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RELIABILITY Sydney Water PWCS Orica OneSteel OVERVIEW Reliability/ availability MTBF from filure Delay recording Internal SAP, Ops measurement systems history (Maximo), system. Data availabiity, delay system, Availability, validated by ops, costs, bad SCADA JK MTTR JK reviewed by actors JK Rel/Maint JK Reliability/ availability RCM, FMECA, RCM, Maximo failure RCM Cost RCM Cost, analysis tools FTA, Courrently data, RCA Hatch K JK Avsim, ARENA reviewing RCM KL Cost tool J Reliability/ availability % availability, %availability, Uptime JK OEE J etc measurement average repair %utilisation, Op Eff parameters (eg OEE) time, frequency %, Use of Avail, % of failures Integrity JK People issues/ We are in the Reliability teams, K Training, initiatives for Reliability initial stage of RCA not rolled out, Focus groups, promoting Need more exposure Audits, Rel reliability to improve culture Team, Rel initiatires JLL JK Network J Organisational Central group Reliability teams at K Ind. Rel Group structures to support called 'Maint each terminal, good (central), Bus reliability Analysis & support, Use former unit Rel Eng, optimisation' to trades perple etc. J Rel Network, support reliability Rel Lead team JJ J PM optimisation Inhouse maint Evaluating processes RCM Cost RCM Cost/ processes/ tools planning team available, would like JK Avsim, PMO carries out PM to commence this 2000 K reviews and year K optimisation JJ Continuous WE have a Driven by incidents & JK SAP, OEE, improvement process maintenance performance K SCRA for equipment improvement (symptom, strategies program (MIP) connect data, JJJ root cause, action), PDCA K What business Centralised team Process being JK Rel Network, processes are in place liiks into reliability developed with Rel focus to improve reliability improvement KK coordination between Groups, Rel 2 sites JK Team J Northparkes Shell Bluescope Steel AstraZeneca Mine Matrikons's Availability- Availability - loss measures, SAP, process more K, production losses, Event system - lost tonnes, availability MTBF, MTBF- from Production/ process KL Availability J CMMS KL systems J FMECA, RCM, 5 Bad actors from Excel - Pivot tables and Excel Pareto, Whys J MTBM, RCM pareto, FMECA, FTA, ETA RCA LL started, SAP K being implemented JK MTBF, MTBM, OEE, uptime, critical OEE JK availability, Asset Availability, Maint equipment performance, ultilisation J cost (solomon critical process parameters index) KL (lead indicators) K Initial stage, Reliabilitity engs Reliability walkes J, have Data not Promoting moving into reliability roles as position specific, Not Reliability J production, Main descriptions but often using separate JK caught up in day to day systems issues. Basic education in properly KL concepts is wanting L 2 operating As above & rel Operations and asset Team based departments, 2 team, Global managers have a common maintenance, people driving alignment of manager, SMN leadership Broken eng reliability K reliability tools & and tool kit K functions LL processes JJ In-house review Nil - RCM started In-house focus teams, No process, LL Hatch gateway beginning, Only at Trialed SKF & transfield installation (RCM), UOW/Bluescope LL strategiest training Hatch FMECA, Rel teams work on RCA feedback into Continuous Maint bad actors LL strategies, Focus on improvement improvement problem areas, BF meetings JK program J shutdown strategy review Philosophy Implementing SAP reliability process flow Org developed on RCM & SAP PM currently being develped restructure site based on KK KK TPM & RCM BOC Rio Tinto Mt Thorley Snowy Hydro Warkworth Cost of Downtime - COD Minview, MAPS, LOA database, Defect x JJKKLL (Excel/ Acess database) K MTBF, Utilisation Management System, Ellipse J Learning from Global - PLM MTW Truck Action RCM Cost, AVSIM, x JJKKLL structure, SIRF Rt RCA, Query Group. Am reviewing (RCA is used as a log K RCM & FMECA process. No specific tools) J Availability - COD, Maint KPI MTBF, % availability, FOR(Forced Outage x JJKKLL under implementation J % utilisation. rate), Plant availability, Start Reliability J Global Maximo implementation, Truck Action Group. General support and x JJKKLL Implementing Maint KPI's K, Cross functional team awareness exist. Changing culture to focus on containing both Regular reiteration is Planning & Scheduling K, Maintenance & needed for sustaining Essentrial care, condition Production Personal. reliability concepts K Monitoring - ECCM Cental group to support Same as above Central group to x JJKKLL strategy, regional treams for facilitate reliability maint improvements, Plant- processes. Regional operator technicians (POT's) teams to drive J are responsible for routine maint K Global guideline. Improvement In house RCM as a Process. x JJKKLL vased on global learning/ Fitter/Planners Optimisation is based sharing of failures L organise PM in on market and conjuction with practicalities J production requirements No set process but gets Review of Use RCA, RCM and x JJKKLL captured through various maintyenance plan other CI tools to meetins and gets implemented every six months, review equipment L breakdown analysis maintenance strategies turned into planned event. None L Eliminate the line that MRA Process based x JJKKLL traditionally seperates on RCM, Maintenance from Production. Cross functional Team. Reliability Overview & Bluescope Steel people Issues in Reliability Port Kembla Tomago Aluminium RTCA - HVO CHPP's What output measures of Working ratio, OEE, OEE, No. of failures, OEE not currently reliability are important fro your Delays/Interruptions, Cost of failures, PM