ROAR Journey by Brent Riggs

Copyright Notice Copyright 2008 Allied Reliability, Inc. All rights reserved. Any unauthorized use, sharing, reproduction or distribution of these materials by any means, electronic, mechanical, or otherwise is strictly prohibited. No portion of these materials may be reproduced in any manner whatsoever, without the express written consent of the publisher. To obtain permission, please contact: Allied Reliability, Inc. 4360 Corporate Rd, Suite 110 Charleston, SC 29405 www.alliedreliability.com o. 843-414-5760 f. 843-414-5779

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Leading a customized, integrated approach for identifying defects in assets that enables the proactive maintenance model

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The satisfaction of seeing our clients optimize their Return On Asset Reliability (ROAR) through maximizing Asset Utilization at the lowest possible cost.

Table of Contents

Introduction Executive Summary The Elements Elements Of Work Management Elements Of Reliability Engineering Life Cycle Cost (LCC) Analysis Simulation Modeling Overall Equipment Effectiveness (Oee)/Loss Elimination Design For Maintainability (DFM) Reliability Centered Design (RCD) Elements Of Asset Health Management Hierarchy & Equipment Catalog Criticality Failure Mode Mapping Technology Standards Lubrication Excellence Craft Skills Mechanical Asset Health Management (AHM) Electrical Asset Health Management (AHM) Stationary Asset Health Management (AHM) Journey From Baseline ABC Company Mean Performers Future Challenges And Opportunities Appendix 1 Appendix 2 Appendix 3

4 5 7 9 12 13 14 14 15 17 17 17 18 18 20 20 21 21 21 22 22 23 28 29 30 33

Future Challenges And Opportunities

It was requested that we provide a letter outlining where Allied Reliability believes ABC Company is on their

“Journey Towards Achieving Reliability Excellence”. Introduction Allied first engaged with ABC Company in April of 1998. It was requested that we provide a letter outlining where we believe ABC Company is on their “Journey Towards Achieving Reliability Excellence”. In order to accomplish this, we found it necessary to: • First compare where ABC Company was in 1998 compared to where they are today. • Next, we had to recognize that largely due to the autonomy in ABC Company that “Leaders, Mean Performers, and Laggards” all exist and are each at different stages of this “Journey”. • Finally, there has to be a “Standard of Excellence” to compare ABC Company to. Areas of Reliability Excellence Considered: • Elements of Leadership • Elements of Work Management • Elements of Reliability Engineering • Elements of Asset Health Management Life Cycle Engineering has developed a scoring process that classifies behaviors at a plant as Reactive, Emerging,

Proactive or as Reliability Excellence. For the purposes of this analysis, we have simplified the scoring as to assign the mid-point of the range based on the current behavior that we see in place – see Table 1. It is important to note that while a modified version of the LCE scoring process has used, the elements included in this analysis are not the same as those used in the LCE RxTM Model and this is in no way a subsititute for their RxTM Assessment Process.

Table 1 – Reliability Excellence Scoring This analysis will attempt to answer the question as to where ABC Company is today, by recognizing the journey,

the autonomy, and comparing ABC Companyâ&#x20AC;&#x2122;s progress across 4 primary areas of Reliability Excellence. It is also important to note that for a corporation to be included in the comparative analysis, detailed understanding of their corporate reliability process must be understood, and representative samplings of their facilities have been visited/analyzed. In total, over 1,000 facilities have

been visited (nearly 400 from the 31 companies that we are comparing ABC Companyâ&#x20AC;&#x2122;s performance to).

Executive Summary

How ABC Company Stacks Up In 1998 ABC Company had been on an Asset Management journey for over 5

Table 2 â&#x20AC;&#x201C; Summary Table www.alliedreliability.com

years. This journey was very CMMS centric and at the time did not enjoy wide support. Starting in 1999/2000, ABC Company decided to take a more holistic view of Reliability Excellence. Today, the “Leaders” in ABC Company are among the best in the world in three of the four primary areas of Reliability Excellence – see Table 2. In the areas of Leadership, Work Management, and Asset Health Management, there are few examples in the world of anyone doing it better than the “ABC Company Leaders”. Leadership – “ABC Company Leaders” with a score of 708 ranks #2 behind only Toyota in “Elements of Leadership”. The only area of Leadership that did not rank in the “Proactive Range” is the engagement in the Capital Projects process. There has been a great deal of discussion as to how to integrate the Elements of the Reliability Engineering Discipline into the Capital Projects Front End Loading process, however, to date this has not been done. Some of the “ABC Company Leaders” have begun to explore this integration, but much work is to be done and it needs to be embraced by Capital Project Leadership. Work Management – “ABC Company Leaders” with a score 620 tie for 5th behind only Toyota, Rohm & Haas, Anheuser-Busch, and Alcoa in the “Elements of Work Management”. The only area of Work Management that did not rank in the “Proactive Range” is Materials Management. Even within the “ABC Company Leaders” it is rare to find comprehensive BOMs, institutionalized job kitting/delivery system or an engineered approached to establishing Min/Max levels. While examples of this can be found, there is no cohesive approach. One of the barriers to this is

that “stores ownership” (Maintenance or Procurement) is inconsistent across ABC Company, even the “ABC Company Leaders”. Reliability Engineering – “ABC Company Leaders” with a score of 400 ranks 14th in the “Elements of Reliability Engineering”. This comparatively lower score is driven by the fact that the Reliability Engineering discipline in ABC Company has been focused on the role of Reliability Engineering in Maintenance. ABC Company has achieved scores in the “Proactive Range” in the two areas of Reliability Engineering that there has been focused – RCM and RCA. To get the true benefit of the Reliability Engineering function, ABC Company must begin to integrate Reliability Engineering into Design and Operations. Asset Health Management – “ABC Company Leaders” with a score of 697 ranks #1 in “Elements of Asset Health Management”. The only area of Asset Health Management that did not rank in the “Proactive Range” is in Stationary Asset Health Management. The M&R Steering Committee has put significant effort into developing the standards for Stationary Equipment and the “ABC Company Leaders” are beginning to aggressively implement the standards. It is apparent that there are three elements that are absolutely at the core of the ABC Company Leaders and other Benchmarks of Reliability Excellence. So apparent that when a MEAN performer “gets it”, it is only a matter of time before they will become a Leader. Those elements are: 1. Active participation of the Leadership across disciplines.

Figure 1 – Defining a New Status Quo 2. A commitment to Active Learning. 3. A fundamental understanding and commitment to getting the Foundational Elements in place FIRST (See Appendix 2). In essence, what ABC Company has managed to do is redefine the “status quo” by “shifting” their performance. The “Leaders of Today” have attained new levels of Reliability Excellence in ABC Company. The “Mean Performers of Today” are performing as well as the Leaders were in the baseline year of 1998 and the “Laggards of Today” are performing as well as the Mean Performers at baseline – Figure 1. The Challenge for ABC Company in the coming years is to repeat this shift one more time. Now that the path has been cleared by the Leaders, the next shift could be able to be accomplished in less time. It is conservatively estimated

(OEE savings multiplier of one) that the Net Present Value (NPV) for ABC Company to achieve this Level of Reliability Excellence across the globe is approximately $635 Million. However, this will take relentless leadership, active learning, discipline, and focus to achieve.

