is a qualitativ e method to establish and rank equipment criticality at sy stem and tag lev el without considering indiv idual

machine f ailures. The points-based sy stem uses sev erity and f requency of f ailures in saf ety , env ironment and production, and deliv ers a relativ e criticality ranking.

break = Production break

maintenance cost is v ery high ef f ect of f ailure is catastrophic health, saf ety , env ironmental, customer-related Equipment has redundant but its f ailure would increase risk of loss av ailability break = reduce production capacity break = other equipments shutdown. Equipment which its maintenance cost is high ef f ect of f ailure is low or negligible

Vital Equipments:

Ve ry important Equipme nts:

O the r Equipments:

Identify equipments Critically

Criticality analysis

EXAMPLE

Work well

Need to improv e

Implement

Introduction

Equipping engineers to become businessmen structured methods for handling reliability, performance, maintenance, safety, environmental impact, customer & public image, staff motivation

AU = ( actual output / maximum capacity ) *100 Opportunity Gap = maximum capacity - actual output

Raw Material Shortage Sales Demand Acts of Nature Utility Shortage/Outage Permit Limitations Planned Shutdown or Turnaround Process Control Standard Operating Procedures Product Q uality Equipment Failure the causes for the losses can be charted based on the impact to the business, and reliability efforts focused on eliminating the cause(s)

Equipments were ordered according to the needed availability and reliability which could meet plant availability and reliability accordingly. Allocate a standard equipment numbering which is called tag no.
Company Tag no. core procedure

Metrics

Equipments specification sheets Equipments spare part list Equipments installation procedure Equipments operational manuals Maintenance Reliability Excellence Planner requested a complete set of documents: Equipments maintenance manuals including services intervals Certificate of origins Equipments start up procedure Reliability/Risk (specific events, such as equipment failures or safety incidents,comprising frequencies/probabilities x consequences)

Knowing where losses occurred, i.e. the levels of measurement, is fine for reporting purposes, Budget topic standard Form Balanced Scorecard approach

Operational Efficiency (performance while operating, such as energy/materials consumption and volumes or quality of output) Life Expectancy (deferment of capital expenditure, cost of money etc.) Compliance (regulatory, safety, environmental) Shine factors (public and customer impression, employee morale etc)

Spares & Materials

Investments, Designs & Modifications

prov ides better assessment of long-term cost ef f ectiv eness of projects than can be obtained with only f irst costs decisions. Includes its cost of acquisition, operation, maintenance, conv ersion, and/or decommission.

The process determines what is required f or an asset to keep f ulf illing its intended f unction in its present operating context. RCM is ef f ectiv e in deliv ering a roadmap of appropriate tasks, f requencies, man-hours and skills mix.

The pay back method uses the ($capital cost)/($benef it/y ear) ratio This usually emerges as a 2-tier plan a short-term realisation of known opportunities and quick wins, of ten obtained by rationalising and coordinating existing f ragmented good practices, and a longer-term programme of f undamental change (ty pically a 3-5 y ear or longer horizon). Equipment selection Vendor comparisons Capex/Opex trade-of f Sy stem conf iguration Repair v s Replacement Lif e extension projects Equipment upgrades

Lif e Cy cle & Asset Replacement

Optimum ef f iciency prof iles Optimum run lengths between shutdowns Reliability , ef f iciency & longev ity combinations

ASSET MANAGEMENT
(Creating shareholder value through enhanced factory efficiency)

Reliability Leadership and Planning Reliability Modeling and Equipment Risk

Optimum PM interv als PM task ev aluation PM opportunities Time v s usage based PM Optimum shutdown interv al Inspection & CM interv als CM cost/benef it justif ication CM methods & perf ormance Failure f inding inspections Saf ety risk exposures

Reliability Centred Maintenance

Prev entiv e Maintenance

Process changes Procedure changes Technology updates Ef f iciency improv ements Cost/benef it analy sis Problem priority /urgency Problem-solv ing ef f orts Inv estment pay backs Compliance requirements Public image/morale activ ities