measured, Operational business Loss of production K completion rate, & Maint Delays, Schedule Quantity Measures completion rate J (output) K What is your businesses Recognition that Operations Corp office has current focus on improvement maint. Improvement responsible for improvement plan, Site of reliability needs site wide reliability, Have a has a road map to agenda driven by Reliability Policy, improve reliability - 1 to Mgmnt Team. Continuous 3 year plan K Otherwise by Silo improvement Businesses K philosophy J What operational delay Event man. Systems Equipment Delay reporting system. collection and analysis have widespread use downtime, Daily high level analysis systems do you use & are mature. Used production reports K of delays, Weekly high at all levels in org. level top 10 analysis of Regular review of delays, Review of data data & Meetings J at low level not done currently K How is your organisation trying Department driven Continuous Proposed in site road to get front line involvement & with various degrees improvement teams, map (AU plan). Aim to culture change of success. No DFA with trades, involve more operators systemised Tech advisors in & maintainers in RCA's. mechanism yet. New departments. K Focus on operator work proposed for training packages K manufacturing teams K Ratio of people in full time No full time roles 1 leader, 3 Fill time reliability reliability roles vs total (PKSW). Maint practicing & 5 engineer role, reliability organisation number Strategist role #100 technical advisors technicians roles Ratio off. Some strategists 9:1000 (1:111) J 4:100 (1:25) J do more reliability work than others K What is the structure of your Each business has a The reliability Rel Eng, Rel tech & reliability organisation Department Asset organisation is a Maint Eng report to Team (DAT) that part of Plant Projects/Rel Supt. Rel owns reliability(Plant services which is a Supt, Process Supt, Mgr, Alliance Mgr & part of Continuous Prod Supt & Maint Supt Asset Mgr) K Improvement J report to Plant Man. J How does you organisation Review of Web page, Toolbox No illustration of results, sell/ promote reliability Performance Meetings & DFA K small involvement in Measures @ DAT. RCA's L So system across org. L Snowy Hydro OneSteel PWCS Xstrata Forced outage rate, Start OEE, Safety B/Down Freq & OEE, Tonnes/op hr, Reliability, Defects Incidents J Severity K Mtis/op hr, PM Reporting J Completion, Schedule Completion, Defect Completion Ratio K Recognised and included Recognised at No high level Recognised at corporate in Policy Documents, Board Level as focus, Left to level of need to SUPPORT EXISTS J critical to achieving maint establishing Reliability Business Plan - departments L Principles at site maint Strong Support teams, Need to JJ establishing maint Stds at all sites K Defect reporting system SAP & Assorted In-house Defect Reporting system LOA database K Databases, COG production in place, Delay codes in NOS, SCADA. database of little place at all sites. Monthly Limited analysis, value to performance Report adhoc and difficult Reliability distributed to all sites, K Engineering L Some sites reviewing data better than others and using it to drive improvement J Reliability Training, CI Focus Groups/ Trying to engage Continuous improvement teams, workshops, Audit Teams, trades in teams working at sites, Support involvement of Networks, improving employee involvement shop floor people for Breakthrough maintenance equipment selection, reliability work J project teams, practices K O/Haul and Modification, training, Some sites involved in secondment of Rel Maint Review J Champions J Ratio 2(full time):500 15 to 20 : 3,500 to 2 : 400 (1:200) K Role now created in (1:250) 4000 (1:214) K NSW, Qld for Reliability (All key people have Eng, Key Responsibility reliability as a to establish, foster and performance measure in promote reliability at site PD's) K level K Central group supporting REMS Reliability Specialist Site maint teams/ No and facilitating Reliability Engs & Business Engineer dedicated Rel employees issues of 4 regions K Reliability supports at site level, Eng at group Managers report to Maintenance level L the Reliability Lead Supt K Team J Web Pages, Team Website, Rel Poorly L Review performance, briefing reports K alerts, Rel info , Produce monthly reports, Network meetings, Hold group engs meeting training, Hands on K assistance K JKL JKL JKL JKL JKL JKL JKL Reliability Tools Orica Snowy Hydro BOC Newcrest - CVO PWCS RTCA HVO (CPP's) Shell OneSteel Delta FMECA/RCM & CM What are your Vib mon J SAP Ellipse, LOA Maximo K Excel Pronto- currently Mech ops personnel Delay prod. Reporting SAP: (Rotating Equip SAP, SCADA, CM Ellipse, Process typical sources of K Thermal database, Defect mgt J ProcessnetJ implementing & operational alarm system, CMMS, Daily Database & Pacer will be History, Delay Logs/ Net J data for reliability Imaging J system K PITRAM, Modular data. Equipment operations review obsolete), CM Survey K Database, Operator/ KPI database J analysis & RCA? plus CM & PM's K performance data, meeting, Weekly Fitter memory, Wonderware J CM data, operational operations review (Top Workshop Records J delay data, w/O's J 10 Delays) K What are your L RCM Cost, AVSIM, Graphing data from Sum of delays & Manual, CM Reporting CM Reports, Manuals/ Apollo/ SIRF/ TAP Root Excel, Past normal tools/ Spreadsheets K above, On-line data Count of delays KL Records, Process RCA Tools. Min CAM J Records L methods for trends for plant using Excel pivot Information (Info Plus) L analysis of data? tables & Excel autofilter. Calculated Parameters, Pareto, Charting J What do