The Elements Across the four (4) areas of Leadership, Work Management, Reliability Engineering, and Asset Health Management, a total of 35 Elements were used to evaluate performance. ELEMENTS OF LEADERSHIP – It is not a coincidence that the largest scoring difference between the “Leaders” and the “Laggards” is in the area of Leadership. At the base of the Reliability Excellence Model is

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“Governing Principles” which are made up of “Management Commitment” and “Partnership Agreements”. This tone is typically set at the BU Level and is apparent by the quality of the Reliability Leader that gets put in place by the BU Leader and the authority/focus that this person is allowed to have. “ABC Company Leaders” set the standard in the areas of “Level of Sponsorship” and “Active Learning”. Level of Sponsorship – Corporately the Reliability Process has very strong sponsorship from the Chief Technology Officer, however, this sponsorship is only apparent in specific Business Units (BUs). Where that sponsorship is apparent and ACTIVE, “ABC Company Leaders” are present. Where the Leadership of the BU offers only passive support - “Average or Mean Performance is achieved”. Where the Leadership of the BU does not embrace the work coming out of the COE, “Laggards” exist. Role of Change Management – The next level in the Reliability Excellence Model is “Culture”. Too often a Reliability Excellence Process is viewed as a Technical Implementation, however, without the fundamental re-engineering of the Business Processes and the Culture, the process will not generate positive results – see Figure 2. Business Case Driven – Successful processes are built on a solid business case and that business case is used to drive the process and benefits tracking processes are set up to compare performance to baseline. “ABC Company Leaders” are able to point to cost

Figure 2 – Maturity Quadrants reductions and improvements in RER for their efforts. Active Learning – ABC Company’s Active Learning Grid establishes a Best Practice that anyone could learn from and should consider a “Benchmark of Excellence”. “ABC Company Leaders” are constantly educating themselves in all of the Elements of Reliability Excellence and understand that “the more they learn, the more they don’t know”. ABC Company has 10% of the world CMRPs. ABC Company Leaders understand that this is where the journey begins, Mean performers believe that attaining the CMRP is the destination, and Laggards typically won’t even sit for the exam. Master Plan Driven – Too many organizations randomly implement elements hoping to find a Silver Bullet and they frequently implement elements out of sequence. ABC Company Leaders

understand that there are Foundational Elements that must be in place before other, more advanced and typically tangible, elements can reap returns. Operations Involvement – For Reliability Excellence to be achieved and to reap the full return potential, the process must be driven by Operational Leadership. For every potential dollar of maintenance cost savings, there is $1.5 – 7 of OEE savings potential. Operational Leadership cannot simply support, it must own and drive the process. Procurement Involvement – Procurement must engage in the Reliability Excellence process to make sure that Total Cost of Ownership is being taken into consideration, not just initial purchase price. As standards are set and discoveries made in the Reliability Journey, Procurement must be engaged enough to ensure that this

information gets incorporated into the purchase specs. Finally, Procurement has to identify strategic suppliers and engage in partnership agreements in lieu of adversarial transactional relationships. Capital Involvement – 85% of the Life Cycle Costs are decided before a new system is even turned over to Maintenance and Operations (See Figure 3). However, even within the ABC Company Leaders there is not a clearly defined process to use the Reliability Engineering Methods and Tools that are available to the Capital Project delivery – Availability Simulation Modeling, Life Cycle Cost Analysis, Reliability Centered Design, Design for Maintainability, Asset Health Baseline Standards, etc. Commercial Leadership Involvement – Commercial Leadership sets the tone for the behavior of the Business Unit. The Commercial Leader must actively engage in their support of the Reliability

Figure 3 – Stages of Life Cycle Cost Commitment www.alliedreliability.com

Excellence process. As shown in Figure 2, this is not only about implementing new tools and methods. This is about a complete re-engineering of the business processes and the culture of the organization upon which the new tools and methods can flourish.

investment, cultural discipline must be in place. The computer system is a highly ordered entity. If the work order process is not well defined and universally followed, we are attempting to overlay structure onto an unstructured process. This is always a recipe for failure.

Elements of Work Management

“ABC Company Leaders” use the CMMS as an enabling tool; it enables their Work Management system. Leaders have well documented work flow processes and RACIs that the CMMS is used to efficiently execute. Laggards use it as a “solution” to automate chaos or many have still not deployed a “CMMS”.

Work Management takes into account all of the elements that are necessary to ensure that the right work (Identified through the Reliability Engineering and the Asset Health Management Areas) gets done right. It is the efficiency measure that allows us to maximize the wrench time of our employees by making sure that they have all the necessary operating state (up or down), instruction, materials, tools, and support to execute their work when called upon. ABC Company Leaders have achieved rankings in the proactive range for everything but Materials Management. Role of Change Management – See discussion under Elements of Leadership CMMS – The tool that optimizes the Work Order process is the Computerized Maintenance Management System (CMMS). This tool automates the work order process and enables collection, dissemination, and analysis of data. Obviously, the configuration of the CMMS must be consistent with the design of the Work Order process. Proactive maintenance organizations run on information. The CMMS is the primary source of this information. For this tool to be used effectively and to provide the maximum return on

Work Control – This is the vehicle by which all maintenance work is managed and documented. An effective Work Control Process screens out the unnecessary and unimportant activities; establishes responsibility for planning and execution of work; reduces mistakes; and provides a universal understanding of what is to be done and the priority sequence that is to be followed. In addition, the work order provides a means of charging labor, material and outside services to the asset owner and serves as an authorization document for work execution. It is one of the source documents for maintenance cost and performance control and is the drive wheel of integrated maintenance management. By proper usage of the work order system, accurate work backlogs are established, job preparation is facilitated, control of maintenance work is enhanced, equipment histories are created and optimum effectiveness of maintenance work groups can be achieved.

