cp operational efficiency
TRANSCRIPT
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February 21, 2013 Operational Efficiency
Welcome to the CP Panel Discussion:Operational Efficiency
Mark your calendar for the 2013 CP Panel Discussion Webinars:
March 21, 2013: Energy EfficiencyApril 18, 2013: Cyber SecurityMay 16, 2013: Dust ControlJune 20, 2013: Pump SelectionRegister for the 2013 Series at: www.ChemicalProcessing.com/cpseries
For technical issues, please click on the TechSupport button on the bottom center of your screen.
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February 21, 2013 Operational Efficiency
Moderator Traci PurdumSenior Editor ChemicalProcessing.com
CAN YOU HEAR ME?
Sponsored by:
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2. Please log off and log back in3. If you still cannot hear me, please
click the Tech Support buttonat the bottom of your screen
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February 21, 2013 Operational Efficiency
Moderator Traci PurdumSenior Editor ChemicalProcessing.com
Joining us today:
Sponsored by:
Bernie PriceCEOPolaris Veritas Inc
Renard Klubnik Applications Engineer Meggitt Sensing Systems
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Bernie PriceCEOPolaris Veritas Inc
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IMPROVING OPERATIONAL ACCURACY
(A Few Precepts)
The Journey to World Class Performance
Potential to Gaining 10% + OEEThe Error & Issues PyramidWhy Operating Accuracy is Critical to Success
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ResponsiveWork
PlannedWork
Proactive & DisciplinedRoutine Problem Solving
Problem SolvingFocused Organizational
LearningNATURE OF BEHAVIOR
O P E R A T I O N A L
P E R F O R M A N C E
REACTIVE
PLANNED
PROACTIVEPRECISION
WORLD CLASSOPERATIONS
StableSustainable Cultures
TYPICAL ACTIVITIES FOR THE FOUR
STABLE OPERATING STATES
Lead/Com - 0Planned work 24/yr.
ORIGINAL MAT BYLEDET ENTERPRIZES
Error Rate1: 40
Error Rate 1 : 400 +
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TRANSITIONAL ORGANIZATIONAL CHANGE TOWORLD CLASS
T H E P E R C I E V E D N E E D F O R I M P R O V E M E N T
>
+ REDUCING RESISTANCE TO CHANGE TIME >
THE COMMITMENT THRESHOLD
UNAWARE
NON ACCEPTANCE
IT IS OK BUT
- TOO MUCH EFFORT
A C C E P T A N C E
E N T H U S I A S M
A F T E R E A R L Y W I N S
E M P L O Y E E E M P O W E R E M E N T G E T S S T A R T E D
W E I N V E N T E D I T H E R E !
INSTITUTIONALIZATION
ADOPTION & OWNERSHIP
IT ALL SEEMS TO BE WORKING ?
COMPLACENCY
DANGER ZONE
FORMING TEAMS & EXPLAINING PROCESS
AWARENESSSTARTS HERE
START PLANNING & SCHEDULINGIMPROVING COMMUNICATION
START CONDITION MONITORING
ROOT CAUSE ANALYSIS TEAM WORKING
DEVELOPING A PROBLEM SOLVING CULTURE
LINKING WRITTEN BEST PRACTICES TO FORMA PROCESS RELIABILITY MANAGEMENT SYSTEM
INCLUDES A STRONG AUDIT PROGRAM
UNDERSTANDING DEFECT ELIMINATION
90%
80%
75%
65%
65 %
< 60%
OEE
ERROR PROOFING
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FATALITIES
SERIOUS
MINORS &NEAR MISSES
UNSAFEBEHAVIOR
CATASTROPHICFAILURE
MAJOR UNPLANNED
PROCESSINTERUPTION
MINOR DEFECTS
EXTENDED PLANTS/D
SERIOUS PROCESSUPSET
MINOR DEVIATION AFFECTING OTHERPYRAMIDS
POTENTIAL ERRORSUNDETECTED
PRODUCT RECALL
MAJOR ISSUEBEFORE DELIVERY
ISSUE DETECTEDBUT RECOVERABLEIN PART
UNRECOGNIZEDDEFECTS
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ONEPYRAMIDFOUR
FACES
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SIMILARTECHNIQUES FOURFACES
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Sources of Defects/Errors
Maintenance materials Maintenance workmanship Raw materials Equipment / Process Design
Operational Accuracy
7%18%
5%25%
45% +
Published research at MIT, DuPont and others discussesfive sources of defects and their ratio to one another:
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Creating Awareness Errors are everywhere
Our (societys) negative and confusing attitude toerrors:
The banana skin
Funniest home videos= Pain, shame and
embarrassment for someone
Cover mistake up as quickly as possible
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Creating Awareness Limbic response Anger, Fear, Jealousy etc. Our addiction to the adrenaline rush
Action and thriller movies, etc.
