AEDC Journey to Excellence: Creating a Sustainable Culture ...€¦ · AEDC Journey to Excellence:...

AEDC Journey to Excellence:Creating a Sustainable Culture of

Reliability and Safety

David Hurst & Ramesh Gulati)Aerospace Testing Alliance (ATA)

Arnold Air Force Base, TN

Presented @ NASA F2F Annual MeetingNashville, TN

10-13 May, 2011

Air Force Materiel CommandArnold Engineering Development Center

Arnold Air Force Base, TN 373891

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Introduction◦ Safety “Beyond Zero” moment◦ AEDC overview

Our Journey … to Excellence◦ Where we were and where we are headed?◦ Creating a safe operating environment◦ World class maintenance practices – award winning

Program Creating a reliability and safe culture◦ Designing for reliability and safety◦ Workforce development◦ Management support / involvement

Challenges in creating a sustainable culture

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Number 1 Priority!◦ Each and EVERY person goes home at the end of their

shift in BETTER shape than when they arrived! Physically Mentally

What’s Acceptable? – What’s Not?

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Possibility Thinking: ◦ Stretch to what could be. ◦ What would you attempt if you knew you could not fail?◦ How are Beyond Zero and Asset Management coupled?


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Focus on specific target issues◦ Training/education◦ Daily tool box topics◦ Daily stretching program

Leadership commitment◦ Safety Walks – Hazard Abatement Verification Eliminate Hazards on the spot

◦ Visit every accident site◦ Escort accident victims to dispensary

Safety minutes – All meetings Safety Learning Observations Eliminate unsafe conditions – “Just Fix It”


WHAT IT ISPersonal stand that no one be injured on or off the job

Organizational commitment to be free of incident and

injury

Mindset Intolerant of

any incident or injury

Belief in the possibility of being

Beyond ZeroSM

Culture beyond avoiding what is

not wanted; instead learning how to generate what is wanted.

IntegratedProcesses

IntegratedProcesses


It is not about more

processes and

paperwork

It is about

creating culture where:

We place

people and their

families as our

greatest value

People feel responsible

for their safety as well

everyone else’s

People choose the safe

path because of their

personal values


Safety becomes a passion.•We look out for ourselves and all around us 24/7.•Caring Centered.•Connect to individuals & loved ones.•Accidents become learning & teaching opportunities.

Statistics & ratios measure progress only.


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• Delivering improvement in all three measures of performance• Keeping our co-workers and families safer here and at home

0

5

10

15

20

25

30

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Pd 1 Pd 2 Pd 3 Pd 4 Pd 5 Pd 6 Pd 7 Pd 8 Pd 9 Pd 10Pd 11

No.

Inju

ries

E1RecordableLWD Cases

37

27

10

530


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Best Ever: Achieved 436,000 work hours per E1 (10% better than P10)Best Ever: Delivered over 3.8M hours since our last lost workday event



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A Culture of

$11 + Billion Investment58 Test Cells

•2,978 people employed in fiscal year 2006, including military, government civilians and contractor personnel

•Approx. 40,000 Acres / 4,000 Acre Industrial Site Tunnel 9

White Oak, MD

NFACMountain View, CA27 cells US Unique

14 cells World Unique

Arnold Engineering Development Center (AEDC) A National Treasure


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Equipment ranges from WWII / ’50s vintage to latest technology

5 Major Plants

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Electrical Power◦ 56 miles of lines including 27 miles of

underground cables (161, 13.8, and 6.9 kv)◦ 117 unit substations (13.8 and 6.9 kv)◦ Annual consumption 350K + MW, $20M◦ Distribution System equivalent to: Capacity to serve a mid–size city of 150,000

Raw Water◦ Storage Capacity Woods Reservoir (Elk River Dam) - 26 billion gallons

at summer pool Secondary Pumping Station, Retention Pond, Cooling

Towers ◦ Pumping Capacity Pumping Station (s) – 45 large pumps, (920K gpm)