you use as Plant outages and Risk analysis done PM's K Logsheet Downtime, Cost, Operational delays K Equivalent plant Plant Outage, Safety/ Phone Call (Ad Hoc), Efficiency Drop, a trigger to start a upsets K using defect mgt review J Trips J Reliability K downtime (income envir incident, No. of Production Loss (in Forced Outage more detailed system, individual loss), Safety/Enviro. failure per year for some locations), Major L analysis of a judgement J Incidents - based on equipment (Bad Actors incident, Mgt decision reliability problem? Risk, Cost of repair List) J based or reporting K (lesser extent) K What is your Meetings with ops, Maintenance review Weekly OPS Process Plant Wkly Weekly meetings/ Weekly meeting with Reliability Focused Reliability Lead Team Weekly Meeting structure for maint & meetings (recently meeting NSWR J meetings, Weekly feedback to mgr, prod, process, Teams (for bad actors), (RLT), Reliability with Asset Plant reliability review? Management J introduced). Plant WOP SPR J Loss mods meetings K maintenance & Maint. & reliab. Input., Production Review Services group, Owner, Plant (Meetings? who Engineer team prevention/ Toolbox operations K more analysis of data Meetings (Daily), Maint Improvement Teams Performance K involved?) leaders, Maint mgt L required prior to Review Meetings (feedback to), Business meeting J meeting. K (Weekly), Representation Units (supply problems) from Ops & Maint J J What equipment L AVSIM based Critical machine Spares - SCAS K Operational delay Done as an overview - Risk Analysis, J.Factor Risk Ranking, Known Risk criticality review modelling. Also trending K Critical count per machine K based on plant Calculations (for Priority Operational Security (Risk Analysis), process do you addressed through machine spares K downtime consequence Setting) J Audits K Critical Spares K use? RCM process K K What coding SAP L Started using similar Maximo J Pronto - Currently PM - Preventive Nothing Formal, Too SAP (Recently SAP LK L systems do you codes in RCM and Implementing ?O Maint many to choose from in implemented SAP PM) J use to help classify CMMS system. Still in CM - Condition MMS - needs to be data? early stage L Monitoring streamlined & BM - Breakdown communicated. L CAP - Capital & Mods K What plant Paper going to Paper/ Computer K Paper/ Computer. Paper, Change mgt Change Paper based change Paper & Computer Paper (Capacity in Paper Work K modification Computer K IMS 4-17 J Mods - Project management Form/ management, Check (SpreadSheet), SAP) K control system is Register K Process (Structured list Y based on risk Management of Change) use? (paper/ Process) K level for approval K J computer) What action L Defect mgt system. Excel spreadsheet Mods - Project Work list of progress Have written action Excel spreadsheet, MS SAP + RLT (Rel Lead KPI's J tracking system do Manual K K KPI database J Register in Excel L & completed jobs. sheets, updated at Project K Team) Review K you use for (CMMS Workorders meetings J reliability? with Project Code) K Time & resources LL Addressed by L L Low resources. Large task - needs to Set deadline from mgt. Aprox 300 manhours L required to introducing some Manly focussed on continually review - Target is 1 year to do for typical Process Line implement FMECA/ sensible short cuts problem definition, Requires an owner K RCM Study & Implement K RCM LK then partially for all plants. K involved in solution implementation K RCM Software Comparison Chart RCM Cost (ARMS) RCM Turbo (Strategic) Overview General Can use real WO data A methodology that provides all the Functions & Structure Good graphical display of costs & elements required to take an of the Software criticality organisation from where it is today Good comparison of alternative through to a new, optimised RCM strategies based maintenance regime Can be part of full suite of Rel improvement tools Mature stable product Proprietary Database structure Training /support The software itself is user friendly. required to users up to The process of introducing a speed with the software reliability based approach however is not one of filling in software fields. That said, users should be proficient in the base functions within a five day period. Additional functions such as workflow grouping, scheduling etc may require some further training. Strengths of the See below five items Software Support standard RCM Supports Functions/ Functional For an independent analysis of RCM process. Support for failure /failure mode structure Turbo compliance to the JA1011 Structured strategy Complies to JA1011 RCM Standard Standard (which defines the decision making & Can sort modes on criticality (RCM elements of an RCM process) see criticality analysis Cost) the attached. RCM Turbo is a AVSIM handles equip criticality based decision support methodology from on system configuration beginning to end. An expert criticality assessment is provided to prioritise assets. 