Detailed Job Plan

Reliability Excellence Single Point Lessons
A collection of quick reference tools you can use to improve reliability
www.LCE.com
These Single Point Lessons (SPLs) are examples of the practical, need-to-know information provided in Life Cycle Institute courses.
Please feel free to share them with members of your team that can benefit from just-in-time learning on this wide variety of topics.
From Reliability Excellence for Managers Course
Criticality Analysis Single point lesson

Analyzing Business Practices Single point lesson
pg 3
pg 4
From Reliability Engineering Excellence Course
FRACAS
Single point lesson
pg 6
From Maintenance Planning & Scheduling Course
Detailed Job Plans
Single point lesson
pg 7
From Risk-based asset management Course
Bills of Materials
Single point lesson
pg 8
From Materials Management Course
Cycle Counting Single point lesson

Obsolescence Review Single point lesson
pg 9
pg 10
From Predictive Maintenance Technologies Course
Spectrographic Analysis
Single point lesson
pg 11
Resources
Life Cycle Institute Solutions and Resources
www.LCE.com
pg 13
2009 Life Cycle Engineering
Single Point Lesson:
Criticality analysis
What is it?
A tool used to evaluate how equipment failures impact organizational performance in order to systematically rank plant assets for the purpose of work
prioritization, material classification, PM/PdM development and reliability improvement initiatives.
Why use it?
Formal criticality analysis, something other than a simple 1-5 ranking, allows reliability leaders to determine the leading characteristic that makes each
asset critical, be that production throughput, maintenance cost, utilization rate, or safety impact, to ensure that reliability improvements are made based
on risk rather than perception.
What factors are critical for success?
The criticality analysis process should be executed in two phases. The first phase is the initial analysis which requires cross-functional input from
Operations, Maintenance, Engineering, Materials Management and EH&S representatives. Cross-functional analysis is required to build buy-in and
overcome perceptions of criticality. The second phase is evergreen, meaning that the criticality analysis process must be maintained and re-evaluated
throughout the asset or plant life cycle period to determine when risk has been mitigated and the significance of each asset has changed.
How do you use it?
Step 1 Define those characteristics that will be used to analyze each maintainable asset. These characteristics should cover a wide range

of business attributes, such as:

Mission impact
Customer impact
Environmental, Health, and Safety impact
Ability to isolate/recover from single-point-failures
Preventive Maintenance (PM) history
Corrective Maintenance (CM) history
Step 2

Each characteristic should then be weighted using a scale from 0 to 10 to identify significance to the business. The greater the
scale the easier it will be to accurately identify critical assets, however, the total score possible should not exceed 100. By
setting a limit of 100, you are re-enforcing the weight of each characteristic.
Step 3 Add definition to each delineation point of the weighting scale to accurately score each characteristic.
Step 4 Import asset hierarchy into criticality analysis tool.
Step 5 Define the Primary Function for each asset to easily identify the impact of a single-point functional failure.
Step 6 Analyze the effects of a single-point failure for each asset across all characteristics.
Step 7 Calculate the composite score, or Criticality Rating, for each asset by dividing the raw score (sum of all characteristics) by

the total weighted points possible, multiplied by 100.
Step 8 Identify the top 10% - 20% Critical assets.
Step 9 Looking back through the analysis, identify those characteristics that make each asset critical.
Asset ID
Equipment Type
Description
Mission Impact
Customer Impact
Safety Impact
Environmental
Impact
Regulatory Impact
Single Point Failure
PM / PdM History
CM History
Reliability
Spares Lead Time
Asset Replacement
Value
Planned Utilization
Raw Score
Criticality Rating
Step 10 Identify those assets which are significant in areas like Reliability, cost, or replacement value and flag for PM/PdM development

and/or reliability improvement initiatives.
CS16789
Caster
To poor molten metal into ingot casts at a rate

of 495 tons per day
10
40
83
CS16791
Accumulating
Conveyor
To accumulate cast ingot from the Caster at a

rate of 165 tons per shift
27
56
CS16824
Cooling
Conveyor
To cool molten metal in casts to solidify ingot

within a 24 foot run
37
77
CS16852
Casting Wheel
To remove skim material from molten ingot

casts before solidification
10
23
48
CS16882
Hydraulice
Power Unit
To turn the Casting Wheel at a rate equal to the

speed of the Caster
24
50
CS17031
Conveyor Scale
To verify the weight of ingot bundles

exiting the Accumulating Conveyor
31
65
To learn more about Life Cycle Institute, contact: 800-556-9589 | education@LCE.com | www.LCE.com
Analyzing Business Practices via

Business Process Mapping
What is it?
Process mapping is the art of capturing day-to-day, often routine, practices on paper to illustrate the connections between steps or tasks and highlight
gaps that prevent ideal performance.
Why use it?

