10 Reliability Maintenance

7/30/2019 10 Reliability Maintenance

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Concept of

ALL RIGHTS RESERVED 2007Rev. 1 : August 07, 2007


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RELIABILITY MAINTENANCE COURSE MODULES :

Module 2 : Understanding The Different

Maintenance Strategies Reactive Maintenance Preventive Maintenance

Predictive Maintenance

Proactive Maintenance

Module 4 : Root Cause Failure Analysis

3 Levels of Root Cause Failure Analysis

Sample Case Study : Pump Failure

Module 1 : Understanding Equipment

Failure

The truth about equipment failures

What maintenance can do after all ?

Understanding the patterns of failure

Why Preventive Maintenance is limited ?

Module 3 : Maintenance Matrix, Indices

and KPIs

Understanding MTBF and MTTF Understanding MTTR

Module 5 : Lessons On Reliability


4/97

When we set out to maintain something

What is the existing state that we wish to preserve ?

What is it that we wish to cause to continue ?

Hence, when we maintain an asset

Someone wants it to do something

They expect it to fulfil a specific functions

Because it is what the users want it to do

Maintenance is

ensuring that

physical assets

continue to do

what the users

want them to do.

By Definition


5/97

RELIABILITY DEFINED

FAILURE

simply means the inability of an

equipment to perform its required function.

The failure of a component is viewed as

terminating its life on the other hand

RELIABILITY is the probability that nofailure will occur throughout a prescribed

operating period.

BAZOVSKY states that . . . .

Modern concept of reliability in popular language simply as

the capability of an equipment not to break down in operation.

When an equipment works well and performs to do its job forwhich it was designed, such equipment is said to be reliable


6/97

MODULE 1

Understanding Equipment Failures


7/97

Backlog grows

and PM is missed

More failures

occur

Resources is

taken down by

breakdowns

Get the line going,

temporary repairs

More repeat

work, working

long hours

Pressure on

maintenance to

keep machine ok

Operations cope

w/ backlog wont

give for PM

Spares and

budget grows

on maintenance

INTRODUCTION :

DOMINO EFFECT

OF BEING

REACTIVE

A BELIEF THAT

All Parts will wear

Start here

Morale declinesand standard

drops


8/97

Dont Mess With It!

YESNO

YES

YOU BETTER

WATCH OUT !!! NO

Will it Blow

Up In Your

Hands?

NO

Look The Other Way

Does

Anyone Else

Knows?

YOU BETTER

NOT CRY !!!

YESYES

NO

Hide It now quickCan You Blame

Someone Else?

NO

NO PROBLEM!

YES

Is It Working?

Did You Mess

With It?

SIMPLE FLOWCHART FOR REACTIVE ENVIRONMENT


9/97


10/97

What they say about failures :

Thomas Alva Edison(1847 - 1931)

Dont call it a mistake

call it an edu cation . . .

Only 3 months of schooling

First incandescent electric

bulb lighted in Oct. 21st,

1879 for 40 hrs

When he died he held over

1368 separate US & foreign

patents

Henry Ford(1863 - 1947)

Fai lure is only the

oppo r tuni ty to begin

again more intel l igent ly

Had only limited schooling

He produced an affordable

car, paid high wages,helped

create a middle class.

What people see of m y

Success is on ly 1 percent

But what they dont see is99%w/c are my fai lures

Soichiro Honda(1906 - 1991)

Today, Honda Corporation employs

over 100,000 people in the USA and

Japan, and is one of the world's lar-

gest automobile companies.


11/97

THE TRUTH ABOUT MACHINERY AND EQUIPMENT

CAN WE REALLY ELIMINATE FAILURES ?

An equipment will compose of the following

Electronic parts(100,000 pcs)

Electrical parts( 30,000 pcs)

Mechanical parts(5000 pcs)

2 important questions to raise for the maintenance will be

1) What exact part will fail ?

2) When will that part fail ?


12/97


But we have around 100 similar machines & 10 types of equipment Each equipment have around more than 130,000 components in it

We only have 5 maintenance craftspeople per shift for all our equipment

How do we know which parts will fail, what machine and when ?

Can we accept the fact that failures are really meant to happen after all ?


13/97


TO ADDRESS THIS ISSUE : Many people are deployed to

perform full time repair work

We have some form of Preventive

Maintenance that sort of schedule

these equipments for some form

of maintenance work

Inspections are added from time totime increasing the amount of work

for the maintenance

Maintenance are measured by how

fast they perform their repair

Maintenance will only focus on failed

parts that will stop the equipment

from running & likely ignore failures

of secondary functions

Desp ite these very noble efforts machine st i l l fai ls,RIGHT ?

I guess thatsthe way it is

boss !


14/97


We use machinery and equipment

to perform a particular function, if itcannot provide that function we say

that our equipment have failed or a

breakdown occurs

Equipments do not fail, there are

som e parts on the equipment that

had fai led, on ce we have identi f ied

the fai led part and replace it then

the machine wi l l be running again.

FACT 1

FACT 2

Al though we m ight be using som e stat is t ics & his tory records as a base-l ine, the fact st i l l remains, we do not k now exact ly which parts are going

to fai l and when i t wi l l fa i l precisely, but we certain ly know that one day

our car wi ll run dead, our computer wi l l s top work ing and our equipment

wi l l stop wo rking d ue to an event of a fai lure or breakdown . . . . .


15/97


Therefore, the aim o f maintenance is to con tro l the t im ing o f fai lure so

that we can select or perform a task before fai lure happens

The best that we can do to our equipment will be to :

1st - Extend the length of time between failures

2nd - Prevent the failures by replacing the most

worrisome component before they fail

Making equipment more reliable is about extending

the li fe & the tim e between fai lure (MTBF) as well as

prevent ing fai lures by replacing of part & components.

This is w hat maintenance is al l abou t . . . . .

3rd - Monitor failures by providing signs and

symptoms that they are on the verge of

failing, this is possible by determining

the condition of the equipment


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FAILURE( TIP OF THE ICEBERG )

FRACTURE VIBRATION DIRT / DUST ABRASION

HUMAN ERROR LOOSENESS LEAKAGE CONTAMINATION

CORROSION DEFORMATION TEMPERATURE LUBRICATION

LOOSE BOLTS MISALIGNMENT FATIGUE ENVIRONMENT

TYPICAL CAUSES OF FAILURES


17/97

Common Belief : Does all parts will wear out ?

