Track 2
Maintenance Optimization
Christer Idhammar, IDCON, INC.
Christer Idhammar is a world renowned and awarded expert within Reliability and Maintenance. He started his career in the Swedish merchant marine where he started developing fundamentals of his Results Oriented Reliability and Maintenance Management concept. During the last 35 years this concept has evolved during his time as mechanic crafts person, engineer, manager, consult, educator and philosopher, reliability guru and company leader. As a consultant he started the Idhammar group of companies in 1972 and his own company in USA 1985 -IDCON, INC in Raleigh North Carolina, USA. He received the coveted EUROMAINTENANCE Incentive 2002 award during the biannual EUROMAINTENANCE 2002 conference in Helsinki in June 2002. Among 19 member European countries he was nominated and received the award from EFNMS European Federation of National Maintenance Societies - for outstanding achievement and world wide accomplishments in the field of reliability and maintenance. He also received The Salvetti Foundations' Best Presentation all categories among 158 presenters in Brussels Belgium 2008. Several hundred successful companies around the world have included Mr. Idhammar in their improvement initiatives.
Abstract
Maintenance optimization can be made simple, if you make it too complicated the optimization process often cost more that the benefit. 90% or more of maintenance practices can be standardized and reused if it is done right. 5 - 10 n% of practices might require an analysis. In this presentation a case study will show how this can be done in a manufacturing environment in a process industry.
Walter Reed, Building 18 Investigation as Told by the Investigation Officer for the Secretary of Defense
Ricky Smith, CMRP (former MAJ Ricky Smith, US Army Reserves), Allied Reliability
Ricky has over 30 years in maintenance as a maintenance manager, maintenance supervisor, maintenance engineer, maintenance training specialist, maintenance consultant and is a well known published author. Ricky has worked with maintenance organizations in hundreds of facilities, industrial plants, etc, world wide in developing reliability, maintenance and technical training strategies. Prior to joining Allied Reliability in 2008, Ricky worked as a professional maintenance employee for Exxon Company USA, Alumax (this plant was rated the best in the world for over 18 years), Kendall Company, and Hercules Chemical providing the foundation for his reliability and maintenance experience. In 2003 – 2005 Ricky was activated as a US Army Reserve Officer Commanding a Direct Support Maintenance Company in Iraq and Kuwait and most recently was activated as the investigating officer for Walter Reed, Building 18 inadequate housing of Wounded Warriors where he worked for the Secretary of Defense and his findings and recommendations were reported to Congress and accepted and implement by the US Army. Ricky is the co-author of ―Rules of Thumb for Maintenance and Reliability Engineers‖, ―Lean Maintenance‖ and ―Industrial Repair, Best Maintenance Repair Practices‖. Ricky also writes for different magazines during the past 20 years on technical, reliability and maintenance subjects. Ricky holds certification as Certified Maintenance and Reliability Professional from the Society for Maintenance and Reliability Professionals as well as a Certified Plant Maintenance Manager from the Association of Facilities Engineering.
Abstract
As a result of negative media attention February 2007, Secretary of Defense Robert Gates formed an investigative team to examine problems at Walter Reed Army Medical Center. I was proud to serve on a team of professionals that included former US Congressmen, Military Surgeon Generals, and other military officers tasked to identify the root cause of the problems within 30 days and prepare a report to the US Congress. What was found was facilities where wounded warriors were housed were in terrible condition. What we found was facilities and their support utilities in ill repair due to sporadic ongoing maintenance with clear structure and leadership. The maintenance and reliability process was broken and had been for possibly over 20 years but no one could see it. This presentation focuses on the causes and recommendations which change the facility maintenance world for the US Army Medical Community.
Seeing ROI with IR Thermography for Predictive Maintenance – Even in a Down Economy
David Doerhoff, FLIR Infrared Cameras
Since 2001 Dave Doerhoff has been a District Sales Manager for FLIR Systems, the global leader in manufacturing infrared cameras. Prior to joining FLIR, Dave was with Olympus for six years as a District Sales Manager for remote visual inspection equipment. Dave holds a degree in Economics and Finance from the University of Missouri that he earned in 1991. In his spare time, Dave enjoys spending time with his wife and their five children and working around the house.