The ultimate goal of process mapping is to develop a common understanding of the current or as-is state so systematic improvements can be made to
drive sustainable performance improvements.

Create a cross-functional group to participate in the process mapping to gain a complete picture of current state
Select a Facilitator who is furthest from the control function within the process
Capture all ideas and suggestions for improvement; prioritization will take place prior to development
Validate the process, and opportunities, through >26% of the affected organization
How do you use it?
Step 1 Using packaging paper (brown paper), roll out about 12 feet of paper, long enough to capture the entire process. Tape the paper to the wall

so that everyone can see the entire map. Notice Im recommending that you not use a computer or overhead projector. This limits visibility of

the process. Its extremely important that everyone be able to see the process in its entirety.
Step 2 Identify the physical boundaries of the process, the start and end points to narrow the groups focus and discussion.
Step 3 Define the process so that every person will understand the purpose or end result. For example, the engineering Criticality Analysis

process might be defined as to identify the significance of plant assets in order to prioritize maintenance and capital expenditures.
Step 4 Ask the team members to sign the map; create a sign in box near one of the bottom corners of the map itself. This practice adds

credibility to the map those who will see it as part of the validation and improvement activities will understand the perspective of

the individuals and are less likely to challenge the outcome.
Step 5 Using yellow Post It note pads, capture those tasks that are associated with the business process between the start and end points. If

you prefer, facilitate the groups discussion to build the map sequentially, but if this proves difficult based on the dynamics of the group,

simply, through a roundtable format, ask each member to capture what tasks they routinely perform within the boundaries of this process.
Then, through group discussion, sequence the activities, realizing that there may be duplication by some roles, which is another gap (pink

Post it). Continue to capture the decision-making steps or tasks (blue Post it) within the process, and all related documentation (orange

Post It) that currently exists in order to execute any task within the process.
Contd on next page
Analyzing Business Practices via

Business Process Mapping
Step 6 Now its time to discover the strengths and weaknesses of this process. Using pink Post It note pads for weaknesses, gaps, or

opportunities for improvement, and green for strengths, ask the group to post their comments associated with each task. If individuals

perceive the task or step to be necessary and working well, they might place a green Post It on the task and explain their reasoning. On

the other hand, if an individual thinks a step is unnecessary, or if the step is out of sequence, then a pink note is placed alongside the task

or step, again explaining the justification. Others may agree with already posted notes and should simply sign their initials in acceptance

of the recommendation.
Step 7 The final step in the current or as-is process mapping workflow is to capture all opportunities, pink Post It gaps for improvement

and document the process flow electronically to preserve data for future reference.
Failure Reporting, Analysis, and

Corrective Action System (FRACAS)
From Reliability Engineering Excellence Course
What is it?
It is a continuous improvement system utilizing a closed-loop feedback path in which the maintainer and operator work together to collect and record
data relating to failures of assets. This data is then reviewed and analyzed by a reliability engineer, considering such factors as Failure Rate, MTBF,
MTTR, MTBM, Availability, Cost, etc. The resulting analysis identifies corrective actions that should be implemented and verified to prevent future
failures from recurring.
Why use it?
FRACAS promotes reliability improvement throughout the life cycle of the asset. Considering a standard asset life cycle from cradle to grave, the following
phases occur:
Corrective actions and the impact to total cost of ownership are small during the conceptual design phase and then have greater impact as the asset gets
farther along in its life cycle. The earlier the failure cause is identified and positive corrective action implemented, the greater the asset utilization and the
lower the total cost of ownership.
Some of the benefits include:
Regulatory compliance such as ISO 9000
Access to historical performance data
Trending asset types and failure types
Identifying patterns of deficiencies
Ease of statistical analysis