ABC Company Leaders have detailed process flows and detailed roles and responsibilities as to how work is suppose to flow. They have detailed process metrics in place to continuously monitor to ensure discipline and improve upon the process. This discipline is one of the predominant differences between the “Leaders” and the “Laggards”. Work Planning – Maintenance work is done productively when sufficient preparation – arranging for tools, materials, work instructions, specifications, support crafts, etc. – is done in advance. This process is known as Work / Job Planning. This should be a formal process performed by professional planners. It takes a unique skill and organized thought process to properly prepare work to be done by others. It is important to realize that whenever maintenance work is done, it is planned. Someone decides what needs to be done and what materials and tools are required. In reactive environments, it’s usually the craftsperson that makes these decisions and it’s normally “under the gun” of a breakdown that has to be repaired quickly. There is little time for forethought. Several trips are required from the work site to the storeroom for parts, tool crib for tools, or maintenance shop for technical information. These all result in wasted time and effort. Studies have shown that a planned job only takes half the time as the same job done without planning. Planning enhances several work processes described earlier. It facilitates the work order process by allowing work

to be done in a more orderly fashion. It helps the scheduling process by defining work content allowing for more precise estimates of job duration. It helps optimize the materials management process by enabling materials to be purchased when needed, reducing the need for inventory. “ABC Company Leaders” have planner to craft ratios ranging between 12:1 and18:1 which is consistent with Best Practice. ABC Company Leaders are attaining levels of 70-85% Planned Maintenance and Planners…PLAN, not schedule, not coordinate, not supervise, not expedite…but PLAN. The “Mean Performers” stretch the ratios to 20-30:1 and also task the planner with competing duties. The “Laggards” do not have a formal planning function at all or have “planners” by title only. Work Scheduling – The next basic process to implement is Scheduling. Developing weekly work schedules for the entire crew begins to instill a sense of accountability in the organization. Often, this is the first time each craftsperson and supervisor has had a plan from which to organize their day. They find that much more work gets done when everyone knows at the end of the day what they will be working on the next day and how long it is expected to take. For this reason, Scheduling is often the process that yields the fastest return in a Reliability Excellence implementation. Within “ABC Company Leaders”, weekly schedules are developed jointly between Operations and Maintenance. In successful organizations, the schedule is viewed as a “contract” between the two

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groups. Operations commits to have the assets available at the agreed-upon time while Maintenance promises to have the resources – labor, material, contractors, etc. – available to execute the work in a timely manner. Both groups are held accountable for compliance. ABC Company’s top Leaders are now pushing that window well out beyond a week.

“Leaders” have achieved scores in the “Proactive Range”. There is a significant opportunity for ABC Company to expand their view of Reliability Engineering into Operations and Capital Project Delivery.

Materials Management – An effective Materials Management process ensures the right materials are available at the right time in the right place at the right price. To effectively fulfill its mission, the maintenance function is dependent upon reliable and prompt material support (spares, replacement parts, supplies and special tools). These are either stored on site in the form of inventory or are purchased from outside vendors as the need arises. In either case, the best maintenance program in the world will fail without an effective material management process. Where the planning function interfaces with the Materials Management Process is in the development of details Bills of Material (BOMs) and an engineered approached to establishing Min/Max Levels. Materials Management is an area of improvement, even for the “ABC Company Leaders”.

Reliability Centered Maintenance (RCM) – RCM has often been defined as ‘a process used to determine what must be done to ensure that any physical asset continues to do whatever its users want it to do in its present operating context. The RCM process entails asking seven questions about the asset or system under review, as follows:

Elements of Reliability Engineering Reliability Engineering is the area that even amongst “Leaders”, ABC Company has the most room for improvement. To date, the focus on Reliability Engineering has been limited to Reliabilities Engineering’s role in Maintenance. For this reason, ABC Company has focused their Reliability Engineering efforts on RCM and RCA. In those areas, the

Role of Change Management – See discussion under Elements of Leadership

• What are the functions and associated performance standards of the asset in its present operating context? • 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 predict or prevent each failure? • What should be done if a suitable proactive task cannot be found? ABC Company corporately prescribes to the RCM BlitzTM methodology. The “ABC Company Leaders” have developed a subscribe to an internal RCM Playbook, have trained personnel to not only facilitate RCM BlitzTM , but also to participate in the analysis and have targeted systems as part of their annual business plan. The “Mean Performers”

Figure 4 – Realization of Life Cycle Costs have received training and have shown success on a few pilot systems, but do not have specific plans to move beyond the “pilots”. Although a Playbook has been developed, the Laggards have may no progress towards implementing it. Root Cause Analysis (RCA) – RCA is a class of problem solving methods aimed at identifying the root causes of problems or events. The practice of RCA is predicated on the belief that problems are best solved by attempting to correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptoms. By directing corrective measures at root causes, it is hoped that the likelihood of problem recurrence will be minimized. However, it is recognized that complete prevention of recurrence by a single intervention is not always possible. Thus, RCA is often considered to be an iterative process, and is frequently viewed as a tool of continuous improvement. Unfortunately this is often confused with

a problem having a root cause, where in reality this is rarely the case. ABC Company has appropriately focused on calling it simply “Cause Analysis”. ABC Company has adopted “Cause Mapping” as their standard approach and currently use two (2) suppliers that have similar roots for the delivery of this methodology Apollo and Think Reliability. Similar to RCM, “ABC Company Leaders” subscribe to a playbook, have triggers established, have trained facilitators or seek outside qualified facilitators and have trained participants at multiple levels of the organization in failure investigation.

Life Cycle Cost (LCC) Analysis Simply stated, a life cycle cost analysis calculates the cost of a system or product over its entire life span. The analysis of a typical system could include costs for: • • • • • •

planning, design, development, production, maintenance, disposal or salvage.

This cost analysis depends on values calculated from other reliability analyses like failure rate, cost of spares, repair times, and component costs. LCC Analysis should be used heavily in the design phase of a project, as pointed out in the Leadership Section, 85% of the Life Cycle Costs have been determined before the project is turned over to Operations and Maintenance and as shown in Figure 4, approximately 50% of the Life Cycle Cost are actually spent prior to being turned over.

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Analytical Methods – There are several statistical and analytical methods that can be used to provide substantial insight when applied to historical data and performance. Many of the Best Practice organizations in this method have gained much of their familiarity through a 6-Sigma deployment, but even that often leads more applicable methods, such as Weibull, not being utilized. A playbook of a truly Best Practice Organization in the element of Analytical Methods will consider the following: • The important terms and definitions in reliability statistics • Fundamental concepts of measuring variability • Basic statistics and the purpose of each • The characteristics of Normal, Weibull, and Exponential distributions • How to apply basic statistics in the maintenance environment • How to calculate and utilize MTBF as a reliability predictor • How to calculate and predict system reliability • How to use statistics for component replacement prior to wear out failure • How to determine conditional failure probability • How to apply reliability statistics to improve asset management In general, ABC Company has not put together a systematic approach as to how to apply these techniques. However, with the insurgence of the Informance product, I see this changing in the near term. Informance is a very robust product that takes reams of

process data from the data historians, financial data, and data from other systems and turns it into “information”. It really enables the use of detailed statistical analysis (i.e. Six Sigma Tools) and elimination of waste through Lean techniques. It has over 750 detailed analytics reports that can be used to assist the site in really understanding their process flow and opportunities for improvement in ways that were previously hidden. ABC Company and ABC Company DSO have both successfully deployed this technology in their packaging areas.

Simulation Modeling Simulation modeling combines several methods to allow you to analyze nearly infinite “what if scenarios” to attain a desired outcome. At the foundation of Simulation Modeling is the use of a reliability block diagram (RBD). A RBD is a drawing and calculation tool used to model complex systems. The goal of an RBD is to produce a series of images representing portions of a system that is to be analyzed. Once the images are configured properly, and data for these images is provided, calculations can be performed in order to calculate the failure rate, MTBF, reliability, and availability of the system. As the configuration of the diagram changes, the calculation results also change. A reliability block diagram provides a simple way to compare various configurations in an attempt to find the best overall system design. The use of this method could significantly enhance ABC Company’s Capital Projects Front End Loading (FEL) process to ensure optimal

availability at the lowest possible Total Cost of Ownership. ABC Company is not currently applying this method.

