Sessión 1-2 Introduction

Introduction Part 1

1-1

1

©A.K.S. Jardine

INTRODUCTION

Maintenance Strategies (1.2)&

Maintenance Metrics (1.3)

Andrew [email protected]

October , 2002

2

©A.K.S. Jardine

Improving Asset Management

• With asset management the focus needs to be on improving performance

• Performance is improved by having a clear strategy, the right people and systems, appropriate tactics, controlled work through planning and scheduling and maintenance optimisation

Source: J.D. Campbell, Uptime, Productivity Press, 1995

Introduction Part 1

1-2

3

©A.K.S. Jardine

Maintenance Excellence

• Maintenance Management Fundamentals;

• Managing Equipment Reliability;

• Optimizing Maintenance Decisions, and

• Achieving Maintenance Excellence.


Maintenance Fundamentals

Reliability Management

Optimizing Decisions

Achieving Excellence

The purpose of this session is to provide a framework. It is divided into four sections:

Source: J.D. Campbell & A.K.S.Jardine (Editors), Maintenance Excellence, Marcel Dekker, 2001

4

©A.K.S. Jardine

I Maintenance Management Fundamentals

Introduction Part 1

1-3

5

©A.K.S. Jardine

Maintenance excellence is many things, done well. It’s when a plant performs up to its design standards and equipment operates smoothly when needed. It’s maintenance costs tracking on budget, with reasonable capital investment. It’s high service levels and fast inventory turnover. It’s motivated, competent trades.

Most of all, maintenance excellence is the balance of performance, risk and cost to achieve an optimal solution. This is complicated because much of what happens in an industrial environment is by chance. Our goal is exceptional performance. That isn’t made any easier by the random nature of what we’re often dealing with.

There are three goals on the route to maintenance excellence:

•Strategic. First, you must draw a map and set a course for your destination.•Tactical. Now, you need a work management and materials management system to control the maintenance process.•Continuous improvement. Finally, if you engage the collective wisdom and experience of your entire workforce, and adapt ‘best practices’ from within and outside your organization, you will complete the journey to systematic maintenance management.


Source: J.D. Campbell and A.K.S. Jardine, Maintenance Excellence, 2001

6

©A.K.S. Jardine

Towards Maintenance Excellence

Today’s maintenance and physical asset managers face great challenges to increase output, reduce equipment downtime, lower costs and do it all with less risk to safety and the environment.

Of course, one must make tradeoffs, such as cost versus reliability, to stay profitable in current markets. We are concerned with how to balance the demands of quality, service, output, costs, time and risk reduction.

We are concerned with levels of competence that must be achieved on the road to excellence. There are clear evolutionary development stages. To get to the highest levels of expertise, one must ensure the basics are in place. How can one tell if one are ready to advance? The following chart will help you decide.

.

Introduction Part 1

1-4

7

©A.K.S. Jardine

Elements of Maintenance Excellence

•Methods and processes

•Systems and technology

•Leadership and people

•Materials and physical plant

Each of above can grow through various levels of excellence:

Source: J.D. Campbell & A.K.S. Jardine (Editors), Maintenance Excellence, Chapter 2, Marcel Dekker, 2001

8

©A.K.S. Jardine

Exc

elle

nce

Leadership & People Strategy & Business Planning

Organization & Numbers Training, Skills, Knowledge & Ability

Motivation & Change Readiness

Autonomy & Teamwork

Mastery Stated strategy with mission, long range vision, goals. Goals are specific, measureable, achievable, realistic and timed (for 2 or more years). Actions match words. Strategy linked with corporate goals.

Decentralized teams operate independent of daily maintenance control & may report to production. Plenty of interaction with production crew members. Maintenance supports teams.

Trades are largely multi-skilled with some multi-trade qualified individuals and regularly use their qualifications. Production staff do minor equipment upkeep tasks. Training time at least 2 weeks per trade per year.

Trades' compensation has a reward component linked to business results. Competitive forces widely accepted as driving need for beneficial changes. Changes initiated by both management and workforce. Changes are usually successful and measureable benefits achieved.

Decentralized teams are self directed and base decisions on business need. Excellent cooperation between maintenance and production at all levels. Teamwork is a visible hallmark of the entire organization.

