A Guide to Effective Maintenance Strategy Implementation

Transcription

1 Putting theory into Practice A Guide to Effective Maintenance Strategy Implementation Cement, Minerals, Mining Chemicals Life Sciences Marine & urbocharging Metals & Foundry Oil, Gas & Petrochemicals Pulp, Paper & Printing

2 he Maintenance Challenge o Deliver : Regulatory compliance High plant availability Reliable equipment Cost-effective & targeted maintenance Statutory / HSE compliance Delivering sustainable improvements is hard! Little time available Resources reducing Priorities changing

3 Maintenance Strategy Model ASSE PERFORMANCE MANAGEMEN WORK MANAGEMEN PEOPLE & ORGANISAION Business Strategy Integrated Maintenance Strategy Manufacturing Strategy LEGISLAIVE COMPLIANCE ENGINEERING RESOURCES MANAGEMEN FINANCIAL CONROL

4 Asset Performance Management Where to start? Critical equipment prioritised; issues known? Maintenance routines reviewed cost-effective, technically effective? Asset condition monitored; condition known? Spares critical spares identified; spares holding & management optimised? Asset life known; asset replacement planned & costed? Effective ask Management processes in place? Efficient data storage; handling processes and information retrieval?

5 Sources of Unreliability Operations 30-50% Poorly defined operating procedures & training Ineffective cross functional team-working Lack of measures / targets Inconsistent operation Lack of training Assets 30-40% Inaccurate initial specification Poor design for maintenance or operation Change of use / modification Ageing assets Unreliable Plant Maintenance 10-30% No or inadequate strategy Inadequate monitoring / knowledge of condition Poor / no rebuild specifications Lack of technical skills / training

6 Performance and Practices the current position PERFORMANCE 100% WORLD CLASS PROMISING NEED O IMPROVE AVERAGE ESSENIAL O IMPROVE POENIAL O IMPROVE 0 100% PRACICE

7 Value Gap Analysis examining the losses Waterfall Diagram 100% 90% 80% 70% 60% 50% 40% otal Hours Available No Demand Maximum Operating ime ime Lost to Equipment Availability Available Hours to Make Product ime Lost Making Product Slowly Hours at Maximum Rate ime Lost in Quality Problems Hours of Good Product at Max Rate

8 ackling Current Problems ypical downtime pareto is this enough? Days Lost Production by Plant Equipment Failure Comp 1 Comp 2 Centrif Cryst Agit 1 Agit 2 Drier Rot v/v Stripper React A React B Filter C.ower

9 Risk-Based Approaches Clear need to anticipate future problems Identify future risks and opportunities Increasing number of applications Pressure Systems Equipment maintenance strategies Critical spares Maintenance & calibration routines Critical trips and alarms Validation

10 Risk Based Inspection (RBI) Rigorous Approach to Managing Pressure System Risks Knowledge & Understanding Probability of Consequence of Design & Construction Operation Failure : Normal / Excursions Failure Inspection / Maintenance History Failure Mechanisms / Rates Incidents Nature / Definition Defects Criticality Detection techniques Optimum Inspection Regime + Design Operations Implications

11 ypical Benefits from RBI YEAR Items Studied (RBI) Non-invasive Inspections Shutdown Event Inspections Predicted Repairs Unforeseen Shutdown Repairs

12 ypical Benefits from RBI Study A Study B Study C Study D Average inspection interval before & after RBI study 31 to 44 months No data 54 to 85 months 48 to 65 months Vessels moved to noninvasive inspection 16 out of out of out of out of 82 Reduction in inspection costs 58% 49% 61% 81%

13 argeted Approach Select areas for improvement (unit; plant; systems) Use techniques for Screening / Prioritisation o gain most benefit o minimise cost, time and resource Identify the most appropriate tools for the job ime; resources; cost A one size fits all policy usually fails Criticality Analysis / Opportunity Assessment HIGH MEDIUM Detailed Assessment Rapid Assessment (80 / 20 Analysis) Decision Process ask Definition LOW Generic Assessment Document Strategy

14 argeted Approach Criticality Analysis Prioritise & identify vulnerabilities 140 Overall Criticality Score Frequency o pre-select items for further analysis Quick method Can be tailored to suit individual requirements No. Equipment Items Range of uses 20 0 <50 <100 <150 <200 <250 <300 <350 >350 Overall Criticality Scores

15 argeted Approach - Screening Number % Step 1: Screening Process Step 2: Criticality Analysis Process ime % Step 3: Selective Detailed Analysis Processes