Steam Plant (s) - High (750psi) & Medium (200psi) Pressure Steam◦ 4 boilers Max Capacity 315,000 pounds per hour

◦ 450+ million pounds of steam produced on average


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80’s and early 90’s◦ 3 plus contractors◦ Reactive culture, test first & fix later◦ AEDC developed CMMS system◦ Pockets of excellence

Mid 90’s – 2003◦ 2 Contractors – JS and CSC◦ M&R recognized as focus area by JS and AF First AF Maintenance officer at AEDC (DO) Re-engineering -new CMMS (COTS) RCM /PdM (CBM)

Embarked on RELIABILITY journey….

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1996 Maintenance Issues• 33,000 line items in supply; 25,000 have never been used• 74 supply procurement account managers• Extensive number of privately held inventories• No formal Training Program• 10 different work order types• Less than 1% of work orders had valid data• No repairable management program• Poor configuration management• 400,000+ out of date drawings, no IPB's, limited manufacturer data or maintenance instruction manuals

• 100+ logistic/financial related management information systems• Low productive daily wrench time for craft.• Scheduled vs. unscheduled maintenance ratio 20% / 80%

Where We Were


Where We Were cont’d….. Multitude Of Cultures/Stovepipes Highly Reactive Mode

“World’s Best Work-around Folks” Unbalanced Test Operations And Maintenance Inadequate MIS And Documentation Maintenance Considered A Necessary Evil Lot of Sub - Optimization Good, Highly Skilled People Supportive Leadership Process Expertise

Good, talented people trapped in a vicious cycle of cost cutting and increasing equipment failures


Strong need for improved Asset Reliability - Availability

Can best be addressed during design & build and improvement & modernization phase of a project


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O&M funding keep declining O&M Costs on rise◦ Unreliable assets/systems – more failures◦ More systems being added w/o additional funding◦ Our customers wants more systems in readiness

state – as & when needed to meet their needs◦ Lack of Qualified operators and maintainers

( budget reduction and difficult to get)◦ System are being used over its design life 25 years Vs 50 + years ( Avg. life of DoD system is 43 years)

There is need to have more reliable assets with less O&M costs !


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The only way to get to this valve is to build scaffolding or with a lift. Notice the grade beneath the valve is sloped and graveled making the setup more rigorous. Both of these options take time and turns a 1 hour job into an all day job with additional manpower.

When this valve goes down, so does testing.


Our Case for Change ~’95 Aging Infrastructure - Increasing

Maintenance Growing Maintenance Backlog Decreasing Government Budgets Increasing Customer Expectations Reduced Cycle Times Reduced Cost

Smaller Customer Base Benchmarking – We Could Do Better Prefer To Stay In Business

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Excellence in O&M◦ Best M&R program Zero unscheduled downtime ( stretch….goal)

Best in Safety◦ Zero accidents

Create a sustainable culture of ◦ Reliability ◦ Safety

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AEDC

Welcome to AEDCWorld’s Best

Maintenance & Reliability Program

AEDC WorldClass

Maintenance

You’ve seen the

rest

Now here’s the best

Burma Shave

Looking for a place

to test?


Each Engineer has a Dual Role as not only a PdM Technology Lead but also as a Plant Lead PdM Engineer◦ Lead Engineers Responsible for overseeing all of the data collection methods and making

recommendations based on final data analysis to system owners. Also, tracking efforts after recommendations are made until resolution.

◦ Craft / Technician (collect data) Responsible for collecting specific types of data using proper collection

techniques and providing a “first level” analysis of data collected to the lead CBM engineer.