Maintenance people believe that ALL

parts after consistent use will reach a pointof wear and tear, hence, overhauling or re-

placing the part before it fails on a specific

fix schedule will ensure the reliability of the

equipment, therefore the concept of Preven-

tive Maintenance will solve the problem of

unexpected failures, RIGHT or WRONG ?

Point that part is expected to

reach failure

Accelerated

Deterioration

Natural Deterioration

Failure LineDETERIORA

TION

Failed State / Run To Fail

TIME

Time-Based

Condition-Based

Point 1 Point 2 Point 3 Point 4


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It is also borne out by the machine operatorwho says that every time maintenance

works on it over the weekend, it takes up to

Wednesday to get it going again

Reference page 143 RCM by John Moubrey

Most Manufacturing Industries Experience . . .


19/97

It is the belief that led to the idea that the more often

an item is overhauled, the less likely it is to fail . . .

Schedu le Overhauls / Prevent ive

Maintenance inc reases Overal l

fa ilures by int roduc ing Infant

Mortal i ty into o therwis e stablesystem

Resulting schedules are used for all similar assets

again, without considering that different conse-

quences apply in different operating context.

This results in large number of schedules which

are wasted , not because they are wrong in the

technical sense, but in reality, they achieve nothing


20/97

What did Stanley Nowlan and the late Howard Heap Discovered

First, scheduled maintenance has little or no

effect on the reliability of a complex item unless

the item has a dominant failure mode.

Second, there are many items for which there

is no effective form of scheduled maintenance.

2 discoveries evolved which created a change in the evolutionand thinking of the maintenance system worldwide . . . . .


21/97

UNDERSTANDING BREAKDOWN

HARD FACTS ABOUT EQUIPMENT FA ILURES

Not all failures will constitute a downtime Failure occur in 3 pattern, Infant Mortality,

Random Failure & Age-Related Failures,

and most of the failures we encounter is

either random or infant mortality failures

Increasing the amount of PreventiveMaintenance activities on the equipment

will likewise increase the chances of

Infant Mortality Failures & that the only

way to reduce Infant Mortality Failure is

to reduce the amount of work in our PM

Not all failures can be eliminated, the best that maintenance can

actually do is to control the timing of failure and that reducing the

consequences of failure is more feasible rather than trying to

eliminate the failure itself


22/97

UNDERSTANDING BREAKDOWN

HARD FACTS ABOUT EQUIPMENT FA ILURES

Preventive Maintenance can onlycapture wear out or age-related

failures. When failure is random

in nature, this is when PM is at

weakest point and likewise not

feasible to use All failures are not created equal,

yet all failures will have their deg-

ree of consequences. Hence, the

degree of maintenance require-

ments should be based upon theconsequences of failure itself.

When failure has little or minor

consequences it is a good deci-

sion to allow the failure to occur


23/97

MACHINE 1

1 Failure / Mo 1 Failure / Mo No Failures No Failures

9 Failures / Mo 8 Failures / Mo 1 Failure / Mo No Failures No Failures

1 Failure / Mo

MACHINE 2 MACHINE 3 MACHINE 4 MACHINE 5

MACHINE 6 MACHINE 7 MACHINE 8 MACHINE 9 MACHINE 10

Will these 10 equipments have the same amount of PM required ?

Which machines will require the greater amount of maintenance ?

Should we follow the specs or we apply common sense on maintenance ?



24/97

CASE 1: RANDOM FAILURES Ex : 100 failures encountered on a ball bearing

for a span of 9 years & distribution is as ff

PERIOD OR LIFE

5 15 10 20 10 5 15 1010

1 2 3 4 5 6 7 8 9

CONCLUSION : Failure distribution is not symmetrical, PM not applicable

CASE 2 : AGE-RELATED FAILURES

PERIOD OR LIFE

2 1 0 0 0 2 1 940

1 2 3 4 5 6 7 8 9

CONCLUSION : Failure distribution is almost age-related, for this case

the best period to perform replacement is on the 8 month

BEST PERIOD

TO PERFORM

REPLACEMENT

COMPARING RANDOM AND AGE-RELATED FAILURES


25/97

There is a belief that all items have a

life and that installing a new part before

the life is reach will automatically restore

it to its original basic condition = FALSE

This will lead us to the conclusion that the truth is . . . . .

MORE PM MEANS MORE PROBLEM

LESS PM MEANS LESSER PROBLEM


26/97

We need to understand that failure occur in 3 ways . . . . .

CHANGING THE WAY WE THINK ABOUT FAILURES

1st - INFANT MORTALITY : Failure can occur at the beginning

2nd - RANDOM FAILURES : Failure can occur at any period

3rd - AGE-RELATED FAILURES : Failure will wear due to age

And most maintenance only focus on the 3rd type of failure,and neglecting to understand that infant mortality failures &

random failures occur more frequently than wear out failures

RANDOM FAILURES

WEAR OUT

FAILURES

INFANT

MORTALITY

Occurrences o f random and infant

mo rtali ty fai lures are more frequent than

wear ou t fai lures

BATHTUB CURVE


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MISCONCEPTION ABOUT PREVENTIVE MAINTENANCE ?

Can all failures be captured by Preventive Maintenance ?ANSWER : Despite the best efforts & structure on Preventive MaintenanceFailures are still inevitable & will not be captured solely by PM. Zeroing

out all breakdown s is l ike catching a l ight ing w ith a Polaroid Camera . . .

Why wont PM capture all failures ?

ANSWER : Typically only around 20%

of component failures will wear out or

are directly related to the age of the

equipment, and around 80% or all

failures will fit the random and infant

mortality failures.And when the failure is random in

nature, there is no amount of PM that

can address this issue. This is where

PM is at its weakest, hence, let us not

misuse this strategy.