Overall Equipment Effectiveness (OEE)/Loss Elimination The loss elimination process begins with the measurement of asset performance, for manufacturing the tool to use is OEE – Overall Equipment Effectiveness. Essentially, OEE is the product of Time x Speed x Quality efficiencies. Comparing “Ideal OEE” performance to current state performance will identify gaps in the three loss categories. It is equally important to know what a 1% loss in OEE is worth in profit to the organization. Next, Pareto the losses in each category to allow people closest to the specific problem to conduct an RCFA – Root Cause Failure Analysis. Knowing how much the problem “costs”, and the root cause, enables the organization

to develop an economic solution that will either eliminate or at least reduce the chance for reoccurrence. The organization must create an environment where performance is communicated, a culture where people are engaged to relentlessly identify and eliminate defects. The “ABC Company Leaders” have been tracking RER (OEE without the quality factor) and OpRER for the last several years, but have not had a systematic approach to Loss Elimination. The introduction of the Informance product will allow ABC Company to put forward a concrete methodology for not only measuring RER, but better understanding their losses from ideal. Additionally, ABC Company should consider pulling the production data that is feeding into Informance into Barringer Process Plots (Figure 5), which will gives a far better picture of what the losses are than classical OEE methods.

Figure 5 – Sample of a Barringer Process Plot

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Design for Maintainability (DFM) Design for Maintainability requires a product that is serviceable (must be easily repaired) and supportable (must be cost-effectively kept in or restored to a usable condition). Better yet if the design includes a durability feature called reliability (absence of failures) then you can have the best of all worlds. Design for Maintainability includes Human Factors Engineering, which is defined as: “The area of knowledge dealing with the capabilities and limitations of human performance in relation to design of machines, jobs, and other modifications of the human’s physical environment.”

However Design for Maintainability also includes making sure that everything that is required for the long term maintenance of the system is provided at start-up. Examples of items for consideration include: • Complete Equipment List • Clear Equipment Tagging in the Field • Complete Equipment Datasheet Population in the CMMS • Complete Bills of Materials • Engineered Equipment Maintenance Plans • Complete Equipment Files (Manual, Drawings, Specs, etc.) • PM/Condition Based Monitoring (CBM) Job Plans Loaded in the CMMS • Baseline Asset Health Assessment

Figure 6 – Asset Health Flow Standard

and Red to Green Strategy for any Asset that is not defect free “ABC Company Leaders” are beginning to deploy Design for Maintainability requirements. However, the concern is that this push is coming from the site Maintenance and Reliability Leaders, not through Capital Project Management’s engagement in the Reliability Process.

Reliability Centered Design (RCD) Simply put, is integrating the concepts of RCM, Simulation Modeling, LCC Analysis, and DFM during the design phase of Capital Projects. “ABC Company Leaders” have elements of this in place, but still have much work to do to get RCD fully integrated into the Capital Projects FEL process.

Elements of Asset Health Management Asset Health Management is utilizing the Asset Health Report in conjunction with a Red to Green Strategy to identify defects as early as possible and plan and schedule their elimination. However, it takes many elements to ensure that the Asset Health Report is meaningful – as depicted in Figure 6. Role of Change Management – See discussion under Elements of Leadership

Hierarchy & Equipment Catalog An accurate Hierarchy and Equipment Catalog are essential foundational elements for not only

Asset Health Management, but also for work Management and Reliability Engineering:

• Fundamental component of a CMMS system • Integral role in work identification/ management • Maintenance cost accounting • Failure tracking • Asset delay/downtime information • Equipment condition monitoring • Spare part/component management • Work instruction management and other functions A well defined equipment hierarchy structure will allow: • More accurate planning and assignment of work, better parts/ component control and allocation of maintenance costs to the right equipment at the correct level of detail • Condition and performance of equipment to be tracked and managed better • More convenient access to information – BOMs, Work Order History, Work Instruction, etc. • Better linkage between equipment and reliability improvement techniques (RCM, RCFAs, etc.) • More accurate application of sustained maintenance subprocesses (planning, scheduling, execution and follow-up) Equally important to the Hierarchy is the detailed Equipment Catalogue, which typically contains, but is not limited to:

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• Name plate information, i.e. manufacturer, model, serial number, speed, etc. • Warranty information • Installed date • Obsolete date • Drawing number • OEM stock code number • Stores number, etc. “ABC Company Leaders” have had to invest heavily in getting their Asset Information correct. This is a foundational element upon which so many other elements are built. However, it is time consuming and if you chose to outsource it, the cost can be viewed as significant and when taken as a single data point, difficult to understand the return. “Mean Performers” are trying to correct the information over time; many of them have been at it for over 5 years and still struggle with accuracy of their data. Laggards choose to ignore or minimize the issue.

Criticality Criticality Analysis is crucial to ensure that we are focusing the appropriate amount of energy to the appropriate assets. The criticality ranking is not only applied to the area of Asset Health Management, but also factors into Work Management, Reliability Engineering, and is a great way to drive crossfunctional participation (and ultimately ownership) in Reliability Excellence – thereby impacting many of the elements of Leadership. Any Criticality Analysis Tools should: • Determine the rank of all assets by quantitative assessment and not

FIGURE 7 – Failure Modes Mapping

• • • • • • •

•

personal experience (objective and not subjective) Tells you where to focus your maintenance and reliability efforts in the plant Create a baseline that all business disciplines agree to, one can’t pull harder than the other Consider contributions and expertise of each team member and professional discipline Subjective personal opinion to objective evaluation? Comprehensive integrated criteria Consideration for only operational upset is not enough Safety, environmental, product safety, customer impact and process impact Further detail within each criteria

Another important consideration is the level of granularity required. Too often organizations over simplify Criticality Analysis in their belief that assets fall into only 2 or 3 categories of criticality. “ABC Company Leaders” have conducted

cross functional criticality analysis to a sufficient level of granularity to allow them to drive the decisions that need to be made. “Mean Performers” have tended to short-cut the process believing that the approach taken by the “Leaders” takes too long.

Failure Mode Mapping This is where Reliability Engineering meets Asset Health Management. Upon the completion of the FMECA portion of the RCM Analysis, the organization now has to map the identified failure modes to the most appropriate PM/Condition Based Monitoring (CBM) Inspection methods (represented graphically in Figure 7). “ABC Company Leaders” have educated themselves as to what each technology can and cannot do and have embraced the concept of a Failure

Mode Driven Maintenance Strategy. “Mean Performers” apply technology for technology sake without having them linked to specific failure modes. Laggards are either still applying all time based PM methods or utilize inappropriate low-tech methods and have a false sense of security. CBM Personnel Qualification and Certification The inspection technologies are only as powerful as the analysts that are interpreting the data. As identified in the exert from the Condition Based Monitoring (CBM) Maturity Matrix – Figure 8, Best Practice Plants have Qualification and Certification. The American Society for NonDestructive Testing (ASNT) and ISO set out “MINIMUM” guidelines for Certification and Qualification, but as is evident in the Matrix, it is also important

Figure 8 – Condition Based Monitoring (CBM) Maturity Matrix www.alliedreliability.com

to consider Task Qualification. Also, it is important that analyst be cross trained into multiple technologies over time in the Mechanical, Electrical or Stationary Discipline.

suit their local needs often just based on gut feel in lieu of engineering analysis. Laggards make no attempt to implement or conform to the standards.