The lightning fast limbic system will seek and create balance when there is none .
Frontal Lobes Rational Thought, Sense of Purpose, Aesthetic Appreciation
Like computers, the brain uses complex task sharing, short cuts and pastesinformation to speed operation (schema).
At any point in time, it might have multiple mental processes going on that you are notaware of and have no control of.
We have little personal control of how and why the brain does all of this.
Limbic responses frequently seize control of your mind - (cerebrum) rather than youcontrol it.
Frontal Lobe Hijacking Process Worry (Preoccupado) Stress, Fatigue AndBoredom makes the (downshifting) and error rate increase.
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Creating Awareness & Non Penal
Workplace Some Limbic behaviors can destroy cohesion of the Large Team.
In football, nobody knowingly drops a pass.
In life, nobody knowingly makes an error.
But there still are many dropped passes and errors
Criticism, blame and punishment destroys teamwork
Refer to: www. Human Error. com - Professors Panko, Reppening, andStout www.serendip.brynmawr.edu
See Book Reality Check What Your Mind Knows but Isnt Telling Youby David L. Weiner
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February 21, 2013 Operational Efficiency Polaris Veritas, Inc
STUDY ACTIVITY ERROR RATE
Baddeley &Longman [1973]
Entering mail codes. Errors after correction. Per mail code. 0.5%
Chedru &Geschwind [1972]
Grammatical errors per word. 1.1%
Dhillon [1986] Reading a gauge incorrectly. Per read = 1 : 200 0.5%
Dremen and Berry
[1995]
Percentage error in security analysts' earnings forecasts for reporting
earnings. 1980 / 1985 / 1990. That is, size of error rather thanfrequency of error.
30%
52%
65%
Edmondson [1996] Errors per medication in hospital, based on data presented in thepaper. Per dose. = 1 : 60
1.6%
Grudin [1983] Error rate per keystroke for six expert typists. Told not to correcterrors, although some did. Per keystroke.
1%
Hotopf [1980] S sample (speech errors). Per word 0.2%
Hotopf [1980] W sample (written exam). Per word 0.9%
Hotopf [1980] 10 undergraduates write for 30 minutes, grammatical and spellingerrors per word
1.6%
Klemmer [1962] Keypunch machine operators, errors per character 0.02% to0.06%
Professor Raymond Panko - The Human Error Expert
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W O R S E N I N G P E R F O R M A N C E E F F E C T I V E N E S S
( e r r o r r a
t e )
TASK LOAD& FATIQUE
1:2 5 (ORWORSE)
EXTREME STRESSAND THREAT
APPROACHING
LOSS OFCONTROL
HIGH STRESS
UPSET
OPERATINGCONDITION START UP / SHUTDOWN ACTUAL
< 1: 250
MODERATESTRESS
NORMAL ACTIVITY
LOW STRESS
EXTENDEDUNEVENTFULVIGILANCE -
INATTENTIVEBLINDNESS
WHENTHE FREQUENCY OF OPERATING ERROR (THERP)
OBJECTIVE< 1: 400
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When? (% Time Risk %) Low Risk - STABLE OPERATION (95% - 5%)
Extended uneventful vigilanceGetting locked into a sub routine (schema) - Inattentive BlindnessNormal activity Boredom
High Risk - TRANSITIONAL OPERATION (5% - 95%)
Start-Up and Shut-Down Continuous process plants Low level of Engagement Upset Operating Condition Emergency Operation Time of day / night
High Fatigue
Overtime - extended periods without breaks Counter progressive shift rotation Not warming up after long break lack of practice
Unfamiliar Team Make Up
Concentrate improvement effort on transitional situations after analyzing error patterns.