Journeyman Strategy (as above) but not linked to corporate goals. Actions close to the words.

Decentralized teams controlled by maintenance have plenty of interaction with production crew members.

Trades are largely multi-skilled and regularly use their skills. Production staff do some minor equipment upkeep tasks. Training time 1 to 2 weeks per trade per year.

Cooperative atmosphere prevails, trust between management and labour is high. Change always initiated by management and the need for changes explained in advance and widely accepted. Changes are usually successful.

Some self directed workers and teams. Good cooperation between production and maintenance at all levels. Teamwork may be a feature of the entire organization.

Apprentice Some goal setting for long term, annual plans used.

Mix of decentralized teams reporting to maintenance and central shop structure.

Trades have some multi-skilling and often use those skills. Production staff do minimal minor equipment upkeep tasks. Training time less than 1 week per trade per year. Training need analysis completed for all trades.

Some cooperation between management and labour exists and level of trust is moderate. Reason for change is usually explained in advance. Changes sometimes fail.

Directed workforce with some teamwork but little to no tetam training. Some cooperation between maintenance and production at the working level.

Foundation PM program in place, benefits recognized.

Centralized structure based on trades breakdown. Control through maintenance supervisors / leads in response to production demands.

No multi-skilling is used. Production staff do no equipment upkeep. Training time less than 1 week per trade per year. Some training need analysis performed.

Management motivation explained when questioned. Some distrust but desire to improve exists. Changes often fail.

Directed workforce with no attempt at teamwork outside of shop structure. Good cooperation between production and maintenance leadership.

Novice Breakdown maintenance, fire fighting, no stated goals.

Centralized structure based on trades breakdown. Action directed largely by operations supervisors.

No multi-skilling is used. Production staff do no equipment upkeep. Training is driven by necessity only.

Highly resistive to change. Hourly workforce generally distrusts management motives. No visible desire to improve. Change initiatives usually fail.

Directed workforce with no attempt at teamwork outside of shop structure. Maintenance and production relationship is strained.

Leadership &People

Organization & NumbersTraining, Skills, Knowledge & Ability

Motivation & Change ReadinessAutonomy, Teamwork

Strategy & Business Planning

MaintenanceExcellence

Leadership and People

Introduction Part 1

1-5

9

©A.K.S. Jardine

Measurement in Maintenance Management

10

©A.K.S. Jardine

0.2

0.4

0.6

0.8

1Maintenance Strategy

Organization/Human Resources

Employee Empowerment

Maintenance Tactics

Reliability Analysis/Engineering

Performance Measures/Benchmarking

Information Technology

Planning and Scheduling

Materials Management

Maintenance Process Re-engineering

PwC Top 1/4 PwC Avg

Compare with the best

Assessment to determine your strengths & weaknesses

Introduction Part 1

1-6

11

©A.K.S. Jardine

PdM/PM30%

Corrective30%

PLANNED60%

Corrective20%

Emergency10%

Urgent10%

Breakdown20%

UNPLANNED40%

TOTAL100%

Improving performance is about achieving control

12

©A.K.S. Jardine

PdM/PM45%

Corrective35%

PLANNED80%

Corrective15%

Emergency1% 4%

Breakdown5%

UNPLANNED20%

TOTAL100%

Urgent

Control will deliver lower costs

Introduction Part 1

1-7

13

©A.K.S. Jardine

The Balanced Scorecard: A Strategic Approach to Managing Maintenance

Performance

Source: A.H. C. Tsang

14

©A.K.S. Jardine

Lead Indicators are predictors of future performance

Introduction Part 1

1-8

15

©A.K.S. Jardine

Circuit Performance

?Lag Indicators

? Fault rate

?Complaint rate

?Customer min. loss

?O&M cost

?Lead Indicators

? Line patrol training

? Cable route patrol

? Implementation of RCM program

? Staff training

? Tree cutting

16

©A.K.S. Jardine

The Balanced Scorecard (BSC)

? Financial Perspective —How should we appear to our owners?

? Customer Perspective —How should we perform to gain customer loyalty?

? Internal Process Perspective —What processes must we excel at?