Abstract
The sluggish economy is taking its toll on many areas of industry. Manufacturers are looking for smart, cost-effective ways to help their facilities to operate more efficiently and save money without sacrificing product quality and performance. Infrared thermography has proven itself to be a valuable tool for predictive maintenance and process monitoring system applications for many industries – even in sub-par economic times. Infrared thermography is the production of non-contact infrared or heat pictures from which temperature measurements can be made. By detecting anomalies often invisible to the naked eye, thermography allows corrective action before costly system failures occur. Portable infrared imaging systems scan equipment and structures, then instantly convert the thermal images to visible pictures for quantitative temperature analysis. Infrared thermography is being used by manufacturers for the predictive maintenance of a wide range of applications, including mechanical systems, electrical systems, and building diagnostics – making it a smart investment for its versatility. Typical mechanical systems monitored in a predictive maintenance infrared program include bearings, motors, pumps, compressors and conveyor idlers. For electrical applications, infrared thermography can detect loose connections, corrosion, and load imbalances. Building envelope studies can be conducted where heat losses can be detected and analyzed. Manufacturers are seeing ROI with infrared thermography programs as the technology enables them to take corrective action before problems occur - thus saving money and other resources. Types of savings include: reduced PM inventory because problems are caught early, labor savings by taking immediate corrective action, energy savings – both from making sure that equipment is running optimally and sealing building leaks, decreased downtime, increased production, reduction in waste and scrap parts, quality assurance during the process via real-time process control, and much more.
Identification and Elimination of Systemic Problems
Chris Eckert, Apollo Associated Services, LLC
Keeping his clients’ goals and objectives at the forefront, Chris carefully analyzes each organization’s situation and culture, and recommends customized programs that not only meet their needs, but help them achieve success beyond what they anticipated. He formerly fulfilled design and reliability engineering roles within both Dow Chemical, and Rohm Haas. After leading the implementation of RCA programs at site and enterprise levels within Rohm Haas, the organization quickly sought his help spreading the success across other departments, including environmental health and safety, supply chain/logistics, customer service and accounting. Working with clients in a variety of industries, Chris is especially well-versed in the chemical/petrochemical, and aviation/aerospace industries. When a supplier of aircraft components learned that its sole source relationship with a major customer was in jeopardy, it called in Chris to help save the contract. Described by both parties as a "broke and dysfunctional" relationship, Chris performed a RCA and successfully identified solutions that not only resolved the problem, but improved their relations. Both parties said a resolution would have been impossible without the insights and solutions Chris delivered. Chris holds a B.S. in Mechanical Engineering from Rose-Hulman Institute of Technology and has been President of Apollo since 2002.
Abstract
If you have picked all the low hanging fruit, it may be time for a new approach to achieve further improvement. Opportunities, often larger than the fruit that has already been picked, frequently remain hidden. These opportunities are the systemic problems that are pervasive throughout all work processes in the entire organization including reliability, manufacturing, EH&S and supply chain. Systemic problems have considerable negative impact on the overall performance and competitiveness—they are responsible for generating many of the problems you have been working hard to eliminate. Left unchecked, systemic problems will always generate new problems. A new technique is needed to identify and gain support for the elimination of the systemic problems in your organization. This approach may be far simpler than you would think--integration of past root-cause analysis (RCA) cause and effect charts. When you are busy, it is difficult to find time to improve existing programs like RCA. If you have an RCA program already in place, you may be in luck. Surprisingly little additional work is required to merge past RCA’s into a dynamic cause and effect chart.
With careful review, systemic causes will be found more easily in a dynamic analysis than in the individual RCA’s. This paper will review best practices for identification and elimination of systemic problems, including: What is a systemic cause? Where do you find systemic causes and systemic risk? Which Systemic Causes do you tackle? Obtaining management buy-in and support (often, they are the only ones in a position to eliminate the systemic causes) Identifying and implementing system-wide solutions.
