The five key ingredients to a successful condition monitoring program

Transcription

1 The five key ingredients to a successful condition monitoring program Jason Tranter, CMRP CEO, Mobius Institute jason@mobiusinstitute.com General inquiries: learn@mobiusinstitute.com You can master plant reliability with ilearnreliability

2 Topics 1/ Why do programs fail (and how you can fix the problem) 2/ A quick review of some fundamentals concepts 3/ Five solid things you can do to revive a program

3 Quick introduction: Jason Tranter Experience spanning back to 1984 Developed condition monitoring systems Began a training & certification company Have been providing condition monitoring and reliability improvement training since 1999

4 A common situation

5 Insufficient management support Inadequate leadership so there is no belief Don t understand value (or don t gain value) and plug is pulled

6 Insufficient management support Inadequate leadership so there is no belief Don t understand value (or don t gain value) and plug is pulled Fix? Demonstrate the business case You need to speak their language

7 Reports are confusing or inaccessible Reports provide too much data Reports provide suggestions, not recommendations

8 Reports are confusing or inaccessible Reports provide too much data Reports provide suggestions, not recommendations Fix? Agree on a report format that provided everyone the information they need

9 CM teams operate in silos Condition monitoring analysts don t cross-check and learn from each other

10 CM teams operate in silos Condition monitoring analysts don t cross-check and learn from each other Fix? Make sure all CM analysts, and reliability engineers, physically work together, make sure they understand each other, make sure they share and cooperate

11 CM analysts jump to conclusions Analysts don t perform additional tests to ensure their diagnosis is accurate

12 CM analysts jump to conclusions Analysts don t perform additional tests to ensure their diagnosis is accurate Fix? They need training, but they need to be encouraged to take the time to perform tests

13 Lack of belief (understanding) in philosophy Recommendations are ignored We have always done it that way

14 Lack of belief (understanding) in philosophy Recommendations are ignored We have always done it that way Fix? Education [Criticality, failure patterns, P-F interval, why do machines fail]

15 Lack of a genuine plan Buy equipment, minimal training, warning provided about some faults, schedules slip, no belief

16 Lack of a genuine plan Buy equipment, minimal training, warning provided about some faults, schedules slip, no belief Fix? You need a roadmap [Buy-in, criticality, FMEA*, LTTF]

17 Lack of training technologies used incorrectly Failures are missed [missed diagnosis, wrong test period, wrong technology] Diagnoses are incorrect [problem does not exist]

18 Lack of training technologies used incorrectly Failures are missed [missed diagnosis, wrong test period, wrong technology] Diagnoses are incorrect [problem does not exist] Fix? Training and certification!

19 Reliability (performance) does not improve Only dealing with failures - no focus on root causes Lack of understanding about what CM does

20 Reliability (performance) does not improve Only dealing with failures - no focus on root causes Lack of understanding about what CM does Fix? Education Defect elimination and RCA

21 Maintenance can t deal with recommendations Pointless predicting the future if you can t manage the present

22 Maintenance can t deal with recommendations Pointless predicting the future if you can t manage the present Fix? Break out of reactive maintenance [Work and spares management, ODR, Proactive, Precision, 5S]

23 CM and not CBM Tests performed to just provide early warning of an avoidable failure glorified reactive maintenance

24 CM and not CBM Tests performed to just provide early warning of an avoidable failure glorified reactive maintenance Fix? Education: CM versus CBM Asset strategy

25 CM people don t sell themselves Management don t actually appreciate the benefits With fewer failures they question why CM is needed

26 CM people don t sell themselves Management don t actually appreciate the benefits With fewer failures they question why CM is needed Fix? Communicate and sell the benefits constantly [damage avoided, downtime avoided, overtime avoided] [keep damaged bearings, gears and other components]

27 The champion leaves Just one person drives the program when they leave the program withers and dies

28 The champion leaves Just one person drives the program when they leave the program withers and dies Fix? Don t rely on a champion Make sure you have well trained staff It is part of the culture change challenge

29 Roadmap Gain senior management support Commit to culture change process [Commit to reliability improvement] Determine criticality Develop asset strategy Consider failure modes & root causes Consider failure patterns & P-F interval Enlist operators [ ]

30 A quick review of some of the fundamentals

31 Clarify: Reliability vs CBM vs CM Condition monitoring Warn before failure glorified reactive maintenance Still perform unnecessary PMs Condition Based Maintenance Repair/restore/replace on condition Reliability improvement Eliminate root causes of failure Eliminate inefficiency, waste, and excessive costs

32 Clarify: Why do machines fail? ASSET STRATEGY Root causes [proactively eliminate them] [detect them and save the machine] Failure modes [detect them and save the machine] ROOT CAUSE FAILURE ANALYSIS

33 Clarify: How do machines fail?

34 Clarify: P-F interval

35 Clarify: P-F interval vs reliability

36 Clarify: Criticality

37 Clarify: Criticality CRITICAL Random/detectable: CBM multi-technology Age related: PM ESSENTIAL Random/detectable: CBM Age related: PM NON-ESSENTIAL RTF

38 Five ways to fix your program

39 Gain senior management support Explain value [Explain philosophy]

40 Educate everyone Explain CBM philosophy Demystify technology

41 Review logic Assess criticality Review failure modes & root causes Consider lead-time-to-failure

42 Communicate clearly Provide actionable recommendations Communicate benefits [case studies, trophy cabinet]

43 Improve reliability Don t keep detecting the same avoidable faults eliminate the root causes CM opportunities: Alignment, balancing, lubrication, acceptance testing

44 Three little reminders ilearnreliability [Condition monitoring] Vibration training and certification per ISO

45 Thank you! That concludes this presentation. Jason Tranter, CMRP CEO, Mobius Institute Enquiries: ilearnreliability will teach you more about this topic and so much more! THE BEST ANALYSTS ARE MOBIUS TRAINED