? Learning & Growth Perspective —How will we sustain our ability to change & improve?

Introduction Part 1

1-9

17

©A.K.S. Jardine

The Balanced Scorecard BSC

Objectives Measures Targets ActionPlans

FinancialPerspective

CustomerPerspective

Internal ProcessPerspective

Learning & GrowthPerspective

Mission &Strategy

18

©A.K.S. Jardine

The Performance Wheel

Financial Safety

InternalProcesses

Learning& Growth

Customer

?

?

? ?

?

?

?

?

?

?

??

?

?

Introduction Part 1

1-10

19

©A.K.S. Jardine

• R. Kaplan and D.P. Norton, The Balanced Scorecard, Harvard Business School Press, 1996

• Paul R. Niven, “Cascading the balanced scorecard: a case study on Nova Scotia Power, Inc.”, Journal of Strategic Performance Measurement, April/May 1999, 5-12

• Albert H.C. Tsang and W.L. Brown, “Managing the maintenance performance of an electric utility”, New Engineering Journal, November 1999, 22-29

References for BSC

Today, more than ever, decisions are driven by hard information, derived from data.

Data Acquisition

Introduction Part 1

1-11

MaintenanceMgmt.

InventoryMgmt. Procurement

CoreFinancials

HumanResources

MRP

Project Mgmt.

Payroll

Time-Keeping

CMMS

EnterpriseAssetMgmt.

ERP

Data Acquisition

Source: J.D. Campbell & A.K.S. Jardine (Editors), Maintenance Excellence, Chapter 4, Marcel Dekker, 2001

22

©A.K.S. Jardine

ComponentReplacement

Maintenance Management System (CMMS/EAM/ERP)

Capital EquipmentReplacement

InspectionProcedures

ResourceRequirements

Maintenance Optimization

Optimising Equipment Maintenance and Replacement Decisions

Introduction Part 1

1-12

23

©A.K.S. Jardine

II Managing Equipment Reliability

RCM generates a scheduled maintenance program that logically anticipates specific failure modes.

Reliability by Design - Reliability Centred Maintenance

Introduction Part 1

1-13

25

©A.K.S. Jardine

Reliability Centered Maintenance is a logical process for developing the maintenance requirements of equipment in its operating environment to achieve its desired reliability."

RCM

Reliability MaintenanceResources

"Balancing Reliability and Maintenance Resources."

Reliability Centered Maintenance (RCM)

Source: PricewaterhouseCoopers

26

©A.K.S. Jardine

• Improves understanding of the equipment– Increases understanding of how it fails and the consequences of failure

• Clarifies the roles people (operators and maintainers) play in making equipment more reliable at less cost

• The operation of the equipment becomes:– safer– more environmentally friendly– more productive– more economic– more maintainable

RCM - benefits

Introduction Part 1

1-14

27

©A.K.S. Jardine

• Utility– Reduced maintenance costs by 30 - 40 %– Increased Capacity Factor by 2 %– Reduction of routine maintenance by 50 % on 11 kV transformers

• Mining– Saved $150k in annual oil filter replacement costs in haul truck fleet– Reduced haul truck breakdowns by 50 %

• Manufacturing– Reduced routine PM requirements by 50 % at a confectionery plant– Increased availability of beer packaging line by 10 % in one year

• Military – Ship availability increased from 60 to 70 %– Reduced ship maintenance requirements by 50 %

RCM - Industry Examples

28

©A.K.S. Jardine

RCM Process Overview

Select Equipment

(AssessCriticality)

DefineFunctions

DefineFunctional

Failures

IdentifyFailure

Modes & Causes

Implementand

Refinethe

MaintenancePlan

SelectTactics

usingRCM Logic

IdentifyFailureEffects

andConsequences

•Seven sequential steps•Three major sub-processes

•FMEA•Tactic Selection Logic•Implement in your Maintenance Management program

Introduction Part 1

1-15

29

©A.K.S. Jardine

RCM Methodology Logic

SELECTEQUIPMENT

Is condition monitoring technically and economically feasible to detect warning of a

gradual loss of the FUNCTION?

Is a repair technically and economically feasible to restore the performance the item, and will this

reduce the risk of FAILURE ?

