Best Practices in

Maintenance and Reliability

Presented by: Ricky Smith, CMRP

May 19, 2010
Copyright 2010 GPAllied

It isnt what you know that will kill you, It is

what you dont know that will

Vibration Analysis and Infrared Thermography

156.9F

118.9F

140

110

119.1F

120

153.1F

100

90

100

80

80
74.5F

75.3F
SHM - 150 Hp Vertical Turbine Pump
150 Hp VT -M1V Motor #1 Bear ing - Vert

RMS Acceleratio n in G -s

1.4

Route S pectrum
25-Jun-03 09:05:36
OV ERALL= .3255 V-DG
RMS = .4796
LOAD = 100.0
RPM = 1800. (30.00 Hz)

1.2
1.0
0.8
0.6
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0

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5000

Frequency in Hz

Acceleratio n in G-s

10

Route W av eform
25-Jun-03 09:05:36
RMS = .4763
P K(+/-) = 1.85/1.60
CRES TF= 3.88

5
P
K ALARM
ALARM
CF

CF
P
K ALARM
ALARM
-5

-10
0

40

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Time in mSecs

Copyright 2010 GPAllied

A Proactive Reliability Process is a supply

chain. If a step in the process is skipped or
performed at a substandard level, the process
creates defects known as failures. The output
of a healthy reliability process is optimal
asset reliability at optimal cost.

Source: Ron Thomas, Reliability Director, Dofasco Steel

Copyright 2010 GPAllied

Nowlan and Heap Study stated

Without a precise definition of what
condition represents a failure, there is no
way to assess its consequences or to define
the physical evidence for which to inspect.
The term failure must, in fact, be given a far
more explicit definition than an inability to
function in order to clarify the basis of
Reliability-Centered Maintenance.

Copyright 2010 GPAllied

Nowlan and Heap Study further stated

A failure is an unsatisfactory condition. In
other words, a failure is an identifiable
deviation from the original condition which is
unsatisfactory to a particular user.

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What is a Failure?
A functional failure is the inability of an item
(or the equipment containing it) to meet a
specified performance standard and is
usually identified by an operator.

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What is a Failure?
A potential failure is an identifiable physical
condition which indicates a functional failure
is imminent and is usually identified by a
Maintenance Technician using predictive or
quantitative preventive maintenance

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Potential Failures Where to Detect them?

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PF Curve

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Potential Failures

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Functional Failure

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Our Goal

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What is Maintenance?
To Maintain an Asset
Keep in existing condition
Keep, preserve, protect

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Problems
Maintenance Most Companies
Direct work is low (wrench time is less than 25%)
Lack of effective Planning Planning is not defined
Lack of effective Scheduling Delays are common

Copyright 2010 GPAllied

Self Induced Failures

70-80 % of equipment
failures are Self-Induced
Reliability
Putting hydraulic fluid into a
reservoir without filtering it
Welding on equipment without
grounding properly
Running Equipment to Failure when
it is not part of your maintenance
strategy
Aligning couplings without using a
laser
Improperly lubricating electric motors

Copyright 2010 GPAllied

Common Problems
Equipment continuing to fail without a known
root cause
PM is performed on time but equipment
continues to break down
Age of equipment seems to be problem
There is never enough parts in the
warehouse
Parts are not ordered fast enough
Maintenance personnel blamed for standing
around
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Common Problems, contd

Management blames Maintenance for the
company not meeting its business goals
Reliability is always the problem

The Maintenance process is built around

reacting to equipment problems
Equipment history does not seem complete
and hard to find data
Planner/Schedulers performing clerk duty

Production/Operations operates inefficiently

but no one seems to be aware of the problem

Copyright 2010 GPAllied

What is Reliability?
The probability that a system will perform
satisfactorily for a given period of time under
stated conditions.
R1 = 95%
Motor

R2 = 95%
Pump

R3 = 93%
Valve

R4 = 94%
Cylinder

79%

Copyright 2010 GPAllied

Reliability Definitions
Function: What the owner or user of a physical asset
wants it to do
Example: Pump: To transfer 300 Gallons of product at 60 PSI 24 hours a day / 7 Days a week from point A to point B

Functional Failure: A state in which the physical asset

or system is unable to perform a specific function to a
level of performance that is acceptable by its owner or
user
Example: Pump: To transfer less than 300 Gallons (250 Gallons) of a
product at 60 PSI 24 hours a day / 7 Days a week (Functional Failure)

Source: RCM !! John Moubray

Copyright 2010 GPAllied

Failure Patterns
Bathtub

Initial Break-in period

Pattern D = 7%

Pattern A = 4%

Random

Pattern E = 14%

Wear Out
Pattern B = 2%
Time

Time

Fatigue
Pattern C = 5%

Infant Mortality

Age Related = 11%

Random = 89%

Pattern F = 68%

Source: John Moubray, Nowlan & Heap

Copyright 2010 GPAllied

Failure Patterns - 1990s Data

68% 6%

Why?

Infant Mortality

2% 10%

Into what category did

the rest of the failures fall?

Wear Out
Source: Tim Allen, SUBMEPP
Copyright 2010 GPAllied

Early Identification of a Defect

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Traditional Maintenance
EVENT

COMPLETE

ENGINEERING
FILE CABINET
TOOL BOX INFORMATION
JOE
SUPERVISOR
PRODUCTION

NOTIFICATIO
N

GENERAL PURPOSE
SPECIAL PURPOSE
PERSONAL
TOOL CRIB
CONTRACTOR

PARTS

MECHANIC

FIX

ASSESS
JOB
TOOLS

WAREHOUSE
VENDOR
FABRICATE
IDENTIFY

TEST
CLEAN
DISASSEMBLE
MEASURE
PLAN

TIME

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a
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Where Do We Start?
1st Step

a
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Wikipedia Defines
FRACAS is a system, sometimes carried out
using software, that provides a process for
reporting, classifying, and analyzing failures,
and planning corrective actions in response
to those failures

Copyright 2010 GPAllied

A Managed System For Continuous

Improvement for Asset Reliability

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What is it you want to know about Failures?