28/97

REACTIVE

MAINTENANCEPREVENTIVE

MAINTENANCE

PREDICTIVE

MAINTENANCE

PROACTIVE

MAINTENANCE

MODULE 2

Understanding The Different

Maintenance Strategies


29/97

Maintenance is done at a point when there is repair or actual breakdown

It occurs when repair action is taken on a problem only when the problemresults in machines failure. Unplanned downtime, in its simplest

definition, breakdown maintenance simply means fixing it when it fails

Band-Aid Maintenance No Scheduled Maintenance

Reactive Maintenance

Firefighting

Run-to destructionRun-to fail

REACTIVE MAINTENANCE :


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REACTIVE MAINTENANCE :

When this is the sole type of maintenance

practice

- High percentage of unplanned activities

- High replacement and parts inventories

- High pressure to keep equipment running

A purely reactive maintenance

strategy ignores opportunities

to influence equipment reliability

and survivability

If aint broke dont fix it, when it breakswill fix it

Justifiable in particular instances if :

- Does not produce critical delays

- Does not sacrifice peoples safety

- Does not significantly increase costs

- With redundant functions of standby


31/97

RUN TO FAIL

If failure is evident and does not affect

safety or environment, or if it hidden

but does not affect safety or environment

then default decision is No Scheduled Mtce

RUN TO FAIL MAINTENANCE IS VALID IF :

- A suitable scheduled tasks cannot befound for hidden function

- A costs effective preventive tasks cannot

be found for failures w/c have operational

or non-operational consequences


32/97

WHEN REACTIVE MAINTENANCE CAN BE JUSTIFIED

IS MONITORING, SCHEDULED MAINTENANCE OR INSPECTION

REQUIRED FOR SAFETY OR ENVIRONMENTAL COMPLIANCE ?

NO

WILL THE BREAKDOWN BE MORE COSTLY THAN THE TASKS

OF PREVENTING THE FAILURE ITSELF ?

NO

IS THE EQUIPMENT IN THE CRITICAL PATH IN MANUFACTURINGOR CONSIDERED A BOTTLENECK EQUIPMENT OR PROCESS ?

NO

IS BACK-UP EQUIPMENT UNAVAILABLE ?

NO

WILL THE BREAKDOWN ADVERSELY AFFECT DELIVERYOR CUSTOMER SERVICE OR PROVIDE ANY DELAYS ?

NO

WILL THE BREAKDOWN FURTHER DAMAGE THE EQUIPMENT

OR PROVIDE SECONDARY DAMAGES ?

THEN REACTIVE

MAINTENANCE IS

JUSTIFIED


33/97

RUN TO FAIL EXAMPLES

Electronic Circuit Boards

When the consequences of

failure and the cost or repair

is minimal

Busted Light Bulb Failures

Parts with redundancy or stand-

by items such as pumps & motors

Spare parts & component failures

that will limit the failure to the

component itself with no chances

of secondary failures

Overstock inventories that

can accommodate the repairtime itself


34/97

PREVENTIVE MAINTENANCE :

Preventive Maintenance is simply performing maintenance on a fixed

interval w/c may be in the form of time, number of strokes or frequency

Time-Based Running Hours

Scheduled-Discard / Replace Parts

Scheduled-Restoration / Overhaul

Stroke-BasedCalendar-Based


35/97


Also known as Time-Based or Calendar

Based Maintenance

Maintenance activities are performed on

a calendar or fix operating schedule in

order to extend the life of the equipment

and prevent failures

Maintenance is performed without regard

to equipment condition

Assumes that the condition of the machine

and the need for maintenance is correlated

with time which means that the item can beexpected to operate reliably for an amount

of time and is expected to wear out

A failure rate and history records are used

to established the best frequency


36/97

Stress cause an asset to deteriorate by lowering its resistance,

exposure to stress includes output, distance traveled, operatingcycles, calendar time and running time

Trademark for Patterns A, B, and C



37/97

WHEN PREVENTIVE MAINTENANCE IS FEASIBLE

When the part or component wears out

directly with respect to its operating age

These parts will survive this defined age

Ex. 98 % of impellers were replaced after

the end of 2 years

The part or component will have a normalrate of wear, TPM term will be natural

deterioration. A more technical term will

be normal fatigue Fatigue happens when the stress exceeds

the strength of the material of the spare

part or component Application of Preventive Maintenance

tasks will only be worth doing and feasible

to parts that will have a normal wear or

deterioration


38/97

A common problem with mature maintenance programs that if not

correctly designed, then between 40 to 60% of the PM tasks serve

very little purpose and therefore, evaluating our current Preventive

Maintenance System should lead us :

Many tasks duplicate other tasks

Some tasks are done to often while others

are not enough

Some tasks serve no purpose whatsoever

Many tasks will be intrusive (forced) and

overhaul based whereas they should be

condition-based

Some tasks cost more to do than the

failure it is meant to prevent

Maintenance is costly by replacing

perfectly good parts since we are basing

replacement on time-based

WHY PREVENTIVE MAINTENANCE IS LIMITED ?

John Moubray 1997

John Moubray authorReliability-Centered Maintenance


39/97

Should maintenance or replacement be carried out

on a piece of equipment & if the equipment is ingood condition, then it should remain in service.

Preventive Maintenance does not guarantee that

the parts to be replace really needs to be replaced

Why don't PMs significantly reduce the

amount of reactive maintenance being

performed in your plant? The answer is

simple. PMs were designed around the

theory that equipment failures are directlyrelated to the age of the equipment. Since

only 20 percent of equipment failures fit

this pattern that means that 80 percent of

equipment failures are not being effectively

managed by doing time-based PMs.

WHY PREVENTIVE MAINTENANCE IS LIMITED ?


40/97

PREDICTIVE MAINTENANCE :

Predictive Maintenance aids in detective potential failures in equipment

with the aid of specialized instruments. Maintenance is based on the

condition of the equipment which differentiate it from Preventive Mtce

Equipment Monitoring

Technique

Just In Time Maintenance

On-Condition

Tasks

Reliability-Based

Maintenance

Equipment Diagnostic

Technique

Condition-Based

Maintenance

On-Line Monitoring

Equipment


41/97

A person is gifted with 5

senses which are sense ofsmell, touch, taste, hear,

sight. He can use these

senses to detect problems

on the equipment.

Condition-Based Monitoring

checks the condition of an

equipment through the use

of sophisticated measuringinstruments with precision

accuracy. Predictive Mainte-

nance instruments are a higher

form of the human senses

PREDICTIVE MAINTENANCE DEFINED


42/97

CBM tasks entails checking for potential failures, so that

action can be taken to prevent the functional failure or toavoid the consequences of a functional failure

CONDITION-BASED MAINTENANCE DEFINED


43/97

P-F INTERVAL

POTENTIAL FAILURE :

Is defined as an identifiable physical condition which indicates that

a functional failure is either about to occur or is in the process ofoccurring

FUNCTIONAL FAILURE :

Is defined as the inability of an item to meet a specific performance

standard

P-F INTERVAL :

Is the interval between the

emergence of the Potential

Failure and its decay into a

Functional Failure

When to used CBM technique ?


