15.- Terry Harris USA

SMRP/CMRP

Peruvian International Maintenance Conference 2010

The Maintenance Engineering and Reliability Pillars of Productivity

Reliable Process SolutionsIt Can Operate Forever

Terry Harris, CMRP656 Ridgeway Dr.

Sidney, Ohio 45365937-371-1644

[email protected]

Terry Harris, CMRPCertified RCM Facilitator Predictive/Proactive Maintenance trainingPreventive Maintenance Strategies trainingLubrication Audits.Lubrication Excellence Training ProgramsDetailed Equipment Failure Modes training.Training Programs for Oilseeds Industry.Asset Criticality software, assessment, trainingEnvironmental, Health, & Safety software/assessmentMaintenance AuditsReliable Installation Project Management ServicesExam Director for SMRPCO

CompetitionWe are all involved in competition.

We compete with companies in our business lines.

We compete with new processes that may make ours inefficient.

We are competing around the world!

Can LAM be more competitive in the future?

Top 10 Companies – No. of CMRPs(thru January 2010)

Cargill 161

AEDC/ATA 112

Advanced Technology Services, Inc. 90

Ecopetrol (Colombia) 77

Alcoa 71

Sasol Synfuels (South Africa) 67

Fluor 54

DuPont 44

Allied Reliability 42

Pfizer 40

CMRPs around the world

USA & CanadaUSA 2,101Canada 143

Latin America & CaribbeanArgentina 3Bolivia 2Brazil 5Chile 1Columbia 261Ecuador 4 Honduras 1Jamaica 3Mexico 43Peru 18Puerto Rico 19Suriname 1Uruguay 1Venezuela

8

Africa & Middle EastBahrain 1Botswana 1 Kuwait 1South Africa 78Nigeria 5UAE 9Qatar 14Saudi Arabia 8Zambia 1

EuropeBelgium 1France 2Germany 5Iceland 1Ireland 1Italy 2Netherlands 12Romania 1Spain 8UK 8

Australia 52New Zealand 9

AsiaIndia 3Indonesia 10Japan 2Malaysia 1Thailand 3Papa N.G. 1Philippines 1Singapore2Trinidad 3Yemen 1

Equipment Perform

ance

Time UF

S

FF

PF IntervalPP

Potential Failure Curve

Heat

Nois

eSmell

Smoke

Feel

Equipment Perform

ance

TimeFF

PP10-15

Reactive

Reactive Issues affecting efficiency Inability to perform precision maintenance More spare parts Expediting of spare parts Unplanned maintenance Unplanned downtime Quality issues E,H,&S issues Inefficient use of maintenance time Inefficient use of operations time Extremely short equipment lifeWork practices don’t extend equipment life

• 90% of all equipment failures can be predicted months before the failure!

• 90% of all bearing failures can be predicted at least 3 months before failure!

• 90% of all motor failures can be predicted 6-12 months before failure!

Predictive Maintenance

Mechanical Ultrasonic Device

Heat

Nois

eSmell

Smoke

Feel

Equipment Perform

ance

TimeFF

PP

10-15Reactive

Mechanical

Ultrasound

Vibration Analysis

Oil Analysis

Wear particle testing

Thermography

MCE

NDT

Predictive30-50

Predictive Maintenance Reduces collateral damage Time to plan the work Time to do the correct maintenance Time to have correct parts (no expediting) Time to do precision maintenance Less spare parts – 30% less More efficient use of maintenance time Less Emergency Downtime Repair work can extend equipment life Safer work conditions

Heat

Nois

eSmell

Smoke

Feel

Equipment Perform

ance

Time FF

PP

10-15Reactive

Mechanical

Ultrasound

Vibration Analysis

Oil Analysis

Wear particle testing

Thermography

MCE

NDT

Predictive30-50

Lubrication Excellence

Proactive

Precision Maintenance Alignment, Balance, etc.

Select SuppliersSupplier SpecificationsMetrics

Equipment RankingRCM/PMO

TPMRCA/FMEA

RCDTraining ProgramsWritten Procedures

Job Planning/SchedulingCMMS System

RCA

70-100

PM Tasks

Proactive Maintenance Maximizes precision work techniques Minimum spare parts, 50% reduction Maximum Runtime, Minimal downtime 80% of maintenance tasks proactive Minimal E, H, &S exposure Very Low quality Issues Maximum Equipment Life Lower MRO costs Reduction of Predictive Maintenance Costs Elimination of equipment failure modesAllows you to perform “Lean Maintenance”

Behavioral Cycle of Despair

Ref: DT, S. Thomas2469

What are the Factors of Equipment Life Cycle Improvement

EngineeringDesignFabricationInstallationOperationsMaintenance

Engineering/Design25-35% of equipment reliability issues are

engineering and design related. Poor equipment selection

Motors, Pumps, Couplings, Equipment Options, Pump Bases, Gear Reducers, Fans, Conveyors, Packing Equipment, Etc

Improper sizing of equipment/components Improper piping design practices

Elbows on inlet flanges Pipe strain on equipment Torque methods on fasteners

Poor base/foundation designed/structures Understanding of factory Alignment/Balance

Engineering/Design Who makes the best motor? Who makes the best pump? Who makes the best membranes? Who makes the best cartridge filter? Who makes the best actuators/valves? Who makes the best coupling? Who makes the best pump base?

Knowing the answer to these questions is what adds life and reliability to the equipment.