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RELIABILITY / LIFE REDUCINGSTEPS
When Are Most Errors Made-TRANSITIONAL HIGH RISK
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How can we improve? A system that works..
It must be non penal A method that most people are familiar
with
Assumes that Management has a major role in setting up the situation that allowserrors to be made
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Operator Lead Team - Primary Analysis Write down:
What/How the error was made When Where
Why Estimate the cost of making it. Then classify the error for later analysis (see list)
Lack of Planning Not enough Information, Lack of training, Lack of personal capability / attention / attitude / hurry / overload
Indicate if it is unique - personal to you, or latent or systemic. (Haveother people made the same mistake?)
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Dealing with our Errors as Individuals What/How: Hit a wayward shot Where: Approaching a green, ball lands among trees When: Anytime Why: Has an unrealistic belief in own golf skill Classification: Hurry / Judgment
Antecedent: Doesnt practice Conservative Decision Making
Behavior: Predisposed to rush / hurry. Inadequate level of Engagement
Consequence: Ball hit tree and bounced into hazard + 4 Strokes
Action to Eliminate Problem1. Solution Study and practice Conservative Decision Making2. Take lesson in course management3. Get more practice
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C O M P E T E N T P E R F O R M A N C E
OBSESSIVECOMPULSIVE
OVER CONTROL
NUMBERS OF INDIVIDUALS
WHO Error Rates for the 95%INDIVIDUALS GIVEN ADEQUATE TRAINING AND SUPPORT
EXPRESSIVE PERSONALITY
COPYRIGHT ALLRIGHTS RESERVED
A POKE YOKE APPROACH TO JOB DESIGN REMOVAL OF HURRY CONFUSION CLUTTER & STRESS
STRUCTURED ERROR REDUCTION / REVIEW PROCESS
SIMPLIFIED PICTORIAL S O P S
THE USE OF CONSERVATIVE DECISION MAKING PROCESSES
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OBSERVATION OF ERRORS
THE OBJECTIVE
VISIBLE
INVISIBLE
MANAGERS SEE ONLY8 OF 39,000
POTENTIAL ERRORS
THE NUMBER OF ERRORSHE CURRENTLY SEES
Need Root Cause Analysis
MINOR ERRORS
SERIOUS
MAJOR
COR RECTABLEERRORS
Need error proofing
FULLY ENGAGED HE SEES ALL THEERRORS + POTENTIAL ERRORS
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POTENTIAL OPERATING DEVIATION REPORT WEEK ENDINGSHIFT
(Optional)
MAXIMUM OF THREE ASSOCIATED DEVIATIONS
ANALYSIS COLUMN LEAVE BLANK
DESCRIBE SITUATION OR INCIDENT (50 WORDS) DO NOT INCLUDE NAMES
Report Observed Actual Situation or Activity with
Potential for Error - Example
Hey ! This looks like an bear trap to me ?
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THIS IS A BEAR TRAP
OFI # 8431
Date ReportedOriginators ManagerQHSE OFIReporting
SystemSUMMARY INFORMATION Potential Operating Error Describe in 50 words or less ________________________________________________________________________ Product qualityOperational Process >>>
Audit FindingSupplier QualityCustomer Complaint
__________________________________________________________________________________________________________ KEY PHRASE Potential Operating error
__________________________________________________________________________________________________________ Remedial Action What it will take to fix the problem Time and Money and when it will get done and by whom KAIZEN TEAM
Action Results of Action-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Investigation General comments
__________________________________________________________________________________________________________ Root Cause - Quick Phrase
__________________________________________________________________________________________________________ Corrective / Preventive Action fill out after job complete
Actual Dollars Spent and saved
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Some Typical Operational Mistakes Missing a step from a procedure Misreading a gauge Not sealing (or reporting) process
leakages / blockage Using incorrect tool or apparatus Over / under fills vessel or tank Not receiving or passing on a report from
interfacing shift team Transposing digits in a number series Incorrectly positioning valves Repeatedly resetting an alarm or other
protective devices without action Slow delayed required action Not turning off idle equipment Not making a decision when one was
required Ignoring a process oscillation / instability Failure to notify others of observed
defects Misunderstanding a request and not
asking the instructor to repeat request
Change room shift changeovers Operating equipment without understanding or
authority not having been trained Not leaving something in a secure mode Operating something too fast or slow Removing a safety device or identifying tab Operating equipment known to be defective
without reporting it Improper feed rate or load Adding wrong material to batch Working on equipment while it is running Not referring to operating procedures as
required Not using (and signing) the correct checklist
where one exists Not preparing equipment / work permits for
repair after written request Not understanding and being afraid to ask
about the chemistry or physics involved Interrupting another person in the middle of a
complex task
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Error Proofing The Issues Why Operator Lead ? Endemic denial, cover-up and collusion around personal error (for good reason)
Need a method of understanding and determining thetrue sources and nature of the errors
Need a means to let the operating teams themselves focus on thebehaviors problems and reduce the number and severity of errors they makeover the long term
This is CRITICAL if the level of ENGAGEMENT is to be lifted
We use approaches and techniques first developed for safety improvement
The methods work on all four - Safety, Quality, Operations and Reliability
There are four inextricably linked triangles >>>>>> Polaris Veritas, Inc.
