February 15, 2007 EAM-2007 Workshop
The Enterprise Asset Management Summit
April 3-6, 2007
Sheraton Waikiki Honolulu Hawaii
Workshop 4B
Value Driven Maintenance for Maximo by Remco Jonker, co-author of Value Driven Maintenance
“What is actually the added value of maintenance?” is a frequently heard question in boardrooms the world over. Even though maintenance is often critically important, few maintenance managers are able to answer the question convincingly. Especially when they are asked to express the benefits in terms of economic value added or shareholder value - the language being spoken in boardrooms.
For this reason Mainnovation developed the Value Driven Maintenance methodology, which is implemented in leading maintenance organizations like DSM, Smurfit Kappa, Sara Lee, GlaxoSmithKline, Akzo Nobel and Volvo Cars. VDM builds a bridge between traditional maintenance philosophies and managing by shareholder value. Not only does VDM simplify the boardroom discussion, it also shows that far from being a cost center, maintenance is actually a major economic value within the overall business performance.
VDM is a maintenance management philosophy that clearly establishes a link between the work processes in a maintenance environment and the contribution these processes make to the value creation of the enterprise. VDM tells you if the focus should be on greater availability, lower costs, stricter observance of Safety, Health and Environment legislation, or smarter use of resources such as spare parts. VDM enables the maintenance organization to define a clear strategy, to set priorities and targets, and to realize and monitor their realization in a structured manner.
To determine the current situation of Maintenance, it is essential that maintenance control information is available. For this reason, the leading EAM software vendors developed the VDM Control Panel together with Mainnovation; an interactive management dashboard that shows the performance of each maintenance competence by using 10 KPI’s. It also offers a standardized drill down functionality to analyze those KPI’s that deviate from the norm. It shows answers to questions like “Why didn’t we perform according the Service Level Agreements we made with Production?” or “Why do the actual costs deviate from the originally budgeted costs?”
In this workshop you will learn how VDM enables maintenance organizations to create more value by continuously improving its core competences, how it is applied in leading companies and how the VDM Control Panel for Maximo is applied to enable and monitor this continuous improvement.
Seating is limited so register early. Early bird conference and hotel discounts end Feb 15.
Call +1 (305) 735-3746 or…
Find out more about workshops and case studies at the EAM-2007 web site
February 15, 2007 Vibration Analysis Tip
Using Cross Channel Phase for Soft foot Determination
The use of phase, either Absolute (tach w/fixed reference point) or Relative (cross channel measurement using two waveforms) is a very effective way to check for a Soft or Loose foot condition by comparing the phase readings between the machine foot, base, soleplate, foundation, and even the slab. If the phase shows a significant shift (greater than 20 degrees) you probably have a soft foot or looseness between the two surfaces.
Tip provided by LUDECA, INC.
ALIGNMENT * VIBRATION * BALANCING
http://www.ludeca.com
Tel: 305-591-8935
Download article: Detecting Soft Foot with Vibration Analysis
February 15, 2007 FREE Infrared Seminars
FLIR is offering over 180 FREE Infrared Seminars throughout the United States and Canada in 2007. These seminars were created to bring novice and long-time infrared users up to speed with the latest on infrared.
To register, visit FLIR’s Infrared Seminar site or call 1-800-254-0633.
February 15, 2007 Motor Testing Tip
Has this ever happened to you?
You suspect there’s a problem in the coils or phases of a 150HP 480Vac induction motor. The motor Megs good, and even passed a Hi-pot test. Your trusty DMM (Digital Multi Meter) says resistance is 0.2 ohms on all three phases.
What could be wrong?
There could be short circuits in the motor coils that are not detectable by the standard trade tools of the Meg-ohm tester, Hi-pot tester and Digital Multi Meter.
For example:
Generally, a standard DMM is not capable of an accurate measurement of resistance once the resistance drops below a few tenths of an ohm. Verify this for yourself by touching your DMM probes together. Chances are, you’ll see a reading of 0.2 ohms without even being connected to the motor terminals. Say what?
It boils down to range of resolution. A standard DMM is not designed to make readings at these very low resistances. A special variation of the resistance meter called a Kelvin bridge should be used, because large 480Vac motors could have a resistance of in the range of 0.005 to 0.1 ohms. In other words, it could be 10 times too small for a standard DMM to make any repeatable measurement
For motor resistance testing look for equipment specified at 4 ½ digit accuracy or better, that uses the Kelvin bridge or ‘4 wire” method. This can save you a lot of time and money.
Tip provided by Baker Instrument Company
Tel: (970) 282-1200
Toll Free: (800) 752-8272
http://www.bakerinst.com
February 15, 2007 Plant Start Up Tip
Twelve reliability deliverables are required to be in place prior to starting up a factory. Over the next several weeks each one will be defined. These are tasks which must be completed to build ownership at the shop floor to ensure the equipment is maintained as installed. In order to sustain the condition of the equipment and maintain its ability to perform, operating and maintenance systems must be in place. First reliability deliverable is “obtain and enter complete equipment data into the CMMS.” The best time to specify data requirement is prior to purchasing the equipment. Engineering specifications and Request for Proposals (RFP) should clearly identify the information which the vendor must provide. If for some reason the information cannot be obtained from the vendor (for example: used or salvaged equipment),use the work order system and plan for a mechanic to gather the information when the equipment arrives at the site. The minimum amount of information should be nameplate data, drive component data, bearing data, lubrication requirements, power requirement, specific equipment details and manuals. This equipment data is the starting point for developing maintenance plans for a piece of equipment.
Tip provided by Kevin Lewton, CMRP, C.P.M., CPMM
MetDemand
Toll Free: 888-427-4330
http://www.metdemand.com
February 15, 2007 General Electric Help Wanted
General Electric is currently considering qualified candidates for the positions of Reliability Sales Consultant, Reliability Principle Engineer and Reliability Lead Engineer in locations throughout the globe. Qualified candidates should have a BS Engineering degree and minimum of 5 years experience in maintenance and reliability.
The Reliability Sales Consultant are Job #554188 & 577260
Lead Reliability Engineer position is Job #562354
February 15, 2007 Root Cause Analysis Tip
While Root Cause Analysis (RCA) is typically used only after an acute type of event (i.e. – injury, catastrophic damage, environment incident, regulatory requirement), the greater benefits in the long-term can be realized from understanding the impact of the chronic failures.
Chronic failures tend to stay under the radar because they happen so often without significant individual consequence that they become a “cost of doing business”. If we better understood the impact of chronic failures, we would realize that they are signals or precursors to the more acute type of sporadic events.
Tip provided by Robert Latino
The Reliability Center Inc.
February 15, 2007 Maintenance Planning Tip
Many companies attempt to execute maintenance planning within their organizations, many times unsuccessfully.
More often than not, these companies do not have the proper foundational data or processes in place at the onset, dooming their initiative to failure.
In order to reap the financial benefits from maintenance planning, an organization should make sure that they first have a complete and accurate master equipment list (MEL), bills of material (BOMs), and a defined and enforced policy for work-order prioritization. Additionally, it is necessary to have a detailed and practiced process for how the maintenance work will get done (maintenance workflows).
With these key foundational elements in place along with a proper understanding of the planning function, the planning initiative is sure to be a success!
Plan Ahead!
Tip submitted by Tim White, CMRP
MRG
Visit MRG’s website for upcoming Planning & Scheduling training courses