•CBM Technologies:- Vibration- IR- Tribology (Oil)- Motors - Ultrasonics

•Certifications:- Vibrations: Two Level IV’s; Three Level III’s; One Level II’s, One

Level I- IR: One Level III; Three Level II’s; Four Level I’s- Tribology (Oil): Three MLT, L-1; Four MLA, L-I; One MLA, L-2- Ultrasonics: One Level II, Two Level I


Vibration (Pieces of Equip./ # of Points / # of Collection per Year)◦ ETF ( ~180 / 1350 / ~ 13,000*)◦ PWT ( ~160 / 1,516 / ~ 10,000*)◦ VKF (~ 105/ 922 / ~ 7,000*)◦ Utilities ( 62 / 811 / ~9,000*)

Oil Samples (Pieces of Equip./ # of Points / # of Collection per Year)◦ Base wide ( ~250 / 398 /~2,000)

Large Motor Testing◦ ~50 Test (Megger, Hi-Pot, DC, etc…)

Infrared (Impacted by NFPA 70E)◦ 30 IR routes established

In Service Inspections (ISI’s)◦ Hydraulic: 51 ISI’s (3 inactive A&B Plant)◦ Ultrasonic: 16 Plant Air

*Note: Varies depending on equipment availability. Performance Data e.g. Temperature, Pressure, Flux, or MCSA are not included.


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• Tied CBM Team’s work to Mission• Conducted assessments

– External (trips, audits)– Internal (self-assessments)

• Used metrics– External (SMRP, Allied Reliability, etc.)– Internal (tied to KPI’s)

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Funding continues to decline for M&R◦ More competition for funds◦ Have to do more with less

Have to sell CBM program◦ Need accurate cost savings/avoidance data◦ Justify your existence

Build relationships with client and customers◦ Client = upper mgmt and government◦ Customers = system engineers


External assessments◦ Use industry recognized experts to review program◦ Develop plan based on assessment

Benchmarking Training◦ Customers◦ Clients

Data◦ Sell your successes◦ Be honest about your failures

Sustain relationships



• CBM SME’s– Alan Pride, 1998– Jack Nicholas, 2007

• Benchmarking– Boeing– International Paper– GM/Saturn– Eastman– Rohm & Hass– NASA / Langley

– NASA / SSC– Bridgestone– TVA– Harley Davidson– Others

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• Quality Audits– Procedures

• Self-Assessment – Used Jack Nicholas methods– Performed by AEDC personnel

• ISO Certification– PdM is part of Asset Management

Process (ISO certified since 2004)

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Single reference document for managing asset Provides details for Operating and Maintaining asset

throughout life cycle Identifies MRO specifications for inventory management Defines maintenance requirements and maintainer

requirements including◦ RCM updates◦ FMEA◦ CBM requirements◦ PM requirements◦ Spare parts list

Provides consistency


2010 Uptime® Magazine’s Overall PdM Program of the Year

2009 AFSO21 Best Practice: Oil Analysis, Infrared 2008 Uptime® Magazine’s Overall PdM Program of the

Year 2007 Uptime® Magazine’s Infrared Program of the Year 2007 Jacobs Safety Award 2006 Middle Tennessee AEE Energy Mgmt Award


Designing forReliability and Maintenance

(R & M)


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Over $ 11 Billion assets Annual Capital projects /investments◦ To improve / modify assets◦ Build new capabilities◦ $ 75 – 100 M / year


Goal: RCM Based/Failure Free Designs◦ Need Upper Management “buy-in”◦ Need to Educate Design Workforce◦ Provide Training for Design Engineers R&M conferences/seminars attendance Participate in CMRP program


Formal – Continuous Improvement Teams◦ Designing for R&M (FY08) Reviewed / modified design process Developed Maintainability Check List Maintainability and manufacturability review including

Builders, Operators & Maintainers ◦ Designing for LCC (FY09/10) Developing Internal Guidelines Customer needs & expectations◦ Compliance with DoD Systems Engineering


Design Process◦ Develop FMEA Concept Level Detail Level Maintenance Intervals Operation & Maintenance Work Instructions Spare Parts List

◦ Develop Fault Tree analysis


Maintainability is another function, designer need to look when selecting components.

This answers questions like:

“If this component (i.e. pump) fails, how long will it take to restore it’s function?”