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Having Collected the Data - the Analysis Phase
Use the process facilitator and theOperator team Leader
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Classifying Mistakes The Ten Buckets Not understanding the consequences of the action. Not using
conservative Approach - judgment. Lack of clear work instructions Cluttered Presentation
Confused Priorities Inadequate person-to-person and person-to-group communication Insufficient individual knowledge, accountability or skills training Inadequate tools and equipment Lack of a well defined Standard of Performance Lack of personal capability / attention / attitude / hurry / overload Lack of understanding of the risk of and management of change
Insufficient recognition of appropriate effort * Lack of Tactical Administration (identifying the periods and
individuals for High Level Engagement) - Leadership (vision) ** These are linked
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Reducing the potential for error A kaizen like process
Managed by operators for operators
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Renard Klubnik
Applications Engineer Meggitt Sensing Systems
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Operational efficiency
Where does vibration monitoring fit in?
Operational efficiency represents the life-cycle cost-effective mix of preventative, predictive and reliability centered maintenance technologies.When combined successfully with equipment calibration, tracking andmonitored maintenance management can target reliability, safety, andsystem efficiency.
In terms of vibration monitoring, operational efficiency includes how machinefaults are handled and how that effects the facilitys bottom line.
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Managing vibration
The first step to operational efficiency
Treating each piece of rotating equipment as an asset Every asset has a value associated with it Asset value will be related to its importance to
manufacturing process Documenting the vibration level of each asset Determining the significance of the vibration level of each
asset Use known standards (ISO 10816) Compare within your own facility (or corporation)
Determine the extra cost of running an asset at a highvibration level
Operational cost for keeping a unit in service Repair/maintenance cost
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Technologies for improving efficiency
Vibration
Thermography
Alignment
Oil analysis
Wear particleanalysis
Motor currentanalysis
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=wbXIwBFc1m_PRM&tbnid=iyeLbcneWn-S6M:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fpredtec.com%2Finfrared.html&ei=pZIeUf3AAsSTqwG3oIHYCg&psig=AFQjCNHQM-prdnD4H1CSGLiDoV_2yU21xA&ust=1361044517184520http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=GTLF_l0xlfUVCM&tbnid=8B8kSp7PlxncgM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.vibrationsound.me%2Fservices.htm&ei=32QeUYaOM8TdqQGhjYHICw&psig=AFQjCNErt_hqZLH9zVytKKvWEvVsGuOZ3g&ust=1361032799877649http://www.google.com/url?sa=i&rct=j&q=oil+analysis&source=images&cd=&cad=rja&docid=wtCu3x-LUzIhtM&tbnid=vHF7hL21h_f8tM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.avomeen.com%2Findustries%2Fmaterial-testing-services%2Foil-analysis-testingservices&ei=UVIeUfGGAePS2QWf-oHYBA&bvm=bv.42553238,d.b2I&psig=AFQjCNE6BHMpoZuqYGMYJzRyJhsLmaScvA&ust=1361027992448955http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=t1lBXhZkS4Kq4M&tbnid=HftnGPDEs9M49M:&ved=0CAgQjRwwAA&url=http%3A%2F%2Freliabilityweb.com%2Findex.php%2Farticles%2Fppm_distribution_is_it_better_than_iso_code_for_interpreting_particle_count%2F&ei=cWQeUZmYFsrvrQH-l4GIBw&psig=AFQjCNGsJ6uDdNTesUqxrugO3V_DUJUvsQ&ust=1361032689412703http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=-4PwJ5mzhdEWxM&tbnid=tDYIO__YRt4ECM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.easylaser.com%2FSHAFT_D480.htm&ei=gmMeUcySFqiiyAHp5ICAAg&psig=AFQjCNG27lHykElu-q3b7HgBQf8i3aaM7g&ust=1361032450395551http://www.google.com/url?sa=i&rct=j&q=vibration&source=images&cd=&cad=rja&docid=SNxLfjRuOVQPmM&tbnid=e1p1dCL480jenM:&ved=0CAUQjRw&url=http%3A%2F%2Fndnr.com%2Fweb-articles%2Fmindbody%2Fgood-vibrations%2F&ei=o1EeUe_GFenM2gW-soDgCA&bvm=bv.42553238,d.b2I&psig=AFQjCNEHxoOndMpjcdVCv68qL85GcxrZRg&ust=1361027861840246 -
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Why choose vibration?