'What if ?' exploration capability is provided throughout. Support for Optimisation curves available Optimisation of maintenance actions optimisation of Compares OTF, INSP, PREV, Alarm means performing the right task at maintenance actions (Via cost & risk) the right interval. The most effective maintenance will be performed at intervals that represent the optimal balance between reliability and annualised total cost. RCM Turbo's primary task frequency optimisation module facilitates decisions to be made about frequencies in a very structured way. Support for importing Drag and drop library facility RCM Turbo is provided with a generic machine type separate but integrated module strategies called Failure Mode Library Administration. Libraries provided by Strategic are generic for various industries, while the primary function of the Library is to store and make available failure mode and task information that is specific to an organisation. Access to Library data is via an 'equipment type' so thought needs to be applied to naming conventions. Support for Task grouping feature - Can optimise In RCM Turbo, users can apply an maintenance action task group interval - can report on 'auto-grouping' function, where job groupings task groups groups and task lists are generated according to user entered criteria such as 'all tasks to be performed between 30 and 40 days while equipment is running' Support for Data can be reported /Exported as Standard outputs from RCM Turbo implementing outputs required include 'Primary Tasks by access by in the CMMS Enterprise level solution available frequency' and ' Primary Tasks by (ERM) workgroup'. Alternative formats can Auto download & upload to CMMS be generated to satisfy the Tracks improvements requirements of the existing CMMS whatever that may be. Strategic has access to several techniques and output methodologies that have been generated by users (particularly in the SAP environment). Cost RCM Turbo is provided on the basis of a site or corporate licence for unlimited users. Licence fees are normally negotiated as part of an overall plan for the implementation of a reliability based approach. Interaction/interface RCM Turbo has a sister with other software methodology 'Spares Optimisation tools System' or SOS. The SOS program will open RCM Turbo files such that the equipment hierarchy, along with any materials included in the RCM analysis are ready to be optimised for max/min levels and for cost/risk Methods of Reporting RCM Turbo is provided with a wide range of pre-set reports (using Crystal Reporting). Reports are available for Productive Units, Maintainable Items, Failure Modes, Management and Workflow headings. Additional ad-hoc reports can be created using Microsoft Access reporting methods. Note that RCM Turbo is NOT an Access application.. it uses Access format for storage of data only. Methods of importing & Strategic provides clients with exporting of data intelligent Excel spreadsheets for the import of data. An additional sheet is provided for the external development of failure mode and task data. Web site/s www.strategicorp.com and www.sparesoptimization.com What range of RCM Turbo has been implemented industries is this in almost every industry ranging from software most suited the most complex to the most simple. to? Our web site lists users by name and industry. The industries most represented in our user base are Power Generation, Mining, Brewing and Aluminium related. Current Version Current version is 9.6. Average new number, New Version release rate about every 18 months. releases (how often)? Software is fully owned by Strategic Who owns/writes the and is Australian designed and software? supported RCM Implementation and Philosophy Comparison Chart RCM Cost (ARMS) REM Cost Snowy Hydro Suggested analysis & 1- Identify area of most pain implementation (Production reports, experience etc) approach for a & set performance targets ($, Q, Rel) reliability critical 2- Identify the different ways to thing processes (project can fail & what effect they have on timeline, resource the business (FMEA) requirement in-house 3- Select the ones that will give you & resource the biggest wins and optimise requirement facilitation 4- Stop when you meet your assistance) business driver targets ($,Q,R,Safety, Env) 5- Load maintenance plans into CMMS 6- Load performance expectations into the production system 7- Continuously improve (any maintenance plan can be improved) Suggested analysis & Always attack the stuff that is implementation causing you’re the most pain. If this approach for a more is not the case don't use full RCM on implementation cost the problem. critical project (project timeline, resource requirement in-house & resource requirement facilitation assistance) Training /support You need a champion to drive the required to users process. It is nice if he knows how to initially up to speed use the software, but you can get with the RCM consultants for that. It takes 3 days philosophy & to get your head around RCM Cost. implementation Also three days to get your head approach used around AVSIM. Nothing beats experience!! Ongoing support required for a typical maintenance planner to make use of the software. Recommended implementation support arrangements: This is very business specific See 5 items below Supplier supported The software comes with a 10% per year technical support arrangement. ARMS are generally very good with free phone support. Training courses are really good & practical. Help is OK in the software. Tutorials are good that comes with the tools. They are a little simplistic in some cases. You can download free demo and play around with it!! This is how I figured out how the tools worked (Peter Horsburgh). Company in-house Snowy uses an internal guy to support resources support RCM. Snowy is experience with RCM and has a need for the approach. 