwithasjustintimeinitiatives.Wewilltrainourstaffwithrespecttoexactlywhatis
neededtofulfillacertainshorttermrequirement.Otherlongtermongoingbusinessstrategies
arebeingmetbyourmoreformalizedstructuredtrainingprogramsthatarebeingreviewed
regularlytokeepthemcurrent.
Theseprogramswereinitiallydevelopedinhouseastherewerenovendorsthatcouldmeet
ourrequirements. Thiswastimeconsumingbutcrucialtoourlongtermgoalsand
maintenanceprogramsuccess. Nowweareaccessingoutsidevendorsforspecifictraining
needstospeedupthereviewandredevelopmentprocess. Ourtrainingprogramsareadouble
edgedsword.
As
our
staff
has
become
more
versed
in
the
trade,
they
are
now
being
scooped
upbyotherdepartments,leavingustohiremorestaffandcontinuethetrainingprogressagain.
Howeverfrustratingthesituationmaybe,thealternative(notraining)isevenmoredisastrous
forusandtheotherdepartmentsthecometoraidourstaff. Thereisnosubstituteforproperly
trainedandpreparedfieldstaff.Ourveryfuture,corporately,dependsonhowcommittedwe
aretoourtrainingprograms.
DougWalker,Winnipeg,MB,Canada
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
14/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xi
HumanReliabilityandCulture
Likemindedprofessionals
Human
Thereisnothinginthisworldofreliabilitythatdefinessuccessliketherealizationthatthrough
hardwork,perseverance,andthehelpoflikemindedcoworkersyouhavemadeadifference.
Itisusuallythelittlethingsthatreapthebiggestrewardsandfriendshipsdevelopedinyour
questtobethebestyoucanlastforever. Whenyoumeetthesepeopleataconference,share
warstories,successfulorotherwise,youknowyouaretalkingtosomeonethatwantsyouto
succeed. Thankyoutoallofyouthathavemadeadifference.
GeoffGeneralovic,ArcelorMittalDofasco,Hamilton,ON,Canada
AddtimeforsafetyHuman
Aswelearnmoreaboutsafety,weaddmorerequirements,procedures,andtrainingtoprovide
asafeworkenvironment.Tomakeworksafer,safetyorientedproceduresareimplemented
andpersonalprotectiveequipmentisused.Taskssuchasputtingonarcflashresistantclothing
andperformingalockout/tagouttakesmoreoveralltasktimethanpreviouslywhenthese
procedureswerenotused.Whileallgoodcompaniesspeakoftheirregardforsafety,
implementingsafetyproceduresaddstimethatisnotusuallyincludedinthestandardtimeto
accomplishthe
work.
A
task
that
took
8hours
before
the
added
requirements
is
still
scheduled
for8hrwithnoallowancefortheadditionaltimeforsafetyprocedures.Whentryingtomeet
theoldstandardtasktimeframe,safetyisatrisk.Makesureyourtimeestimatesincludetime
forsafetyprocedures.
JosephCannatelli,P.E.,Barnegat,NJ
LonglivethekingHuman
Inmaintenance,assumptionisfarfromenough,andverificationisking,
RrekgetsiChimeloane,SABLtdAlrodeBrewery,Alrode,Alberton,Gauteng,SouthAfrica
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
15/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xii
GreasethepathHuman
Ifyou
make
right
path
the
path
of
least
resistance
it
is
easier
to
get
things
done
the
way
they
shouldbedone.
Anexampleofmaintenancetakingthepathofleastresistanceisusingwhatevergreaseis
availableversususingtherightgrease.Wheremanagementhasmadecouplinggreaseavailable
workerswilluseit. Whenthepropergreaseisnotavailable,workerswillusewhatevergrease
theycanfind. Thesameistrueforallgreaseapplications.