Closing the Gap Between Design, Operations and Maintenance

Ref: DT2347

Closing the Gap Between Design, Operations and Maintenance

Ref: DT2373

Fabrication10-20% of failures are contributed to equipment

fabrication Improper Piping Practices

Elbows on inlet flanges Pipe strain on equipment Torque methods on fasteners Improper welding procedures on steel Improper welding procedures on plastic

Improper Fabrication Practices Un level base structures Base structures in stress Improper/lack of anchoring points Inadequate piping supports

Fabrication Improper Handling of Completed Equipment

Pick points, Shipping points, Tie Down Points, Support Points

Improper shipping methodsLarge items in box trucksOver tension when strapping down equipmentTie downs on critical partsLack of tie down, moving sliding on the truckTruck Change over, freight company practicesImproper packaging, skidding

Installation15-25% of failures are poor installation practices

Improper Handling PracticesPick points, Moving practices, Storing

Improper Anchoring TechniquesUn level floor anchoring, Looks level to me!!!No Grout, Improper grouting methods, Improper Grout material Improper anchoring bolts and torque, Not enough anchor points

Improper Piping PracticesField piping strain, Piping thermal strain, Conduit strain

Coupling AlignmentPoor or no alignment methods

Installation cont. Poor Lubricant Selection

Proper viscosity for application Proper lubricant for application

Poor Lubricant Application Using the lube from the plant Putting dirty lube in the equipment Using dirty lube application equipment Using wrong grease in motors No desiccant breathers

Combo Bad PracticesPrecision grout install and no Precision alignment or Balance.Precision methods and high vibration due to inlet water flow.

Installation Failures

Operations10-20% of failures are from operational issues

Starting equipment under full load Could be equipment or programming

Closing discharges valves to quickly Not monitoring thermal conditions Not monitoring physical vibration Not monitoring visual oil changes Operating equipment in manual Lack of fluid to pump on startup Water on components Lack of a TPM program

Maintenance20-30% of all failures are directly contributed to

maintenance before/after startup. Improper inspection of components Improper lubrication practices

Improper/contaminated lube Too much lube No lube analysis, Visual/Testing

No/poor Preventive Maintenance Program No/poor Predictive Maintenance Program No/poor Proactive Maintenance Process No/Improper training of maintenance

No procedures, training programs, follow up, retraining

HSB Risk Study at a Petrochemical Plant

Ref: Oliverson, HSB2344

Reliability Engineering PillarsPillar #1

Knowledge

Improving your knowledge and skills to understand equipment function and how components fail.

Reliability Engineering PillarsExample of engineering knowledge:

How important is precision balance to equipment component life cycles?

Using precision balance specifications can add 2-3 times the life to the bearings.

Precision Balance A real life example of a loss of bearing life due to unbalance is as follows:

Let’s use the example of a 12” pump impellor turning at 3600 RPM. This impellor is out of balance by only 1 oz. The 1 oz. out of unbalance equals 275 lbs of additional force on a bearing designed for 1000 lbs. This reduces the bearing life by 48%.

mrf 0.102 = g

)fmr(2 = mr = mA = F 2

22

lbs. 275 = )(60 x (12) x )161

( x 0.102 = F 2

F=Force m=imbalance (lbs)r=radius of imbalance (in)

f=rotational speed (Hz)g=386.4 in/sec2

Substitute 1 oz. (1/16 lb.), 12", 3600 RPM (60 Hz):

Thus, 1 oz. of imbalance on a 12" radius at 3600 RPM creates an effective centrifugal force of 275 lbs. Now calculate the effect of this weight on bearing life. Suppose that the bearings were designed to support a 1000 lb. rotor. The calculated bearing life is less than 50% of the design life as shown below.

Life L Design 0.48 =

)275 + 1000

1000( x Life) L (Design = Life L Actual

10

31010

Precision Balance

When you buy or rebuild a motor, pump, or any rotating equipment specify a balance standard of .05in/sec.

Precision Balance can be affected by not cutting keyways in shafts the correctly. The correct method is as follows using the drawing below.Measure from the end of the shaft to the edge of the taper of the keyway slot. This is “A”. Measure the length of the coupling, this is “B”. A + B / 2 is the proper length of the key.

You are trying to replace the weight of the metal remove in the keyway slotIf keyways not precision cut then have 180 degrees apart

Reliability Engineering PillarsPillar #2

Implementation

The ability of the reliability engineers or supervisors in implementing the knowledge of available information.

Reliability Engineering PillarsExample of implementation:

How do we effectively implement precision alignment.

NASA states precision alignment can extend bearing life up to 8 times.

Misalignment FailuresA study in the petrochemical industry realized the

following results:

Average bearing life increases by a factor of 8.0.

Maintenance costs decrease by 7%.

Machinery availability increases by 12%.

ImplementingImplementing precision alignment

means having written procedures and methods to verify that it is actually happening in the plant.

Reliability Engineering PillarsPillar #3

Measures:

The ability of the reliability engineers or supervisors to measure performance and report.

MeasureExamples of Measurements

Maintenance costs/RAVOEE (Overall Equipment Effectiveness)MTBF (Mean Time Between Failure)Reduced downtime

Reliability Engineering PillarsPillar #4

Management and Leadership:

No plant process can be complete and successful with management and leadership.

Management & LeadershipWhat is a manager and what is a leader?

A manager is needed to manage the activities of the process.

The leader must make sure everyone understands and constantly supports the reliability process and leads the plant.

Success for PeruLets keep the momentum going in Peru. Great resource organization with IPEMAN.Use the information and resources of SMRP and continue your studies to become CMRP certified.Lets make LAM more competitive in the world markets!

Terry Harris, CMRP

Thank You

Questions