3rd party assistance Email, Internet, user Snowy attends user conferences groups Australian network of Snowy talks to other users users Additional resources (texts, Tech Papers etc) to support implementation Examples of 'good' implementations (what is a successful implementation?) Typical implementation problems and errors RCM Turbo PWCS Easy to use and logical functionality. Provides library feature for use on like machines means roll-out time reduced. Mature stable product Proprierty database structure Training is required for the software but more importantly for the RCM philosophy. This includes the level of machine to direct the analysis to, how the software deals with the various methods of RCM, what parameters need to be considered when establishing a PM schedule etc. My advice is to use a facilitator from the vendor so that you can learn as you go Supports Functions/ Functional failure /failure mode structure Complies to JA1011 RCM Standard Can sort on criticality RCM process is all about optimising maintenance actions - facilitator can help here untill confidence is gained in the process. Library facility is available Task grouping feature - Can optimise task group interval - can report on task groups Data can be reported /Exported as required Auto download & upload to CMMS Tracks improvements Full suite of reports availble within the software Any industry that considers their Preventive Maintenance program can be improved by using a structured systematic method of review RCM Turbo PWCS RCM Turbo (Strategic) PWCS is a materials It is common for RCM Turbo to be introduced to an handling facility with heavy organisation through an on site 'pilot' normally of 5 days exposure to conveyors. duration. The acceptance of such a pilot normally leads to a We used one conveyor as licence acquisition and full implementation. This is quite often a base and rolled the an extension of the pilot. In the course of these activities, time results out across all is devoted to instruction in the principles of RCM (taking into conveyors after account any residual knowledge). RCM Turbo has always been considering the failure an 'end-user' methodology. Strategic direct involvement takes effect the loss of each the form of assistance in setting up the assessment time line, conveyor would have on training a local 'owner', providing facilitation assistance and the business. audit/review visits. The optimal combination of these services provides the best client outcomes.Depending on the 'cultural' status of a client organisation, decisions are made about implementing results in the CMMS as soon as possible, so that benefits can be derived in the shortest possible time frame.Nothing can enhance the spread of a successful maintenance strategy development more than good results from implementing in a high profile area. It is not good advice to attempt the complete review of a site. This prolongs the Always attack the stuff that As above. While it is true that RCM Turbo is an end-user is causing you’re the most methodology, it is also true that the longer Strategic personnel pain. If this is not the case are involved in the process, the quicker (and higher quality) don't use full RCM on the outcomes can be expected. Our experience is that budgetary problem. issues can often prevent the optimal approach (a false economy but difficult to overcome in the short term). The internal resources required for any implementation will be at a minimum, someone who 'owns' the software and presides over the order of assessments. This person would also be the primary contact for Strategic support. The owner would organise internal meetings to assemble those other people who can lend the most experience and knowledge to the assessment of chosen equipment. He would also preside over "challenge" sessions during which any new strategies are agreed to and signed off on by all those who may be affected by the new regime. You need a champion to A minimum of 10 days direct on-site involvement would be drive the process. It is nice required. The level of high level training in the principles of if he knows how to use the reliability will be influenced by the level of existing knowledge. software, but you can get The software itself is easy to operate given a good level of consultants for that. exposure during any pilot implementation. The best people to get This is normally minimal but may include assistance in aspects involved are the of the software use that do not relate to reliability assistance tradesmen for pratical but more to workflow, grouping and scheduling. This happens advice on what fails and because these aspects of the software use by definition are why. They need some delayed until the completion of a technical assessment. Thus, mentoring from someone any instruction provided at the beginning may well have been well versed in RCM. Save forgotten. In any case, support relating to this (and all other time and use an expert issues that are 'software' related) are covered under our annual facilitator. May cost more software support and update agreement (see below) at no up front but a cheaper additional charge. overall outcome. Good vendor support Yes, under the terms of an annual Software Support and available Update agreement which provides for unlimited remote support and access to new versions as they become available. Depends on how skinny Only the 'super' user described above, although no limitations the in house resource are put on who may obtain support from Strategic. base is. Over time, Strategic has developed relationships with third party organisations who are able to assist users of RCM Turbo. These include ABB, Fluor, LMA Partnership in Australia and a large number of international organisations in other parts of the world. PWCS attends user We have provided a user interactive area on our web site (see conferences above). Strategic's User Group meets annually in Sydney for our Reliability Conference (to which we have invited SIRF members during our presentation last week) PWCS talks to other users The annual conference is predominantly