Is it technically and economically feasible to replace the item, and will this reduce the risk of

FAILURE ?

Condition-BasedMaintenance

Time-BasedMaintenance

Default Actions

Time-BasedDiscard

YES

YES

YES

TPM has the power to radically change an organization. It is a doctrine that unifies a group of seemingly opposed or indifferent individuals in an effort to elevate both themselves and their organization to a higher level...

Reliability by the Operator - Total Productive Maintenance

Introduction Part 1

1-16

31

©A.K.S. Jardine

Total Productive Maintenance: Autonomous Maintenance

“TPM causes a major shift. Instead of having maintenance continually “fighting fires”, every operator becomes responsible for autonomous maintenance- for daily cleaning, oiling, lubricating, tightening nuts and bolts; supervisors become team leaders to assure adherence to quality performance standards. Maintenance people concentrate on preventive measures, maintenance analysis, designing machines for maintainability, educating the workforce. Fifteen to 40% of total manufacturing costs are maintenance-related. At least 30% of these costs can be eliminated through TPM”

Source: Norman Bodek, President, Productivity

Total Productive Maintenance (TPM) is the most recognized, yet least understood of the continuous improvement methodologies. TPM has the power to radically change an organization. It is a doctrine that unifies a group of seemingly opposed or indifferent individuals in an effort to elevate both themselves and their organization to a higher level. Some dismiss TPM as the product of a country’s culture – but that is nothing more that cultural prejudice. Others dismiss TPM as common sense, but then that implies that those unable to achieve the objectives of TPM have no common sense.

The objectives of TPM are to optimize the relationship between human/machine systems, and to optimize the quality of the working environment. These are in fact principles that cannot be refuted. The argument from the skeptics arises from the approach that TPM uses to achieve its objectives.TPM seeks to achieve these objectives by recognizing that the roles of engineering, operations, and maintenance are inseparable and co-dependent. These objectives are reached through a process of eliminating the root causes of waste in man/machine systems and the working environment.

Reliability by the Operator - Total Productive Maintenance

Introduction Part 1

1-17

33

©A.K.S. Jardine

III Optimising Maintenance Decisions

Maintenance optimization is all about getting the best result possible ...

Maintenance Optimisation Models

Introduction Part 1

1-18

What To OptimizeJust as in other areas, you can optimize in maintenance for different criteria —including cost, availability, safety and profit.Lowest costs optimization is often the maintenance goal. The cost of the component or asset, labor, lost production, and perhaps even customer dissatisfaction from delayed deliveries are all considered. Where equipment or component wear-out is a factor, the lowest possible cost is usually achieved byreplacing machine parts late enough to get good service out of them, but early enough for an acceptable rate of on-the-job failures (to attain a “zero” rate, you’d probably have to replace parts every day). Availability can be another optimization goal: getting the right balance between taking equipment out of service for preventive maintenance and suffering outages due to breakdowns. If safety is most important, you might optimize for the safest possible solution, but with an acceptable impact on cost. If you optimize for profit, you would take into account not only cost, but the effect on revenues through greater customer satisfaction (better profits), or delayed deliveries (lower profits).


Costs

Ordering cost

Holding cost

Total cost

Optimal order

quantity

Order quantity

The stores controller wants to determine which order quantity will minimize the total cost. This total cost can be plotted, as shown on , and used to solve the problem.A much more rapid solution, however, is to construct a mathematical model of the decision situation. The following parameters can be defined:D total annual demandQ order quantityCo ordering cost per orderCh stockholding cost per item per year


Introduction Part 1

1-19

37

©A.K.S. Jardine


Maintenance Management System (CMMS/EAM)






38

©A.K.S. Jardine


SELECTEQUIPMENT






FAILURE ?



Default Actions

Time-BasedDiscard

YES

YES

YES

Introduction Part 1

1-20

Most items change into an unacceptable state at some stage in their life. One of the challenges of optimizing maintenance decisions is to predict when. Luckily, it’s possible to analyze previous performance and identify when the transition from “good” to “failed” is likely to occur. For example, while your household lamp may be working today, what is the likelihood that it will work tomorrow? Given historical data on the lifetime of similar lamps in a similar operating environment, you can calculate the probability of the lamp still working tomorrow or, equivalently, failing before then. ?t

? = 0.5

r(t)

? = 2.5

? = 1.0

The Role of Statistics

Basic Statistics

40

©A.K.S. Jardine

strategies and tools to make the best maintenance and replacement decisions...