ThurmanSpeece,ArcelorMittalWeirton,Weirton,WV
Mappinghuman
errors
Human
Ionceledaprojectaimedatreducingthemonthlypreventivemaintenancecycletimeina
productionplant. Webegandocumentingtheentireprocess,butmyteamsorganizational
dynamicscausedustofocussolelyonthemaintenancetasksthattookplaceduringthe
downtimewindow. Wehadvariousmaintenancetasksrangingfromvisualinspectionsand
lubricationroutestofullpumpandcontrolvalveoverhauls.Theworkperformedbyvarious
craftlinesequaled20hrworthofdowntimeeachmonth.
We
analyzed
criticality
information
and
completed
PM
reports
to
determine
which
tasks
were
consideredtobelowhangingfruit. Wethenalteredthefrequenciesofperformingcertain
maintenancetasksandeliminatedredundantornonvalueaddingtasks.Thesechangesyielded
a4hrreductioninscheduleddowntimeeachmonth. Weperformedasmallpilottoprovethat
ourdowntimereductionplanwouldnotnegativelyimpactuptime. Theteamwasecstatic
abouttheseresults.So,wesubmittedthesolution/resultstotheleadershipteam.Allofthe
teammembersgaveeachotherhighfivesandbegancelebratingourupcomingsuccess.
Unfortunately,theoperationsteamleaderrejectedourdowntimereductionplan. Yousee,the
problemwasthatthetotaldowntimewindoweachmonthwasactually36hrandnotthe20hr
dedicatedspecificallytomaintenancetasks.Fourhoursoutof36didnotyieldthelevelof
returnsthat
operations
were
looking
for.
Operations
leadership
wanted
to
ensure
that
the
entiredowntimewindowwasanalyzedandreduced,notjustthemaintenanceportion.
So,finally,wecametotheneedforavaluestreammap(VSM).Wemappedtheentireprocess
fromsystemshutdowntostartup. Wediscoveredthatseveralhandoffsbetweenoperations
andthemaintenanceoccurredduringtheprocess. Wealsoidentifiedinconsistentpractices
beingusedbypersonnelfrombothorganizations,allofwhichincreasedtheopportunityfor
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
16/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xiii
humanerror.Weencounteredseveraleventsduringthedowntimecyclewherethelackof
effectivecommunicationbetweenthetwoorganizationswasthecauseofbetween2to4hrof
downtimeeachmonth. Thiswasnonvalueaddedtimethatwaspreviouslyundocumentedor
addressed. Wealsohadwidevariancesbetweenpersonnelinthetimetheyneededto
completestandardmaintenancetasksthattookplaceeachmonth.
Aftermappingtheprocess,weheldinterviewswithseveralkeypersonneltodiscussrealistic
goalsandstandardsfortaskcompletiontimes. Wealsoimprovedtrainingofexistingstandard
practicesformaintenanceandoperationaltasks. Wherenecessary,wecreatednewstandard
operatingproceduresandmaintenancestandardpracticestoguaranteesustainabilityofthe
necessaryimprovements.Theprojectproduceda50percentreductioninscheduleddowntime
withoutanincreaseofunscheduleddowntime. Thecombinedeffortsofusingtheright
analyticaltools(humanerrorreductiontechniques,SixSigma,andVSM)andexcellent
teamworkbyoperations,maintenance,andreliabilitypersonnelledtouseexceedingour
downtimereductiongoals. Specialthankstotheoperationsmanagerwhopushedbackonour
initialreductionofmaintenanceonlytasks. Hischallengeforcedustorethinkwhereour
opportunitiesforimprovementsreallywereinourprocesses.
JamesBumpas,Meridium,Inc.,Roanoke,VA
HeadtrumpshandHuman
Reliabilitystartsinyourhead,notwithyourhands.Ihavebeeninthemaintenancefieldfor20
years
and
for
the
first
10
years
I
was
a
hero
maintenance
person.
I
believe
that
was
due
to
trainingandacultureofgettingthepartsreplacedandequipmentbackrunningassoonas
possible.ItwasnotuntilIlearnedthatreliabilityhastobeinyourheadallofthetimethatI
discovereditisbettertofindthecausesofthefailureandcorrectthem.Thiseliminatesthe
failurefromhappeningagain.ThiswasaculturechangeformeandonceIunderstood,Iwas
abletohelpdriveaculturechangetootherpeoplesincetheycouldseetheresults.