Australian users but each year, we bring along key note speakers and major users from overseas. RCM Turbo is provided with a range of manuals including an RCM Overview training manual (which supports a three day course), a full User Guide, a Quick Reference Guide and a tailorable 'Desktop Guide' which records local issues such as cost of lost production calculations and risk acceptance matrices. Extensive, context sensitive on-line help is also provided within the software. One that gives you an A 'good' implementation is one where outcomes are improved reliability bottom implemented in the CMMS and results carefully measured. A line. The difficulty is that 'good' implementation will reflect the expectations at the systems such as RCM are beginning, whatever they may have been. Expectations will rarely done in isolation so include measurably increased equipment reliability, many other factors are at minimisation of breakdown maintenance and consequence, work that all combine to reversal of the ratio of planned to unplanned maintenence, give the improvement increased production arising from less downtime and a range of other possibilities. Recent 'good' results would include those achieved at BHP's Phosphate Hill operation, Holcim Cement's Vietnam facility, Coors Brewing Shenandoa packaging plant and major brewery at Golden Colorado, Inco Goro Nickel (Brisbane). Longer term 'good' outcomes can be referenced at Western Power (WA), Meridian Energy (NZ), Comalco Aluminium Bell Bay, Cadia Gold, Newcrest Telfer, Iluka Resources and many others. SIRF members looking for a full reference list need only ask. Aiming the process too low The following issues are worth thinking about (in no particular (at the gearbox instead of order): Regarding the maintenance strategy review as a the conveyor) and ending 'project'..ie something that has a beginning and an end. up with an unmanagable Introducing a reliability approach to maintenance is a list of PMs to do. permanent cultural change issue. Not providing at least one dedicated local resource (a maintenance strategy development and the continuous improvement issues that go along with that are not activities that can be properly carried out during 'spare time' (nobody has any spare time). Not implementing results in the CMMS as soon as they are available (this can only lead to loss of faith in the process and continuation of the view that RCM = Resource Consuming Monster). Until new strategies are reflected in Job Cards issued through the CMMS, the maintenance strategy development or review process can be regarded as entirely academic. Not advertising 'good' results to colleagues and management. Not having management support in the first place (a formula for disaster). Not detailing before and after scenarios such that improvement can be measured. RCM Software Comparison Chart PMO 2000 (OMCS) PMO 2000 PWCS Support for Libraries and cloning is substantial element Yes. Can then be stored in various libraries as importing generic of the program. This software is designed required. machine type to be used by large sites and corporations strategies operating large numbers of essentialy similar equipment operating in varying operating context. Support for Grouping tasks to match CMMS ie nested Allow easy and logical selection of tasks for maintenance action or grouped is supported. The complexity groupings - assisted by various filters for the initial groupings and diversity of required applications selection. means that an "off the shelf" application has limited value. In most applications, grouping and review is done by an iterative process using standard microsoft tools and functions. Support for Custom reports and exports allow users to Tasks are selectively grouped and then printed in a implementing export data into template formats for auto template format ready to be attached to PM tasks in outputs in the CMMS upload or linking to MMC. CMMS (Maximo). Tasks reflect the job to be done, Customised PDF templates are utilised the acceptable limits required and the action to take and maintained as standard. Many users if limits not met. Tasks can be ordered to match the use PMO2000™ as the primary and logical path a tradesperson would take around a principle source of maintennace stragety machine. design and change control. Cost Software tool is provided under a license of Corperate, Single site concurrent user for both SQL Server and MS Access backend Interaction/interface PMO is desinged to link with Reliability with other software incident management system (RIMSys) tools and a new downtime data collection and reporting software designed for corporate applicatoin. Software also has interfaces with SAP. Interfaces with other modern CMMS's can be created. Software also links with crystal reports and MS Office programs for reporting. Methods of MS Excel, MS word, Crystal reports, PDF, Reports are available and also data is easily Reporting Custom built Report Builder exported to MS Excel for ad hoc reports and graphs. Methods of Preformatted MS Excel templates are importing & ustilised to import data. exporting of data Web site/s www.reliabilityassurance.com www.pmoptimisation.com What range of Any industry that contains fixed, mobile or PMO is used extensively in the mining sector but industries is this field plant. there is no reason why it could not be used equally software most suited well in other industry types. to? Current Version Current version is V3.5. New versions are V188.8.131.5209. number, New made available approx every 18-24 Version releases months. Customised updates are leased (how often)? Who approx 2wks. Software is Australian owns/writes the designed and owned by a progressive software? company that is in tune with practical and simple solutions for industry. RCM Implementation and Philosophy Comparison Chart (Continued) PMO 2000 (OMCS) PMO 2000 PWCS Suggested analysis Identify problem equipments and hot spots. 