Maintenance Technology April 2015 - (Page 32)

RELIABILITY STRATEGIES Data drives reliability improvement, yet many companies either don't have any or don't have the type that's easily mined from a CMMS/EAM system. replacement plan, put into a rebuild schedule, placed on a list of equipment that will undergo an improvement process or simply be lived with as is. This review must be done in coordination with Classifying work operations. There are many ways to classify Often, a piece of equipment that does not appear or "type" the forms or reasons behind why on the MTBF list may be identified by operations any given work is needed. Each company has as needing improvement. This may be because to determine what makes sense for its particular of the schedule production load, lengthy repair situation. For starters, consider the following two time when a failure occurs, the lack of a back-up methods: process, support of an important customer or the high cost of replace1. Work classes/classifications 2. Work type ment processes. Another good KPI to create is a report of high-maintenance■ Routine Maintenance ■ Normal Repair cost equipment. These may offer significant cost-reduction opportunities. ■ Capital Project ■ Replacement Once a list of opportunities has been identified, some are selected ■ Process Modification ■ Inspection for equipment improvement. A joint, maintenance-and-operations, ■ Preventive Maintenance ■ Troubleshooting equipment-improvement process can be effective, and should be considered. ■ Predictive Maintenance ■ Adjustment Such groups should be facilitated by a reliability engineering expert. This will ■ Regulatory/Environmental ■ From PM leverage engineering resources and create greater buy-in when solutions are ■ Safety ■ From PdM presented for approval. Data must then be gathered from ■ Miscellaneous ■ Miscellaneous the selected equipment to support the problem-solving process. This is where good coding and the creation of corrective-action Whatever designations or codes your operation work orders provides a substantial payback. If chooses, they must be accompanied by clear definicorrective labor and materials are charged to PMs tions on their use, including by whom and under when defects are found, data-mining becomes very what circumstance. This leads to granularity and difficult. That's because with possibly thousands standardization of data that eventually provides of PMs done in a facility over the course of a year, useful diagnostic information. perhaps only hundreds capture faults. Since those hundreds will be hard to find, the data will need KPIs for opportunities to be sorted and classified manually-a frustrating There are several KPIs that can indicate opportuniprocess for any site. ties. An excellent one is a report that shows the mean time between failure (MTBF) for equipment. Again, a policy may be established that if a piece KPIs for PM effectiveness of equipment falls below a selected value, that An excellent KPI for monitoring PM effectiveness equipment must receive a formal review. It may is to create a report and chart of how many faults be that the equipment will be placed in the capital are detected per 100 PM activities. An effective to capture the labor and materials used. 32 | MAINTENANCE TECHNOLOGY APRIL 2015

Maintenance Technology April 2015

Table of Contents for the Digital Edition of Maintenance Technology April 2015

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