Focus on Asset Reliability: Cincinnati MSD's O&M Optimization Journey Don Linn, John Shinn, Jr. and Sam Paske
Metropolitan Sewer District of Greater Cincinnati Serves large portion of Hamilton County population of approx. 850,000 Large infrastructure 7 major Treatment Plants Treat 180 MGD total 120+ smaller treatment facilities Old infrastructure 180 +/- years Major treatment systems first built in 1950s Approx. 600 employees
Wastewater Treatment Vision Result & Support Goal High Asset Reliability, Maintainability, & Availability Meet Air/Water Permit Reduce O&M $$$ Automation/ SCADA Energy Optimization Process Optimization
Achieving the Vision Risk Analysis Tasks Result & Support Goal Cost Eliminate Bad Actors (Consequence & Probability of failure) High Asset Reliability, Maintainability, & Availability Meet Air/Water Permit Failures Maintenance Strategy TD/CD/FF/RTF RCM/RCA Redesign Reduce O&M $$$ KPI & Data Quality Performance of Work Management Inventory Management Asset Reliability Automation/ SCADA Energy Optimization Process Optimization
Journey to a Proactive Culture Desired Result Availability Maximize Process Uptime Focus Reliability Preserve Plant Functions Maintainability Decrease Equipment Downtime Availability = MTBF MTBF + MTTR Requires a Mindset Change: Shift from Preserving Equipment to Preserving Functions
Proactive Culture Process Map Storeroom Pass Knowledge Defect Work Identified Pass Knowledge Parts Kitting Reactive Work Planning Reactive Planned Work Preventive Maintenance Predictive Maintenance Follow-up Work Proactive Planned Work Condition Monitoring Proactive Maintenance Root Cause Analysis Engineering RCM Tools Defect Elimination New Project Work Specs Break-in [4,5] Corrective [1,2,3] Scheduling Proactive Maint [1,2,3] Continuous Improvement Activities Inventory Management Work Management Failure Codes and Work Order Documentation Asset Reliability
Strategy for Proactive Culture 1. Top Down Approach Using Criticality Started the process 2. Bottom Up Approach Using RCM Optimized the process, focus on results 3. Living Program Continuous Improvement Cost Eliminate Bad Actors (Consequence & Probability of failure) Failures
Top Down Approach Process Consisted of: 1. Team-driven Risk Assessment 2. Scoring and Ranking of Functional Location Criticality 3. Maintenance Strategy Templates Applied Based on Criticality Score
Criticality Tool
Applying Maintenance Strategies Criticality Strategy Comments 1800 and above 600 to 1799 Replace traditional Preventive Maintenance tasks with Predictive tasks Replace traditional Preventive Maintenance tasks with Predictive tasks (lower frequency) Less intrusive tasks Less intrusive tasks (less often) Below 600 No Predictive tasks Exceptions considered, e.g. consent order Infra Red Thermography Motor Circuit Analysis Ultrasonic Vibration Analysis
Focused on Functional Locations Pump PM Task Template Functional Location AFD MCC Motor Pump Asset Any Asset Failure Safety Operations Maintenance Environment Functional Location Criticality
Top Down Results 37% Reduction in Failures 9% Increase in Reliability 7% Reduction in Repair Time
Top Down Results $ Saved ROI
Strategy for Proactive Culture 1. Top Down Approach Using Criticality Started the process 2. Bottom Up Approach Using RCM Optimized the process, focus on results 3. Living Program Continuous Improvement Maintenance Strategy TD/CD/FF/RTF RCM/RCA Redesign
Bottom Up Approach What is RCM? A systematic, qualitative decision methodology that identifies the most cost effective PM tasks for plant equipment. Often called organized common sense - Anthony Mac Smith, 2009 Why do RCM? Optimize Uptime for Process Availability Prevent Failures on Bad Actor Systems (ROI) Build Detailed Maintenance Strategies
RCM: Focus on Asset Failure Modes Pump Worn Bearings Worn seal PM Task PM Task Functional Location AFD MCC Pump Asset Motor
Which System?
