1 year ago

Maintworld 2/2017


CONDITION MONITORING thus not lead to future failures. That improvement in efficiency means that your 40-person crew can now do what a 48-person crew can do. It is just like gaining an extra eight people. 3. Work on Communication to Foster Cooperation The chances are that the relationship between maintenance and operations/production is not great… That relationship has to improve. The maintenance team needs the cooperation of operations so that the equipment is ready when work must be performed. Operations needs to work closely with the maintenance team to ensure that their equipment can perform with minimal downtime, minimal slowdown, and the highest level of quality. In addition, the operators of the equipment can contribute to reliability improvement by changing the way they operate the equipment, and performing basic inspections and maintenance tasks WE HAVE TO STOP PERFORMING TASKS THAT WASTE OUR MONEY, WASTE OUR TIME, AND INDUCE FAILURES IN OUR EQUIPMENT. that will free up the time of the skilled maintenance craftspeople. As part of this process there must be regular morning meetings where maintenance and operations can coordinate their activities and provide feedback on the jobs performed on the previous day. 4. Eliminate the Root Causes of Failures It is not possible to break out of the reactive maintenance cycle of doom unless we eliminate the root causes of those failures. Having the right attitude, improving communication, and implementing planning and scheduling will eliminate some of the root causes of failure, but we need to do more. We could use root cause failure analysis, but we can also go through a fairly simple checklist of the most common causes of failure and address those first, including improved lubrication (and eliminating contamination), and precision installation/shaft alignment/ balancing/tightening. We can also work on the tasks identified via the “brownpaper” process. But I assume you don’t have the resources for that. Or do you? Step one is to recognize that planning and scheduling and involving operators in basic maintenance tasks will free up resources. Step two is to take a close look at the PMs you are performing now and remove all of the tasks that waste your resources. You may be surprised to find that you do a substantial amount of work that is either unnecessary or it contributes to future failures (or both). This optimization process will reduce your workload and thus free up time for trades people to do the job correctly the first time and to perform proactive tasks. Step three is to take one of your best trades people and dedicate them fully to proactive jobs. It has to be an A-grade emergency before they are allowed to respond to reactive maintenance jobs. Yes, that means that two of your best people are now working on planning and scheduling and proactive jobs. They are best qualified to define the jobs and perform the jobs. You should also take a look at your spares management programme (which spares you keep, how accessible are they, and whether the condition of the spares degraded in storage), develop standard maintenance procedures, and execute a basic 5S programme, so that the work area is clean and organized. The proactive jobs eliminate tomorrow’s problems. Eliminating tomorrow’s problems saves money, saves time, and improves morale. 5. Finally You Need to be Warned about Tomorrow’s Problems Condition monitoring warns you about pending equipment failures; the nature of the problem and the severity of the problem. You may need to keep it simple internally by utilizing simple vibration meters, basic ultrasound tools, inexpensive infrared measurement systems, and targeted inspections. You can then use outside consultants to perform the more sophisticated testing, such as detailed vibration analysis, oil and wear particle analysis, tests on electric motors, and more. Once you have broken free of the reactive maintenance cycle of doom you can begin to bring the more sophisticated condition monitoring technologies in-house (if the circumstances are appropriate). 16 maintworld 2/2017

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