Have formalized and documented procedure for your FRACAS

Ensure that value and ease of reporting is emphasized to ensure active involvement of all stakeholders
Create business process linkages to EAM systems, RCM software, PdM databases, etc to ensure consistent data
Provide indoctrination and annual training on your FRACAS
Generate audit and surveillance program to ensure compliance and proper use
Design a tie to your Management of Change or Configuration Control process to ensure accuracy of asset data
How do you use it?
Failure Reporting
Established procedure that includes collecting and
recording corrective maintenance information and times
Data should be submitted on simple, easy-to-use format
Consolidate all the data into a central data logging
system
Failures should also be ranked in terms of the criticality
or severity of the error
Failure Analysis
Review, in detail, the failure reports.
Capture historical data from the database of any
related or similar failures.
Do a root cause analysis (RCA).
Obtain the failed items for analysis required beyond your
resources for external support (as needed).
Corrective Actions
Develop corrective actions.
Assign owners for action items.
Track actions to completion
Measure results
prepare a detailed job plan

From Maintenance Planning & Scheduling Course
What is it?
A method of describing in detail what steps need to be done and the order to do them in so that a specific task can be completed in the most efficient
manner possible.
Why use it?

A properly prepared, detailed job plan will anticipate all discernible delays in an effort to maximize the most efficient use of the craftpersons time. This will
eliminate most non value-added effort when completing tasks.
What factors are critical for its success?

When a planner prepares a detailed job plan, the most important aspect of preparation is to visit the job site. It is essential to visualize the task being
carried out and to examine the barriers that will need to be overcome or allowed for. Additionally, the planner needs to be able to make an educated
analysis of the crafts that will be needed and man-hours necessary to complete the task.
How do you do it?

Step 1 Planner reviews work order and determines correct level of detail needed for task to be performed and tools needed for analysis.
Tools may include a tape measure, camera, calipers, mirror, flashlight, and voice recorder.
Step 2 Planner visits job site and analyzes the anticipated steps necessary to complete the task.
Step 3 Planner determines which crafts will be involved in completing the task and how many man-hours will be needed.
Step 4 Planner determines if the job task will require special clearances or permits.
Step 5 Planner determines if special tools or equipment will be required.
Step 6 Planner determines what parts, if any, will be needed.
Step 7 Planner evaluates asset history to determine similar previous tasks.
Step 8 Planner utilizes the technicians to ensure steps are a viable job task method.
Step 9 Planner lists all steps necessary for completing the job task, including operations tasks and feedback entry by craft.
Step 10 Planner adds all estimated parts to asset BOM.
Step 11 Planner saves file either electronically or in paper format for future use and evaluation after task is complete.
Example
1
LOTO, DECONTAMINATE, DEPRESSURIZE, FILL AND DRAIN VESSEL
3.0
3.0
$25.00
$75.00
Operator Technician
REVIEW JOB PLAN, OBTAIN PERMITS, OPTAIN PARTS, OBTAIN TOOLS,

TRAVEL TO SITE
0.3
0.9
$30.00
$27.00
Maintenance Mechanic
OPEN TOP AND SIDE MANWAYS
0.4
1.2
$30.00
$36.00
BLIND/BLANK/MISALIGN PIPING TO PREPARE FOR VESSEL ENTRY
3.0
9.0
$30.00
$270.00
SET UP COPUS BLOWER
0.3
0.3
$25.00
$7.50
Operator Technician
OBTAIN VESSEL ENTRY PERMIT
0.1
0.3
$30.00
$9.00
CONDUCT INTERNAL VESSEL INSPECTION, ESTABLISH HOLE WATCH
2.0
4.0
$45.00
$180.00
Specialty Contractor
REMOVE BLINDS AND ALIGN PIPING, INSTALL NEW HARDWARE AND

GASKETS, FOLLOW MANUFACTURER'S TORQUE SPECIFICATIONS
4.0
$30.00
$360.00
RE-INSTALL MANWAY GASKETS AND CLOSE MANWAYS, FOLLOW