It has been stated by more than one source that the vibration signal containsthe most non-intrusive information about the condition of a machine
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Why choose vibration?
Of all the technologies available, vibrationanalysis casts the widest net of capturingthe most machine faults
A partial list of faults that can be detected
with vibration Balance Alignment Roller bearing wear Looseness Gearbox faults Oil whirl Pump cavitation Structural resonances Motor rotor & stator problems
(loose rotor/stator slots) All or anyone of the above can contribute
to poor efficiency
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Maintenance programs
Maintenance programs are usually grouped into three categories
Reactive 55%Preventive 32%Predictive 13%
This breakdown is opposite of what it should be...
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Setting up a reliability centered approach
Looks at maintenance as manageable cost not necessary evil Run to failure cost $$$
Unscheduled down time Higher wages (overtime) Lost production Unsafe conditions for the machine and personnel
Estimated savings on energy bills of 5-20% for plants that use some form of reliability centered approach
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Reactive maintenance programs
A run till it breaks mentality
Advantages Appears to be low cost because nothing is
spent until a unit fails
Disadvantages Increased cost due to unplanned downtime
of equipment High labor costs, especially if overtime is
needed Cost with repair or replacement of
equipment is usually higher due toexpedited last minute purchases
Possible secondary equipment or processdamage from equipment failure
Inefficient use of staff resources
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=QmVNL70K1QNmQM&tbnid=FcYk8mxTXgkCbM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.chinadaily.com.cn%2Fregional%2F2008-06%2F12%2Fcontent_6756385.htm&ei=0mUeUb_RCI_aqQGgkICoAw&psig=AFQjCNGmi7P7umEiisU3vCPzMF3QKdUabQ&ust=1361033042173946 -
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Preventative maintenance programs
Actions performed on a time- or machine-run-based schedule that detect,preclude, or mitigate degradation of a machineAdvantages Cost effective Flexibility allows for maintenance
periodicity adjustment Increased component life cycle Energy savings Reduced equipment or process failure Estimated 12-18% cost savings over
reactive maintenance programs
Disadvantages Catastrophic failures can still occur Labor intensive Includes performance of unneeded maintenance No data collected from machines Work can be pushed off by other needs
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=UfX-tv7QVPUEZM&tbnid=yBeNZO0vRETtGM:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.docstoc.com%2Fdocs%2F21100727%2FFabricated-Examples-Planned-Preventative-Maintenance-Schedule-200910&ei=-WUeUa6vH4fMqAHg1ID4Cw&psig=AFQjCNFc63-MhrUBtXq1QvA3kOhRtl6MDA&ust=1361033081583347 -
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Predictive maintenance programs
Measurements that detect the onset of a degradation mechanismAdvantages Increased component operational life/availability Allows for preemptive corrective actions Decrease in equipment or process downtime
Decrease in costs for parts and labor Better product quality Improved worker and environmental safety Improved worker moral Energy savings Estimated 8-12% cost savings over predictive maintenance program
Disadvantages Investment in diagnostic equipment Investment in staff training Savings potential not readily seen by management
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=nZBPhpRLE_FUrM&tbnid=XneChlcD_Sh32M:&ved=0CAgQjRwwAA&url=http%3A%2F%2Fwww.machinediagnostics.net%2Fpredictive-maintenance-company%2F&ei=hoEeUbnyA-qr2AWVoIDQCg&psig=AFQjCNHURo3uYw3FaJQ6gDBIap6xNnK4jg&ust=1361040134109573 -
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Do machines need to be monitored?
