What s in Your Maintenance Wallet? Ohio Water Environment Association 2016 Annual Conference

Transcription

1 What s in Your Maintenance Wallet? Ohio Water Environment Association 2016 Annual Conference

2 Safety Moment Brown and Caldwell 2

3 Simon Watson Brown and Caldwell National Leader for Utility Performance Operations and Maintenance Orange County Sanitation District 23 Years Maintenance Manager Education Masters Degree, Public Administration Bachelors Degree, Business Management Certifications Certified Maintenance Reliability Professional (CMRP) CWEA Grade IV, Maintenance Technologist and Collections Management Environmental Sustainability Professional (ENV SP) Associations CWEA Past-President CWEA Past-Chair of the Technical Certification Program WEF Utility Management and POM Committees 3

4 OCSD Service Area 471 square miles 200 MGD 2.5M population 21 cities, 3 special districts 2 treatment plants 15 pump stations Los Angeles Orange County San Diego

5 Orange County Sanitation District Facilities in Southern California Reclamation Plant No. 1 Fountain Valley Treatment Plant No. 2 Huntington Beach

6 Why Advance your Maintenance Program? Know the right maintenance is being completed Could provide reports to the regulators Justify staffing and other resources Partnership with Operations Planned maintenance Reduction in Emergencies, Backlog, Overtime Ability to double the size of the plant without increasing staffing Brown and Caldwell 6

7 Life Without a Well Developed Maintenance Program Reactive in Nature Unreliable Equipment Increased Maintenance Cost Negative Impacts to Customers Lack of Understanding of Roles and Responsibilities Frustration Brown and Caldwell 7

8 Life With a Well Managed Maintenance Program Take advantage of CMMS Standardized Processes Clear Roles and Responsibilities Effective Use of Resources Performance Measures Good Documentation Improved Equipment Reliability Less Frustration Brown and Caldwell 8

9 Time to Step Back and Evaluate Brown and Caldwell 9

10 Begin with the End in Mind Mission Purpose Statement Vision Where do you want to be in 5 years? Goals Action Plan Brown and Caldwell 10

11 What is Your Vision? Where do you want to be 5 years from now? What do you need to do in order to achieve that vision? Do the current structures, processes, policies, and support systems support achieving the vision? Brown and Caldwell 11

12 Vision Statement Maintenance Vision Provide exceptional asset management, reliable power and equipment working in a MANAGED ENVIRONMENT and being ACCOUNTABLE for and DISCIPLINED in the work we perform. Brown and Caldwell 12

13 Definitions Managed Environment Plan and schedule all activities. Insure parts and resources are always available to complete the work on the scheduled date. Accountable For the work we perform, actions we take and financial impacts. Disciplined Properly trained employees doing the job the right way the first time. Paying attention to the details in completing tasks. Being consistent in the application and enforcement of policies and procedures. Brown and Caldwell 13

14 Goals for Achieving the Vision Managed Environment Plan and schedule all work: PM, PD, CA, CN, and CM Develop a predictive maintenance program Develop reliability centered maintenance program Accountable Provide reports to monitor performance Provide financial reports for maintenance cost Measure knowledge, skills and abilities Disciplined Provide relevant technical training Provide tools to perform the work Provide clear and consistent policies and procedures Brown and Caldwell 14

15 Five Core Building Blocks of a Maintenance Program Equipment Data Work Order Control Well Defined Maintenance Practices Materials Control Policies and Procedures Brown and Caldwell 15

16 Do You Know What You Own and Need to Maintain? Brown and Caldwell 16

17 CMMS systems - manage the detail of both assets and the work performed The WHAT and WHEN Detailed asset inventory Maintenance history Maintenance and budget planning tool Generates reports What you ve done, what you have to do Brown and Caldwell 17

18 Five Building Blocks: Where does the CMMS Fit In? 1. Policies and procedures 2. Equipment data 3. Work order control 4. Maintenance practices 5. Materials control CMMS systems strongly support these Brown and Caldwell 18

