Proactive ReliabilityDeveloping Strategic Plans to Redesign Your

Future

Jeff Smith & Rob Kalwarowsky

• Jeff Smith, CRL

• Owner 4TG

• SME Reliability Engineering, ReliabilityWeb

• Speaker at multiple conferences globally

• Freelance author for MRO, REM, Food & Beverage, Uptime

• Past winner of Uptime award (2011)

• Past Senior advisor to AMP

• Rob Kalwarowsky P. Eng, CRL, CMRP, CLS

• Senior Reliability Engineer Fluid Life Corporation www.fluidlife.com

• Host of Rob’s Reliability Project & Rob’s Reliability Tip of the Day www.anchor.fm/robsreliabilityproject

• Senior Reliability Engineer focused on improving customers’ lubrication & reliability programs

• Reliability Engineer at Teck Resources

• 3 time Academic All-American Varsity Water Polo Player at MIT

Why do this presentation?

Some Reliability Teams are Failing1.They tend to be unfocused.2.They are used on day to day issues3.A large portion of their work is actually maintenance engineering4.They struggle to attain resources for strategic work5.They work on minor reliability issues (flavor of the day) 6.The reliability pendulum keeps swinging

What about the future?

Develop strategic plans.1.Vision2.Risk3.Bad Actors4.Impact of Bad Actors5.Reliability Tools to Use6.Timeline

How do we enable the reliability teams success?

• Planning

– Procedure

– Resources Required

– ScheduleProcess Task/Step Action / Description

1.1.1 1.1A01 List 5-year objectives WRT 5 year plan

• Provide the revenue growth targets for current year • Provide cost reduction targets • Provide Margin +/- Targets • Identify any targeted product or services supported by 5 year plan • Identify any enabling support systems or groups • Identify any objectives beyond service line that require consideration within the plan

1.1A02 Review performance WRT previous years objective attainment

• Review target attainment from previous year • Identify unachieved objectives • Identify over achieved objectives • List any objectives deferred or accelerated

1.1A03 Identify performance gaps WRT 5 year plan

• Evaluate the previous year’s gaps impact on overall long term objectives • Alter current years objectives to reduce risk to 5 year plan • Evaluate attainability of 5 year plan

1.1A04 Identify constraints and objectives WRT executive sponsorship

• Consider the state of overall company, market realities, political considerations etc. • Align with taxation considerations, capital availability and value/cost constraints • Ruminate improvements to intangible assets

1) Develop a process for reliability improvement planning

Developing Structured Work

Criticality AssessmentBad

ActorsKPI

Analysis

Structured Work Plan for 2020

Proposed List of Work

Prioritize Work

2Reliability is More than Maintenance

Evaluate Bad Actors

Correlate to Criticality and Risk

Review Impact to Business Goals

Develop a Plan

Agenda

• Safety 10 min

• Review of Terms of Reference & Meeting Agenda 10 min

• Review of Pyramid Assessment & Recommendations 20 min• Next Focus Areas

• Review of Skills & Resource Gap Assessment 20 min and Recommendations

• Criticality Assessment & Results 25 min

• KPI Analysis Trends and Gaps 30 min• Bad Actors, Effectives of Core and RE Processes, Costs

• Recommended Structured Work 30 min• Reliability $ Graph Potential

• Draft and Agree on Plant Annual Reliability Strategy 30 min

• Discuss Next Steps / Required Decisions/Urgent Actions 15 min

Present Plan for Executive Sponsorship

Communicate Accepted Plan

Manage Resource Availability

Review Plan QuarterlyFREQUENCY: Quarterly: June

TIME: 7 am – 4 pm

LOCATION: Site

ATTENDEES

• Maintenance Supt (chair)

• Plant or Mine Reliability Specialist

• Regional Reliability Lead

• Planning & Engineering Foreman (if role exists at site)

• Maintenance Engineer

• Maintenance General Foreman

• Operations General Foreman

• Production Engineer

• GM in part

AGENDA

1. Safety Topic

2. Review inputs and draft reliability plan

3. Use value/ease and criticality tools to Create draft annual plan for

recommendation and approval of site GM.

4. Discuss Next Steps / Required Decisions/Urgent Actions

5. Review updated action log (incorporate into site Monthly Reliability and

Maintenance Meeting)

INPUTS (Updated)

• Criticality Assessment

• Pyramid Assessment

• Organizational Skills and

Resources Gap Assessment

• Analysis of KPI trends and gaps

(5 why of PA, Costs, Bad

Actors , Core and Reliability

process effectiveness)

• Draft reliability $value

graph=potential

• Recommended Structured work

efforts (from annual structured

work allocation planning

meeting)

OUTPUTS

• Updated KPI targets

• Draft Site Reliability Plan

• Structured work

• CBM development &

implementation

• Standards development &

implementation

• Core process corrections

• Major RCFA

• Reliability $value

graph=achievable (quarterly

targets)

• Approved insurance disclosures

• Updated Reliability Initiative

Data base.

KEY QUESTIONS OF THE MEETING CHAIR

• Do new pieces of equipment need to be added to the discussion? Are they high priority pieces of equipment?

• Has the site bottleneck changed?

• What were the high impact events over the last year?

• What can we do to ensure the actions and target dates can be met?

• Where are we having trouble with our maintenance and reliability processes - do we have an action plan to correct that?

• What are the gaps in our skills assessment – do we have actions in place to address the gaps?

KPIs

• VP, GM level KPIs

• $ Reliability Value Added (trailing 4 quarters)

• % Availability

• $/BCMTM, $/MTCC, $/Operating Hr

• Reliability Execution Index

• MDT, MTBF, MTTR, % Break-In Work

• % Normal Components

• Age and count of CBM corrective actions outstanding

OBJECTIVES

• Analyze site Reliability and maintenance results and regional structured

work recommendations and set improvement objectives for the next year

aligned with site priorities and resources

1. Trust your reliability group to execute plan2. Do not drag them into daily issues3. Empower others to deal with minor reliability issues4. Commit to the plan and sponsor resources 5. Have an aggressive but attainable plan6. Understand Reliability requires Deep focused work.

Track ValueTotal: $1.43 Million Total: $1.02 Million Total: $1.18 Million Total: $1.61 Million

Recommended Structured Work

1. Trust your reliability group to execute plan

2. Do not drag them into daily issues3. Empower others to deal with minor

reliability issues4. Commit to the plan and sponsor

resources 5. Have an aggressive but attainable plan6. Understand reliability requires focused

work.

Jeff Smithsmith@4tg-ind.ca

Rob Kalwarowskyrobert.kalwarowsky@fluidlife.com