. A suitably trained human brain is still one of the best possible methods for spotting incipient trouble.
There has been considerable over-selling of on-line condition monitoring,however; the Asset Management approach considers the crude but cheap options of operator monitoring or visual inspection quite objectively in comparison to the high technology (and high cost) approaches. Predictiv e/Condition Monitoring

Active monitoring by operators

Silo thinking - departmental or regional barriers, preventing collaboration and shared solutions. Short-term ism - especially in outsourced or project work, where success is often measured as on time and on budget, irrespective of subsequent performance and value.
1. Project Engineering wants to minimize capital costs as the only criteria, 2. Maintenance Engineering wants to minimize repair hours as the only criteria,

On-line monitoring with neural network assessment of incoming data Diagnostic guidance (what to look for, based upon previous discoveries and the symptoms available so far)
Optimum timing and interv als Work groupings

T op of the range: Computer-based job planning, integrated resource allocation and smoothing, dynamic scheduling

Work Management & Shutdowns

Conflicting Perform ance Measures - one group can only succeed at the expense of another: even balanced scorecards can reinforce such competing priorities.

3. Production wants to maximize uptime hours as the only criteria, 4. Reliability Engineering wants to av oid f ailures as the only criteria, 5. Accounting wants to maximize project net present v alue as the only criteria, and 6. Shareholders want to increase stockholder wealth as the only criteria.

3.2.1 Fixe d-interval tasks

Ev aluation of Opportunities Scheduling and task alignment

Challenges
Empowered Workforce

Business skills for engineersengineers do not traditionally speak the same language as the finance director! Risk Evaluation - the rational and consistent identification, quantification and management of commercial, technical, safety or customer/public perception risks.

risk reduction measures av oiding the hazard and demand rate BASED on the probability of f ailures and taking credit f or lev els of redundancy in saf ety sy stems to ensure maximum av ailability of protectiv e equipment Saf ety sy stems serv ice test

HAZOP ANALY SIS

T op 10 - Historical failure patte rns T op 10 - total maintenance cost reports spares consumption MT BF is very useful indeed for seeing where the problems are, and how big they are, but is it quite useless in determining why the failures are occurring and what, therefore, could be done to prevent them.
Reports

Assessment Tools

Fire-fighting - in two respects: the reactive workload is too great to allow time to think, and/or competence in a crisis is recognised and rewarded (even at the expense of avoiding the fires in the first place). Data - too much of it, not enough of it, inadequate quality or the wrong sort: and what is it used for anyway?

What are the proble ms and opportunities?

use of Mean T ime Between Failures as a reported statistic balanced scorecard - what is the right balance? Failure Modes & Effects Analysis and Root Cause Analysis are needed to investigate problems and identify feasible solutions or improvements. culture of asking why?. Cost/risk/performance evaluation of the possible options,best combination of costs, risks and performance, with a whole-life view of the infrastructure? what if? analysis, system performance simulators, cost/risk trade-off calculators, project life cycle costing and investment prioritisation tools. What is worth spe nding, when?

Problem finding & investigation Why is the re a proble m, and what can be done about it?

Root Cause Failure Analysis Lifecycle Costing/Engineering

Asse t Re giste r checklists. Pe riodic inspe ction

identif ies equipment f ailures and consequences by examining way s a component or machine can f ail; causes f or each f ailure mode; and ef f ects of each f ailure. Analysis (FMEA) To prov ide a high quality outcome, the analy sis examines risks of regulatory categories; f ailure consequences; remaining lif e prediction and equipment deploy ment. The analy sis includes corrosion management and inspection interv als optimization to conf orm to industry specif ications and legislation.

Risk Based Inspection (RBI)

process empowering operators to be a proactiv e resource to contribute to a company -wide maintenance strategy . Enabled by automated technologies, operators perf orm tasks that include process parameter inspections, minor adjustments,and general observ ations of machine perf ormance. An SKF ODR programme enables operators to accurately and consistently record, trend, store,communicate and act upon process and inspection data to generate improv ements in process av ailability

Operator Driven Reliability Life Cycle Costing (LCC)

Repair v s Replace options

Asset Management.mmap - 26-10-2009 - Mindjet