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  • 1.  Maintenance and Reliability Project as a Service

    Posted 02-11-2021 01:20 PM
    Hello everyone,

    My Company just rounded up an Asset Integrity management program for a highly reactive client.

    The project involved carrying out RCM & RBI. We developed Preventive Maintenance routines for all rotating equipment and Inspection Plans for Static Equipment.

    They've never used a CMMS, We provided one and configured the PM's in the CMMS.
    We also conducted a 2-day CMMS appreciation Training for O&M personnel and Managers in the Office.

    Let me also add that they have a warehouse but it is situated several kilometres from the facility because other Assets use the same warehouse. (They're currently experiencing unavailability of critical spares during breakdowns).

    Now as we conclude this project, I have been tasked to develop a new project scope for the client and I am looking at developing a Maintenance and Reliability Project as a follow up project, with the objective of attaining operational excellence. 

    I need some ideas on how to go about this.

    Thanks


    ------------------------------
    Irete Olorunfemi BEng
    Cainergy International Limited
    Abuja
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  • 2.  RE: Maintenance and Reliability Project as a Service

    Posted 02-12-2021 08:03 AM
    All the equipment in the plant should have a tag if not create a tag ( this should be a able to identify the equipment, for eg 10G51A.. 10 is plant number, G stand for pump and 51A is pump number)   followed with the CMMS code. Classify equipment under object type (pumps under one category, compressors under one category etc.) Carry out criticality assessment ( criteria ranking A, B.C which is process and safety driven) followed with the maintenance maintenance strategies (PM, PDM, RTF etc.)

    ------------------------------
    Francis (Frankie) Castelino P.Eng
    Machinery Engineer Consultant
    Aramco
    Ras Tanura Refinery
    +966547739406
    Saudi Arabia
    ------------------------------



  • 3.  RE: Maintenance and Reliability Project as a Service

    Posted 02-24-2021 06:08 AM
    Hi Irete,

    First congrats on your next M&R project with the same client.
    From what's you've listed a lot of good things had been in placed: RCM/RBI, CMMS, PMs etc.
    1. Starting from that basis I suggest to develop the business case for this Ops Excellence project. It's covered by SMRP BoK Pillar 1.
    2. Please make sure you also cover the development of maintenance philosophy and strategy to summarize at higher level what you've built with detailed RCM/RBI and PMs.
    3. Another aspect is people competency assessment and training plan to cope with newly applied techniques/tools. That may consist of coaching/mentoring by your experts for client personnel, including CMMS as well, for some initial period.
    4. For warehouse or inventory, as it's required to shift from reactive mode to preventative, so spare parts availability is one of the scopes based on equipment criticality ranking: BOM, recommended spare parts list or 2-year operational spares, procurement.

    Hope this helps and comment back if anything to add.
    Thanks for your attention.

    Do Hoai,
    Maintenance Superintendent
    Premier Oil Vietnam

    ---------------------------------
    Hoai Do
    Maintenance Superintendent

    Ho Chi Minh
    ---------------------------------





  • 4.  RE: Maintenance and Reliability Project as a Service

    Posted 02-25-2021 03:34 PM
    Hi Irete -

    I echoed Hoai's advice and would add the following for consideration. 

    1. Now with PMs in place, the next challenge is to have a quality WO entry.  You can use Business analytical tool to build an audit tool and show how many WO's are meeting requirements, filtered by WO type, discipline, technician, etc. Meaningful information can be captured to analyze your equipment.  In do so, you can solve the right problems.  Buy-in from Leadership and Maintenance is crucial in this journey - aligned on what fields are mandatory in closing a WO's.  For instance, WO's Priority 1 and Breakdowns are mandatory to fill in reliability fields, such failure code/failure mode, detection method, action to address the repair, detailed description of the problems. 

    2. Top 20 Bad Actors list - what criteria should be used to constitute a bad actor- production loss, maintenance cost, repeat failures?

    3. From the bad actors list, identify equipment / failure modes that warrant a Root Cause Analysis.  Sometimes, repeat failures does not need a RCA, good candidates come from the bad actors list.

    4. Predictive maintenance is long term goal and a big undertaking- seems many years down the road in this plant - instrumentation infrastructure and link data (process data, vibration, oil analysis etc.) to failure | process upset prediction software. 

    I hope this helps!
    Suzy

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    SUZY JIANG
    Staff Reliability Engineer
    Houston TX
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  • 5.  RE: Maintenance and Reliability Project as a Service

    Posted 03-17-2021 04:49 PM
      |   view attached
    The other posters have provided good advice, especially on the "programs and processes" part of reliability. Once you have the mechanics of software, CMMS, PM plans, etc. in place it is essential to work on the reliability program's work processes. This will allow your customer to take maximum advantage of their software investment.  I have attached my 2019 Solutions magazine article that describes what I think are program elements that provide big returns.  Good luck!