“ABC Company Leaders” fully implement the OP-1 Certification and Qualification Standards which highlight the need for both formal certification training and testing, along with “task qualification. ABC Company Leaders also embrace the need to have multi-technology qualified people across the discipline. “Mean Performers” tend to not know what they are buying or should require because they have not sufficiently educated themselves. Laggards over-simplify the technologies and undermine the need for certification or task qualification.

Lubrication Excellence

Technology Standards This goes hand and hand with CBM Personnel Qualification and Certification requirements and can also be viewed in Figure 7 above. For the Asset Health Metric to be comparable, all database and alarming criteria must be set-up and audited to the same standard. A formal Management of Change (MOC) process must be put in to ensure that any changes are warranted and happen across the enterprise to keep the metric comparable. “ABC Company Leaders” fully implement the OP-2 Inspection Standards across all technologies and insist that any modifications go through the formal MOC process. “Mean Performers” put localized pressure on their analysts to “manage to metric” and make localized changes to the standards to

Many companies take a casual approach to lubrication excellence. While improvements may have been made in certain areas based on information provide thorough suppliers, magazine articles or training classes, few if any companies take a critical look at their lubrication practices as a whole. The reasons for this are typically not due to a lack of desire, but rather the magnitude of the task, and an inability to find time among many competing priorities. The results are typically a fragmented program, with improvements made in one area negated by poor practices in others. Noria’s Lubrication Program Design (LPD) program take a highly structured, holistic approach to lubrication excellence insuring that each aspect of the lubrication program is optimized based on tried and tested lubrication engineering best practice. The Lubrication Program Design process is summarized below. “ABC Company Leaders” have adopted the Noria Lubrication Program Design (LPD) process. Noria has structured Lubrication Program Design (LPD) into four phases. During each phase, our team of technical consultants and

technologists builds on the information gathered during the previous phases to develop a solid engineered lubrication program where no element is left to chance. The phased approach insures that each aspect of lubrication best practice is addressed in an organized and structured manor. “Mean” Performers tend to stop after Phase I or II or the Lubrication Program Design (LPD) process and tend to fail to reap the returns promised by Lubrication Excellence. Laggards tend to send one or two “lube techs” to a training class and expect that they can come back and implement the results.

Craft Skills It does little good to identify defects if the incumbent workforce does not have the skills to eliminate the defects with precision craft skills. It has been proven that Precision Maintenance when combined with Procedures Based Maintenance can reduce failure due to infant mortality from 68% to 6%. Whether or not the defect was eliminated can be determined by applying the same condition monitoring technology that identified it in the first place. “Maintenance Re-work” can be tracked and factored into the Individual Development Plans of the crew. “ABC Company Leaders” have adopted the concepts of Job and Task Analysis and Task Qualification of the work force and Re-qualification of the “Work” and are aggressively improving their craft skills. “Mean Performers” look at

“training” (often from the OEM or local community college) as the solution (instead of part of the solution) to their craft skills needs and do not tend to do “re-qualification” of the work as standard operating procedure. The Laggards know they have craft skills issues, but are doing little to fix it because the task appears overwhelming.

Mechanical Asset Health Management (AHM) The Failure Mode Mapping process was described and illustrated in Figure 6 above. The primary purpose of the Failure Mode Mapping Exercise (FMME) is to determine what your Asset Health Monitoring Strategy will be. For most mechanical systems, Vibration Analysis, Oil Analysis, Airborne/Structureborne Ultrasound, On-Line Motor Testing, Mechanical IR, Process Parameters, and Quantitative PMs are the Primary Mechanical Technologies used. Other technologies such as Chain Wear Monitoring, ODS, Model Analysis, Torsional, Telemetry, and others need to used to address specific failure modes. “ABC Company Leaders” are applying the Primary Mechanical Technologies to first or second quartile levels of coverage. “Mean Performers” tend to apply only 2 or 3 of the Primary Mechanical Technologies and have, on average 3rd Quartile Coverage Levels. Laggards apply very little technology and since what technology the do apply is not to the “Standards”, it should not be considered as a part of an Asset Health Metric.

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Electrical Asset Health Management (AHM) The Failure Mode Mapping process was described and illustrated in Figure 6 above. The primary purpose of the Failure Mode Mapping Exercise (FMME) is to determine what your Asset Health Monitoring Strategy will be. For most electrical systems, Electrical IR, Online/Off-line Motor Testing, Electrical Discharge Ultrasound, Process Parameters, and Quantitative PMs are the Primary Electrical Technologies used. Other technologies such as Power Quality, Grounding, and others need to be used to address specific failure modes. “ABC Company Leaders” are applying the Primary Electrical Technologies to first or second quartile levels of coverage. “Mean Performers” tend to apply only 2 or 3 of the Primary Electrical Technologies and have, on average 3rd Quartile Coverage Levels. Laggards apply very little technology and since what technology the do apply is not to the “Standards”, it should not be considered as a part of an Asset Health Metric.

Stationary Asset Health Management (AHM) The Failure Mode Mapping process was described and illustrated in Figure 6 above. The primary purpose of the Failure Mode Mapping Exercise (FMME) is to determine what your Asset Health Monitoring Strategy will be. For most stationary systems, Visual Testing, Mag Particle, Dye Penetrant, Pulse Echo

Ultrasound and Quantitative PMs are the Primary Stationary Technologies used. Other technologies such as Radiography, Shear Wave Inspection, Eddy Current, and others need to be used to address specific failure modes. “ABC Company Leaders” are in the process of rolling out a Stationary Asset Health Management process in their facilities as a part of their Integrated Approach to Asset Health Management. “Mean Performers” are still treating stationary inspection as a “compliance” issue and are doing the minimum that they have to do to comply with OSHA 1910 Mechanical Integrity and other regulatory statutes.