MANUFACTURER'S TORQUE SPECIFICATIONS
1.0
3.0
$30.00
$90.00
10
PRESSURE TEST/HYDRO TEST VESSEL PER BURKVILLE PROCEDURE
1.5
3.0
$25.00
$75.00
Operator Technician
11
DE-LOTO VESSEL AND ASSOCIATED PIPING
3.0
3.0
$25.00
$75.00
Operator Technician
12
CLEAN UP AREA, TURN TOOLS BACK IN, ENTER FEEDBACK AND

COMPLETE WORK ORDER
0.5
0.5
$30.00
$15.00
Bill of material
From Risk-based asset management Course
What is it?
Equipment Bill of Materials (BOM) is the list of parts, developed by the reliability engineering team using equipment hierarchy and part criticality for each
identified asset group.
Why use it?

Accurate BOMs reduce the chances of buying incorrect parts. This allows for improved planned and unplanned work processes by minimizing research
time and providing easy access to required material data.

The criticality analysis process should be executed in two phases. The first phase is the initial analysis which requires cross-functional input from
Operations, Maintenance, Engineering, Materials Management and EH&S representatives. Cross-functional analysis is required to build buy-in and
overcome perceptions of criticality. The second phase is evergreen, meaning that the criticality analysis process must be maintained and re-evaluated
throughout the asset or plant life cycle period to determine when risk has been mitigated and the significance of each asset has changed.
How do you do it?

Step
Step
Step

Step

Step
Step
1
2
3
4
5
6
Develop the process for determining BOMs.

Define, based on Criticality Analysis, which asset types will have BOM development.
Use ABC analysis to determine the relative priority of items in a storeroom based on their criticality to the support of operations.
Using this information, set up store room minimum and maximum levels.
Collect technical data to support BOM development, referencing:
Equipment drawings
Documentation from suppliers, distributors and manufacturers
Other historical data pertaining to the asset
Develop a BOM template supported by your EAM system for ease of data migration and populate the template from data above.
Continuous improvement with periodic reviews of suppliers, lead times, and obsolescence, including a configuration management process.
Benefits of an accurately maintained BOM process include:

Reduced production downtime and maintenance overtime
Reduced inventories and lower carrying cost
Obsolete materials removed from stores
Reduced inventory write-off
Reduced expedited freight costs
Cycle counting
What is it?
A method used to routinely and periodically conduct physical inventory of all items in a storeroom throughout the year.
Why use it?
Many people think that the primary purpose of cycle counting is to simply identify and correct any errors in the on-hand balances in the inventory control
system. While that is an expected outcome of the activity, another important objective of a robust cycle counting program is to identify and correct the root
causes of the errors to prevent them from recurring. The true benefit of cycle counting is in being able to trust the information in the system, even to the
point where a sample or full physical inventory of the storeroom is not required to satisfy financial and auditing requirements at the close of the fiscal year.
A secondary benefit of cycle counting is that it provides an opportunity for storeroom personnel to verify the contents and quality of items in storeroom
bins, as well as the physical quantity.
Storeroom items should be prioritized using an ABC classification or other method so that the most critical and/or most active items are counted more
frequently throughout the year.
Cycle count frequencies should be established so that the total number of required counts each day is manageable with the current level of staffing. Once
the storeroom staff gets behind the process, it can be difficult to catch up.
The items to be counted each day should be selected randomly and determined by the inventory control system. If possible, the system should prevent any
transactions from occurring on items to be cycle counted until the results of the count have been entered.
Counts should be blind. In other words, the person performing the physical count should not know what the current on-hand balance is in the system.
Any variations between physical inventory and current on-hand balance should be investigated on a timely basis (e.g. within 24 hours) to determine the
root cause of the error.
How do you use it?
Step 1 Determine cycle count frequencies. If an ABC classification is used, the typical frequencies are:

A Items once per quarter

B Items semi-annual

C Items once per year

If no prioritization scheme is used, all items are usually counted at least once per year. Frequencies may need to be adjusted based on

cycle counting results, staffing levels, local policy or other factors.
Step 2 Determine daily count requirements
Step 3 Generate the daily count list
Step 4 Perform physical counts
Step 5
Enter the results of the count into the system
Step 6 In the event of a discrepancy, the item should be recounted to verify the physical count
Step 7 Update the system on-hand inventory if necessary
Step 8 Investigate the reason for the discrepancy
Step 9 Implement corrective actions as necessary to minimize the potential for the same error to recur.
Step 10
Report balance accuracy metrics as a percentage based on the number of accurate counts vs. the total number of items counted.
Cumulative target accuracy rates for all inventory classifications are a minimum of 95%. If an ABC classification is used, the minimum target

for critical & insurance items is 100%; A Items is 98%; B Items 95%; and C Items 90%.
Obsolescence Review
What is it?
A method used to identify and dispose of outdated, damaged, or otherwise unusable storeroom material.
Why use it?

