AV-17 Risk and PM Analysis: How effective is my current PM program?

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2 AV-17 Risk and PM Analysis: How effective is my current PM program? AssetInsight By: Stan Shantz MeirSTS Invensys. All Rights Reserved. The names, logos, and taglines identifying the products and services of Invensys are proprietary marks of Invensys or its subsidiaries. All third party trademarks and service marks are the proprietary marks of their respective owners.

3 Meir Soft Tissue Solutions Core competency in Asset Management cultural change Primary focus on: Business Processes Maintenance, Production & Inventory (Lower operating costs) Profitable lean manufacturing (Increase production throughput) Asset reliability Effective proactive maintenance programs (Eliminate unexpected outage & Manage corporate risk) Effective troubleshooting approaches to automated equipment (Find problems earlier & Shorten outage duration of unexpected outages) Effective Inventory management program Continuous improvement culture based on respectful communication and trust Lower energy costs Global trade knowledge and skills shortage End user software functionality Maximizing software investment Partnership agreements with: Engtech Industries Inc., Invensys Inc. Mhyar International Consulting, Pattern Discovery Technologies Inc. Slide 3

4 Sample MeirSTS Client Experiences Slide 4

5 Monitoring Equipment Health Turnaround Maintenance 4 Session Av-26 Maintenance Effectiveness 1 Marketplace Drivers Equipment Health Production Drivers Accuracy ERP Remaining Useful Life (RUL) Session Av-17 Failures CMMS CM Predictions 3 Operational Data (Wonderware) Patterns Historian Sensors Diagnostics High Resolution Detection and Troubleshooting Session Av-24 2 Failure Prediction Session Av-20 Slide 5

6 Concern Maintenance Effectiveness The Problem: 1. Rising cost associated with maintaining capital investments. 2. Ineffective proactive maintenance programs. 3. Increased cost and risk associated with unexpected failures. 4. How do you extract valuable large amounts of Meaningless Unrelated Data (MUD) 1 from various manufacturing unrelated databases, to continuously drive lower maintenance costs, increase sustainable reliability and, lower the exposure to corporate risk 1 - Ken Bannister, Engtech Industries Inc. 1/3 of the cost is waste due to Improper or Unnecessary maintenance (Topic- maintenance budget) 2009 Study of maintenance practices and results for 217 North American companies - : Improving Cost of Ownership: Integrated Predictive Maintenance Laine Mears, Ph.D., P.E. Clemson University presentation The Causes: A. Expense pressures on maintenance dept s B. Proactive maintenance programs are rarely monitored for effectiveness. C. Aging infrastructure D. Engineering and maintenance planning pool stretched thin E. No connectivity between large software databases Every year, companies in the United States spend over $700 billion on equipment maintenance within plants and facilities, with upwards of 40% wasted on ineffective preventive and predictive maintenance activities.

7 How effective is my current PM program? Preventative Maintenance (Frequency) Operator Equipment Wellness 5S, Visual management (Frequency) Predictive Maintenance (Frequency) Condition Management (Real Time) Slide 7

8 How effective is my current PM program? Preventative Maintenance (Frequency) Multiple Inspect / Overhaul PM Job s Operator Equipment Wellness 5S, Visual management (Frequency) Multiple Inspections no work order Predictive Maintenance (Frequency) Multiple PM Job s Condition Management (Real Time) Multiple Condition Management Points Slide 8

9 PM Program to Risk Analysis Identify Corrective Work Execution Manpower Restraints Reliability Expectations Budget Restraints Slide 9

10 Example: PM Program for Single Entity Inspection PM Job # 221 Frequency 30 days Inspect guards condition for loose or missing bolts damage Check oil levels to ensure all are with-in acceptable range Hydraulic tank # 212 Auto lubricator # 9823, 9976, 9811, 9845, 9866, 9861 Inspect Entity drive belt for deflection (1/2 maximum deflection) Check all bearing for noise Replace wear bar on entity Etc. Slide 10

11 Example: PM Program for Single Entity Predictive PM Job # Frequency 45 days Performed by Outside contractor Vibration Analysis Inspect VA disc points on the following Entities disc 44, 45, disc 40, 41, 42, disc 36, 37, disc 33, 34, 35, disc 30, 31, 32 Etc. Provide report with-in 2 days, Anything out of the ordinary contact Jane Doe at immediately Slide 11

12 Example: PM Program for Single Entity Condition Based Real Time Monitoring Coolant Alarm Level 1 Tag 32 (<500f) & Tag 54 (>400psi) & Tag 87(>40cfm & <45cfm) = Generate Inspect work order Coolant Alarm Level 2 Tag 32 (<510f) & Tag 54 (>450psi) & Tag 87(>35cfm & <39.9cfm) = Generate Urgent work order Coolant Alarm Level 3 Tag 32 (<520f) & Tag 54 (>5000psi) & Tag 87(<34.9cfm) = Shutdown machine and generate Emergency work order Slide 12