Questions for Maintainability:

- How it can fail? (Failure Mode)

- Are parts available? (if so, can/should we stock them?)

- What would be total downtime & cost?

- Do we have people trained to repair it ?

- Do we need special tools/documentation to repair it?

Maintainability in Design


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DisposalInvestment

Design/Dev

Fabrication

O & M

Years


Life Cycle Cost Committed

100

PER

CEN

TAG

E O

F L

CC

CAS

T IN

CO

NC

RET

E

50

0

INSTALLATION DEPLOYMENT

OPERATIONS, AND SUPPORT

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EARLY DECISIONS LARGELY DETERMINE LIFE-CYCLE COST

90 + %80-90 %70 - 80%

60 -70%

A B C

BUILD

ACQUISITION PHASES


Life-Cycle Cost ExpenditureTHE COST OF EARLY EFFORT IS

RELATIVELY LOW

100

PER

CE

NTA

GE

OF

LC

C

50

0 A

Concepts - Design Installation & Deployment

O & M , AND SUPPORT

Life Cycle Cost Committed

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LIFE CYCLE COST ACTUALLY EXPENDED

B C

O & M cost isEst. 60 – 80 %Of Total LCC


Disposal< 3 - 5%

Acquisition Cost20 - 30 %

O & M Cost60 - 80%

Design / Development2 - 5%

Fab /Production15 – 25 %

Life Cycle Costs



• Design Options• A- Basic Option –current design• B – Modified current design• C – Test side • D – Ground Level◦ Option D – ground level design selected

which provides improved maintainability features and reduced costs.

Examples of Current Design Initiatives…

A--Current Design

B - ModifiedCurrent Design

C - Test Side Option

D - GroundOption

Cost $5.4M $-850K Some Potential Savings

$-1250K

Additional Costs

0 $200K $250-350K $250K

Net Cost Delta

0 $-650K Less ThanOther

Options

$-1M

Completion Schedule

0 ≈3 months less

0-2 Months less

≈4 months less

OperationMaintenance

Impacts

- Substantially less

Technical Challenges

Remain

Substantially less


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Interference with platform discovered in Model after drawing issued. Piping corrected during design phase rather than during installation.


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Developing model requires design resources and planning

Improves O&M planning

Cost savings during installation and fabrication will offset the model’s design effort


This is another challenge….

is to ensure our customers (asset/plant owners) have identified and/or evaluated their needs in regards to reliability/availability and maintenance


Designing for Reliability & Maintenance initiative started in 2007◦ Reliability requirements◦ Designing for Reliability & Maintainability◦ Logistics and Maintenance Plan – documentation at

delivery of new/modified assets Current Status◦ Educating Investment & Test Ops in R&M◦ Two process improvement team in Design Modifying design process to include R&M reviews LCC analysis to account for O&M costs

◦ Stressing R&M in Reviews – SRR, PDR, CDR etc..


Workforce Development


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What and How do we measure ? Develop Knowledge/Understanding◦ Equipment/System ◦ Systems relationship and facility impact◦ Technical - functional knowledge◦ Maintenance/Reliability Excellence – best practices

Certification Program◦ General Reliability Management Certified Maintenance & Reliability Professional from SMRP

◦ Technical Certified Vibration or Oil Analyst etc..


◦ Workforce attitude is changing in positive direction –new paradigm

◦ Stopping assets, finding causes and eliminating them is on rise

◦ Meeting schedules to return the asset on time after repair is important but, quality of work –reliability is being emphasized

◦ Building reliability, maintainability and safety in new design / acquisitions are being considered routinely Focusing on Maintainability – easy to do Applying SE principles

Are we there – at end of our program ?NO, It’s a journey, never ending !


