Up Time Magazine - December 2008/January 2009 - (Page 19) ability/accessibility modifications. RCM/FMEA F RCM / PMOptimization M O n Partnership t h Resources Required (Labor & Material) Eq uip Leverage Zone Next, it must be determined if the remaining tasks are, indeed, the best tasks to protect required equipment functions against the specific failure modes. A process of Task Promotion assists the user in determining if there is a better task to give the same or greater level of protection. Promotion to a higher Task Type often provides several benefits, including reduced labor, task duration, downtime, materials cost, etc. Here are the specific Task Types: • Task Type 1: Action-based PM Task (e.g. replacement, cleaning, lubrication, adjustment, calibration) • Task Type 2: Subjective Inspection – Condition as perceived by the “inspector” • Task Type 3: Objective Inspection – Condition as measured • Task Type 4: Condition Monitoring As a final step of Task Promotion, the equipment should be reviewed to determine if execution of a task can be made simpler with minor equipment maintainability/accessibility improvements such as modifying guarding, piping out lubrication or inspection points, providing visual condition indicators, etc. This could allow further promotion to an even better task. Once the optimum task is selected, the PM tasks are further scrutinized for the best way to execute. For example, is the task being performed by the person with the lowest appropriate skill set? If a task is written to a level of detail that includes the protected equipment function, failure modes, and PM activities (particularly if promoted to a Type 2 or 3 Inspection), it often does not require a top level technician. In fact, it becomes a great tool for training new technicians. 3-Dimensional PMOptimizationSM Craft Feedback/Data Scrubbing Low me nt Equipment Criticality Qu an tit y High Figure 1 - 3-Dimensional PMOptimization can be applied on its own or in combination with other maintenance initiatives. doesn’t have time because this work would be additive. Does 3-Dimensional PMOptimizationSM Fit With Other Existing Efforts? There are few, but common, approaches towards “optimizing” the existing PM program. Common approaches found throughout the industry include: Craft feedback on completed PMs, PM Data Scrubbing manually performed by a team who compares “history” to the PM content and analytical processes such as RCM and FMEA. The good news is that you don’t have to choose, as they all have their place in the journey and are all intended to provide the right task with the right frequency (Figure 1). But the important thing is not only to perform the right task at the right frequency, but do so with the optimum use of maintenance resources, which is dependent upon the degree of difficulty or how easy is the process is to implement. Most organizations that have utilized 3-Dimensional PMOptimization did so because they struggled with obtaining the optimum benefit from a single initiative. The amount of labor required, coupled with all of the historical data needed, make RCM and FMEA tools that should be reserved for high criticality equipment that warrants the additional effort. Enabling the application of PMOptimization www.uptimemagazine.com on all equipment, even after an RCM exercise (for efficiency) provides an approach across the entire asset base. This data should drive and grow the system so that it can be leveraged across the organization, and even across languages. 1st Dimension: Initial Optimization The first step of Initial Optimization, prior to beginning to optimize individual tasks, is to determine if the existing tasks add value. We have found that on the average up to 20% of the existing PM tasks do not add value, or are so generic that they cannot be deciphered! A major contributor to this is that PMs are often copied from either the vendor manual or other equipment PMs without actually being verified at the equipment. Not only are some of these copied tasks inaccurate, even accurate tasks might not be warranted due to the criticality of the equipment being reviewed. Furthermore, PMs often contain tasks that are redundant with other PM tasks, either in the CMMS under different trades or frequencies, or other systems such as Lubrication routes, Predictive Maintenance routes, Operator checks or TPM, etc. Of the tasks that remain, some can even be designed out (Maintenance Prevention) with Figure 2 - Automatic calculation of time savings and downtime savings. only minor equipment maintain- 19 http://www.uptimemagazine.com
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