16 Performance Improvement Identify opportunities for performance improvement Study Reference Unit Key: 1=Unit 1, 2=Unit 2, U=Utilities Plant Item Number Plant Item Description Opportunity Score Improve MBF Reduce the HSE consequences of failure Reduce the customer consequences of failure Reduce the production cost rate of failure Reduce outage time Reduce repair cost 46 1 P123 ransfer Pump 65 Limited benefit Limited benefit Limited benefit Consider Limited benefit Consider 47 1 D434 Rotary Drier 480 Yes Limited benefit Limited benefit Consider Consider Consider 48 1 A223 Agitator 152 Limited benefit, low chance of success Consider Limited benefit Consider Consider Consider Increasing equipment reliability Reducing HSE consequences of failure Reducing Customer consequences of failure Reducing the Production Cost of failure Reducing Outage ime Reducing Repair Cost

17 Select appropriate tools Failure Mode Analysis ools FMEA / FMECA Rapid FMEA using Generics Risk Based Inspection Statistical analysis / Designed experiments Remaining life assessment Spares optimisation Safety Integrity Level Determination Reliability Analysis ools Root Cause Analysis Cause & Effect Diagrams with Additional Cards (CEDAC) Changeover ime Reduction (SMED) Reliability modelling

18 Defining Equipment Strategies Criticality Analysis / Screening Process HIGH MEDIUM Failure Mode Analysis Processes Rapid FMEA using Generic Equipment Modules Maintenance Decision Process Maintenance ask Definition LOW Generic Strategies -by equipment type or activity Other Processes : Spares Review; Contingency Planning Document Equipment Maintenance Strategy

19 Rapid FMEA using Generics Rapid FMEA approach using Generic modules for Medium Criticality equipment Rapid process by : Using generic FMEA s developed at a range of levels to identify Maintenance Options Reviewing most significant failure modes only Reviewed for any differences in type or duty application Maintenance Decision using identified Maintenance Options as a guide Focus and time is shifted to the decision process rather than the analysis

20 Generic FMEA Application Asset Assembly 1 Generic Assembly FMEA Asset Assembly 2 Subassembly 1 Component 1 Analysis Required Component 2 Generic Component FMEA Subassembly 2 Generic Subassembly FMEA Asset Assembly 3 Analysis Required

21 Maintenance Strategy Decision Planned Maintenance Preventive : Scheduled or Fixed ime Maintenance (FM) - ime interval based Condition Based or Predictive Maintenance (CBM) - Equipment condition based Routine Asset Care (RAC) - Regular running maintenance eg servicing, adjustments, level checks Proactive or Design Out Maintenance (DOM) - Improvement based Corrective Maintenance Unplanned Maintenance Corrective Maintenance or Operate to Failure (OF) - Reactive or breakdown

22 Maintenance Decision Diagram Is the rate of deterioration or time to failure predictable and consistent? N Is there a reliable indication / early warning of failure? Y Would Routine Service extend life to failure? N Y N Is Maintenance likely to be cost effective? N Y Agree Maintenance Policy Y Is the interval between detection and failure sufficient to act on? N Is Routine Service Cost effective? N Y Y Y Is there a suitable condition monitoring routine that is cost effective to implement and operate? N ROUINE ASSE CARE Y CONDIION BASED MAINENANCE OPERAE O FAILURE FIXED IME MAINENANCE

23 Document Maintenance Strategy Requirement to document the equipment strategies Collect together relevant routines Installation; start-up & pre-shutdown routines Running routines Shutdown routines Quality build issues Critical spares Live & accessible electronic document Requires little updating

24 Example Criticality Analysis Problem Study to identify potential risks of extending time between shutdowns Process Step 1 studied 1328 items Step 2 studied 221 items (17%) Step 3 studied 82 items (6%) Focus on key problems using Risk Based Approach Outcome 6 items needed action to operate within acceptable risk boundaries 20 others were acceptable, but simple actions reduced risks further Overall project done in less time and significantly less cost

25 Example Reliability Baseline Approach Background Pharmaceutical vial capping line High availability / reliability required Problematic machine frequent stoppages Problem Improve reliability until a new machine can be purchased / installed No planned maintenance schedules Maintenance currently seen as reactive Poor equipment condition No standard set up procedure On the job training Machine very clean!

26 Improvement Process Solution Baseline study compared current to historical data Recovery plan Machine refurbishment Set and operate machine to standard procedures Establish maintenance strategy Daily / weekly set up Longer erm maintenance monthly / 6 monthly Annual overhaul Communication, training and further improvement Benefits Weekly downtime reduced from 8 hours to 30 minutes Vial change time reduced from 2 days to 1.2 hours

27 Contact Information Martin Brown Asset Management Services ABB Eutech el : martin.brown@gb.abb.com