Continue to educate/train workforce◦ At AEDC In house M & R – Best Practices training Special lectures by industry experts

◦ Off site training◦ Key conferences participation and benchmarking/best practices discussions SMRP Annual conferences International Maintenance Conferences Reliability Centered Maintenance (RCM) /EAM conferences MARCON/UT-MRC Plus many others

Benchmarking with Industry and Govt. in M&R to implement best practices at AEDC◦ Benchmarking with industry Group A – Boeing, International Papers, GM/Saturn etc. Group B - UT-MRC – Eastman, Rohm & Hass, Sandia etc. SMRP’s Executive companies group

AB, Harley Davidson, IP, Cargill, Boeing, USPS, etc Jacobs’ group M& R professionals best practices meetings Govt.-DoD/NASA – monthly VTC and face-to-face Local Industry – Carrier, Pillsbury, Bridgestone etc.

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Over 200 Certified Professionals at AEDC Engineers, Management and Technical Support Technicians / Craft 123* CMRPs - Certified Maintenance. & Reliability

Professionals 80 + CBM Technologies plus

Vibration Analyst LV I-IV, - 7 Lub/Oil analyst (ICML) - 7 IR Thermography - 19 Ultrasonic (UE) - 34 Other Misc. Hydraulics, API 570, NDT etc.. - 10

Continue to grow workforce skills* Currently at AEDC, 145 total graduated (22 retired/transferred)


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Capital Project Mgrs./Designers – M&R Knowledge & Involvement◦ 2003 Low/low , almost none◦ 2006 some◦ 2007/8 7 CMRPs, learning to talk FMEAs, and RBD…◦ 2011 20 + CMRPs

Materials Management◦ 2000 Maintenance was not considered a customer◦ 2006/7 2 CMRPs, talking PM for spares plus …

Management / Sr. Engineering positions (M&R area)◦ 70 % Mgmt are CMRPs◦ CMRP is a requirement for all M&R management positions


All management – directors & key senior managers are required to be CMRPs – they all are!


Members of Advisory Boards◦ Vibration Institute / NFPA 70E / SMRP / RMC

We are asked to speak at nearly every major Maintenance & Reliability Conference in the U.S.◦ Keynotes◦ Individual Topics/Breakouts

Ramesh Gulati◦ Author of Two Books Maintenance and Reliability Best Practices Quickly became known as “THE” Text Book

Maintenance and Reliability Terminology Just released Desk Reference for all Maintainers and Leaders


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NEWS RELEASE

United States Air Force Air Force Materiel Command

Directorate of Public Affairs, Arnold Engineering Development Center 100 Kindel Drive, Arnold AFB, TN 37389-2213 (931) 454-4204

http://www.arnold.af.mil

AMERICA’S AIR & SPACE ADVANTAGE Writer: Tina R. Barton Date: September 9, 2004 Release: Photos: d0408568 Photographer: Gary Barton

AEDCers earn maintenance and reliability professional certification

ARNOLD AIR FORCE BASE, TENN. – Fourteen ATA employees became Certified

Maintenance and Reliability Professionals (CMRP) after passing the two-hour certification

exam at UTSI.

Mr. Larry Cote, vice chairman for the Society of Maintenance and Reliability

Professionals (SMRP) presented the certifications Aug. 30 at the Engine Test Facility

Conference room. He also presented a plaque to Ramesh Gulati, Reliability and

Engineering Branch manager, recognizing AEDC and ATA for sustaining membership and

support.

Following an extensive certification program developed by the SMRP and conducted by

ATA Facilities and Systems Operations Maintenance department, Des Anderson, Brian

Bennett, Walt Bishop, Tom Carpenter, Scott Darlington, Jennifer Daugherty, David Hurst,

Jim Lawson, Tim Layton, Christopher Mears, Cory Rice, Bob Schwer, Curt Walter and Leon

Yoder successfully completed requirements for the certification.

“A certified work force ensures and validates appropriate experience and skills are

available for cost effectively improving plant reliability and availability,” Mr. Gulati “The

Society for Maintenance and Reliability Professionals identified a critical skill and knowledge

set for meeting National Organization for Competency Assurance standards and developed

the examination and certification program.