1- Identify area with biggest potential gain & implementation Group equipment into logical program 2- Systematically review all the current PMs for that approach for a packages. machine or area, breaking them up into sub-tasks reliability critical First time analysis (often a pilot) choose an where needed. Including operator tasks. processes (project important but not critical equipment group. 3- Identify failure mode being addressed – or timeline, resource Often not the big winners. (Not more than 1 supposedly being addressed. requirement in- week analysis, 1 week Review and 4- Cleanse duplication of effort or where task does house & resource grouping) not achieve its desired purpose. requirement Utilise Operator & Trades personnel, 5- Review frequencies and labour requirements facilitation (Quality if applicable) in workshop. given there is now PM history to review. assistance) Analyse equipment types and clone where 6- Examine history of failures to identify additional applicable. failure modes not covered. Determine if additional Analyse and implement strategy before tasks are required. starting next group. 7- Resulting tasks are grouped by labour type, Develop/identify Site specific needs and frequency and whether offline or online. This standards related to implemenatation. enables task grouping into suitable packages of Communicate, educate site personnel on work. PMO program. (10-20 mins at shift change) 8- Tasks are reviewed by a wider group of trades and supervisors before being approved. Optional, Utilise a skilled facillitator for 9- The packages are scheduled and the workload coaching and training in house team. balanced across the year. The site must have a central Owner/Driver 10- The task lists are generated in the selected who is willing to support the program. template format resulting in a PDF or MS Word document ready to attach to the PM in the CMMS. 11- Go Live with new tasks and monitor for improvement based on new failures and feedback from the trades force, contractors or operators. Suggested analysis Once you understand the processes & implementation required to analyse and implement an approach for a more program, choose the most critical implementation cost equipments and follow through analysis. critical project Set acheivable targets. Implement before (project timeline, continuing. resource requirement in- In the case where there is high comercial house & resource cost or, high environmental or Safety requirement impacts a detailed analysis may be facilitation required. Call in specialised resources to assistance) support analysis where required. Training /support All site personnel - Awareness of program Consider RCM philosophy a part of the training required to users (approx 15 mis per shift + question time) process with a training day for workshop participants initially up to speed All Program Participants - prior to the start of the workshop proper. Tailored to with the RCM Philosophy/Process training (1 day) experience of the attendees in regard to RCM. philosophy & Stakeholders and decision makers (1 hrs) implementation OMCS offers a 5 day Facilitator Training approach used course. After the course users often utilise coaching to cement the process training. (1- 2 weeks) Ongoing support Depends on the state of the Reliability required for a typical program, quality of analysis and maintenance planner implementation. Long term is minimal. to make use of the Planner required to upate strategy and software. compile schedules (est. 5mins per task) as equipment or operation process changes take place Recommended This is dependant on the client resourcing implementation and required systems. The first program is support often the most labour intensive to arrangements: See 5 implement, the remaining projects become items below easier as processes and systems become established. Supplier supported Under the maintenance agreement users receive free upgrades and phone/email support Company in-house Recommend utilising centralised internal support resources resource to support and drive the program, often refered to as a 'Super' user. When this person is not able to answer queries OMCS is available. 3rd party assistance An expanding group of Licencees and Joint Ventures around the world. Currently have in the vicinity of 50 accredited implementation specialists mostly in Australia and NZ. Email, Internet, user OMCS encourages user to speak with PWCS have not yet attended any user meetings. groups other users to share opportunities. OMCS is willing to put people in touch. Australian network OMCS encourages user to speak with PWCS have been in touch with other local PMO of users other users to share opportunities. OMCS users to gain lessons learned from their is willing to put people in touch. implementation experiences. Additional resources During our Facilitator trianing and after a (texts, Tech Papers pilot workshop implementation notes and etc) to support papers are provided. These are implementation customised to match site workflows where applicable. The PMO2000 philosophy is detailed in a 150 page reference book complete with examples and questions. Facilitator and implementation guides are also available. There are a number of papers that relate to specific topics available through the website and by request. Examples of 'good' A 