reliability centered maintenance ii (rcm2) in water and wastewater utilities - george terry, ontario...

Reliability Centered Reliability Centered Reliability Centered Reliability Centered Maintenance 2 (RCM2) in Maintenance 2 (RCM2) in

W t d W t t UtilitiW t d W t t UtilitiWater and Wastewater UtilitiesWater and Wastewater Utilities

George Terry, Vice President of OperationsOntario Clean Water Agency

May 4 2012May 4, 2012

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Ontario Clean Water Agency Ontario Clean Water Agency Ontario Clean Water Agency Ontario Clean Water Agency (OCWA)(OCWA)

• Self‐sufficient Provincial Crown Agency

• Ontario’s Largest Provider of Water and Wastewater Operations dand Maintenance, Management

and Related Services

500 F iliti• 500+ Facilities

• 170+ clients: Municipal, First Nations Industry

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Nations, Industry

AgendaAgenda

Ontario Clean Water Agency

AgendaAgenda• Reliability Centered Maintenance 2Reliability Centered Maintenance 2

• The Innovation Model: Incorporating Innovation in Day to Day OperationsInnovation in Day‐to‐Day Operations

• Steps to Developing a Sustainability Model• Operational, Maintenance and Communications StrategyR li bilit C t d M i t 2 (RCM2)• Reliability‐Centered Maintenance 2 (RCM2)

• Results and Lessons Learned

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R li bilit C t d R li bilit C t d


Reliability Centered Reliability Centered Maintenance 2 (RCM2)Maintenance 2 (RCM2)( )( )

“Reliability Centered Maintenance is systematic and coordinated activities and practices throughand coordinated activities and practices through which an organization optimally and sustainably manages its assets and asset systems theirmanages its assets and asset systems, their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic plan.”

PAS 55

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- PAS 55


To understand what RCM is, we must first understand what expectations are being placed on the Maintenance Function.• Are your teams clear on what they are requiredAre your teams clear on what they are required

to do?• Is what’s being asked by other stakeholdersIs what s being asked by other stakeholders

reasonable and possible?• What does maintenance produce (what is their• What does maintenance produce (what is their

product)?

Expectations5

Expectations….


Maintenance is a Function, Maintenance is a Function, Not a DepartmentNot a DepartmentNot a DepartmentNot a Department

Almost ¾’s of the condition based checksAlmost ¾ s of the condition based checks can be performed by operations during the normal care of the equipment. Thesethe normal care of the equipment. These require no tools or specialized training.

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Ch i Vi f M i tCh i Vi f M i t


Changing Views of MaintenanceChanging Views of Maintenance

3rd Generation

• Higher availability,li bilit d th h t

2nd Generation

reliability and throughput• Greater cost‐effectiveness• Greater safety

1st Generation

• Fix it when it

• Higher availability• Lower costs• Longer asset life

Greater safety• Better product quality• No damage to the

breaksg

environment• Longer asset life

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1930 1940 1950 1960 1970 1980 1990 2000 2010 ….


The Innovation ModelThe Innovation ModelIncorporating Innovation in Day-to-Day Operationsp g y y p

“Innovation The RCM2 philosophy entrenches Innovation distinguishes

between a leader and a

f ll ”

Innovation into your daily maintenance cycle.

follower”

Steve Jobs OCWA supports Innovation as a driver of operational anddriver of operational and maintenance excellence

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Steps to Developing a Steps to Developing a Ontario Clean Water Agency

Steps to Developing a Steps to Developing a Sustainability Model Sustainability Model

What are the AssetsWhat are the user needs?

Innovation Tools

Assets

What is i bl ?

What is ibl ?

Innovation

Culture

Tools

viable?possible?

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Wh A t M t?Wh A t M t?


Why Asset Management?Why Asset Management?

Acquire NewDispose • Manage and Optimize

Asset Cost, Risk, & P f

Asset Life Cycle

Performance throughout its life.