AlanD.King,ConocoPhillipsPipeLineCo.,PoncaCity,OK
PdMoptimizationchallenge
Human
Reliability
and
Culture
Wewerechallengedthisyeartoenda5yearpredictivemaintenance(PdM)contractwith
alargeplayerinthefield.Theserviceproviderhaddeliveredsubstandardreportswith
poorcommunicationtothe108plantsintheprogram.
WesolicitedeightofthetopPdMserviceprovidersintheUStosubmitRequestfor
Quotationsfora3yrcontract.Theselectionprocess,lasting6months,camedowntotwo
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
17/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xiv
providers:acompanythatspecializesinRCMconsultingwithPdMservicesanda
companyspecializinginremoteonlinemonitoring.TheRCMconsultingcompanyisthe
largestintheUSandisspreadingitscoveragetotherestoftheworld.Theonline
monitoringcompanyhadaverystrongknowledgebaseandsupportonlarge,highspeed
compressorsandturboequipment.
ThenationalmaintenanceandreliabilityprogramsengineervotedfortheRCMcompany
toensureastrongfoundationwithsustainability.Theother16membersoftheselection
teamvotedontheremoteonlinemonitoringcompany.
Theengineerhadnootherchoicebuttosidewiththereliabilitymanagersoftheseven
differentzones.Histhoughtswere:IfIcantbeatthemImightaswelljointhem(just
joking).Manycompaniesbringinpredictivemaintenancefirstbecauseitwillcaptureallof
thelowesthangingfruit.After18to36monthsyoucanstarttaperingintheRCM
technologiesatthemostopportunistictime.
Withthatbeingsaidandagreeduponbymanyoftheauthorsofreliabilitybooksand
articles,IfeelmuchbetterthanthedayIheardthevotes.
ChadBroussard,AirLiquide,Houston,TX
GoodbehaviorHumanreliability
Thejourneytoexcellenceinreliabilityisnotabouttechnology;itisaboutchanginghowpeople
behave
and
ultimately
what
they
believe.
That
drives
future
behavior.
Having
been
through
suchatransformationinthereliabilityleadershiprole,ifIhadittodooveragain,Iwouldgladly
tradeatechnologistonmystaffforagoodbehavioralpsychologist.
SamuelSMcNair,Jr.,CMRP,LifeCycleEngineering
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
18/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xv
OtherHelpfulLessons
10stepstoimprovedavailability
Management:Plantauditsandinspections;improveresponsetimeforbreakdowns,actionplans.
Shutdowns:Holdpreshutdownandpostshutdownmeetings.
Structure/personnel:Revisestructure,fillvacancies,providetrainingforthepeople,andmanage
extrapeople(contractors)
Riskcontrol:
Safety Lessequipmentdamage
Training:Establishwhatisneeded,keepatrainingroster
Stores:Improveresponsetimeforbreakdowns,speedturnaroundofrepaireditems,improve
buyingturnaround
Tools:Replacebrokentools,revisetoolrequirement,andassureavailabilityofdrawingsand
manuals
Increasesparesavailability:Reviseallsparesrequirements
Actionon80/20delays:
Mechanical/ElectricalPlanning:Improveshutdownplanning,reviseallschedules,obtainfeedbackondelays,andassure
visibilityofsparesoninformationsystem
ChristoHartzer,DufercoSteelProcessing(Pty)Ltd,,SaldanhaBay,WestCoast, South
Africa
Writeitdown
Learned
Youcannothaveaworldclassmaintenanceorganizationwithoutworldclassrecords.
RickGeier,LFPPI,Longview,WA
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
19/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xvi
HolisticAssetManagementOther
Thereliability
of
apiece
of
equipment
or
process
is
the
sum
of
the
actions
by
the
different
peopleinitshistory(cradletothegrave)thathavedesigned,installed,operated,
maintained,andmanagedit.