    ------------------------------
    Timothy Payne
    Retired
    GE Digital
    Granbury TX
    ------------------------------

    Attachment(s)



  • 6.  RE: Maintenance and Reliability Project as a Service

    Posted 03-19-2021 08:10 AM
    Irete,

    The others have provided some very valuable information.  I would offer the following to aid in your quest for your M&R Project:
    1. Start small!  Your assets are going to be the prime importance to identify, catalog, label and engage.  Focus on the information gathering for the characteristics of ordering and maintaining.  This will provide you a good basis to develop end of life cycles for all the equipment based on run times as you provide your PM and CM work. 
    2. As you do this make sure that everyone is APPLYING the assets worked on to the work orders. Remember "bad data in is bad data out".  In order for your asset management plan to flourish, they will need to apply to the asset level.  
    3. Define your metric trigger points and KPIs to follow.  Again, data integrity.  These will help define MTTR and MTBF that your targeting for the company and any future reinvestment strategy.  
    4. This one is important....HAVE FUN and ENGAGE the users and technicians.  Get their buy in for the program and get their ideas.  They will be able to give some unknown insights on items to track.  The engagement piece is the fun part because it will create the buy in by examples and proofing of the model.  
    Good luck with the process.  Hope this helps a little.  My contact information is below if I can help any further.

    ------------------------------
    Michael Guns, Jr., CRL, CEFP
    Associate Director, Maintenance Strategy & Planning
    Facilities - Buildings Maintenance & Operations
    200 Academy Street - Newark, DE 19716
    Maintenance Center - Room 113
    Office: 302.831.4055 Cell: 302.358.9381
    ------------------------------



  • 7.  RE: Maintenance and Reliability Project as a Service

    Posted 03-20-2021 07:05 AM
    Hello Irete,
    In addition to all mentioned above, i would like to grab you attention for below point

    - Establishment of M&R KPI linked with the strategic vision of your client is vital to assess the success of your project and attaining operational excellence and have to be clarified in your scope.

    - Considering TPM program will be greate support to your PM and inspection program to assure involvment of all your clinint employee in the project success and let maintenance team have more time and focus on critical task.

    - For mentioning the unavailability of critical spares is highlighting the importance of having inventory optimization project to redefine critical spares and adjust safety stock and reorder point for all stock.
    I expect to have overstock for unneeded items.

    - Performin skill audit for your clinint employee and action plan is primary billar of your program success

    ---------------------------------
    Islam Mohamed Aly Sayed


    Alexandria
    ---------------------------------





  • 8.  RE: Maintenance and Reliability Project as a Service

    Posted 04-16-2021 11:19 PM
    Hi Irete

    Great comments above. Will like to add contribute as well:

    1. I believe the objective of your new project is to help the company consolidate the benefits you delivered on your first project and thus set them up for continued success.

    2. If none already exists, develop an asset register for all the assets.

    3. Carry out an asset criticality analysis and establish criticality of each asset the company has. This should be carried out by a cross functional team and have it the outcome approved by the M&R leadership team. I will suggest you develop an asset criticality analysis for the company if there is none now and have it approved by the M&R leadership team.

    4. Help the company develop a process to create an asset strategy for assets using RCM/FMEA methodology. Not all assets need to have an asset strategy - assets with low criticality like “D” need not have an asset strategy. Have each asset strategy approved prior to implementing the mitigation actions as recommended.

    5. Identify PM parts and order critical spares to be stored in inventory. You mentioned breakdowns due to lack of spares, you will need to establish order controls for the spares - work closely with O&M staff and supply chain group.

    6. Though you did not mention the name of the CMMS you got for your client, I don’t think 2 day appreciation training on the CMMS will be sufficient. Will suggest you also develop QRGs on how to use the CMMS. Does the CMMS have an inventory module?

    7. Develop a competence profile for the M&R staff.

    Wish you a success in your project.

    Regards

    Muyiwa
    Tel: 403 671 6894.



    ---------------------------------
    Muyiwa Fakunle
    Reliability Engineer / SAP PM Consultant
    Suncor Energy Canada
    Calgary AB
    ---------------------------------





  • 9.  RE: Maintenance and Reliability Project as a Service

    Posted 05-05-2021 11:47 AM
    Hi Irete,
    I see from the many responses that you've gotten a lot of good advice on the tactics of moving forward. I would encourage a slightly different approach. Implementing the tools and processes is valuable but with whither away unless there is a clear vision of what the organization is looking to accomplish and if clear ownership is not defined within the organization to make it happen.

    Reliability like many other sets of tools (lean for example) doesn't survive leadership changes over time without a clear vision.

    ------------------------------
    Wayne Griffin
    Global Reliability Director
    Guardian Industries
    Auburn Hills MI
    ------------------------------