• Decision making toolUtilizeRenewCycle • Decision making tool

• Continuous Improvement

MaintainImprovement

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D fi i th St tD fi i th St t


• Develop a plan

Defining the StructureDefining the Structure• Risk Modelp p

• Inventory level of detail

• Hierarchy

• Metrics

y

Grade Condition Statement1 Excellent/New The unit is an outstanding condition

The overall condition of the unit is acceptable Wear and/or aging related deficiencies may2 Good The overall condition of the unit is acceptable. Wear and/or aging related deficiencies may require some repairs in the study period.

3 Fair Compromised / Although functioning, the unit is in a substandard condition. Regular unit repairs and/or part replacements are necessary any time in the study period.

The unit performance is below standards. The likelihood of malfunction and/or complete

4 Poor

p pfailure is high in the initial years of the study period. Unless significant capital is spent on repairs and parts replacement, the complete unit should be replaced before the end of the study period. Further in-depth inspection would be required to refine the actual remaining lifespan.

The unit is beyond its life cycle The unit performance and reliability jeopardize the overall

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5 Very Poor The unit is beyond its life cycle. The unit performance and reliability jeopardize the overall system operation. Complete unit replacement is necessary as soon as possible.

Data CollectionData Collection


Data CollectionData Collection

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I i i C ltI i i C lt


A t M t P li

Inspiring a CultureInspiring a Culture

• Asset Management Policy– Supported by all levels of staff & authorityP d i i l f th– Purpose and principles of the program

E ti l Att h t• Emotional Attachment– Need for data/historyM k j b i– Makes my job easier

– Demonstrates commitment

Id tif th t k t d

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– Identify the correct work to do

Work ID ConceptWork ID Concept


Ch t i ti

Work ID ConceptWork ID Concept

Characteristics

Right Work

Right Time GOALMinimal Cost

To develop an effective, robust,

Constraints

Equipment

, ,defendable maintenance

Capabilities

Resource Capability

CMMS

program

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CMMS

CharacteristicsCharacteristicsOntario Clean Water Agency

CharacteristicsCharacteristics

Right Workg• Predictive – Condition Based• Preventive – Time Based• Failure Finding – Protective Devices

• No Scheduled Maintenance• Risk Based

Right Time• Frequency – Technically Based• Proactive Preferred• Criticality

Minimal CostMinimal Cost• “Worth Doing”• Parts/Skills/Tools

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AnalysisAnalysis


AnalysisAnalysis

Work Order Distribution by Type

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Wh ?Wh ?


• Technically validate the maintenance programK l d t ( t ff/ i kf )

Why?Why?

• Knowledge capture (staff/aging workforce)• Understand the operating context of the equipment• Gives staff ownership and understanding of the equipment p g q pand the maintenance program

• Formalized approach to maintenance

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A Change in A Change in


A Change in A Change in Maintenance PracticesMaintenance Practices

Original Maintenance Program RCM2O g a a te a ce og a

100% of the work (PM) is time based

On Condition, NSM, Scheduled Restoration/Discard, Failure

Finding

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Finding

Basis for Changes in the Basis for Changes in the


Basis for Changes in the Basis for Changes in the Maintenance ProgramMaintenance Program

• Identified and eliminated unnecessary work

• Documented basis for this decision

On‐Condition Scheduled Restoration/Discard Failure Finding No Scheduled Mtce TOTAL

Pre‐Analysis 105 56 3 0 164

Post‐Analysis 97 39 17 44 197

Post‐Analysis Task % 49% 20% 9% 22%

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PrioritizationPrioritization


• Asset Systems which:

PrioritizationPrioritization

– Are the most expensive to operate/maintainAre the most challenging for staff– Are the most challenging for staff

– The organization would like to capture existing historical knowledge

• AnalysisC t O t it R t Eff t– Cost, Opportunity, Return, Effort

– Analyzes the business by quantifying priorities (i.e. risk)

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quantifying priorities (i.e. risk)


Trial/Test Site:Trial/Test Site:Trial/Test Site:Trial/Test Site:South Peel Water and Wastewater Plants South Peel Water and Wastewater Plants

Mississauga, OntarioMississauga, Ontario

Results/OutcomesResults/Outcomes

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Ontario Clean Water AgencyMississauga, Ontario

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Wastewater Treatment PlantWastewater Treatment Plant