RandyRiddell,InternationalPaper,Courtland,AL
NotimeforUPtimeOther
TheconstantstruggletoimplementaPMprogram:Wecan'tshutdownforaPM.That
machinedoesn'trunwellenoughtoallowforthedowntime.
SufferingSupervisor,Muskegon,MI
KeepsafewhenlubricatingOther
Oftentheneedtocleangreasefittingsorbeingsurenodirtisnearabreatherpriortoremoval
requirestheuseofaragofsomekind.Wipingdownorcleaningtheseareasisusuallytrouble
free
except
where
rotating
shafts
are
near
the
area
to
be
cleaned.
Usingasshortofaragaspossibleisbestpractice.Wetendtofocusononlyoneendoftherag
weareusing.Theotherendisoftenleftdanglinginthebreeze.Thisiswhenaccidentscan
occur,whentheotherendgetscaughtontheshaftorcoupling.
Thishappenedtoacoworkerofmine.Whilehewastellingandshowingmewhathad
happened,Irememberhecouldnotstopshaking.
Thiscanalltakeplaceintheblinkofaneye.Nomatterhowfastyoureact,youwillnotbeable
tostopwhatisabouttohappen.
BeSafe
GarryL.Sands,TembecInc.,Temiscaming,Que.,Canada
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
20/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xvii
Floor
level
reliability
Other
AllthehighsoundingtoolslikeTPM,RCM,PdM,MRO,KPI,andMetricsaregood,verygood,
essential,andamust.
Butifthefloorlevelpersonmakesamistake,alltheseeffortsgowaste.Ittakessomucheffort
andinvestmenttobringoutafantasticsafeandreliablecarlikeaMercedes,aBMW,ora
Lexus.Butifthedrivermakesamistake,alltheeffortsgoinaheapoftwistedmetalandplastic!
Theprobabilityofanaccidentinanuclearreactorisoneinabillionortrillion(aboveabillion,it
alllooks
same
to
me),
but
asequence
of
mistakes
by
the
operator
can
remove
alot
of
zeros
fromthatbillionsortrillionsashappenedinChernobyl.
Welearneditthehardway.Nowwehaveturnedourfullattentiontothetrainingofpersonnel.
Thethrust isontheimportanceofavoidingshortcuts,followingthewrittenprocedures,
improvingtheprocedures,havingallconcerneddepartmentsreviewproposalforchange
(howeversmall),andassigningonlyqualifiedtechnician/operator tocriticalwork.
Andweareseeingthechange.Thebreakdownshavereducedconsiderablyandfloorlevel
mistakesaredrasticallyreduced.
ThesimpleruleisLetyourhandsknowwhatisrightanddowhatiswritten.Otherwise,allthe
writings(ISO,PSM,SHEM,manuals,maintenanceprocedures,etc.)areonlyshowpieces.
Icallitfloorlevelreliability.
SamuelThomas,EasternPetrochemicals,JubailIndustrialCity,EasternProvince, SaudiArabia
Excuses,excusesWheredidthiscomefrom?
Maintenanceeffortisoftenkilledbytheactionsofmaintenanceleaders,primarily
engineeringmanagersorothersofsimilarrank.
Engineeringisacomplicatedfieldthatislittleunderstoodbyanyotherprofessionals.Asa
consequence,engineershaveaneasytaskoffobbingoffenquiriesastowhytheplantsdo
notoperatetodesigncapability.Inmyexperience,themostabusedexcuseswere
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
21/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
All print and electronic rights are the property of Reliabilityweb.com Copyright 2008 xviii
1.Weneedtobuythisgadgetorthatsoftwareifwearetogetresults.
2.Ourplantisdifferent,soyoudonotunderstandit.
3.Wearebeingletdownbytheacquisitionofspares.
Inanutshell,
our
engineering
managers
are
failing
to
provide
leadership
that
will
make
a
differencetotherunningoftheplant. Anonymous
Ineverwinanything
WehaveallheardsomeonesayIneverwinanything.Nodoubt,manywhoarereadingthis
nowfeelthesameway.So,whybothertoentersomecontest,right?
