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In particular, this again is a common activity in relation to bearing management. For example, a turbine turnaround occurs once every 3 years (say) for other failure management reasons. The maintenance department has taken this opportunity to perform a dye penetrant check on the bearing to see if any cracks are starting to form, requiring them to take action. On the face of it, this appears to be a perfectly valid, even wise, use of the opportunity. However, on applying the RCM logic a little closer this perception changes dramatically. For the sake of this example, we will say that the P-F interval is about 3 months. Meaning once we detect cracks in this particular bearing, we have around three months of time prior to functional failure. If we test the bearing on a hard-time basis of every three years, and the P-F interval is three months, then the following logic applies. The dye penetrant test is only useful if the bearing failure is occurring at the time of inspection. This means it had to start developing at less than 3 months prior to opening. As we shutdown every 36 months, the likelihood of this occurring at that exact moment (given the randomness of bearing failure) is around 1:12. Moreover, the likelihood of it not occurring is around 11:12. This task does not satisfy the RCM applicability criteria and is a waste of resources. In addition, opening the bearing housing and interfering with the bearing, which presumably is operating fine, we again introduce the possibility of human error 7 . It is difficult to categorize this maintenance practice directly; but the closest match in RCM is Predictive Maintenance. (PTIVE) In the RCM decision algorithm, this means the team needs to answer all of the following questions before this task is applicable: • Is there a clear potential failure condition? • What is it? • What is the P-F interval? • Is the interval long enough to take action to avoid or minimise the consequences of failure? • Is the P-F interval reasonably consistent? • Is it practical to do the task at intervals less than the P-F interval? The team would be able to answer all of the above questions positively except for the last one. For the task of dye penetrant, testing it is not practical to do the task at intervals less than the P-F Interval, therefore the task is not applicable. Inapplicable maintenance practices are widespread and, in the experience of the author, often reflect the underlying belief of a consistent relationship between age and failure. Figure 3 INCREASES IN REVENUE There are two specific areas where an RCM team can claim savings. Where an asset, or system, has a history of failures leading to lost production opportunities. Principally this refers unplanned shutdowns, overrun turnarounds, and start up issues of an asset or system. Where an asset, or system, has a history of failures leading to reduced production output. This includes areas such as utilization, quality, and reduced availability. For example: 14 Turnaround Interval = 3 years P-F Interval = 3 months • Reduced turnaround times • Increased yield (quality) • Increased availability for full production rates The Impact Of RCM Unplanned Shutdowns Shutdown Overruns Startup Failures Off Spec. Production Production Slow Down Under-performance Best Achievable Rate Downtime Uptime Figure 2 Likelihood of detection 1:12 Likelihood of non-detection 11:12 Planned Capacity AMMJ Vol 24 No 2
Do our people get smarter when they travel? This can’t be true, however in the past twelve months more than 70% of our work has come from overseas clients. We want to reverse this number. International clients: • Indonesia • Malaysia • Philippines • Taiwan • New Zealand • North America • Chile • South Africa • Holland • Saudi Arabia SAP ® Certified Powered by SAP NetWeaver ® WHY OUR CLIENTS CHOOSE OUR PMO PROCESS AND WHY YOU SHOULD TOO... The PMO2000 ® (our unique approach) Process has always been a simple and effective means for you and your team to understand the principles of reliability and how to deploy them. Our systems are built around simplicity, not complexity, but they work in any capital intensive organisation. Our clients range from the current holder of the North American Maintenance Excellence awards to companies that are yet to install a computerised maintenance management system. We help you create a culture of “Zero tolerance to unexpected failure”. We are not a company that just helps you write a maintenance strategy - we assist you to deploy a reliability assurance program which is a living program. We will also assist you with a change of culture not only in your maintenance departments, but within the production areas as well. This is because we view reliability and maintenance as processes not as departments. We are also highly experienced in assisting you develop corporate reliability assurance initiatives. Our reliability improvement software, PMO2000, ® is now SAP ® certified and can seamlessly pass information to and from SAP. ® All the other modules of our full suite of Reliability Assurance software packages can also be directly integrated with SAP. ® How the process helps you • Defines what maintenance is value adding and what is not and keeps this up to date • Trains and motivates your staff to build reliability concepts into their daily activities • Groups all your results into practical schedules and works to quickly implement what has been learned • Creates a closed loop system that makes investigations into losses very efficient and highly effective The Benefits Put simply, successful implementation of our program results in a reduction in maintenance related downtime by one half. This can be achieved site wide in 12 months. • Reduced reactive or emergency maintenance activities • Increased workforce productivity while providing greater job satisfaction • Reduced costs of spares and overall maintenance activity Our Strategy Our current strategy is to attract more local business than overseas business. If you suffer more reactive maintenance than you should - contact us For more information please contact our Melbourne office and arrange for us to provide you with a presentation. Contact us Steve Turner Director and Principal Consultant OMCS International Email: steve@omcsinternational.com Mobile 0419 397 035 Or contact any of our local or global licensees through our website at www.reliabilityassurance.com
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Page 37 and 38: Vol 24 No 2 AMMJ CMMS/EAM DESCRIPTI
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