'good' implementation is one that Long term benefits should flow to relaibility implementations - is implenented in MMS and related improvement if tasks are completed to schedule. (what is a successful systems There should be no unexpected failures. If you get implementation?) - is adopted and owned by trades and unexpected failures then need to review operations appropriateness on task/s. A short term measure of - shows a noticable cultural shift towards success is identfying duplicated or ineffective tasks Reliability and removing them, which demonstrates a labour - is flexible to change with a changing work saving. environment - increases your equipment availability - is considered easy. Typical The key benefit of PMO over RCM PWCS picked a machine which was a little too implementation approaches is speed in analysis. PMO is complicated for the pilot. The outcome was still problems and errors six times faster than classical RCM and achieved but the workshopping needed to be many times faster than "cut down" extended by 4 days to complete. The side benefit of versions. This means that PMO is that was a better learning experience by those implementation intensive rather than involved. analysis intensive. To much time rich PMO or any RCM process is not a task given to your analysis and time poor implementation poor performers to get them out of the way. The leads to reduced quality of outcome. good-performing leaders of the trades and operators Strategy changes are not communicated to should be involved so that you get quality output all parties. from quality input and people who can then take the No dedicated centralised coordinator or results back to the broader trades group and responsible owner. generate some interest and positive outlooks from Site specific implemenatation process and those not directly involved. workflows are not recorded/shared Involvement of operators and trades are left too late. For each PM: Available time - Tools and Materials - Skills and training is determined by the coordinator or Engineer not the personnel allocated to perform the PM's. RCM Implementation and Philosophy Comparison Chart (Continued) Hatch Gateway (Hatch) Hatch Gateway BSL HSM Starts by mapping the process flow, the identifying the Full FMEA with the right people. This can mean that the boundriy of the exercise (scope). analysis is not exhaustive, but because the right people are Then identify the functions of the systems and sub- there, it a a starting point that will be 90% thorough. Allocate a systems conduct FMEA and RCA on the production set time period fro the analysis to avoid analysis paralysis. process with the right people involved. Assess risks of root causes and delivers a strong focus on defect elimination in preference to developing unnecessary inspection. Builds quality into maintenance repair interventions. Provides an integrated asset management strategy (failure avoidance) rather than an "inspection strategy" to find what has already started to fail. Facilitated workshop to develop asset management Believe that failure modes should be known for all equipment, strategy followed by detailed strategy implementation the maintenance action varies. Low criticality, less resources by nominated specialists. allocated to failure avoidance (ie more possibility of OTF) Lower criticality facilities and equipment analysed through small group discussion or desk-top review by strategists using e_Gateway software. Initial philosophy is explained by the facilitator, who For initial philosophy have facilitator explain the methodologies. covers the methodologies. The process is very teachable and does not require a lot of The process is very teachable and does not require a training (4 hrs) lot of training (4 hrs). Most participants are competant after attending one workshop. Limited support is required as the workshop process Limited if you achieve good buy in . Put emphsis on engaging achieves good buy in by participants who take the the workforce. process back to the workplsce. Put emphsis on engaging the workforce. Hatch - They will focus on learning & enabling you how to do it. Generally, there are 2 facilitators for the workshop and Hatch - They will focus on learing & enabling you how to do it. 1 relaibility suport engineer for implementation assistance the first time around. The process is enabled within the workplace, usually a site/area champion is nominated to continue work on- site with shift/area teams. There is no requirement for third party assistance. Hatch faciltitators are located on all major continents. Hatch openly encourages cross-fertilisation of experiences between gateway users. See above. Supporting documentation is provided as a means of conductiong Gateway workshops. Site champions are formally accredited by Hatch after participating in workshops and successful implementation of resulting asset strategies. A 'good' implementation is one that * is implemented in the minds and behaviours of the workforce * is implenented onto the site's Maitenance Management systems * shows a noticable cultural shift towards defect elimination * has a demonstarted effect on the performance of plant and equipment. * is considered by all as the normal way of doing things. The main problems with implementation tend to come from a lack of resources to implement actions once the initial workshop has been completed. This is usually overcome by Hatch facilitators performing follow-up meetings with site champions and teams to provide follow-up assistance and coaching as necessary to ensure implementation actions are completed.
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