44/97

DETERMINING POTENTIAL FAILURES

Predictive Maintenance aids us in determining the potential failure or

symptoms that an equipment is in the process of failing. Changes or

increase in the following can denote a potential failure. Specialized

diagnostic instruments can aid in detecting the following :

Heat or temperature

changes in resistance changes in conductivity

changes in dielectric strength

Increase in Noise

Vibration

For Electrical we have

Pressure change

Flow rate change

Lubricant contamination Wall thickness decrement

Rate of corrosion

Leak detection

Crack detection


45/97

Overhauls performed on a fixed interval

whether Time-Based or Running hours

Overhauls to be performed if there is a

potential failure detected

Preventive Maintenance is performed

when the machine is stopped

Predictive Maintenance can be perform

while the machine is running

Parts are being replaced on fixed-inter-val, after it reached its specific time or

running hours

Parts are only replaced if a specificpotential failure is present, if nothing is

wrong, then no replacement takes place

Parts are being utilized based on the

frequency of replacement, parts will be

replaced even when good, to conform

More cost effective than preventive

since part is utilized almost all of its

entire life span

Possibility of replacing good parts Parts with potential failures replaced

Cannot detect exact location of problem Infra-red cameras can detect the

exact location of the temperature rise

Preventive Maintenance Predictive Maintenance

WHY PDM IS BETTER THAN PM ?


46/97

PROACTIVE MAINTENANCE :

- Proactive Maintenance is about analyzing why

failures occur so that its recurrence is finally

eliminated, and thereby extending the life of

the part or component

- Proactive Maintenance is when maintenance

or a group of cross-functional team analyzes

the failure with analytical techniques such as

Root Cause Failure Analysis, FMEA, Kepner

Tregoe, P-M Analysis, Fault-Tree Analysis etc.are used to better understand why the failure

occurred in the first place.- In Preventive Maintenance we replace the part

that we think is in the process of wearing out.

Our thinking is that replacing the part will bring

the equipment back to its original condition, wehave not taken into account the need to analyze

further why a certain part keeps on failing.

Trouble shoot ing is no lo nger an effect ive

strategy. In todays competitive world, the

Analysts find real solutions . . . .


47/97

REDESIGN or MODIFICATION

- Includes changing the specification ofa component

- Adding a new item

- Replacing an entire machine with a

different type

- Relocating a machine

- Change in process or procedure which

affects operation

SAFETY & ENVIRONMENTAL ASPECTS

- Reduce the probability of Failure Mode

occurring to a level which is acceptable

Replacing component with stronger

or more reliable replacement making thefailure no longer a threat to safety and

environment

1920s 1930s1900s 1940s 1950s 1970s

1980s

1990s



48/97

OPERATIONAL & NON-OPERATIONAL CONSEQUENCES

- Reduce the no. of times failure occurs- Reduce or eliminate the consequences

of a failure (example thru redundancy)

- Preventive tasks is costs effective hence

alternate solution is to re-design

FACTORS CONSIDERED IN REDESIGN :

1. Does the failure involved major operational

consequences ?

2. Is the cost or scheduled / or Breakdown

maintenance high ?

3. Are there specific costs which can be eliminated by the design change ?

4. Does the design have no harmful effects which can be generated afterwards ?

5. Is there an economic trade off study on expected cost savings ?6. Is the asset to stay or to be used for a long time or will it be decommissioned ?

IF YOUR ANSWER TO THIS QUESTION IS YES,

THEN REDESIGN IS RECOMMENDED.



49/97

WORLD CLASS MAINTENANCE EXCELLENCE :

Reactive

Maintenance

Level 1

Band-Aid Maintenance

Breakdown Maintenance

Run to Fail / Destruction

No Scheduled Maintenance

10 - 15 %

Maintenance

Prevention

Maintenance Free

Plug and Play

Longer Lifespan

Level 5

5 % and more

Is your company adopting

Reliability-Centred Maintenance ?

20 - 30 %

Level 2

Scheduled Overhauls

Schedule Discards Outage Schedules

Time-Based Maintenance

Stroke-Based/Running Hrs

Scheduled and Fix Intervals

Preventive

Maintenance

Level 3 Condition-Based Maintenance

Use of Diagnostic Tools

Specialized Equipment

Predict Eminent Failure

Early Alert / Detection

Predictive

Maintenance

40 - 50 %

Level 4 P-M Analysis

Root Cause Failure Analysis

Failure Mode & Effect Analysis

Failure Analysis

Proactive

Maintenance

10 - 20 %


50/97

MODULE 3

MAINTENANCE MATRIX,

KPIs and INDICES


51/97

MEAN TIME BETWEEN FAILURE

MTBF is a reliability engineering term

that means the average amount of

operating time between the occurrence

of breakdowns that requires repair

MTBF simply means the average time

between failures. It is based on historical

data or estimated by vendors and is use

as a benchmark for reliability

MTBF =OPERATING TIME

NUMBER OF FAILURE

WHERE : OPERATING TIME = LOADING TIME - MACHINE RELATED DOWNTIME

LOADING TIME = AVAILABLE TIME - NON-MACHINE RELATED DOWNTIME

COMPUTE FOR THE MTBF IF BDO IS 6 ?

AVAILABLE TIME = 168 hrs

NMDT MDT

40 hrs 72 hrs (6x)

OPERATING TIME


52/97

MTBF trend will be the higher the value

the more reliable the machine or part

In case where there is no breakdown

or failure, an MTBF of infinity will be

obtained. This simply indicates that

there is nothing wrong w/ the equation

either prolong the duration of MTBF or

when there is no failure, assume adenominator of 1 to obtain a value

MEAN TIME BETWEEN FAILURE

If we buy a component with 30,000 MTBF,

it means that on an average the part

will run for 3.42 years without failure


53/97

MTBF VARIATIONS

MTBF can be computed on the following basis :

MTBF BY CRITICAL COMPONENT

To determine on an average when a particular critical component will fail

MTBF BY SUB-ASSEMBLY

To determine which sub-assembly fails frequently on a machine

MTBF BY PROCESS OR LINE

To determine which equipment fails frequently

and identify the bottleneck area in a process

MTBF BY MACHINE

To determine the MTBF of a particular machine

MTBF BY GROUP OF MACHINES

To determine the machine w/ the lowest

MTBF and perform improvements


54/97

MEAN TIME TO FAILURE

MTBF is a key reliability metric for systems that can be repaired or that

can be restored. MTTF is the expected time to failure of a system. Non-repairable systems can fail only once, hence for non-repairable items,

MTTF is equivalent to its mean of its failure time distribution. Repairable

system can fail several times, while non-repairable can fail only once.