Journey From Baseline ABC Company 1998 – ABC Company 1998 received an overall score of 166 points, well within the REACTIVE domain. As mentioned earlier in this report, ABC Company in 1998 was more focused on Asset Management, specifically CMMS, than they were on Holistic Reliability Excellence. Out of the 35 Elements, only 3 elements were considered to be in the “EMERGING” domain – Level of Sponsorship, Procurement Involvement, and CMMS. All of the remaining elements were either in the REACTIVE domain (22) or DID NOT EXIST (10). THE JOURNEY OF THE LEADERS – The “ABC Company Leaders” ranked Top 5 in the World in the Areas of Leadership, Work Management and Asset Health Management. “ABC Company Leaders” set the Benchmark for RELIABILITY EXCELLENCE in 4 of the 35 Elements – Level of

Sponsorship, Active Leaning, CBM Personnel Qualification & Certification, and Technology Standards. “ABC Company Leaders” were considered in the PROACTIVE domain in 22 Elements and in the EMERGING Domain in 6 Elements. This leaves only 3 elements that are either in the REACTIVE domain (1) or DOES NOT EXIST (2). Evidence to this is that many of the Reliability Excellence programs that were once considered best in the world are now interested in benchmarking with ABC Company. As an example, a visiting Senior Corporate Reliability Consultant (who had been leading Reliability Excellence corporately) said upon his return from a Sample Company site in the Midwest - “one of the best Reliability initiatives and certainly the best Condition Based Monitoring (CBM) program that I personally have ever seen”. In short, I would say that while the “ABC Company Leaders” certainly have elements that the need to continue to improve upon and benchmark against, the “MEAN PERFORMERS” and “LAGGARDS” need not look to far to benchmark against some of the very best practices in the world.

ABC Company Mean Performers The Overall score for the ABC Company “Mean Performers” is 402, ranking them 19th overall. ABC Company has a degree of complexity that most of the others surveyed do not have to

deal with – 1,300 Operating Locations of varying degrees of complexity. Again the average for the “Mean Performers” is being pulled down by the score in Reliability Engineering. While Leadership (452), Work Management (475), and Asset Health Management (465) were all well within the EMERGING domain – the 225 in Reliability Engineering negatively impacted the overall score. However, the “Mean Performers have made significant progress when compared to the 1998 Baseline. Today the ABC Company “Mean Performers have 3 elements in the “PROACTIVE” domain by following the example set by the “LEADERS” in Level of Sponsorship, Active Learning, and Technology Standards and 23 elements in the “EMERGING” domain. This leaves only 9, compared to 32 elements that are either in the REACTIVE (6) domain or DO NOT EXIST (3). ABC Company LAGGARDS – As is evident by the scoring, the ABC Company Laggards have not yet met the level of performance that ABC Company was overall in 1998 with a score of 111. Not surprisingly, the single biggest scoring difference between the Leaders and the Laggards is in the area of Leadership. The Laggards score in the REACTIVE (23) domain or DO NOT EXIST (12) in every element. This is not to say that the ABC Company businesses that fall into the “Laggards” category have not been working hard. They have been working hard at believing that they are different and trying to re-engineer a process that is

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ABC Company’s LEADERS AGAINST EXTERNAL BENCHMARKS OF “EXCELLENCE”

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now time proven, not only by industry, but by “ABC Company’s Leaders”. The other characteristic of the Laggards is the search for the silver bullet and then when it does not create the results, onto the next experiment. As highlighted in the Executive Summary, the path to becoming a Leader is clear: • Active participation of the Leadership across disciplines. • A commitment to Active Learning. • A fundamental understanding and commitment to getting the Foundational Elements in place FIRST (See Appendix 2). Through that process of discovery, what needs to come next becomes clear. Leaders are easy to recognize!

Future Challenges And Opportunities LEADERS – Anything that is in the Proactive domain, continuous improvement and refinement can continue to pull the organization towards Reliability Excellence. The 9 Elements that the Leaders currently have that are not being in the Proactive or Excellence domain are: • Leadership – Capital Involvement (Emerging) • Work Management – Materials Management (Emerging) • Reliability Engineering – LCC Analysis (Reactive), Analytical Methods (Does Not Exist), Simulation Modeling (Does Not Exist), OEE/Loss Elimination (Emerging), DFM (Emerging), and RCD (Emerging) • Asset Health Management – Stationary Equipment AHM (Emerging)

With the exception of Stationary Equipment AHM and Materials Management, all of the other gaps can be closed by broadening the definition of Reliability Engineering to include the role of RE in Operations and in the Capital Delivery process. • As discussed earlier, the implementation of Informance combined with the utilization of Barringer Process plots could quickly move ABC Company into the Proactive Range in Analytical Methods and OEE/Loss Elimination. • The integration of RE in to the Capital Delivery Process through the deployment of a tool such as the one offered by the Isograph suite could move ABC Company into the Proactive Range in Capital Involvement, LCC Analysis, Simulation Modeling, DFM, and RCD. • DFM will also help to make sure that Materials management issues for new projects are moved into the proactive range and provide tools to be used in balance of plant – but it will require a lot of focus and work. • ABC Company’s Leaders as mentioned earlier are already moving to close the gap on Stationary AHM at several locations. MEAN PERFORMERS – The “Mean Performers” simply need to follow the path that has been blazed by the ABC Company Leaders. With three (3) of the four (4) areas in the Emerging Range, they are at least to the point

Appendix 1 - Proactive Maintenance Model that they can align around this common goal. The Mean Performers need to focus on the Foundational Elements that are highlighted in ABC Companyâ&#x20AC;&#x2122;s Best Practices Workshop first and

realize that they cannot short cut the process. An article that was circulated throughout much of ABC Company that was published in Harvard Business Review highlighted the trap that instead

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Appendix 2 – Critical Path Foundational Elements of duplicating best practice, too often people immediately try to “streamline it”. First get effective and then engineer out inefficiencies. LAGGARDS – Focus on building or injecting Active Leadership first and then follow the path recommended to the MEAN Performers. This proactive model focuses on the important work, not the urgent work. While complete elimination of reactive work would be ideal, in today’s world achieving that ideal is unrealistic. Remember Failure Pattern E from the previous lesson…some failures are purely random and give little or no early warning sign. The goal here is to complete more proactive work. Reliability Awareness Sessions The entire leadership team must attend the Maintenance and Reliability Best Practice Workshop. All maintenance management, key craftspeople and key operational leaders must attend the MRBPW. All other supervision and the entire operations workforce should at least attend a 2 to 8 hour awareness session, such as a Mini-Best Practice Reliability Workshop, which is designed to collectively introduce the proactive model and overview of the Reliability Improvement Process. Active participation from all attendees is required to ensure that the necessary cultural change is possible. Business Case An objective financial analysis of current and expected benefits of

the reliability improvement process should be completed. The business case should be reviewed at least quarterly for changes and cycles of improvement. The business case can be broken down into components and subcomponents of maintenance cost: Parts/materials, internal labor, external labor, tools, and rental equipment. In addition, production improvements, capital expenditures, or other reliability related results could also be used. Optimization is established for each area based on specific tactical reliability activities. The business case includes an overview of necessary Maintenance & Reliability investments. Elemental Timeline A (2) year GANT Chart forecasting execution of specific tactical reliability elements and expected efficiency gains should be developed. The elemental timeline should be reviewed periodically for changes and cycles of improvement. The chart reflects organizational behavioral readiness. Accurate Asset Records Accurate asset records are essential in being able to execute a work management process and provide data for appropriate machine reliability strategy analysis. A complete facility walk down may be necessary to ensure that the equipment nameplate and specification data is captured and sequenced in a logical format. Output of this process can then be used to

