Up Time Magazine - December 2008/January 2009 - (Page R10) Paper 07 Developing And Implementing RCM For A Limited Staffed Facility by Tim Jackson, Florida Municipal Power Agency and Todd Cooper, Cohesive Information Solutions The Treasure Coast Energy Center was constructed and went commercial in May of 2008. This MW Combined Cycle generating plant has been designed to be operated and maintained by a smaller than average maintenance and operations staff. The need was identified to establish a mature maintenance process early in the plant life to allow the staff to maximize the effectiveness of their program, minimize unnecessary activities, and increase the reliability and therefore worth of the plant equipment. Paper 11 Allison Transmission Inc. Machine And Equipment Purchase Process by Russell Combs, Allison Transmission The Allison Transmission Machine and Equipment Purchase Process allows us to apply lessons learned from equipment in our plants and standardize components on equipment to improve reliability and maintainability of the equipment we receive from our suppliers. By doing the work up front we are able to get a machine that meets our requirements and has components that we have in inventory, thus reducing our inventory cost and the number of items stocked in our Parts System. Paper 12 The Statistical Outliers Are In Control Of Asset Management by Tom Carroll III, Director of Reliability Engineering, NETJETS Inc. The performance and material support of assets can be predicted by statistical models, which set the course for resource planning and provisioning. This presentation will describe the development of statistical outliers, focus on some of the resulting negative effects, and outline the means necessary to control them. Paper 16 Condition-Based Maintenance - How Do You Solve The Scheduling Challenges by Jay West, Viziya Today many companies are working hard to implement Condition Based Maintenance programs. They’ve invested in all the cool new technology for detecting equipment problems early. They have their operators and their maintenance technicians taking readings and monitoring conditions so they can identify any “functional failures in progress”. This presentation outlines a clear, simple and coherent approach to work prioritization and maintenance scheduling in a Condition Based Maintenance environment. It also outlines the kind of systems and processes that need to be in place to be successful. Paper 17 Completing The P-F Curve by Douglas J. Plucknette, Allied Reliability Understanding the P-F curve is a foundational element for word-class maintenance organizations. In 2006 Doug Plucknette created an Article for Uptime Magazine that expanded the traditional P-F Curve to include Reliability Tools and Precision Maintenance techniques prior to installation that eliminate failure modes causing potential failures. This presentation will focus on the complete P-F curve, the dangers of not understanding the complete P-F curve and the benefits of utilizing Reliability Tools and Precision Maintenance Techniques to increase the I-P interval. Paper 21 99% Reliable 100% Of The Time: How An Airline Meets Amazing Reliability Metrics Under The Worst Of Conditions by Bill Brinkley AP/IA/AME Manager of Reliability and Development, USAirways Express / Piedmont Airlines Although it may seem that flights are almost always delayed or cancelled – particularly the ones that you are on personally – the numbers really don’t bear that out. For example, on January 16th, 2008, we had 390 flights scheduled. Of those 390 flights: 7 were cancelled • 291 departed on time* • 311 arrived at their destination on time** • These numbers give the airline a reliability score of 98.2% for the day, which is below our target of 100% and slightly below our daily average. Our daily average is in the high 98% to low 99% range. On this particular day, most delays and late arrivals were weather related. So… how do we do it? That is the subject of my presentation. *Departed on time means the aircraft left the gate at D:00, or exactly when it was supposed to. **Arrived on time means that the airplane reached the gate at the destination within 14 minutes of the scheduled time. This is the standard that the Department of Transportation measures airline performance against. The disparity in the above departure and arrival numbers (291 departed on time versus 311 arrived on time) means that even though the aircraft departed late, it still arrived on time. Paper 22 Measure Behavior – Measure Success! by David A. Army, CMRP, Strategic Asset Management Today’s environment requires measurements that can predict, determine, and influence desired outcomes rather than focusing on only lagging or outcome indicators and the need to be able to affect the final outcomes for whatever period we are measuring by developing and monitoring interim indicators. This paper will discuss the need to include people and behavioral indicators back into the equations. RCM/EAM/MTrain Conferences | Reliability2.0™ | Join the Conversation
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