MTTR MTTR

Point where

a new partis installed

A B

Time to repair

MTTF

Point where

the new partwill fail again

Total time it

will take for

the part to fail

x xMTBF

Point where the

1st failure occurs

Point where the

2nd failure occursHENCE : MTBF = MTTR + MTTF


55/97

WHEN TO USE MEAN TIME BETWEEN FAILURE

When the type of equipment breakdown

or failure is high

When we want to improve the design

weakness of a critical component of an

equipment

To determine main contributor why

equipment keeps on failing (PARETO)

To determine the frequency of

replacement for parts which have

symmetrical or linear failures, not

recommended for parts that fail

randomly (Patterns D, E and F)

To compare 2 identical parts from

different vendors


56/97

When a failure occurs, it is critical to

restore the equipment as soon aspossible. Typically much of repair

time is spend in determining the

cause of the problem

The traditional trend will be to apply

a fix and never get to the root cause

WHY MEASURE REPAIR TIME ?

Repair time should be performed at

the shortest possible time and our in

goal will be to put back the equipment

its operating state

For failures that keeps on repeating

itself over and over, the best strategy

will be to address the real root cause

of the problem and prevent it from

recurring on its own again


57/97

MTTR is defined as the average time required to repair the equipment

divided by the Breakdown Occurrence

MTTR =Repair Time

Breakdown Occurrence

MACHINE

STOPS

Find person

who can

repair it

Diagnose

the fault

Find the

spare parts

Repair the

fault

Revalidate

test run the

machine

Endorse

Machine to

operator

Repair time

MTTR

MACHINE DOWNTIME

Downtime means the total amount of timethe asset would normally be out of service

from the time it fails until it is fully operational

MTTR varies from one company to ano ther, hence, there must

be a clear understanding on what MTTR co nst i tu tes

MTTR DEFINED

When the system fails, and it will fail, how easy

will it be to recover?"


58/97

MTTR (Mean Time To Repair) is the

average time required to repair acomponent

Other terms used is Mean Time To

Restore or Mean Time To Recover

MTTR trend will be the lower or the

shorter the time to repair the better.Improving the MTTR means shorte-

ning the time to repair the machine

MTTR DEFINED


59/97

MTTR DEFINED

MTTR (Mean Time To Repair) is the

average time required to performcorrective maintenance or repair

on all of the removable items in a

product or system. MTTR analyzes

how long repairs & maintenance tasks

will take in the event of a system failure

MTTR may be defined as the time

it will take to bring a failed system

back to its available or operating

status again.

If an Ethernet card in your computer

fails and takes 3 hrs to purchaseand install a new card the MTTR for

your computer will be 3 hrs but

the Ethernet card is still broken and

may never be repaired hence the

MTTR for the Ethernet card is forever


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A true and correct MTTR starts at the

time of failure and continues until thesystem is operational again, regardless

if a system part or component will be

available or not

UNDERSTANDING MTTR

MTTR is also difficult to estimate since

one must consider a variety or repairs.An engine repair will include tightening

a drain plug bolt to overhauling an entire

engine assembly

MTTRand MTBF

is limited to consideration

of predictable failures of parts or system for

operational related causes. Equipment failures

due to war, vehicle collision, fires, terrorism,

lighting and sabotage are generally ignored


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MTTR can be used to track downthe level of skills for maintenance andTechnicians in performing repairs and

to improve upon it

MTTR TO IMPROVE REPAIR TIME

Example monitoring the MTTR for a

certain group composing of 20 peoplefrom the maintenance department,

Bob is said to have the lowest MTTR

when performing repair, therefore,

we can define proper procedures

on repairs based on Bobs practices

that can be followed by other peoplethereby avoiding trial & error, the goal

is to improve repair time performed

by other maintenance craftsperson

Planned Maintenance Skills EvaluationGearing Tow ards A Pro-Active Maintenance System


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ivision : Central Equipment Engineering Teamname : The Untouchables Equipment type handled All Types

tation : PLCC Department Leader : Sam Milby

CLASS D CLASS C CLASS B CLASS A

egend :

Knowledge & Skill not Satisfactory Knowledge Satisfactory Skill Satis factory Knowledge and Skill both Satisfactory

(0 points) ( 0.50 points) ( 0.75 points) (1 Point)

Classification No. Knowledge / Skill Item Yes No SAM BOB RICO RACQUEL CAS SAY UMA NENE FRANZIN JB

1 Basic Machine Function

BASIC MACHINE 2 Machine Specs, Parts and Function

FUNCTION 3 Knowledge in Actual Set-up and Conversion

4 Basic Lubrication Knowledge

5 Basic Repair and Troubleshooting

8 Failure Mode and Effect Analysis

NALYTICAL SKILLS 9 Root Cause Failure Analysis

ENHANCEMENT 10 P-M Analysis11 MTBA Snapshot and Analysis

12 Sequence Of Events Analysis

13 Knowledge and use on FRL's

14 Knowledge and use on Pipings and Connectors

PNEUMATICS & 15 Knowledge and use of Cylinders

HYDRAULICS 16 Knowledge and use on Filtration

17 Knowledge and use on Speed Controllers

18 Leaks and Seals

19 Bearing Failures and Causes

20 Sensors Technology21 Motors and Pumps

OTHERS 22 Screws and Fasteners

23 Spare Parts Management

24 RCM and OER Strategy

25 Maintenance Indices and Measurements

26 Knowledge on Vibration Monitoring

PREDICTIVE 27 Principles of Heat and Thermography

MAINTENANCE 28 Oil Analysis and Tribology

( Specialization) 29 Ultrasonic Monitoring

30 CMMS Structure and System

5-03 Total Points

Training Attended PLANNED MAINTENANCE MEMBERS


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Module 4

Understanding Root Cause Failure Analysis


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Root Cause Analysis Defined :

Root Cause Failure Analysis is trying to UNDERSTAND

why something went wrong . . . . .

RCFA provides a methodology

for investigating, categorizing

and eliminating the root cause

of incidents w/ safety, quality,

reliability & manufacturing pro-cess consequences . . .

Root Cause Failure Analysis

identifies the basic source or

origin of the problem so that

recurrence of the problem

may be prevented

Ident i fy in g the Roo t Cause Fai lure Analysis event al lows

us to explain the WHAT, HOW and WHY of th e fai lure


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Proper Root Cause Analysis

identifies the basic source or

the origin of the problem . . . .