rationally populate the Maintenance/ Asset Accounting System and the On-Condition/Predictive Technology databases. This process may be more cost effectively and efficiently outsourced. Asset Criticality Analysis An objective criticality ranking analysis of all facility machinery assets should be conducted periodically. The purpose is to objectively rank assets and forming a collective agreement and analysis with representation from production, maintenance, logistics, EH&S, accounting, and if possible commercial professional disciplines. A formatted tool is available that analyzes facility’s assets using specific criteria/scoring around safety, environmental, food safety, customer impact, maintenance cost and production elements. A single score is assigned for each asset and an overall ranking according to the criticality process is established. A line separating critical from noncritical assets based on local operating context and business requirements and all subsequent reliability decisions are then based on this ranking. This provides a path to focuses efforts and prioritizes strategies on the most critical assets and further drives the priority setting of the work management processes. Asset Health Matrix All identified assets are arranged by asset criticality ranking and positioned on a proactive maintenance strategy matrix containing all possible predictive technologies, preventative tasks, and

condition monitoring tasks. Proactive strategies are then identified for each critical asset making sure they are addressing specific asset failure modes. “Best Investment” is analyzed and evaluated comparing strategies against 1st, 2nd, 3rd and 4th levels of industry quartile coverage. An economic analysis then evaluates the appropriate quartile coverage for each asset in respect to the consequences of functional asset failures. Multi-Technology Baseline Asset Health Report A complete asset health report can then be generated, along with appropriate asset improvement recommendations and used as a tool for improving the facility’s overall asset health. This analysis will be based on the execution of the asset health matrix with the objective of detecting and recommending actions to eliminate defects. Two Year Defect Elimination Execution Plan The facility must focus on defect elimination in order to achieve any sustainable reliability based culture. The Asset Health Report should be used as a tool to help monitor this process and the Elemental Timeline should be adjusted to reflect categorical improvement to the baseline asset health. A two-year “red to green” blue print strategy is developed to improve asset health with each of the organization’s multiprofessional disciplines involved to balance the facilities economic, technical and commercial needs. An objective budget is developed based

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on this quantitative analysis. Organizational Chart â&#x20AC;&#x201C; Roles and Responsibilities The organizational analysis is designed to identify all roles and their responsibilities and effects on the reliability improvement process. This element begins with a gap analysis of the existing maintenance and operational resources. A strategy is next developed to understand and assign roles and responsibilities of the remaining professional disciplines. Skills Enhancement Matrix Identification of specific skills enhancement by professional discipline. A skills gap assessment is conducted and the matrix is converted to a training plan and curriculum timelines for all levels and

Allied Reliability, ÂŠ 2008

functional areas of the facility. Established Integrated Workflow Workflow Management represents a body of knowledge around maintenance best practices, work planning and scheduling, and the roles, responsibilities and expectations of those that impact or will be impacted by the process. They should be created in both text and diagram form (flowchart), they are intended to help the site teams understand how things are supposed to work together. It is also intended to have a well defined fact-based decision process documented and includes valuation of requested work (eliminating work that is Not Important), A facility should use the ABC Company base model and then adjust that process to ensure the facility is owning and improving the

Appendix 3 - Job Task Assignment - Competency Matrix Task

Preventive Maintenance Procedures

Job Plans and Job Plan Library

Bill of Materials

Engineered Maintenance Strategy

Reliability Engineer

Maintenance Engineer

Planner

 Ensures failure modes addressed are appropriate  Performs cost/benefit analysis to set correct frequency of task(s)

 Responsible for technical accuracy of the job plan  Resource for the Planner to establish specific equipment tolerances and specifications

 Ensures correct parts and consumables are called out in the procedure  Responsible for consistency of format and management of the PM program on daily basis

•

Ensures that all assets in the EMP have a job plan on file (both proactive and reactive)

 Responsible for technical accuracy of the job plan • Resource for the Planner to establish specific equipment tolerances and specifications

 Ensures correct parts and consumables are called out in the procedure  Responsible for consistency of format and management of the Job Plan Library on daily basis  Responsible for verification of parts kits

•

Supports the Maintenance Engineer and Store with availability simulation to verify stores adjustments Alerts stores function when stocking modifications are warranted based on usage and failure analysis

 Responsible for accuracy of information  Responsible for verifying that the BOM has been after equipment modifications

 Alerts Maintenance Engineer when discrepancies are identified.  Works with Maintenance Engineer to determine appropriate stores levels for parts by tracking parts usage.

 Resource for the Reliability Engineer with assistance in collection and analysis of machinery failure data

 Manages the CMMS output of inspection schedules for the PM and PdM routes.  Prepares and analyzes reports on inspection route compliance and satisfaction of noted action items

•

 Responsible for changes to the Equipment Maintenance Plan based on analysis of asset failure data  Alerts Stores to changes in stocking levels to match changes in task frequency

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Task

Reliability Engineer

• Outage/Turn Around Planning

Ensures use of Condition Monitoring information is included in turn-around the master plan decision making process

Maintenance Engineer

 Optimizes the MeanTime-To-Repair (MTTR)  Responsible for technical accuracy of the job steps

Planner  Completes job plans with manpower scheduling and parts verifications per standard  Responsible to develop the master plan for outages and turn-arounds  Prepares outage schedules and manpower requirement estimates

 Assists Maintenance Engineer with reliability analysis of proposed equipment modifications  Makes specific recommendations to improve machinery performance and reliability based on analysis of process and failure data

 Develops equipment modification plans based on failure data, crafts feedback and OEM design modifications  Makes specific equipment recommendations to improve machinery performance, maintainability and reliability

 Completes job plans with manpower scheduling and parts verifications per standard

Parts Standardizations

 Assists Maintenance Engineer with reliability analysis of proposed changes

 Creates plans to standardize parts across like machines taking into account specific component performance and maintainability  Verifies that the BOM reflects the changes  Works with stores to delete unnecessary spares

 Updates Job Plans to reflect changes in parts

MRO Adjustments

 Responsible for analysis of spares usage and failure data to determine proper stocking levels based on failure data, usage and simulation modeling of the Engineered Maintenance Strategy

Equipment Modifications

Task

Reliability Engineer

Equipment Documentation Management

PdM/NDT

 Develops and manages the PdM/NDT process for the purpose of the early identification and elimination of asset defects  2nd tier resource for technical assistance  Responsible for alarm management

Maintenance Engineer  Responsible to maintain current and correct OEM specifications, manuals and procedures for plant assets in support of planning functions and in support of daily maintenance function

 Keeps current copy of all OEM specifications, manuals and procedures as job planning reference

 Resource for the Reliability Engineer with specific machine performance information and detailed component and parts data

 Plans the work and places it on the schedule in a timely manner such that machinery breakdown are mitigated or eliminated

 Manages the life of the of Work Requests/Work Order  Completes Job Plans  Follows-up on job plans completion

Work Order System Management

CMMS Failure Data (FRACAS)