Selecting Systems for RCM Analysis
Defining the Analysis
Optimized Maintenance Plan Task Type Collection Centrifuge RCM Tasks = Current Tasks 16% 33% RCM Tasks = Modified Current Tasks 7% 6% RCM Specifies Task, No Current Task Exists 49% 32% RCM Specifies RTF, No Current Task Exists 25% 27%
Bottom Up Results Optimized Operations and Maintenance Plans based on Failure Modes Items of Interest Engineering design issues Training issues (operations and maintenance) Cultural Observations Craft-level staff owned the strategy Supported becoming more proactive Operations and maintenance staff gained more knowledge of how the process and equipment operates
80/20 Pump PM Task Template Pump Worn Bearings PM Task Worn seal PM Task Functional Location AFD MCC Functional Location AFD MCC Motor Motor
Strategy Characteristics Utilizes leading predictive technologies Rapid maintenance strategy across all asset types and locations Addresses all assets at the required level of detail (failure mode) needed to support system functions Data Driven Applied based on performance and ROI Top Down Y Y N N Bottom Up Y N Y Y
Strategy Characteristics Top Down Bottom Up Effort intensive N Y Captures detailed staff knowledge N Y Craft-level staff define the proactive strategy more effective adoption Develops a standardized risk assessment for continuous optimization N Y Y N
Strategy for Proactive Culture Top Down Approach Using Criticality Started the process Bottom Up Approach Using RCM Optimized the process, focus on results Living Program Continuous Improvement KPI & Data Quality Performance of Work Management Inventory Management Asset Reliability
So Where Are We? Risk Analysis Tasks Result & Support Goal Cost Eliminate Bad Actors (Consequence & Probability of failure) High Asset Reliability, Maintainability, & Availability Meet Air/Water Permit Failures Maintenance Strategy TD/CD/FF/RTF RCM/RCA Redesign Reduce O&M $$$ KPI & Data Quality Performance of Work Management Inventory Management Asset Reliability Automation/ SCADA Energy Optimization Process Optimization
Asset number Failure Class Develop Failure Mode and related failure causes in Equipment/Failure Codes Module Link Work order number Type = CM Failure Cause Failure Class Remedy Link PM / JP number - Document Failure Mode in Job Plan Module - Labor time - Material - Task Living Program Continuous Improvement Focus: 1. Monitor Top Down and Bottom Up Results 2. Apply Bottom Up Strategy to New Areas 3. Embed RCM Rational in the CMMS 4. Provide Analysis Tools to Staff (Dashboards) CMMS Location / Equipment Modules CMMS Work Order Module CMMS PM / Job Plan Module RCM Date RCM Asset Failure Mode Failure Mode - Ability to identify all RCM Assets - Attach RCM date to Location Module - Attach Failure class to Assets Support - Ability to identify RCM work orders that failed our maintenance strategy - Ability to identify RCM work orders that does not recognize the failure modes/failure causes (i.e., RCM analysis missed a failure mode) - Ability to identity CM work orders generated for failure modes that take down the process - Ability to identify PM tasks associated to failure modes identified from the RCM analysis - Ability to identify TD, CD or PdM, and RTF tasks developed from the RCM analysis Support Failure codes TD prevent failure occurrence CD or PdM detecting onset of failure FF discovering hidden failure RTF deliberate decision to run to failure Job Plan
Monitoring Results Pump Risk 22 Failures Count of Failures (2008) 11 0 0. 1,500. 3,000 Criticality Value
Monitoring Proactive Results CM (Reactive Work) Cost Maintenance Strategy $
Monitoring RCM in the CMMS Maintenance Strategy
Data Quality Dashboard Failure Reporting? KPI & Data Quality You can t manage what you don t measure
Proactive Dashboard Result Focus Strategy Focus KPI & Data Quality What s important to my boss, is important to me
Lessons Learned High failure rates alone do not determine the most important problems to solve, failure effects must be evaluated as well Addressing failure modes must be the basis for improving availability Classical RCM methodology connects failures to equipment that supports process functions Failure modes linked to functions via equipment Uses 80/20 rule to identify bad actor systems Repeatable standardized process
Lessons Learned Staff must be the driver for change All levels of staff must be accountable for change: What s important to my boss is important to me. You can t manage what you don t measure Ability to recognize patterns and relationships that are hidden in data, to prevent failures before they occur Culture change takes time 600 employees, 15,000 assets across 7 Treatment Plants, 4 high rate TP, 130 pump stations
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