19 Each individual asset has its own set of detailed information WARRANTY INFORMATION Asset ID Asset Name Type Description/Function Design Type Design Voltage Phase Rated AMPs HP Watt/KW RPM Service Factor Efficiency Power Factor Thermal Protection Y/N Ambient Temperature (Max.) Design Code NEMA Insulation Class Frame number Drive End Bearing # Non Drive End Bearing # Serial number Model number Size Frame number Month/Year Manufactured Failure Analysis Included in Criticality Model? Y/N Drive End Bearing Bearing manufacturer Drive End Bearing Bearing number Opposite Drive End Bearing Bearing manufacturer Opposite Drive End Bearing Bearing number Owner Installation Cost Purchase Cost Purchase date Expected life (years) Mean Time Between Failure - Hours Average Monthly Use - Hours Total Usage - Hours HP, Voltage, RPM Serial Number, Model Number, Year made Purchase Cost, Date and Expected Life & Owner! Shipping date WARRANTY INFORMATION Startup date WARRANTY INFORMATION Effective date WARRANTY INFORMATION Duration (months) 100% WARRANTY INFORMATION Expiration date WARRANTY INFORMATION Duration for reduced coverage WARRANTY INFORMATION Duration for reduced coverage #2 WARRANTY INFORMATION (Warranty PDF) WARRANTY INFORMATION Comments LOCATION INFORMATION Address LOCATION INFORMATION City, ST, Zip LOCATION INFORMATION Location LOCATION INFORMATION Area # LOCATION INFORMATION Sub - Area LOCATION INFORMATION Room LOCATION INFORMATION Level LOCATION INFORMATION Direction LOCATION INFORMATION GPS - Latitude LOCATION INFORMATION GPS - Longitude MANUFACTURER MANUFACTURER Address MANUFACTURER City, ST, Zip MANUFACTURER Phone # MANUFACTURER Fax # MANUFACTURER MANUFACTURER Web site VENDOR VENDOR Address VENDOR City, ST, Zip VENDOR Phone # VENDOR Fax # VENDOR VENDOR Web site Notes Warranty Information Effective Date, Expiration Date Manufacturer & Vendor Information Brown and Caldwell 19

20 You Need Clean & Standardized Data Brown and Caldwell 20

21 CMMS can track the full life of each asset and report on it (across all assets) Houses asset data Replacement Scheduling & executing WO s R&R Planning Transaction history Comparative reporting

22 Benefits of a CMMS fully populated with asset and work information can include streamline and focus work management systematically prioritize work and record work history ability to report across groups of assets regulatory compliance support good data to other systems (e.g. financial or HR/staffing/Training) Brown and Caldwell 22

23 Maintenance Strategies Reliability and Continuous Improvement! Eliminate Defects During Commissioning & CM Employ Technology & Condition-Based Maintenance for Early Defect Detection RELIABILITY % Collaborative ownership of the assets Get Control of Maintenance Activities Firefighter Mentality expensive, unreliable MAINTENANCE EXPENSE 23

24 Equipment Failure Curve Get Ahead of It! Maintenance Strategies Failure Starts CONDITION Early problem detection with PdM Equipment Fails COST TO REPAIR TIME

25 How do you know what maintenance to do? Brown and Caldwell 25

26 Resources for Developing Maintenance Task Vendor Equipment Manuals Staff Knowledge Environmental Exposure Past History Reliability Centered Maintenance (RCM) Brown and Caldwell 26

27 Consider RCM Light What are the functions and quantified performance standards of the asset in its present operating context? In what ways can it fail? What causes it to fail? What happens when it fails? Does it matter if it fails? Can anything be done to prevent or predict failure? What if we cannot prevent or predict the failure? Brown and Caldwell 27

28 RCM Outputs Maintenance plan Criticality ratings of assets Optimized standard times and frequencies for maintenance activities Work procedures or routines

29 Maintenance Strategies Preventative Maintenance (PMs) Predictive Maintenance (PDMs) Run to Fail (RTF) Want to comply with warranties and perform the RIGHT amount of maintenance over the asset life-cycle Brown and Caldwell 29

30 Preventative Maintenance Work Order Process

31 Work Plans Personnel Duration Tools/Equipment Materials Parts Tolerances/ Thresholds Brown and Caldwell 31

32 Preventative Maintenance Staffing Needs 1. Estimated 2. FTE requirement based on 1,500 hours/year/employee directly on PM tasks Brown and Caldwell 32

33 Planning and Scheduling All work should be planned Planning Resources available Work/job plan is complete Everything is ready to go Scheduling Planner Scheduler works with operations to set schedule Supervisor assigns staff Planner should not be the purchasing person Brown and Caldwell 33

34 Planning and Scheduling Two weekly Meetings Monday and Thursday Operations Maintenance Construction Work was being planned out days Operations set the schedule Brown and Caldwell 34

35 Materials Management All items should be associated with an asset(s) Formal add to stores process Min/Max levels should be reviewed Determined by equipment criticality Lead time Dormant stock review Kitting parts? Brown and Caldwell 35

36 Answers Should be Yes Was the work completed on schedule? Could someone else do just as well given the same work order? Was everything needed available? Did you have the right tools for the job?