There are five key components covered in the examination: work management,

equipment reliability, manufacturing processes reliability, people skills and business

AEDC’s Certified Maintenance and Reliability Professionals front row from left are: Ronnie Skipworth, Larry Cote (vice chair SMRP/Dofasco Steel), Bob Blackburn, Jennifer Daugherty, Corey Rice, Tom Carpenter, Larry Roberts and Ramesh Gulati. Second row from left: Jim Lawson, Brian Bennett, Christopher Mears, Bob Schwer, Bob Hill and Lynn Moran; Third row from left: Bert Coffman, Scott Darlington, Leon Yoder, Vijay Narain, Bart Jones and Des Anderson; Back row from left: Tim Layton, Curt Walter, Dan Williams, Walt Bishop, Gary Casteel and David Hurst. CMRPs not pictured, Tom Ore and Warren Gilbert. (Photo by Gary Barton)

Arnold AFB, TN August 8, 2007AEDC welcomes newest Certified Maintenance and Reliability Professionals

Twenty members of team AEDC recently earned their Certified Maintenance and Reliability Professionals (CMRP) credentials, bringing the total membership in the international professional society to 1908

“This certification is awarded by the Society of Maintenance and Reliability Professionals to those who possess the right skill sets that in this case are absolutely critical to maintaining and improving reliability of more than $9 billion in assets and infrastructure at AEDC,” said Ramesh Gulati, Aerospace Testing and Alliance's manager of reliability engineering at the center. “We now have 84 CMRPs at the center and this just goes to show that the reliability culture is taking hold here. Their achievement is another indication of our excellent training and awareness program, including benchmarking initiatives of the last seven years.”

The newest CMPRs include Ben Boggess, Bill Cathcart, Joe Costa, Renee Gunn, Warren Holt, Gary Knox, Phillip Krepp, Rick McCoy, Brent Morris, Steve Pearson, Thomas Penfold, Mike Ramsey, Paul Schantz, Paul Schwer, Winfield Stacey, Paul Stevens, Roger Vaughn, Daniel Warren, Dennis Weaver and Sabrina Williams.

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Challenges and the Future

Improved Requirements◦ Production/Operation requirements◦ Reliability & Availability requirements◦ Documentation Requirements Maintenance plans Updated – as built drawings Operating manuals Training Plan O&M

Ensure Asset /system Delivery per Requirements◦ Designed in Reliability and Maintainability◦ All documentation received◦ Operator and Maintainer trained

Implement Best O&M practices◦ Workforce appropriately trained in best practices


Continue to support “Designing for Reliability” ◦ Asset Users – FA/TE/MXG

To improve the reliability and maintenance requirements

◦ Systems Upgraders – Investment / TSTo build systems with high, but affordable reliability/availability and to provide all logistics support and documentation

Educate / Train AEDC asset stakeholdersin M&R best practices◦ Continue to share, learn and benchmark best practices with

industry academia and professional societies. ◦ Continue to support AEDC continuous improvement teams

in implementing tailored best practices


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Process Driven Environment◦ 15 Core Processes◦ Asset Management one of the core process

Vision – Highest Availability/Reliability at optimum cost◦ Dedicated, energized and Qualified/certified personnel

Asset Management Policy◦ Reliability and Life Cycle Management◦ RCM, CBM/PdM, Six Sigma, RCFA, etc…◦ Standardized Work Management Practices◦ Designing for RAM◦ Continuous Improvement Program

Reliability Culture in-grained at AEDC◦ New acquisitions - Designing for RAMS being emphasized◦ Asset Management Strategy development for major/similar type assets◦ Maintenance QA in place◦ Asset Health assessment – use of PdM/CBM technologies expanding◦ Work force development in Asset Mgmt./Reliability continues

Continued to add “Certified” professionals @ AEDC – CMRPs, and in CBM/PdM Technologies

Best Practices / Benchmarking with industry continuesWe have come long way, still way to go … our journey to excellence continues

“Perfection is not attainable, but if we chase perfection we can catch excellence” - Vince Lombardi


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