Total Plant Maintenance – Progression to Excellence
Earl Hill, Loma Consulting, and Robert Moore, United Water
Earl Hill operates Loma Consulting, a small Indianapolis-based maintenance consulting company. Since 1985 he has lead reliability centered maintenance and other maintenance optimization efforts with over two dozen companies (mostly power generation and delivery companies). He is the author of several works on maintenance optimization written for the Electric Power Research Institute (EPRI) Mr. Hill holds bachelors and masters degrees from Rensselaer Polytechnic Institute and an MBA from the University of Pittsburgh. He is the past chair of the Society of Maintenance and Reliability Professionals (SMRP) Indiana Chapter, and spoke at the last SMRP National Conference in Cleveland Ohio. Bob Moore is the maintenance manager for United Water’s O&M contact at the Indianapolis Waste Water facility. He has over thirty years of experience in the waste water industry, and has served in a maintenance manage capability at water facilities in both the United States and in Europe. Joni Baxter has over 5 years experience in wastewater treatment industry. She has a degree in Civil Engineering from Purdue University. Certifications include II vibration analysis certification and a level III operator certification. She is a member of the vibration institute, American Society of Civil Engineers, and SMRP. Increasing plant reliability has been her focus for the past two years which includes leading FMEA/RCM studies as well as implementing design improvements to wastewater equipment
Abstract
United Water has operated the Indianapolis waste water treatment system since 1994. In truth, UW has done more than operate the system – it has entered into a partnership arrangement with the City under which gains made in system operation are shared. In other words, when UW improves performance it shares the gains. To this end, UW has instituted a number of programs under the name of ―Total Plant Maintenance‖ (TPM). These programs include use of key performance indicators, advanced CMMS, improved maintenance training, and others. Recently, UW has started a program to implement Operator-Driven Reliability (ODR). This presentation will summarize all the elements of TPM and discuss the gains UW has made in Indianapolis waste water system performance.
How to Manage RCM Implementation Across Multiple Sites
Walter Nijsen, CMRP, Cargill, and Doug Plucknette, Allied Reliability
Walter Nijsen, CMRP, holds the position of Assistant M&R Leader for Cargill Grain and Oilseeds Europe. Walter is responsible for developing and implementing the maintenance and reliability strategy for about 30 locations across West and East Europe. During the last 5 years he is been traveling and visiting the locations to actively support and implement maintenance best practices. Walter has been instrumental in building the overall reliability culture and vision for Cargill worldwide by actively participating in maintenance steering committees, conferences, facilitating trainings, developing systems and procedures. Walter holds a degree in Chemical Engineering and joined Cargill in 1995 where he has held several positions in Engineering and Maintenance. He is certified in several predictive technologies like, vibration monitoring, oil analysis, infrared, ultra sound, nondestructive testing and a certified maintenance and reliability professional since 2003 and a certified RCM Blitz Facilitator. Walter is a professional speaker and presented at several conferences where the audience always experiences his presentations as energized and convincing. Doug Plucknette, after working nine years as the President of Reliability Solutions, Inc, joined Allied Reliability as RCM Discipline Leader in July of 2007. As the founder of RCM Blitz™ he has provided Reliability Training and services to numerous companies around the world, large and small including such Fortune 500 companies as Cargill, Whirlpool, Honda, Coors Brewing, Energizer, Corning, Invista, and Newmont Mining. Doug has made key contributions to standard reliability measures for manufacturing, and reliability training programs for engineers, managers, technicians, and skilled trades. He has trained numerous client RCM Facilitators and performed RCM analyses in hundreds of pieces of manufacturing equipment. Doug has worked with Rochester Institute of Technology to help develop three Reliability Engineering courses that are now offered in RIT’s Reliability Maintenance Certificate Program. Prior to his work as a consultant, Doug worked nineteen years at Eastman Kodak Company in Rochester, NY in positions as a skilled tradesperson, lead-person, maintenance supervisor, and reliability engineer. Doug holds a certificate in Reliability, Engineering and Maintenance from Rochester Institute of Technology. Doug lives in Spencerport, New York with his wife and two children. In his spare time he enjoys water skiing and high school sports.
Abstract
While many companies find it difficult to plan, schedule, perform and implement a single RCM analysis, Cargill’s Oilseeds Business Unit in Europe is taking on a much larger challenge, performing several RCM analyses each year and implementing the results at each Oilseeds facility in Europe. Cargill’s Paul De Ruijter and Walter Nijsen have for years understood the impact performing RCM analyses could have on improving the reliability of critical assets, the challenge for Cargill was to develop a way to perform the analyses in a way that each facility understood the importance of the effort and manage the implementation of hundreds of RCM tasks at each facility. In this paper and presentation, Cargill’s Walter Nijsen and Doug Plucknette of Allied Reliability will show how Cargill and Allied worked to: 1. Select Critical Assets as candidates for RCM analysis 2. Use cross-functional teams to perform the RCM analyses 3. Develop a plan to implement the resulting RCM tasks 4. Track and Report implementation results at each facility This presentation will provide clear guidance how to deploy the RCM recommendations at a plant or business unit level. The Cargill / Allied approach can be used in any facility / organization, the audience will go home with a clear understanding and tools to be able to execute in their daily life.