Well,backin2006,weatJohnsManville,McPherson,KSdecidedtoenterUptimemagazines
PdM(Infrared)
Program
of
the
Year
contest.
We
did
not
expect
to
win.
In
fact,
when
we
entered,wejustknewthatwewouldnotwin.However,toourtotalamazementandshock,
wedidwin.
Mindyou,thesolereasonthatweenteredtheUptimePdMcontestwastoseehowwe
measureduptoothers.Inotherwords,ourgoalwastolearnmoreaboutourselves.Funny,the
firstthingwehadtolearnafterwinningthisawardwashowtogetoverourshock.Afterthat,
though,camethehardpartfightingtoimprove!
Toanyonewhohastriedit,buildingagoodprogramishardwork.Ittakesseveralingredientsto
buildagoodprogramincluding:teamwork,training,commitment,anddesire.Maintaininga
goodprogramtakesmoreofthesame(andthatsnoteasy,either).Improvingaprogram?We
havefoundimprovingourprogramtobearealbattle.Takeeverythingthatittakestobuilda
goodprogramandmultiplyitbyapowerof2,ormore.
Yes,welearnedhowtobuildagoodprogram.Next,welearnedsomethingaboutmaintaininga
goodprogram.Finally,wearelearninghowtobattle,scratch,andfightinordertoimproveour
program.
EnteringanUptimePdMProgramoftheYearcontesthasbeenagoodthingforus.Winornot,
ithelpeduslearnaboutourprogramandhowtoshareitwithothers...
NickBohonik,JohnsManville
http://www.reliabilityweb.com/http://www.reliabilityweb.com/ -
8/7/2019 Wisdom_2008
22/22
Reliabilityweb.com Maintenance and Reliability Wisdom from the Field Report 2008
http://www.reliabilityweb.com
OtherReliabilityResources
UptimeMagazinehttp://www.uptimemagazine.com
MaintenanceTipsArchiveshttp://www.maintenancetips.com
OnlineTutorialshttp://www.rcm1.com
MaintenanceConference.comhttp://www.MaintenanceConference.com
MROZoneBookstorehttp://books.mrozone.com
MROZoneDirectoryhttp://shopper.mrozone.com
MROZoneSearchEnginehttp://www.mrozone.com
ReliabilityResumeshttp://www.reliabilityresumes.com
VibrationSchool.comhttp://www.vibrationschool.com
CMMSCity.comhttp://www.cmmscity.com
LubricationTVhttp://www.lubrication.tv
ReliabilityRadiohttp://www.reliabilityradio.com
MaintenanceForums.comhttp://www.maintenanceforums.com/eve
AssociationforMaintenanceProfessionalshttp://www.maintenance.org
http://www.reliabilityweb.com/http://www.uptimemagazine.com/http://www.xn--maintenancetips-bt9h.com/http://www.xn--maintenancetips-bt9h.com/http://www.xn--maintenancetips-bt9h.com/http://www.xn--rcm1-n86a.com/http://www.xn--rcm1-n86a.com/http://www.xn--rcm1-n86a.com/http://www.maintenanceconference.com/http://books.xn--mrozone-706c.com/http://books.xn--mrozone-706c.com/http://books.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://www.xn--mrozone-706c.com/http://www.xn--mrozone-706c.com/http://www.xn--mrozone-706c.com/http://www.reliabilityresumes.com/http://www.vibrationschool.com/http://www.cmmscity.com/http://www.lubrication.tv/http://www.reliabilityradio.com/http://www.maintenanceforums.com/evehttp://www.maintenance.org/http://www.maintenance.org/http://www.maintenanceforums.com/evehttp://www.reliabilityradio.com/http://www.lubrication.tv/http://www.cmmscity.com/http://www.vibrationschool.com/http://www.reliabilityresumes.com/http://www.xn--mrozone-706c.com/http://shopper.xn--mrozone-706c.com/http://books.xn--mrozone-706c.com/http://www.maintenanceconference.com/http://www.xn--rcm1-n86a.com/http://www.xn--maintenancetips-bt9h.com/http://www.uptimemagazine.com/http://www.reliabilityweb.com/