There is a common misconception that once an item has been paid for and stocked in the storeroom, it no longer costs money to keep it, no matter how
long it has been around. In many cases this couldnt be further from the truth. The fact is that the cost of capital (i.e. interest rate on borrowing money),
insurance, taxes, and factors combine to result in annual inventory carrying costs of as much as 20% or more. In other words, every year you hang onto a
purchased item, it costs an additional 20% of the original purchase price to maintain it. In addition to the financial impact and the obvious implications of
space utilization, an obsolescence review also helps to identify and reduce overstocks, as well as ensure that the latest version of each part is being used.

Accurate usage history is essential to an effective obsolescence review.
Evaluation of inactive material and all recommendations regarding whether to keep or dispose of particular items should not be done in a vacuum or by
storeroom personnel alone. These activities should be completed by a cross-functional team with all of the pertinent information about the items to make
an informed intelligent decision.
For any items which are determined to be obsolete, follow up action must be completed to ensure that the obsolete items are deleted/deactivated from the
inventory control database, and that the impact on any Bills of Materials is assessed.
In order to eliminate obsolete inventory without a significant negative impact on plant financials, an obsolescence budget should be established and
managed in much the same way as any other line item in the budget.
Most important is to keep documentation of all evaluation details so that the same level of effort is not duplicated should the same item appear in a
subsequent obsolescence review.
How do you use it?

Step 1

Establish the criteria for determining which items to evaluate. Typically, this is based on activity levels (or lack of activity)
over the prior 3-5 years.
Step 2 Generate a list of the storeroom items fitting the criteria.

Step 3
Review the inactive items to see if they appear on any active Bill of Material (BOM).
Step 4 Verify the BOM data and make changes as necessary.

Step 5
Flag any obsolete item (in the inventory control system if possible) to prevent any further activity while existing inventory is depleted.
Step 6 Determine the best method of disposition for any unusable stocks:

Return to Supplier

Sell

Recycle

Scrap
Step 7 Document all relevant information pertaining to any item in the review, whether it was determined to be obsolete or not.
This includes rationale for disposition, and documentation of any follow up activities.
Step 8
Record any carrying cost savings resulting from reduction/elimination of obsolete materials.
Step 9
Establish the time line for the next review. Typically an obsolescence review should be done once per year.
10
What is it?
An analysis of lubricating oil using either a Rotrode Emission Spectrometer or an Inductively Coupled Plasma (ICP) Spectrometer.
Why use it?

Twenty or more metals can be simultaneously identified. The analysis includes wear, additive, and contaminant metals, and results are reported in parts
per million (ppm).

Consider the following:

Life of a particle
Effects of in-line filters
Location of sampling
Safety
Average number of time particle is filtered
Volume per unit time divided by total volume
Detergent additives prevent agglomeration
Particles may settle out or adhere to surfaces
Taken from a single location in a system
Taken before in-line filters
Taken during normal operating conditions
In piping systems, consider:
No more than 15 minutes after shutdown
Samples should be taken from the return line following the last wearing part and before entering an in-line filter
Do not sample from the bottom of the pipe
Sample ports should be purged before sampling
How do you use it?