Wastewater Treatment PlantWastewater Treatment PlantHeadworksHeadworks

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1 Year Strategy – O&M Resources

Days Staff Person DaysDays Staff Person Days

4 day RCM/MTA Course (x1)

4 (each session) 20 per session 80

RCM2 Analysis #1 10 5 50RCM2 Analysis #1 10 5 50

RCM2 Analysis #2 10 5 50



ACD Analysis #1 5 5 25

ACD Analysis #2 5 5 25y

Subject Matter Expert(SME) Review of Analyses (x6)

7 (each analysis) 1 42

Implementation(x6) 8 (each analysis) 3 144

Training Staff on Changes 0.5 (each analysis) 140 70

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TOTAL 586

Proactive Work Increasing Proactive Work Increasing → Culture ChangeCulture Change


Proactive Work Increasing Proactive Work Increasing → Culture ChangeCulture Change

Planned work is steadily increasing. 12% increase in proactive work orders this yearproactive work orders this year.

• Analysis identified a number of re design opportunitiesre‐design opportunities

• Modification to control program for turblex blowersp g

• Modification of access to DO probes – if operators can access them they can clean themthem, they can clean them

• Following analysis, energy consumption dropped; BOD

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p pp ;improved

New Maintenance CultureNew Maintenance Culture


New Maintenance CultureNew Maintenance CultureBenchmarking Benchmarking –– Maintenance Hours Increasing (12%)Maintenance Hours Increasing (12%)

MAINTENANCE HOURS

LOCATION 2009 2010LOCATION 2009 2010

Water Treatment Plants

24344 26590Treatment Plants

Wastewater Treatment Plants

33140 37842

TOTAL 59493 66442

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Summary of Process Systems ImplementedSummary of Process Systems Implemented


Summary of Process Systems ImplementedSummary of Process Systems Implemented30% Increase in Proactive Work (878 Hours) 30% Increase in Proactive Work (878 Hours)

GEB‐HDWK‐RCM01‐0 TRN‐YKPS‐RCM02‐0 GEB‐AERA‐RCM03‐0 CLK‐PRIM‐RCM06‐0

# of Assets includedin the analysis 196 98 180 180

# of PMs before Analysis 23 32 15 19

# of Proactive (Planned) Hours before Analysis 559.29 672.25 480.85 487

# of PM after Analysis50 45 28 34

y50 45 28 34

# of Proactive (Planned) Hours after Analysis 1041.98 737.75 648.6 594.87

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after Analysis

Water Pumping StationWater Pumping Station


Water Pumping StationWater Pumping Station

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ResultsResults

• Changes in Maintenance Program

C ti R lt h RCM2• Comparative Results where RCM2 was Implemented

• Quantified Results

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Changes in the Changes in the


Changes in the Changes in the Maintenance ProgramMaintenance Program

• Structured Work Identification Process• Training on the process• Emphasis on staff• Tacit knowledge capture

d i l i d• Predominantly Inspection Based• Formally documented• Shared by all trades• Shared by all trades

• Increased Accountability• Right work, right time, right cost

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Right work, right time, right cost

C ti R lt Wh C ti R lt Wh


Comparative Results Where Comparative Results Where RCM2 was ImplementedRCM2 was Implemented

• Headwork’s Improvements @ GE Booth

• 2% Reduction in Total Electrical Energy Consumed

pp

• 2% Reduction in Total Electrical Energy Consumed

• Functional Test of Protective Devices

• Improved CMMS Utilization

• Proactive vs. Reactive Work

• Cultural Change

• Increased Ownership

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Increased Ownership


• Realization of quantified benefits requires

Quantified ResultsQuantified Results• Realization of quantified benefits requires time:

Eff ti l d 12 th ti l– Effectively compared on a 12 month timescale

– Considers seasonal fluctuations of process/equipment demandsprocess/equipment demands

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Thank YouThank YouFor more information, contact:

Ontario Clean Water Agency1 Yonge Street 17th Floor1 Yonge Street, 17th FloorTORONTO ON M5E 1E5

1-800-667-62921 800 667 6292

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www.ocwa.com

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