Time-Based Discard

? Operating hours

? Calendar time

? Cycles

? Operating

? Launch

Optimising Replacement Decisions

Introduction Part 1

1-21

41

©A.K.S. Jardine

Historical Data

TodayShortest Time : 9 weeksLongest time: 25 weeks

Then: Establish risk of bearing failing as it ages

191392512

Bearing Replacement

42

©A.K.S. Jardine

Bearing Failure Distribution

0

0.01

0.02

0.03

0.04

0.05

0.06

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35

Time

©A.K.S. Jardine

Failure Distribution

Introduction Part 1

1-22

43

©A.K.S. Jardine

• Risk curve• Economics (Cf & Cp)• Blend to establish the

optimal tp

The Best Time

44

©A.K.S. Jardine








Introduction Part 1

1-23

45

©A.K.S. Jardine©A.K.S. Jardine

• Constant Annual Utilisation

• Varying Annual Utilisation

• Technological Improvement

• Tracking Individual Units

• Repair versus Replace

Capital Equipment Replacement

Economic Life of Capital EquipmentThere are two key conflicts in establishing the economic life of capital equipment:? the increasing operations and maintenance costs of the aging asset ? the declining ownership cost in keeping the asset in service, since the initial capital cost is being written off over a longer time period. These conflicts are illustrated in the Figure where fixed costs (such as operator and insurance charges) are also depicted by the horizontal line: Replacement Age

Optimum replacement age

Total cost

Maintenance cost

Fixed cost

Ownership cost

Optimizing Maintenance and Replacement Decisions

Introduction Part 1

1-24

47

©A.K.S. Jardine

K Fleet

Utilization: 110,000 km/year per tractor

Fleet size: 17

Tractor weight: 23,000

Current policy: 5 year replacement cycle

Fleet Statistics

48

©A.K.S. Jardine

60

65

70

75

80

1 2 3 4 5

Age of Trucks (years)Series 1

EAC - $$ (Thousands)

DATA ANALYSIS:Equivalent Annual Cost vs Age of Trucks

Introduction Part 1

1-25

49

©A.K.S. Jardine






©A.K.S. Jardine



50

©A.K.S. Jardine

Optimising Condition Based Maintenance

Objective is to obtain the maximum useful life from each physical asset before taking it out of service for preventive maintenance...

Introduction Part 1

1-26

51

©A.K.S. Jardine


SELECTEQUIPMENT






FAILURE ?



Default Actions

Time-BasedDiscard

YES

YES

YES

52

©A.K.S. Jardine

Condition Monitoring of Gearboxes: Use of Oil Analysis

“Since introducing CM of gearboxes failures had fallen by 90%.

This is a notable accolade for CM.

It transpired that when reconditioning “defective” gearboxes, in 50% of occasions there was no evident gearbox fault.

Seemingly, CM can be at the same time very effective, and rather inefficient.”

Source: A.H. Christer, Developments in delay time analysis for modelling plant maintenance, JORS, 1999, pp 1120-1137.

Introduction Part 1

1-27

53

©A.K.S. Jardine© CBM LABORATORY, UNIVERSITY OF TORONTO

Age Data Diagnostic Data CBM Model Maintenance

Decisions

CBM OPTIMIZING SOFTWARE

UNIFICATION OF DATA AND DECISIONS

Source: Jardine, A.K.S., Makis, V., Banjevic D., Bratejevic,D. and Ennis, M.,“A Decision Optimization Model for Condition-Based Maintenance”, Journal of Quality in Maintenance Engineering, Vol. 4, No.2, pp 115-121, 1998.