Consider the total cost of the machine Consider the cost of placing the asset on
a condition monitoring program View the cost in terms of lost production
plus repair cost Most successful plants using a balanced
approach use Predictive (all technologies) 45-55% Preventative 25-35% Reactive 10%
This is opposite of what must studies showto be the actual breakdown of thesetechnologies
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Predictive (vibration) programs
What types of vibration monitoring programs make sense for your plant?On-line monitoring
Permanently installed sensors with constant dataacquisition
Ability to store vibration data automatically for historicalrecords
Post fault- identify behavior that led to a fault Pre fault- take correction action to avoid the fault
Shut down capability real time decision makingprocess to prevent any type of catastrophic failure
Costly- >$100,000 in install and maintain Training cost Requires cost of machinery monitored to be
>$1MM or lost production to be of equal magnitude
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Predictive (vibration) programs
Hand held route based programs
Labor intensive Possible permanently installed sensors for high risk locations Trending of vibration based on machine characteristics Historical record of data possible Does not provide shut down capability Equipment and on going training cost
Initial investment hardware and training >$50,000 On-going training >$5000/yr/person
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=iuyij_3Z-J8sJM&tbnid=7sltOyKi0oly2M:&ved=0CAgQjRwwADhL&url=http%3A%2F%2Fwww.hazardexonthenet.net%2Farticle%2F23863%2FHandheld-condition-monitoring-device-detects-imbalance-in-critical-tanker-exhaust-fans.aspx&ei=GoIeUc_ADMqd2QXg34GABQ&psig=AFQjCNEV_cH0Itn3YmXCWj0WkJ4hbuvIOw&ust=1361040282248431 -
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Predictive (vibration) programs
Loop powered sensors , 4-20 mA signal
Process industry interface Provide continuous indication of vibration level Does not provide detail of vibration, only overall values Overall values used for decision making on go/no basis Minimal cost to implement and maintain
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Benefits of implementing some sort of vibration monitoring program
Increasedmaintenanceproductivity
Reducedequipmentdowntime
Savings withlower material
Monthsaveragepayback
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How to implement operational efficiency at your facility
Increase management awarenessManagement buy in and awareness is crucial
Develop a maintenance mission statement Formulate a maintenance plan Integrate key members from other departments that can participate
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February 21, 2013 Operational Efficiency
How to implement operational efficiency at your facility
Track operations and maintenance activities Commit to tracking operations and maintenance activities by identifying your
troubled equipment and systems Make a list of these systems and prioritize them in terms of criticality Commit to addressing at least one of these troubled systems
Begin base-lining System operations and history System maintenance and history System costs, time to service, downtime, resulting overtime, etc.
Commit to implementing some form(s) of diagnostic, metering, or monitoringequipment Commit to trending the collected tracking and diagnostic data Take to time to understand the data Develop appropriate cost justification metrics (usually plant specific)
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February 21, 2013 Operational Efficiency
Broadcast your success within your organization!
Select, request funding for, and complete first Operational Efficiency project Start small, pick a project that will be a winner Carefully document all findings Present success in terms management will understand
Strive to highlight this success Capitalize on visibility opportunities Consider writing an internal success story/case study
Choo se the next p iece of equipm ent. ..and repeat!
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February 21, 2013 Operational Efficiency
View the 2013 CP Panel Discussion Webinars at:www.ChemicalProcessing.com/cpseries
Thank you for attending todaysWebinar!
Look for an email from us with a link todownload the entire Presentation fromtodays event.
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Webinar Sponsored by:
Bernie PriceCEOPolaris Veritas [email protected] 280 0550 (Office)281 793 5643 (Mobile)
Renard Klubnik Applications Engineer Meggitt SensingSystems
Questions for our Panel?