July 12, 2007 PdM Managers' Workshop #6: Monetary Benefits of a Predictive Maintenance Program
Friday, July 27, 2007 11:00 AM - 12:30 PM EDT
Fee: $0
Please join Jack R. Nicholas Jr., CMRP for the 6th of a 10 part series of Predictive Maintenance (PdM) Program Management.
In the 6th Workshop Jack discusses:
* How to Survive the “Hump” in work load created by the Predictive Maintenance Program
* Methods for calculating the benefits of the Predictive Maintenance Program
* Timken PdM program case study
* Getting everyone on the same page
There are several polls conducted throughout the Web Workshop that provide a real time snap shot of attendees PdM practices. Results will be discussed to highlight workshop lessons.
July 12, 2007 Maintenance Tip
Failures don’t have to happen.
This is an attitude; a philosophy; a way of thinking. Reactive organizations expect failures to occur and position their resources to repair the failures as quickly as possible. This typically means lots of spare parts in stores and maintenance coverage around the clock. Although it sounds logical on the surface, it is the most expensive management philosophy you can have.
Proactive organizations realize that the fastest repairman in the world is not as fast as the craftsman that did not allow the failure to happen in the first place. They do not expect failures to occur; if one does, they seek to understand why it happened. --Something had to cause it, whether a design problem, a faulty part, an error by an operator, or a problem with the maintenance strategy. The important point is that you should not accept an equipment failure without asking that most powerful word, “WHY”.
Failures represent the most expensive information you can get, and therefore the most valuable. Not only do you incur the cost of the repair, but also the cost of downtime. Perform “post-mortems” on failed components and perform root cause analysis to learn the causes of failures so that this money is not spent in vain.
Tip provided by Management Resources Group
203.264.0500
http://www.mrginc.net
July 12, 2007 GE’s Plant Optimization and Control Users’ Conference
With over 25,000 Bently Nevada condition monitoring systems and 3000 System 1 condition-monitoring software platform installations worldwide—GE Energy is sponsoring a series of forums where operating users and reliability professionals can share experiences and benefit from direct access to GE reliability experts.
Learn how reliability improvement services help customers spend up to 60% less on maintenance while improving uptime, wrench time, environmental compliance and more.
Hosting the user conferences in four worldwide locations, agendas include user presentations, technology trends, workshops, and user group networking sessions.
July 12, 2007 Motor Repair Tip
According to ‘The Review of the Electric Motor Repair Industry’ study, published by Bonneville Power Administration and Washington State University in 1995, 81% of motor repair shops modify your windings through the rewind repair process. 37% perform the modifications because of shop preference, 36% for ease of winding, 13% for other reasons, while only 10% of modifications are at the customer’s request (ie: 9 leads to 3 leads) and only 4% are for reliability or energy improvements.
While these modifications can be performed in such a way to preserve the motor’s function, a majority are performed to allow for a quick repair and may include reducing the wire size, increasing I2R losses and reducing the life and reliability of the motor.
Additionally, through the entire repair process, fewer than half of repair shops perform any form of winding testing, including MegOhm testing. The ability to verify the condition of your motors before shipping out to repair, coupled with a solid repair specification and a receipt acceptance and commissioning program will protect your rotating machine investment.
Tip provided by Howard W Penrose, Ph.D., CMRP
SUCCESS by DESIGN Reliability Services
http://www.motordoc.net
July 12, 2007 Acoustic Analysis Tip
Analysis of the acoustic field or acoustic Sound Pressure Level response is not typically a function of a discrete “tone” at a single frequency, but rather an analysis of the pressure gradient produced by a broader range of frequencies. These ranges of frequency are commonly depicted as octave bands in spectrum (frequency) analysis. Sound pressure energy is reacted over an area. Octave Bands are the best depiction of the effective energy in a sound source. Acoustic analysis of sound can be viewed over a 1/1 Full Octave, 1/3 Octave, or 1/12 Octave band range. More discrete “tones” are better represented by “narrow band” spectral analysis.
Knowledge of the frequency content of the sound source(s) can be used to direct the analyst with respect to the proper methods of absorbing, reflecting, or diffusing the sound energy. The configuration of the source and the geometry of the enclosure area are also significant factors in this type of analysis.
Tip provided by Dan Ambre, P.E.
Full Spectrum Diagnostics, PLLC
Phone: 763-577-9959
Email:
July 12, 2007 HotShot Infrared Camera
Facilitates Inspections by integrating CMMS/Asset Databases
Unlike point and shoot IR cameras, HotShot integrates closely with PC-based asset data to optimize the field generation of information. HotShot users can upload asset lists directly into the camera (including locations and equipment types). Then, information about assets is already merged with thermal images acquired in the field. In addition, HotShot also captures all relevant information including diagnosis and repair recommendations. As a result, inspection reports can be generated automatically with this information for each desired location and equipment type. No need to struggle with field notes or transposing voice notes! Call us at (800) 759-9577 for a free demo or ...
July 12, 2007 MRO Tip
“Plan for Unplanned Maintenance – Minimize MRO Risk”.
A reliable availability of parts is required for good preventative maintenance procedures. For planned, scheduled maintenance, providing the necessary parts availability is routine.
But unplanned maintenance happens and parts availability is equally (or even more) important to reduce the impact on operations resulting from unexpected breakdowns.
Plan the MRO inventory quantities in advance to reduce risk. Ask how severe would be the impact if maintenance had to wait for a vendor to supply a missing part. High criticality items with long lead times deserve higher stock levels.
Tip provided by by Ellen Kurr
Inventory Solutions Inc.
Tel: 866.300.9090 or 330.285.5360
http://www.inventorysolutionsinc.com
July 12, 2007 Reliability Centered Maintenance (RCM) Tip
RCM Sustainability
Have you been involved in an RCM program, only to find the support for the project changes midway through?
I have seen a few companies that decide to change improvement programs after the analysis is complete but before they implement, which means they have spent the money on the program and not gained the benefits.
How can you ensure your efforts are not wasted?
Some companies that have been successful have developed a company wide mission statement that is endorsed by senior management. This by itself provides an initial alignment.
In order to sustain the commitment management needs constant reminder of results.
My advice to sustain an RCM program is recognize that small wins that are publicized and celebrated regularly by the team that are IMPLEMENTING the optimized strategies is far more powerful than any one off project.
Tip provided by ARMS Reliability Engineers
Find out how you can regularly report wins to your management team in terms they will understand