Predictive Maintenance (PdM) Integration Electrical Distribution Safety and Reliability
Dale P. Smith, CMRP, Predictive Service, LLC
Mr. Smith has over 18 years of experience within the engineering and reliability consulting industries designing, implementing and running successful multi-site corporate safety, reliability and energy programs for medium, large and Fortune 500 companies such as Alcoa, General Motors, Kaiser Aluminum, ADM, Schering Plough and Wyeth. Mr. Smith formerly served as a Programs Manager for an engineering consulting and safety services firm and managed combustion system safety and asset reliability programs with three global automotive, aluminum and pharmaceutical clients. These clients represented over 300 facilities worldwide. He was the single-point-accountable (SPA) manager responsible for the day-to-day operations, corporate relationships, training, program efficiencies, overall contract administration and profitability Projects at Predictive Service include overseeing the development, management and growth of reliability programs for over 15,000 production assets and ensuring that the clients achieve the most cost effective, reliable, safe and competitive facility capacity. Mr. Smith is a Certified Maintenance and Reliability Professional (CMRP) through the Society for Maintenance and Reliability Professionals (SMRP) and an active member in the Association of Maintenance Professionals (AMP). He is a Corporate Programs Manager with Predictive Service in Beachwood, OH.
Abstract
Electricity and its distribution through your facilities and lives are inescapable requirements in today’s society. It is one of the safest and most versatile utilities available with increasing technological advances making it more so. Even with this claim, we are experiencing an increase in electrical system failures and fires, arc flash incidents, injuries and deaths. Thin or Missing ―Layers of Protection‖ – Most organizations will never have the financial resources, expertise and desire to always have state of art electrical distribution systems that just ―fix‖ themselves. Therefore, facility personnel are exposed to aging and/or "grandfathered" systems with out dated safety barriers, documentation, out-dated designs, installations, and numerous code, training, maintenance, and procedure gaps. As a result, many safety programs struggle to address short comings and resort to basic training, procedures, communications and overly conservative guidelines to reduce risk exposures. When these safety goals do not align with the realities of implementing maintenance tasks, ―workarounds‖ are developed. These short-cuts hide or accentuate
failures and risk factors but become tribal knowledge, common practice, and accepted in the corporate culture. Predicting the Future – Predictive maintenance (PdM) technologies such as infrared, ultrasound, motor circuit testing, transformer oil analysis and your god-given senses are invaluable early warning tools. They add layers of protection to facilities and personnel by monitoring assets’ condition, performance, potential failure modes, and providing mountains of information for risk and safety mitigation strategies. This paper uses the following points to systematically walk you through an electrical distribution system from the high voltage substation or incoming high voltage feeds, transformers, switchgear on down to motors and lighting panels. 1. Equipment-specific risk exposures 2. Insurance and industry loss data 3. Examples of real failures 4. Applications of PdM technologies 5. The use of centralized, online software systems to monitor dashboards of key performance indicators (KPI) and develop customized reports for trending and forecasting. Ultimately, attendees will have a road map for enhancing your organization’s overall ability to maintain the most cost effective, safe, reliable and competitive facility capacity.
Asset Utilization - Key to Excellence in Manufacturing
David E. Brown, MX Technologies LLC, and Jeff Muirhead, Ashland Inc.
David Brown’s work experience includes 29 years at Hercules Inc. in various manufacturing roles. His last two positions were Director of Equipment Process Safety/Reliability and Director of Manufacturing Excellence. He established and led the corporate Reliability and Maintenance Center of Excellence for 10 years, during which time he led the development of Hercules’ Asset Utilization program, and its implementation across more than 40 plant sites. David is now the managing partner of MX Strategies LLC, which supplies products and services to manufacturing companies that recognize the strategic importance of excellence in manufacturing. Jeff Muirhead is the Reliability Maintenance Team Lead for the Functional Ingredients Parlin Plant and leads their Reliability and Maintenance program. His experience includes 15 years as a Maintenance Coordinator as well as 7 years of plant experience leading the Parlin plant Reliability and Maintenance Program . He is also a member of the corporate reliability network and participates in a sub-team effort to reduce unplanned process fires across the corporation. Jeff holds a BA degree in Liberal Arts from Thomas Edison State College and an Associate of Science Degree in Mechanical Engineering from Middlesex County College.