13 How effective is my current PM program? Example: PM Program for single entity PM PM Job # 221 PM Job # 221 PM Job # 221 PM Job # 221 PM Job # 221 CM / CbM Time PdM PM Job # PM Job # PM Job # PM Job # 33425PM Job # PM Job # Slide 13

14 How effective is my current PM program? Example: PM Program for single entity PM WO # Emergency WO # WO # Urgent Urgent PM Job # 221 PM Job # 221 PM Job # 221 PM Job # 221 PM Job # 221 CM / CbM WO # Emergency WO # WO # WO # Inspect Corrective Emergency Time PdM PM Job # PM Job # PM Job # PM Job # 33425PM Job # PM Job # WO # Emergency WO # Urgent Slide 14

15 PM How effective is my current PM program? What component failed? Why? What component failed? Example: PM Program for single entity What component failed? WO # Emergency WO # WO # Urgent Urgent PM Job # 221 PM Job # 221 PM Job # 221 PM Job # 221 PM Job # 221 PM Failure Frequency? Why callback? Inventory problem? Trade problem? New problem? Why? What component failed? CM / CbM WO # Emergency Glad we caught that one? WO # WO # WO # Inspect Corrective Emergency Time PdM PM Failure WO # Frequency? Emergency Why did we miss it PM Job # PM Job # PM Job # PM Job # 33425PM Job # PM Job # again? Why was it not WO # caught in PdM Urgent WO? Slide 15

16 AssetInsight Multi-site input Single output Information from EAM Site A Avantis.PRO Site B SAP PM Site C Maximo Site D Oracle Work Order History Inventory & Procurement History Current PM Program 1 Extract, Transfer, Load 2 Natural Language Process Free Text Fields & PM Program 3 Star Schema PDT Pattern Hub Slide 16

17 Sample of Process Natural Language Processing Engine Data Tables and Star Schema Pattern Discovery Pattern Hub Preprocessing Verification and Validation WO Number Type Entity Name Entity Number Date Date Work Complete SKU# Part Used Category Task Priority Trade Name Trade Category Inventory Cost Time Worked PM activities PdM activities PM Job Etc. PM Frequency Understand how often the equipment is failing and adjust frequency PM Opportunities Highlight the amount of effort being spent on Emergency and Urgent work on entities covered by PM PM Inventory Understand parts being used by PM and how often PM Trades Understand quality of workmanship, knowledge, skills and tasks PM Bottlenecks Understand top 10 worst entities based on cost, labour hours and frequency Custom Reports

18 AssetInsight Slide 18

19 PM Optimization Sample List of Standard Best Practice Reports PM Health Index (Benchmarkable Index) PM Financials Understand True PM costs (Year To Date to Budget, Select time frame & Ratios) PM Hours Understand manpower utilization and efficiency (Year To Date to Budget, Select time frame & Ratios) PM Effectiveness Understand corrective work found to effort PM Repairable Spares Understand individual location concerns & Repairable Spare PM Effectiveness PM Frequency - Understand how often the equipment is failing and adjust frequency PM Inventory - Understand parts being used by PM and how often PM Bottlenecks - Understand top 10 worst entities based on cost, labor hours and frequency PM Opportunities Amount of effort being spent on Reactive work that is covered by the PM program PM Trades - Understand quality of workmanship, knowledge, skills and tasks PM Custom Reports Slide 19

20 Inventory Optimization Sample List of Standard Best Practice Reports Inventory Effectiveness ABC Emphases % Value of Consumption VED Criticality for production FSDN Frequency of use HML Unit Value of stock XYZ Emphases $ - closing value of different items JIT Purchase only when demanded Repairable Spares Usage serialized and non-serialized Reported Stock-outs SKU s (parts) not available when required Item Classification Report Summary by SKU Inventory Frequency Frequency of usage by SKU Inventory Custom Reports Slide 20

21 Trade Optimization Sample List of Standard Best Practice Reports Maintenance Manpower Maintenance Human Resource Trade Custom Reports Slide 21

22 Turnaround Maintenance 4 Session Av-26 Maintenance Effectiveness 1 Marketplace Drivers Production Drivers PDT Equipment Pattern Hub Health Accuracy ERP Remaining Useful Life (RUL) Session Av-17 Failures CMMS CM Predictions 3 Operational Data (Wonderware) Patterns Historian Sensors Diagnostics High Resolution Detection and Troubleshooting Session Av-24 2 Failure Prediction Session AV-20 Slide 22

23 Contact Information Stan Shantz Principal and General Manager Paul Sheremeto President & CEO x249 Slide 23

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