SKF Reliability Systems - Library

What Is Asset Management
Analysis of loss data.
A loss accounting system must account for all losses and results from the system must drive improvement
actions. If you are measuring your losses and not initiating improvement actions then gathering the data is a
waste of time.
Planning and Scheduling.
The best organisations spend 80% of their time on planned and scheduled work. The effect of utilising planing
and scheduling will far out-weigh the initial pain of selecting and training people for these roles.
Work management process.
Planning and scheduling can only be improved if a well-defined work management process with measurable
KPI’s has been developed. It is imperative that all associated with the process understand and follow it. A
well applied Work Management process will improve the flow of work by allowing the most critical work to be
addressed as soon as practical, while at the same time it will filter out the work that can be deferred.
Proactive Maintenance.
The analysis of losses will lead to the identification of modes of failure of equipment. Proactive maintenance is
aimed at the stabilisation of equipment reliability by addressing the root cause of potential failure modes, so as
to prevent failures from occurring in the first place. If your organisation is focussing on proactive maintenance
you are well on the way to improving reliability.
Rebuild and Installation Standards and Practices.
Maintenance tasks must be completed to a standard to ensure the long-term reliability of the equipment. Do
you have the right quality oil, the correct bearings and other materials? Has the equipment been put back
together with the correct clearances? Has your DC motor brushes been bedded in correctly? Does your
equipment start on time after work is done, and keeps running? These standards are closely linked with how
the job is done. Are the right tools used for the task? Are your tradesmen qualified for the tasks they complete?
Eliminate rework – Do it Once, do it right.
Planned maintenance.
The planned maintenance system is the backbone of your reliability journey. The important factor here is
that the work from your system must be relevant and up to date. To achieve this PM inspections need to be
built using methodology that addresses failure modes such as RCM or PMO. To further optimise your system
feedback must be gathered from the people who are doing the work. A PM system needs to be a living system
that is constantly being reviewed and improved.
Lubrication.
For those with rotating equipment; the development of planned maintenance strategies based on lubrication
must be your starting point. Lack or incorrect lubrication is the single most significant reason for plant to fail. It
is obvious to state that machines break when they are not lubricated correctly, but how often is poor lubrication
the cause of unplanned downtime in your business? If you don’t have lubrication strategies in place, start
now.
CMMS application and use.
Your CMMS is your maintenance management database, and like any database, if the input is bad the output
will also be bad. The CMMS is the place where the foundation of your asset management system sits, being the
functional hierarchy. Embedded in this structure is your equipment assemblies and components, the strategies
you develop to maintain your assets, the schedules that support your strategies, the record of costs associated
with maintaining and the history of breakdowns. A well utilised and managed CMMS is an invaluable tool that
should be in close alignment with Work Management system.
Maintenance strategies.
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Development and review. A strategy is the who, what, when where and how of maintaining your assets. Strategies
are not “set and forget”, they are living documents that should be reviewed and improved continuously. At
some stage in your facilities life cycle, decisions were made related to what maintenance would be completed
on your assets and how often it would occur. Often these decisions are never questioned and the logic behind
the decision is lost when the people that initiated them leave the business. For Asset Maintenance strategies
to remain effective over the life of the plant there must be an element of continuous review. In effect your
Maintenance Strategies must be a “living program”. Many businesses are really good at the “Planning and
Doing” in the PDCA cycle in relation to developing Asset maintenance strategies, but the “Check, Act” part of
the cycle is often neglected. What do you need to do to have a living program? What methods do you use to
review strategies? Do the strategies address the failure modes of your assets? Who is involved in the review