The root cause analysis methodology

provides specific & solid foundation

for preventing the recurrence of the

problem or failure

Every system, spares or components

failure happens for a reason. There

are specific succession of events

that lead to a failure. RCFA follows

the cause and effect path from the

final failure back to its origin

Root cause analysis is a tool to better exp lain what

happened, to determ ine how i t happened and to better

understand why it happen . . . . .



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Root Cause Analysis separates

the facts from hearsay. RCFAis not about trial and error and

seeing what works and not

While there are many techniques in

analyzing a problem which provide a

quick answer, it does not mean that theanswer is correct everytime. A true and

meaningful Root Cause Failure Analysis

takes the time to prove that what we say

is fact & supports our hypothesis with

evidence before we spend our money to

improve the design of the equipment

When the facts are backed up by evidence & sc ience and

they are separated from the fict ion w e now have a better

understand ing as to the real Root cause of the problem



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CAUSE STUDY :

In the problem below a car wash manufacturer sold one of his complete, turn-keycar wash systems to a client in Maryland. This includes the change machines for

the people who wish to get change to wash their cars. The new owner recognizes

that he is losing a significant amount of money from this change machine and

insinuates that the manufacturers employees have a spare key and are stealing

the money. The problem started when

the new owner complained to Bill thathe was losing significant amounts of

money from his coin machines each

week. Bill just cant believe that his

people was stealing the money since

he have known them for many years

RCFA CASESTUDY : MISSING MONEY

Bill then form a RCFA to getto the bottom of the problem

The group decided to install

a surveillance camera to know

who was stealing the money


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RCFA CASE STUDY : MISSING MONEY

Missing Money

(Money from the ChangeMachine was missing)

Change Machine

Malfunction

Not working properly

Logic Tree Diagram

Money was stolen

from the machine

(Theres a thief)

Money was

never there

Customers not paying

Stolen by

someone

Stolen by

something

The video surveillance indicates that the customers entering the car wash hence,their hypothesis that customers was not paying was disregarded

The owner try to simulate the Machine by placing some coins in them and the

machine was then working properly so Change Machine Malfunction was not

the problem, It is clear to them that someone is stealing the money but who . . .


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RCFA CASESTUDY : MISSING MONEY

But the RCFA group had not given up and monitor the surveillance camera

and found out . . .

Thats a bird sitting on the change slot

of the machine and it had to go down

into the machine but why ?

Thats 3 quarters he has in his beak,

another amazing thing is that it was

not just one bird but several of them

There goes another bird this time

taking only 1 quarter

Once they ident i fy th e thieves, they fou nd over $ 4,000.00 in the roo f

the the car wash and more un der a nearby tree, therefore, the case

of the sto len money was solved thanks to Roo t Cause Analys is . . .


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Kingdom

is LostLevel 1

King is

KilledLevel 2

Horseshoe

comes offLevel 4 Why did the horseshoe

come off ?

1 nail short

on shoeLevel 5 Why is it that one nail is

short on the horseshoe ?

Why is the kingdom lost ?

Shortage

of nailsLevel 6 Why is there shortage of

nails ?

King fell of

the horseLevel 3

Why is the king killed ?

Why did the king fell of

the horse ?

Prepare horses

for battleLevel 7 Why prepare horses for

battle ?

If the king is not killed then

the kingdom had not been

captured ?

If the horseshoe did not

come off the king might

not fell on the ground and

might not have been killed

The groomsman mighthave prevented the king

from riding the horse due

to a missing nail and its

implications

If the kings horse shoe nail

was complete then it mightnot have come of at all

If the city have been defen-

ded even if the king was

dead then it might not have

been captured ?

Understanding Why-Why Analysis :


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The story is told that before an important battle

a king sent his horse with a groomsman to the

blacksmith for shoeing. But the blacksmith hadused all the nails shoeing the knight's horses for

battle and was one short. The groomsman tells

the blacksmith to do as good a job as he can.

But the blacksmith warns him that the missing

nail may allow the shoe to come off. The king rides

into battle not knowing of the missing horseshoe

nail. In the midst of the battle he rides toward the

enemy. As he approaches them the horseshoe

comes off the horse's hoof causing it to stumble

and the king falls to the ground. The enemy is

quickly onto him and kills him. The king's troops

see the death, give up the fight and retreat. The

enemy surges onto the city and captures thekingdom. The kingdom is lost because of a missing

horseshoe nail.

(2) (3) (4) (5) (6) (7)(1)

Understanding Why-Why Analysis :


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EXERCISES : Lets Determine The Sequence Of Events

Bearing Failure

Corrosion Present

Excessive Moisture

Seal was damage

Leak in the seal

High Acidity Level

Lack Lubricant

Bearing Failure

Lack Lubricant

Corrosion Present

Excessive Moisture

Leak in the seal

Seal was damage

High Acidity Level

Determ ine the prob lem and ask why to determ ine the

sequence of events in these sample


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How did the incident occurred ? The Physics of the incident.

This usually explains how the failure had occurred, example

a bearing failed due to fatigue, this mostly explains the meta-

llurgical factor why the failure occur

What is the error committed that lead to the physical cause ?

Either someone did something wrong or did the wrong thing

We asked what caused the person to commit this mistake

These are the management system weaknesses. Theseincludes training, policies, procedures & specifications.

People make decision based on these and if the system is

flawed, the decision will be in error and will be the triggering

mechanism that causes the mechanical failure to occur

PROBLEM

PHYSICAL

CAUSE

Layer 1

HUMAN

CAUSE

Layer 2

LATENT

CAUSE

Layer 3

Physical, Human and Latent Causes :


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DESCRIBE THE FAILURE MODE

HYPOTHESIS

DESCRIBE THE FAILURE EVENT

VERIFY HYPOTHESIS

DETERMINE PHYSICAL ROOTS & VERIFY

DETERMINE HUMAN ROOTS & VERIFY

DETERMINE LATENT ROOTS & VERIFY

In RCFA Analysis a Logic Tree is

used to work through a failure

The failure event is placed on topfollowed by all failure modes or

possible causes of breakdowns

Each of the causes are hypothesis

that needs to be verified so that

we have an understanding on w/cof the causes actually led to the

problem

The next step consists of determi-

ning and verifying the physical

roots, human roots and latentroots behind the failure. The final

cause will always have to do with

the latent cause of failures

RCFA LOGIC TREE DIAGRAM


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Physical, Human and Latent Cause :

Problem : Cylinder does not operate smoothly

WHY 1 : Why is it that the cylinder

dont not operate smoothly ?