37 Precision Maintenance Brown and Caldwell 37

38 Precision Maintenance

39 Precision Maintenance: Laser Alignment Acquisition of two laser alignment systems for Plant 1 and 2 Laser alignment procedure in place The primary objective of accurate alignment is to increase the operating life span of rotating machinery. As Found As Left

40 Lubrication Program Storage & Handling Containers are properly labeled Lubricant facility well organized and clean Lubrication Practices Ultrasound grease guns Clear grease container

41 Predictive Maintenance Brown and Caldwell 41

42 Value of a Predictive Program Failure Starts Early detection with vibration analysis Wear can be detected with oil analysis High changes in temperature can be detected with Thermography Audible Noise CONDITION Early problem detection with PdM COST TO REPAIR Hot to touch Equipment Fails TIME

43 Benefits of a PdM Program Increase facility and personnel safety Increase Equipment Reliability Increase MTBF (Mean-time-between-failure) Increase the useful operating life of plant machinery Increase communications and planning between O&M Reduce maintenance costs Reduce unexpected failures Reduce spare parts inventory Reduce Preventive Maintenance tasks

44 Electrical Predictive Technologies Infrared scanning Ultrasound testing Transformer oil analysis Motor oil analysis Motor current analysis Partial discharge testing

45 Early Detection of Problems

46 Infrared Imaging or Thermography Many organizations have effectively used thermography to measure misalignment

47 Electrical Program Return on Investment Optimized maintenance saving $220k Early detection of failure Avoided catastrophic damage to equipment valued at over $16 million in 2012 Power availability to process Minimized down times of power equipment

48 Main Sewage Pump Bearing

49 Bearing Failure in the Making

50 Blower Motor Detailed vibration data collection on the motor running uncoupled were done after motor was reconditioned by a Motor Shop. The results analysis indicated there was excessive motor bearings clearance.

51 Blower Motor INBOARD BEARING The Motor Shop repair report was carefully reviewed. It was noted the Motor sleeve bearings were not Rebabitted, just polished. OUTBOARD BEARING

52 Trickling Filter Pumps Acceptance Test Trickling Filter Pump Critical Speed at 648 rpm Braces installed on Tricking Filter pumps moved natural frequency away from operating speed range

53 Dewatering Fan Cracked Impeller

54 PM Optimization: Rotating Machinery Many PM task could be done by PdM technologies Many PM tasks were done too often Many PM tasks did not address any failure mode Many PM tasks were intrusive Asset Type Current PM Man-hours Recommended PM Man-hours PdM VA/OA Man-hours Annual Impact Man-hours Pumps Fans Others TOTAL

55 Cost Avoidance ROI ,200,000 1,084,746 1,125,368 1,000, , , , ,000 Cost Avoidance Program Cost 400, , , , , ,000 0 FY07-08 FY08-09 FY09-10 FY10-11 Brown and Caldwell 55

56 Uptime Magazine

57 Metrics Brown and Caldwell 57

58 Brown and Caldwell 58

59 KPIs Depict Efficiency OR Need for Additional Resources Work Order Backlog Measurement Goals** Planned 6 weeks (SMRP 5.4.8) Ready to schedule 2-3 weeks (SMRP 5.4.9) Overtime <5% (SMRP 5.5.8) Preventive Maintenance Compliance >90% (SMRP ) Schedule Compliance Planned Maintenance Ratio >90% (SMRP 5.4.4) Report as to why the schedule was broken (equipment not ready, emergency breakdown, staffing etc..) 85% (AWWA benchmark) Reactive Work <10% (SMRP 5.4.1) Mean Time Between Failure (start on critical assets) Budgeted vs Actual Higher the better. Don t want failures between PM s 95%-100% of Budget **THE SOCIETY FOR MAINTENANCE AND RELIABILITY PROFESSIONALS 59

60 Division 850 PM Compliance Report PM Compliance as Scheduled For Month: AUG 2013 PM Compliance as Scheduled For YTD: 2013 Schdule Group Totals and Percentages for Month of AUG 2013 Schdule Group Totals and Percentages for Year 2013 SCHEDULE SCHEDULE COMP OPEN TOTAL COMP OPEN TOTAL GROUP GROUP MMGRP % % 118 MMGRP % % 622 P1CMMS % % 4 P1CMMS % % 4 P1PMMS % % 186 P1PMMS % % 748 P2PMMS % % 114 P2PMMS % % 1142 PTMTMS % % 16 PTMTMS % % 216 GRAND TOTAL % % 438 GRAND TOTAL % % 2732 Brown and Caldwell 60

61 So What Do You Do With All This? Brown and Caldwell 61

62 Keep Moving Forward Set your annual goals Be consistent, strong and patient - it takes many years to change a maintenance program and culture Adapt and overcome obstacles Implement policies, procedures, and workflows Remember the 5 Ps Prior Planning Prevents Poor Performance

63 You will need Change Management Change is Good. It s ok not to be putting out fires. True maintenance heroes catch problems early. Think about how you can make maintenance better.

64 Example of Continuous Improvement

65 Where are you on your Journey? Maintenance Strategies Reactive Preventive Precision Predictive CMMS data and use Work Plans Planning and Scheduling Materials Management Training Policies and Procedures Brown and Caldwell 65

66 Simon Watson