The following guide identifies the types of elements that may be identified by this test procedure. A brief description explains where the metal comes from
for engines, transmissions, gears and hydraulics.
Metal
Engines
Transmissions
Gears
Hydraulics
Iron
Cylinder liners, rings, gears, crankshaft, camshaft,

valve train, oil pump gear, wrist pins
Gears, disks, housing,

bearings, brake bands, shaft
Gears, bearings,
shaft, housing
Rods, cylinders, gears
Chrome
Rings, liners, exhaust valves, shaft

plating, stainless steel alloy
Roller bearings
Roller
bearings
Shaft
Aluminum
Pistons, thrust bearings, turbo bearings, main

bearings (cat)
Pumps, thrust washers
Pumps, thrust
washers
Bearings, thrust plates
Nickel
Valve plating, steel alloy from crankshaft,

camshaft, gears from heavy bunker-type
diesel fuels
Steel alloy from roller bearings

and shaft
Steel alloy from roller

bearings and shaft
Copper
Lube coolers, main and rod bearings, bushings,

turbo bearings, lube additive
Bushings, clutch plates (auto/

powershift), lube coolers
Bushings, thrust
plates
Bushings, thrust plates, lube

coolers
Lead
Main and rod bearings, bushings, lead solder
Bushings (bronze alloy), lube

additive supplement
Bushings (bronze
alloy), grease
contamination
Bushing (bronze alloy)
Tin
Piston flashing, bearing overlay, bronze alloy, babbit

metal along with copper and lead
Bearing cage metal
Bearing cage metal,

lube additive
Cadmium
N/A
N/A
N/A
N/A
Silver
Wrist pin bushings (EMDs), silver solder (from lube

coolers)
Torrington needle bearings

(Allison transmission)
N/A
Silver solder (from lube

coolers)
Titanium
Gas turbine bearings/hub/ blades, paint (white lead)
N/A
N/A
N/A
Vanadium
From heavy bunker-type diesel fuels
N/A
N/A
N/A
Contd on next page

11
Contaminant Metals
Metal
Engines
Transmissions
Gears
Hydraulics
Silicon
Dirt, seals and sealants,

coolant inhibitor, lube
additive (15 ppm or less)
Dirt, seals and sealants, coolant

inhibitor, lube additive (15 ppm or
less)
Dirt, seals and sealants, coolant

additive, lube
Dirt, seals and sealant, coolant

additive, lube
Sodium
Lube additive, coolant

inhibitor, salt water
contamination, wash
detergents
Lube additive, coolant inhibitor, salt

water contamination, wash
detergents
Lube additive, salt water contamination, airborne contaminate
Lube additive,
coolant inhibitor, salt water contamination, airborne contaminate
Multi-Source Metals
Metal
Engines
Transmissions
Gears
Hydraulics
Molybdenum
Ring plating, lube additive,

coolant inhibitor
Lube additive, coolant inhibitor
Lube additive, coolant inhibitor,

grease additive
Antimony
Lube additive
Lube additive
Lube additive
Lube additive
Manganese
Steel alloy
Steel alloy
Steel alloy
Steel alloy
Lithium
N/A
Lithium complex grease
Boron
Additive Metals
Metal
Engines
Transmissions
Gears
Hydraulics
Magnesium
Detergent dispersant additive,

airborne contaminant at
some sites

some sites

some sites

some sites
Calcium

airborne contaminant at some
sites, contaminant from water



Barium
Usually an additive from

synthetic lubricants



Phosphorus
Anti-wear additive (ZDP)
Anti-wear additive (ZPD), EP

additive (extreme pressure)
Zinc
Anti-wear additive (ZPD)
12
Life Cycle Institute

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13
Life Cycle Engineering
Our mission is to enable people and organizations to achieve their full potential.
For more than 30 years, Life Cycle Engineering has provided engineering solutions that deliver lasting results for private industry, public entities,
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Acquisition, logistics planning and life

cycle support services for military ships
and shipboard support systems, shipboard
combat systems and aviation systems.
A full spectrum of program management

capabilities, from financial management
and project plan development to planning
and estimating for industrial projects.
The Life Cycle Institute is a life-long

learning resource for people engaged in
optimizing asset reliability and performance.
All LCE groups embrace our people-focused model of building strengths and employee engagement so that we can deliver successful and
sustainable solutions for our clients. Visit www.LCE.com to learn more.
To learn more about Life Cycle Engineering, contact: 843.744.7110 | info@LCE.com | www.LCE.com
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2009 Life Cycle Engineering

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Reliability Excellence Single Point Lessons

A collection of quick reference tools you can use to improve reliability

Criticality Analysis Single point lesson

From Reliability Engineering Excellence Course

Single point lesson

From Maintenance Planning & Scheduling Course