54

©A.K.S. Jardine

Analysis of Shear PumpBearings Vibration Data– 21 vibration covariates

provided by accelerometerUsing <EXAKT>:– 3 covariates significantA Check:– Had <EXAKT> model been

applied to previous histories – Savings obtained = 35 %

Campbell Soup Company

Introduction Part 1

1-28

55

©A.K.S. Jardine

Inspection at WorkingAge = 175 days

Failed at WorkingAge = 182 days

©A.K.S. Jardine

Had we replaced at 175 days… ..!!!

56

©A.K.S. Jardine








Introduction Part 1

1-29

57

©A.K.S. Jardine

PETROCHEMICAL PLANT

MIXING TANK

LINE 1

LINE 2

LINE 3

USE QUEUEING THEORY

58

©A.K.S. Jardine

Why Use Simulation Modeling of Butyle 1?

Answer: Complexity and ease of evaluating affects of different production/equipment/manpower strategies such as:

i) changing operating rules;

ii) adding another finishing line;

iii) modifying level of maintenance personnel.

Introduction Part 1

1-30

59

©A.K.S. Jardine

Maintenance Crew Size Simulation

Good Product

Halogenator

Coagulator South

CementMake-upsystem

CoagulatorNorth

Reslurry TK18XB

Simulation Environment

CyclonesExpellersConveyors

TTF = E, MTTF = 2950 tonnesTTR = Weibull? = 4.20? = 2.29 hours



line1

line2

line3

Baler 1

Baler 2

Baler 3

Baler 4

Baler 5

Baler 6

Wrapper

Wrapper

Wrapper

Scrap

Off. Spec.

CrusherEast

CrusherWest

ReblendPiles

TTF = E, MTTF = 209 tonnesTTR = WeibullMTTR = 2.47 hours? = 2.76 hours? = 1.62

Po l y

Gene r a t o r s

60

©A.K.S. Jardine

Lakeview Coal Power Station: A Case Study Using

Simulation Modelling

Source: K.H. Concannon, A.K.S. Jardine, J. McPhee, “Balance Maintenance Costs Against Plant Reliability with Simulation Modelling”, IE, January 1990, pp. 24-27

Introduction Part 1

1-31

Finally, we look at the specifics of implementing the concepts and methods of this process...

IV Achieving Maintenance Excellence

STEPS REQUIRED

Before you implement reliability improvement and maintenance optimization, you must set up an organization or team mandated to effect change. You will need an executive sponsor to fund the resources and a champion to spearhead the program. You will need a steering group to set and modify direction. Members are typically representatives from the affected areas, such as maintenance, operations, materials, information technology, human resources and engineering. A facilitator is invaluable, particularly one who has been through this process before and understands the shortcuts and pitfalls. Last, but certainly not least, you need a team of dedicated workhorses to execute the initiatives.

Opportunity Mapping

Degree of Difficulty

Bene

fit

Straregy

H.R.

Tactics

Planning

Measures

I.T.

Empowerm’t

Reliability

Process

Materials

1

4 3 5

2

2

2

21

1 13

1

2

2

1

1 2

21 4

3

1

2

3

3 1

DoFirst

DoLast

Achieving Maintenance Excellence

Introduction Part 1

1-32

63

©A.K.S. Jardine

References1. Best-in-class maintenance benchmarks, J.B. Humphries, Iron and Steel Engineer,

October, 19982. Maintenance, Replacement, and Reliability, A.K.S. Jardine, Pitman

Publishing/Wiley, 1973.3. Purchasing Performance Benchmarks, D.S. Langdon and C.A. Mioni, Centre for

Advanced Purchasing Studies, Arizona State University Research Park. (www.capsresearch.org).

4. Reliability Centred Maintenance: A Key to Maintenance Excellence, A.H.C. Tsang, A.K.S.Jardine. J.D.Campbell and J.V. Picknell, City University of Hong Kong, 2000.

5. Maintenance Excellence: Optimizing Equipment Life Cycle Decisions, J.D. Campbell and A.K.S. Jardine (Editors), Marcel Dekker, New York, 2001.

6. Uptime: Strategies for Excellence in Maintenance Management, J.D. Campbell, Productivity Press, Portland, Oregon, 1995.

7. Www.bmpcoe.org/news/pennstate.html (Handbook: Operating Equipment Asset Management)

Sessión 1-2 Introduction

Documents

Transcript of Sessión 1-2 Introduction