Strainer was clogged

WHY 2 : Why is the strainer clogged ?

Oil was dirty

WHY 3 : Why is the oil dirty ?

Dirt enter the tankWHY 4 : Why did the dirt enter the tank ?

Upper plate in the tank had a

hole and gap - Physical Cause

WHY 5 : Why was there hole and gap in

the tank ?Repair error during maintenance

work - Human Cause

WHY 6: Why was there repair error ?

No procedure to follow - Latent Cause

Evidence of dirt from Oil Analysis


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PROBLEM

Root Cause

ROOTCAUSE IS LIKE A ROADMAP

In p erform ing Root Cause Fai lure Analysis, we are interested

to know the real cause of a part icular failure by v eri fy ing each

hypo thesis un t i l we reach the f inal cause of the fai lure . . . . .

WHAT SEPARATES RCFA FROM THE REST


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WHAT SEPARATES RCFA FROM THE REST

RCFA

ISHIKAWA / FISHBONE

WHY-WHY ANALYSIS

PROBLEM SOLVING TOOLS

BRAINSTORMING

PARETO ANALYSIS

FMEA / FMECA

FAULT TREE ANALYSIS

P-M ANALYSIS

PROCESS MAPPING

FAILURE ANALYSIS

IN-DEPT ANALYSIS

PHYSICAL CAUSE

HUMAN CAUSE

LATENT CAUSE

Root Cause Failure Analysis will

always be based upon pure evidenceand takes the time to verify each failure

mode to determine the real cause of the

problem. RCFA only concludes once

the latent cause had been identified

These techniques most ly

concludes on the phy sica l

and human causes only


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CAUSE STUDY :

A pump was declared failed since it was not discharging fluid at all. The pumpfailed due to a failure of the bearing. The maintenance decided to perform a

Root Cause Analysis on the failed bearing to determine the real cause of the

problem and have the failed bearing

analyzed on a metallurgical laboratory.

Arrange the causes in sequence to

determine the real root cause of the

problem

RCFA WORKSHOP 1 :

Clues : There are 6 or 7 levels in the logic tree

Metallurgical lab report indicates

that the bearing failed due to fatigue w/c is a a type of wear

The last level (Bottom part) will be the real root cause of the problem

INSTRUCTION :

Brainstorm and analyze the case study

and rearrange the set of cards and prepare

a RCFA Logic Tree Diagram

ANALYZING THE BEARING FAILURE LOGIC TREE


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LEVEL 1

The pump may fail for a variety of reasons, in this case it is evident to the mtcethat the cause of the pump to fulfill its function of discharge fluid is bearing failure.

A typical job o f the maintenance is to replace the bear ing w ith a new o ne

since the part had evident ly fai led and pro duc t ion is up and runn ing again

but th e quest ion is asked, Did th e problem g o away ? No, i t wi l l recur againon a given t ime

What the maintenance will do ?

When we have our engineers take a look

at the fai led bearing, he then takes a loo k

on fai lure history and data of the pump,

and co nclu de that a di f ferent type of bea-

r ing mo re heavy duty be instal led. We

would then get a heavy duty b ear ing and

instal l i t wi th the new design and again

the quest ion is asked, Did the prob lem go away ?

What the engineers will do ?




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Pump Failure(No discharge at all)

Functional Failure

Bearing FailureFailure Mode

Logic Tree Diagram

Valve Is ShutFailure Mode

Motor Burned OutFailure Mode

LEVEL 1

Lets analyzed the failure of a pump

The pump failed since it is not discharging fluid at all

All causes are hypothesis and must be proven if they exists

The motor was checked and it was working, therefore, motor burned

out had been disregarded

The valve was open therefore, valve shut had been disregarded

The bearing had been analyzed and it was evident that there was

bearing failure, we now asked why the bearing had failed




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LEVEL 2 : DIRT/DEBRIS and WEAR

The bearing may fail on a variety of reasons, such as dirt entry or ingression which

may have caused the accelerated wear of the bearing. All are probable causes and

are still considered as hypothesis. Hence, to distinguished the facts from hearsay

the bearing was sent to a metallurgical lab for further analysis to determine how did

the bearing failed to fulfill its function.

LEVEL 3 : WEAR DUE TO FATIGUE

The bearing had been analyzed and reviewed

by metallurgist and the report concluded that

there is strong evidence ofFATIGUE, nowthe other probable causes had been there-

fore eliminatedwe ask ourselves how can

fatigue occur on the bearing ?




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Functional Failure


Logic Tree Diagram



LEVEL 1

Dirt / Debris Lack of Lubrication Overloading Wear

LEVEL 2

Adhesive Abrasive Erosive Fatigue Corrosive

Have the bearing analyze for its metallurgical lab on why it failed

How

LEVEL 3


Lubrication in the bearing was checked and found out it is sufficient

Vibration monitoring shows there is no indication of overloading

The only possibility left was Dirt/Debris and Wear and so the team

decided to have the bearing test on a metallurgical laboratory



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LEVEL 4 : HIGH VIBRATION

In Level 4 of our analysis we ask ourselves How can Fatigue occur on the bearing ?We hypothesize that it can come from high vibration. We check our vibration

monitoring records and we are certain that there is evidence of excessive vibration.

Excessive amplitude from our vibration data supports our hypothesis that fatigue

occur on the bearing due to high or excessive vibration

LEVEL 5 : MISALIGNMENT

Again the vibration analyst verifies his vibra-

tion records and find out the resonance and

imbalance is not a major cause for the exce-ssive vibration. We called the maintenance

who aligned the pump to align it again and

we observe his practices. From our obser-

vation we are certain that he does not know

how to align the pump properly

As we dig deeper into the root cause, again

we hypothesize, How can we have excessive

vibration? Possibilities is that it can come

from imbalance, resonance and misalignment




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LEVEL 6 : NO PROCEDURE / NO TRAINING / IMPROPER TOOLS

We asked the mechanic if he had been trained in the proper alignment and hesaid that he was never trained in how to align, there was no procedure for the

alignment and how frequent it should be performed

People often misalign because they were

never trained in proper alignment practices,

no procedure exists outlining alignment as

a required practice with specification or the

current alignment equipment we are using

is worn our or inadequate for the application


THIS IS THE LATENT CAUSE



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Functional Failure


Dirt / Debris Lack of Lubrication Overloading Wear

Adhesive Abrasive Erosive Fatigue Corrosive

Have the bearing analyze for its metallurgical lab on why it failed

High Vibration

Imbalance Misalignment Resonance

No Procedure No Training No Alignment Tools

Real Root Cause of the Problem

Logic Tree Diagram

How

How

How



LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

LEVEL 6


WITHOUT RCFA WHAT DO THEY DO TO SOLVE THE PROBLEM


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FROM A PREVENTIVE MAINTENANCE VIEWPOINT