What equipment is giving me the biggest
losses and why?
What component is failing the most and
why?
Where should you focus your RCA efforts?
Frequency of a failure mode decrease?

Copyright 2010 GPAllied

What is your most Dominant Failure Pattern?

Bathtub

Initial Break-in period

Pattern D = 7%

Pattern A = 4%

Random

Pattern E = 14%

Wear Out
Pattern B = 2%
Time

Time

Fatigue
Pattern C = 5%

Infant Mortality

Age Related = 11%

Random = 89%

Pattern F = 68%

Source: John Moubray, Nowlan & Heap

Copyright 2010 GPAllied

Key Points to Know!

If you are managing to P on the PF Curve you
get rid of most of your catastrophic or total
function failure
If you are managing to I, your are managing
the causes of failures and thus eliminate
failures and optimize reliability
The best person to identify the
Defect or Problem and
Cause of the failure
is your Predictive
Maintenance Technician
or Reliability Engineer
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The significant problems we face cannot be

solved with the same level of thinking we
were at when we created them.

- Albert Einstein

Copyright 2010 GPAllied

Task/Functions

Facility
Owner

Inputting Work
Order Data CMMS/EAM

Reviewing and
taking action
on KPIs

QA of Data
Input

Failure Reports
Findings

Maintenance
Strategy
Adjustments

MTF
Commander

Maint.
Reliability
Manager Engineer

Responsibility
Accountable
Consulted
Informed

Contract
Officer

Maint.
Planner

Maint.
Supervisors

the Doer
the Buck stops here
in the Loop
kept in the picture
Copyright 2010 GPAllied

Best Maintenance Practices

90% of all work is planned
85 90% Scheduled Compliance is met
100% of a maintenance personnels time is
covered by a work order
100% of all maintenance personnels time is
scheduled
90% of scheduled work is planned
PMs are written with task steps,
specifications, tools, etc

Copyright 2010 GPAllied

Best Maintenance Practices, contd

Effective work procedures are written and
followed
The 10% Rule of Preventive Maintenance is
applied and managed
Store efficiency is more than 98%
Less than 1 hour for Mean Time To Order of
parts

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Reliability Process
Maintenance
Process
RCM

Monitoring of
Asset Health

Asset
Criticality

Operations
Process

Root Cause
Analysis

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Best Reliability Practices

MTBF is High
MTTR is monitored and measured
Reliability Engineering is focused 100% on
the Reliability of Assets
All assets are prioritized based on risk to the
business and equipment condition
FRACAS is implemented and used to make
decisions on reliability improvements

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Best Reliability Practices, contd

Root Cause Analysis (RCA) is a common
practice
Applied to any failure that is costly or repeats
itself

Reliability is owned by production and

maintenance and is apparent
Operator PMs are utilized effectively
Equipment Damage by Operators is minimal
Reliability Centered Maintenance (RCM) is
applied to critical assets
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Best Reliability Practices, contd

Utilization of Assets is above 98%
Time based PMs are less than 20%
Key data is collected and disseminated to
determine the health of an asset

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The problem with Management is theyre

measuring the wrong things.

- Peter Drucker

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Leading and Lagging Indicators

Lagging

Leading

Scheduled
Compliance

Maintenance
MTBF
Production Output
Maintenance Cost

Percent of
Planned
Work

PM
Compliance

Copyright 2010 GPAllied

Where to Start with Maintenance and

Reliability Metrics

MTBF
MTTR
MTBR
PM Compliance
% of Planned Work
Scheduled Compliance
# of breaks to Schedule by Maintenance and
Operations

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Where to Start with Maintenance and

Reliability Metrics, contd

PM Labor Hours vs. EM Labor Hours

Maintenance Cost per unit produced
Stores Efficiency
Vendor Efficiency
Equipment Damage Cost Per Unit

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Steps to Success
Map your processes and identify leading and
lagging KPIs in them
Be sure and have clear definitions of your
KPIs
Assign RACI to metrics

Responsible
Accountable
Consulted
Informed

Develop scorecards
from lowest level to highest (4-6 KPIs)
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Variation in Reliability
Variation is the largest cause of equipment
failure

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Causes of Variation
Lack of an effective PM Program
Lack of a repeatable repairs with
specifications
Lubrication issues, lack of lubrication,
contamination, etc.
Operator Error
Use of wrong tool to make repair
Bearing heater

Use of wrong specification

Torque values
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Effects of Improper Installation or

Maintenance

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Excellence is a Habit

- Aristotle, 330 BC

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What are Work Procedures?

Preventive Maintenance
Corrective Maintenance
Operator Care
Lubrication

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Why are Work Procedures Important?

Repeatable process
Capture knowledge
Train new employees
Reduce self induced failures

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Steps to Reliability
1. Ensure your Equipment Hierarchy is
effective
2. Prioritize assets according to consequence
and risk
3. Identify the right maintenance strategy
4. Optimize Planning and Scheduling
5. Ensure Failure Data is captured and used
for FRACAS
Failure Reporting,
Analysis, Corrective
Action System
Copyright 2010 GPAllied

Questions
Send your questions to rsmith@gpallied.com

Copyright 2010 GPAllied