Abstract
Asset Utilization is a product loss accounting system that ties directly to plant capacity, supply performance, customer satisfaction, and the resulting gross profit. Hercules implemented Asset Utilization in 1997, as the highest level metric for their Corporate Reliability Team. The Vice President of Manufacturing quickly grasped the importance of this metric and its associated improvement processes, and requested that it be implemented at all plants globally. Since that time it has been implemented in more than 40 plant sites and in many different types of processes. It has been successfully utilized in batch, continuous, and combination type processes. Asset Utilization has become central to production managers and manufacturing managers improvement goals. Plants with a diligent improvement effort have improved both supply performance and capacity, and it’s not uncommon to show capacity improvements of 10 - 30%. In this presentation we will share critical elements for a successful initiative and present a case study of one plant’s experience.
The link between plant reliability and energy efficiency, and making a difference in a capital constrained world
Dr. James Neale, Industrial Energy Efficiency Division, Energy Research Group, University of Waikato
Dr James Neale, Senior Research Fellow, Energy Research Group, University of Waikato James is a CMRP and is the leader of the industrial energy efficiency division of the energy research group – the largest energy research group in New Zealand, with current projects spanning pulp and paper, dairy processing, steel making, food processing, plastics, packaging and petrochemical industries. James has a PhD in Mechanical Engineering from the University of New South Wales and has 13 years experience as a professional engineer with expertise in fluid mechanics, thermodynamics, industrial energy efficiency, acoustics and engineering economics in both experimental and numerical modeling applications. Not content with just doing research James takes great satisfaction in facilitating capital projects that result in real long term savings for clients in a range of industries in terms of reduced energy costs, increased plant capacity and improved plant reliability. James has worked extensively on industrial compressed air systems across a wide range of Industries and has developed customized leak management solutions that have been successfully implemented across a wide range of industries. In addition to compressed air James works across many other energy related applications including heat recovery and integration, steam systems, utility loop optimization and energy audit methodology development, with current projects covering all of these areas, and regularly consults with a range of industries in New Zealand, Australia and internationally in relation to plant design, process efficiency and maintenance practices. James is a happily married father of 4 children. John Richard Herbert, Site Services manager, Fonterra Te Rapa, Hamilton, New Zealand John Richard Herbert is an Engineer currently working for Fonterra Cooperative Dairy Group, based in Te Rapa, Waikato, New Zealand. He has 27 years of experience in engineering working in maintenance, energy and operational roles. In 1994 he completed his New Zealand Certificate in Engineering (NZCE) in mechanical engineering gaining also an IPENZ Award for Achievement in Engineering, a Waikato Polytechnic Award for Achievement in Engineering plus the Trigon Packaging Award for the top stage 5 students in Engineering. Following on from this in 1997 he completed his Post Graduate award in Management Studies with the University of Waikato and has continued his professional development through various courses run by University of Waikato Engineering School and University of Southern Queensland Engineering faculty. John’s passion for Energy has seen Fonterra Te Rapa reduce its energy consumption by 15% on a per tonne basis. His current emphasis is on plant scheduling to
allow for optimal efficiency of plant and maintenance windows through a Fonterra design application.
Abstract
The recent volatility in energy costs and the potential for greenhouse gas emission trading has raised the awareness of industrial energy efficiency in most manufacturing and processing industries, yet there is a real and significant gap between the efficiency opportunities that are available and the level of savings that actually get implemented. In a similar manner there is ample evidence that the same can be said of most maintenance and reliability programmes as well. However there is a much larger opportunity when the link between plant reliability and plant efficiency is established, where in most cases the single largest determining factor of plant efficiency is not actually process efficiency but plant reliability. This presentation an corresponding paper will focus on actual case studies where the link between plant efficiency and plant reliability have been made, focusing on a large milk powder processing plant in New Zealand. Four years ago two separate projects were initiated, one looking at plant efficiency in detail and the other a maintenance improvement programme. To date an overall energy reduction of over 15 % has been achieved, with the majority of these savings linked directly to improvements in plant reliability. Energy saving initiatives were also found to have significant impact on plant reliability, with obvious associated spill-over benefits beyond a basic energy cost saving. Recent volatility in global finance markets have placed an even greater stress on already tight operating conditions for many manufacturers and process plant operators, with major reductions in available capital for plant improvement and improved maintenance programmes. Notwithstanding these limitations there are still numerous low capital cost opportunities available to most plant operators and maintenance personnel which can have a direct impact on the profitability of the business. Specific examples will be shared relating to several New Zealand based industries, including how attendees can return to their plants and develop their own business case for similar opportunities.