The maintenance will merely change or replace the bearing. If this part fails frequently

then boss makes sure that there is enough stock in the warehouse department

Our CBM group can warn the operation of an impending failure to occur bought about

by excessive vibration in the pump. Although the failure is predicted, the problem

still does not seem to go away

WITHOUT RCFA WHAT DO THEY DO TO SOLVE THE PROBLEM

FROM A PREDICTIVE MAINTENANCE VIEWPOINT

FROM AN ENGINEERING VIEWPOINT

Modify or change the bearing with a more heavy duty and put it in service. In shortwe conclude at once to change out the bearings with a New Design

FROM TOP MANAGEMENT VIEWPOINT

We penalize the culprits and even threathen to cut off their 13 month pay if the

same problem arises in the future, or get another guy that can do the job better.

FROM A CONTINUOUS IMPROVEMENT VIEWPOINT

Brainstorming teams gather together with past history and data performance of the

pump and sees a variety of causes, however they are not certain which is the real

cause so they all agreed that it was due to the change in the lubricant

FROM AN OPERATIONS VIEWPOINT

Hold countless hours of meeting blaming the maintenance for not doing their job


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MODULE 5

LESSONS ON RELIABILITY


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Focus mu st be onRELIABILITY& not co st , because i fRELIABILITY

star ts to improveCOSTw i l l def ini tely go down , there wi l l be timesthat focus ing o nCOSTwi l l tend to hurtRELIABILITY, it cannot be

the other way aroun d. Having a low cost m aintenance is a con se-

quence of good m aintenance pract ice

The goal of any maintenance is to improve

equipments reliability, once reliability startsto improve cost goes down & its not the

other way around. Cutting cost on mainte-

nance will definitely not improve reliability.

LESSON # 1 ON RELIABILITY

Reducing cost had been a focus for most

maintenance managers and that perhaps,we need to learn from the lessons of history.

Cost must be studied thoroughly not just

based from its initial cost but on the entire

life cycle cost of the equipment . . . . .


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When we get really good at doing things

then something is wrong because we are

doing it much often, but when we expecta different result from the same tasks we

are doing then this is simple not possible,

the Chinese called this INSANITY . . . . .

Never ever accept fai lures in you r plant. Troub le shoot ing

is no long er an effect ive strategy.In todays competitivewor ld, the analysts f inds real solut ions to the prob lems

The new paradigm is thatFAILURES MUST

NOT BE ACCEPTEDit can be eliminated ifwe know the right tools to address them.

The true job of maintenance is to eliminate

failures & not fixing them all the time . . . . .



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The best t ime to add ress a problem is wh en it is sm al l. It is very

hard to advance to any fo rm of special ized maintenance act iv i t iesand imp rovement effor ts i f equipm ent 's Basic Cond i t ion h ad not

been wel l establ ished. Always remember our equipm ent is a shared

responsib i l i ty for b oth o perators & m aintenance people, a lesson

we mus t all learn from the Japanese.

Perform ing maintenance on the equipment is not the sole respo nsib i l i ty

of the m aintenance department, th is sh ould be a shared respons ib i l i ty

for operations and maintenance . . . . .



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In aREACTIVE ENVIRONMENT, we always com plain th at we lack m an-

power resou rces to address fai lures, but once equipment star ts toimp rove we always wonder where they have been in the f irst place . . .

In real i ty maintenance is not outn um bered, they are just too bu sy

wo rk ing wi th breakdowns. Maintenance is not measured by how

fast we repair bu t on how we are able to el iminate the fai lure i tsel f



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Every fai lure has a specif ic set of consequences, being PROACTIVE

has something to do about reducing o r el iminat ing the cons equencesof fai lure to a m inimum rather that com pletely el iminat ing the fai lure

its elf . . . .


The best maintenance strategy

to adopt w i l l a lways have to be

based upon the con sequences

of the fai lure i tself

The f irs t th ing to ask in th e event

of a fai lure w i l l be w hat is the

consequences of th e failure i f i toccurs on i ts own and w i ll the

fai lure be acceptable to th e user

or no t . . . .


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A question on why industry remain reactive may lead to a

thousand reasons or more & those who fear that improvingreliability may lead to elimination of jobs are right only to the

point where they resist change. Increasing reliability is not

achieved by cutting manpower nor are they contrasting goals.

Increasing reliability means slowly getting out of the repair

business so that new doors will open to maintenance function

The best positions in industry always

belong to the maintenance function,

however, most industries groomed

their people to be mechanics rather

than being a maintenance. Alwaysbe proud that you belong to the main-

tenance function . . . .

POSITIONS ON MAINTENANCE


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POSITIONS ON MAINTENANCE

Maintenance

Positions

Spare PartsManager

Tribologist

Fractographer

Reliability

Expert

Technical

Trainer

Ultrasonic

Analyst

Thermographer

Vibration

Analyst

CMMS

Specialists

Failure Analyst

Oil / Lube

Analyst

Preventive

Maintenance


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The real mission of the maintenance

department is to provide reliable phy-sical assets & excellent support for its

customers by reducing and eliminating

the need for maintenance. Do not con-

fuse maintenance as synonymous to

repair, these 2 are entirely different.

The distinction between a true

blooded maintenance & a me-

chanic is a maintenance uses

more of his brain than his handwhile a mechanic uses his hand

much of the time. Let us treat our

people as maintenance & not as

mere mechanics


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There is no silver bullet program or

strategy that can transform a plantsreliability overnight all will start with

its basic foundation and that is by

EDUCATION and this is the most

most powerful weapon to change

the mindset of our people

Reliability is not a program with an

end but a culture without an end, its the same as any continuous

improvement philosophy . . . .


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The saying that the companies

greatest asset is its people is not

always true in the real world of

manufacturing. What is correct

is that, the right people will be the

companies greatest asset. There

are people who wants to learn and


Always remember that in any Reliability

Improvement Initiative, the focus mustbe on the people provide them with the

skills they need & these skills will be used

to improve their equipment. People will

improve their machines and it is not the

other way around

10 Reliability Maintenance

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