Planner

 Responsible to performs statistical analysis on machinery failure data and work order closing codes to determine whether adjustments to the Engineered Maintenance Strategy are warranted  Responsible for the development of (failure) codes for the WO system

 Resource for the Reliability Engineer with specific machine performance information and detailed component and parts data

 Responsible for ensuring that all work orders are closed with correct closing codes  Ensures the “As Found”, “As Left” fields on the Job Plan Procedures are completed by the craft and entered into the CMMS

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Task

Reliability Engineer

 Develops new and innovative methods for timely repair of assets  Prepares specific job plans steps with detailed procedures for completion of repair in the most effective and efficient manner

Asset Repair Techniques

Asset Test Procedures (Return to Service)

Failure Investigation RCA & RCFA

Maintenance Engineer

 Develops specific procedures for verification of an assets fitness for return to service  Verifies return-toservice procedures were performed

 Leads the Root Cause Analysis effort as a part of a proactive strategy  Leads the Root Cause Failure Analysis effort for sporadic failures (typically uses Logic Tree incident analysis)  Develops specific operational procedure changes to help mitigate future system failures  Catalogues and databases the RCA/RCFA results and subsequent action items  Analyzes plant wide failure data and downtime scenarios to calculate relevant trigger points for RCFA

Planner

 Completes job plan to specified standard

 Converts and maintains procedures in standardized format

 Leads the Root Cause Failure Analysis effort for chronic failures (typically uses Cause Mapping incident analysis)  Catalogues and databases the RCA/RCFA results and subsequent action items  Develops specific maintenance procedure modifications to help mitigate future machinery failures  Develops specific machinery modifications to help mitigate future failures

 Responsible for verifies that all work orders are closed with correct closing codes  Verifies the “As Found”, “As Left” fields on the Job Plan Procedures are completed and entered into the CMMS  Facilitates a 5-Why discussion with crafts and supervision for all failure maintenance activities

Task

Technical Support of Daily Maintenance Effort

Asset Hierarchy and Technical Specifications

Reliability Engineer

Maintenance Engineer

 Provides technical assistance to maintenance supervisors, planners and crafts personnel in the form of specific, technical data on system configuration and performance

 Provides technical assistance to maintenance supervisors, planners and crafts personnel in the form of specific, technical data on machinery configuration and performance

 Responsible for the design of the plant asset hierarchy

 Responsible to maintain a current and correct technical specifications library

Planner

 Responsible to maintain a current and correct copy of the technical specifications library  Responsible for the upkeep of the hierarchy in the CMMS  Supports the Reliability Engineer with specific, detailed failure data and component configuration information  Responsible for the upkeep of the criticality database in the CMMS

Criticality Analysis

 Responsible for the design and management of the asset criticality database and the failure modes criticality database

Metrics

 Develops and utilizes specific metrics for the process, system, asset and component reliability

 Utilizes metrics for system, asset and component maintainability

Materials Management

 Develops the preventive maintenance strategy for the stored spares  Develops a testing strategy incoming new and rebuilt spares  Develops a testing strategy for OEM testing compliance

 Develops specific maintenance activities to ensure spare fitness for duty  Develops specific equipment preservation techniques for precommissioning storage of equipment

 Prepares and analyzes reports on system, asset and components metrics

 Ensures correct parts and consumables are called out in the procedure

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Task

Reliability Centered Design

Reliability Engineer  Applies reliability analysis methods to new designs to determine the process, system, asset and component reliability  Determines single-point failures  Reviews and/or develops commissioning procedures for new system, asset and component design  Reviews and/or develops strategies for OEM warranty issues and claims  Reviews and/or develops machinery modification plans to deal with single-point failure scenarios  Develops specific maintenance and operational start-up procedures for new installations  Responsible to develop/review new equipment purchase specifications for reliability and maintainability

Maintenance Engineer

 Creates new equipment purchase specifications around improved maintainability

Planner

Task

Reliability Engineer

Operational Reliability

 Uses reliability analysis tools to determine operational reliability of systems, assets and components  Helps determine the QA/QC test points and procedures to maximize operational reliability  Aides in the development of alarms designed to determine and verify acceptable operations  Develop assessment activities centered around operability and performance optimization  Develops operator care tasks as a part of the Equipment Maintenance Plan  Develops the Risk Management Strategy

Reliability Economics

 Responsible for performing quantitative analysis on new projects/strategies and determining project/strategies viability based on corporate values and standards

Technical Training

 Analyzes process and/or failure data to determine the need for improved craft skills  Identifies/conducts/arranges technical training for PdM/ NDT personnel  Conducts/arranges general reliability training for all plant personnel

Maintenance Engineer

Planner

 Supports the Reliability Engineer with supporting data specific to equipment maintainability

 Analyzes process and/or failure data to determine the need for improved craft skills  Conducts/arranges craft skills training

 Verifies that Supervisors and Craft personnel have adequate knowledge of maintenance procedure formats  Verifies maintenance workflow continuity

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Reliability Engineering Tools and/or Techniques

Reliability Engineer

Maintenance Engineer

Planner

Statistical Analysis (Basic)

Evaluation

Synthesis

Comprehension

Statistical Analysis (Advanced)

Synthesis

Analysis

Awareness

Root Cause Analysis

Evaluation

Synthesis

Analysis

Reliability Centered Maintenance

Synthesis

Analysis

Comprehension

Condition Monitoring

Synthesis

Analysis

Comprehension

Reliability Centered Design

Synthesis

Analysis

Comprehension

Availability Simulation

Synthesis

Analysis

Comprehension

Life Cycle Cost Analysis

Synthesis

Comprehension

Criticality Analysis

Evaluation

Analysis

Comprehension

Reference: Bloomâ&#x20AC;&#x2122;s Taxonomy of Learning Objectives

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Knowledge Attendee can recall basic information about the subject. Has knowledge of major ideas and can match names of concepts with major ideas. Example: Who, What, When, Where, How…? Comprehension Understands information and can grasp meaning of concepts. Attendee can explain the meaning of concepts in their own words. Example: Explain in one’s own words the steps for completing a given task. Application Can use the information in new situations to solve problems or produce results. Example: Why is…an example of…? Analysis Recognize hidden meanings. Attendee can see patterns, organize parts and identify components of ideas. Example: How does…compare/contrast with…? Synthesis Attendee can draw conclusions on related knowledge from other areas. Can generalize from given facts and use old ideas to create new ones. Example: What solutions would you select for…? Evaluation Attendee can compare and discriminate between ideas. Can assess the value of theories and presentations, and can make choices based on reasoned arguments. Can verify the value of evidence and recognize subjectivity. Example: elect the most effective solution.

Allied Reliability, Inc. 4360 Corporate Road • Suite 110 • Charleston, SC 29405 USA Toll Free 888-414-5760 • USA Phone 843-414-5760 • Fax 843-414-5779 www.alliedreliability.com • info@alliedreliability.com Allied Reliability helps companies build wealth and competitive advantage through world-class reliability across a global manufacturing network.