Risk-based Maintenance Framework



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 Do you need consulting about Asset Management or Design for Reliability (D4R)? Now you can book a free consultation about the following topics:

- Asset Management (ISO 55000 / PAS-55)

- Operational Excellence, by Lean Manufacturing and TPM.

- Maintenance, Reliability and Reliability Centered Maintenance (RCM).

- Risk based Maintenance and Risk Assessment.

- Design for Reliability (D4R).

- Lubrication, Reliability Centered Lubrication.

- Failure Analysis and Forensic Engineering (Mechanical Engineering).

 Just click I Want a Free Consultation and send us an e-mail with your name, company name, some details about your consultation, and days and times you are available, so we arrange a 45 minutes meeting, by Skype, Hangouts or FaceTime, with one of our Chartered Engineers.

¿Necesita consultoría sobre Gestión de Activos o Diseño para Fiabilidad (D4R)? Ahora puede solicitar una consulta gratuita sobre los temas siguientes:

- Gestión de Activos (ISO 55000 / PAS-55)

- Excelencia Operacional, mediante Lean Manufacturing y TPM.

- Mantenimiento, Fiabilidad y Mantenimiento Centrado en Fiabilidad (RCM).

- Mantenimiento basado en Riesgo y Evaluaciones de Riesgo.

- Diseño para la Fiabilidad (D4R).

- Lubricación, Lubricación Centrada en Fiabilidad.

- Análisis de Fallos e Ingeniería Forense (Ingeniería Mecánica)

 Solamente haga click en Quiero una Consulta Gratuita y envíenos un e-mail indicando su nombre, el nombre de su compañía, detalles sobre la consulta, y su disponibilidad, para organizar una reunión de 45 minutos, por Skype, Hangouts o FaceTime, con uno de nuestros ingenieros colegiados.

LUBMAT 2016: Lubrication, Maintenance and Tribology. Bilbao (Spain) 7-8th June 2016

 LUBMAT is an international congress that covers every aspect of assets management & reliability, condition monitoring, lubrication management and tribology. This conference brings the opportunity for the merging of the breakthrough novelties of the research carried out by the academia and the actual industrial needs into an innovative group of solutions for improving productivity and competitiveness.

 This environment is the ideal one to bringing high qualified industry professionals together and providing an ultimate platform to network with decision-makers, solution providers, researchers and very close industrial case studies that help to achieve real-world results.

 Around 300 attendees, coming from all continents, are expected. Around 6 key notes will be exposed and around 80 papers will be defended by their authors.

 The main topics in which the congress will be focused are:

•      Lubrication management.
•      Lubricants and special fluids.
•      Condition monitoring.
•      Reliability and asset management.
•      Tribology.

5 Good Reasons to Attend LUBMAT 2016 Congress

Sponshorship and Exhibition Dossier

 LUBMAT es un congreso internacional con tradición (esta será su quinta edición) y que cubre un amplio grupo de temas relacionados con la gestión de activos, la fiabilidad, el “condition monitoring”, la gestión de la lubricación y la tribología. Esta conferencia ofrece la posibilidad de que las novedades proporcionadas por la investigación académica y las necesidades industriales converjan en un único grupo de soluciones innovadoras para mejorar la productividad y, con ella, la competitividad de las empresas.

 Este es el contexto ideal para que profesionales de todos los orígenes tengan la oportunidad de debatir sobre las últimas tendencias con los decisores, los proveedores de soluciones, los investigadores y los ejemplos exitosos que ayudarán a ver la posibilidad de conseguir soluciones viables para el mundo económico real.

 Se esperan alrededor de 300 congresistas de todos los continentes. Habrá 6 conferencias magistrales al cargo de destacadas personalidades de cada uno de los ámbitos y se espera que se defiendan alrededor de 80 ponencias.

 Los principales temas en torno a los que se solicitan contribuciones son:

·        

•        Gestión de la lubricación.
•           Lubricantes y fluidos especiales.
•           Condition monitoring.
•           Fiabilidad y gestión de activos.
•           Tribología.

Lubrication Best Practices

 I just look at the section about lubrication best practices (BIC Lubrication) on the webpage of Lubrilys (www.lubrilys.co.uk), this section includes advice and videos.

 I think the info of this webpage is excellent and I recommend it as a reference to lubrication management in a plant.

 The section of Best Practices includes 9 steps focussed to reduce the maintenance costs, to increase the life of machines and energy saving, to reduce downtime and storeroom costs, and to increase the productivity of the maintenance team. The steps are:

1. To implement a proactive program, to identify best practices and problems, document the problems and look for solutions, producing cost - benefits studies, and implementing them if they are appropriated.

2. To set up lubrication performance indicators, track performance and report regularly, we must know the real-time progress of our lubrication plan.

3. To implement a storage and handling plan, a lot of lubrication problems are related to lube contamination during storage and handling phases. A good solution to avoid problems can be to implement a prevention plan, that must include 5S basics.

4. Lubricants consolidation, to avoid application error risks and provide big stock savings. To do it you must know the lubrication requirements, to group similar lubricants them and keep in mind the lubricant's incompatibilities.

5. To optimize the lubricant management, to ensure the right lubricants are used, right quantities, right places, and the right time. Specifically designed software can be needed.

6. To implement a lubricant analysis plan, it must include sample procedures, analysis protocols, alarms, and limits.

7. To perform in-house analysis, using portable analysis kits to analyze the most critical parameters, these kits allow us to perform qualitative analysis.

8. To control the contamination, in this video you can see the main topics, they must include the lubricant reception, it identification by colors, to ensure the cleanliness level by filters, avoid water and contaminants by breather and dry filters, and control it by oil analysis.

9. Lubrication automation, to ensure the lubrication level and minimize error risks, to reach the maximum reliability and efficiency, it can include Minimum Quantities Lubrication - MQL and ANSI/API STD 614 lubrication systems.

Lean Maintenance: Can I do it?

Some time ago, I chatted with a friend in LinkedIn about maintenance, my friend claimed if maintenance is a Non-Value Added group of tasks we mustn’t provide it resources because they will be wastes.

I agree the maintenance is a Non-Value Added group of tasks, but it is not a waste, maintenance is required for the process because if you don’t perform maintenance you stop the process or you produce defect. What can we do? Lean gives us the solution: to perform the maintenance tasks as fast and effectively as possible.

And Lean provides us the tools to perform tasks in a fast and effective way.

 5S, Poka Yoke, Spaghetti Chart and 5 Why must walk with a good TPM plan. But also we can add creative solutions to reduce wastes, e.g. we can install a camera or a webcam in front of a machine while the maintainers are working, the task is to optimize when they don’t need to go out of the camera lens during the task.

What about SMED? I know is a tool of Lean Manufacturing but we can use SMED to optimize repair time in regular tasks.

And Visual Management, Can we use it to manage the maintenance function? The car workshops already use it, Visual Management is an excellent tool for a real-time management of our maintenance team.

Do you use any other Lean tools in your maintenance tasks? Please, tell us and we comment it.

Esta es la versión en inglés del artículo publicado en osenseis.com, puedes encontrar el artículo original en http://www.osenseis.com/mantenimiento-lean-es-posible-hacerlo/

RCM 6: Focused on Actions

 If there are not any technically feasible tasks to predict or prevent the failure in the work conditions, or they are not cost-effective, we must perform actions.

 These tasks can be Run-to-Failure or Redesign.

- Run-to-Failure, only if the risk of the failure is in acceptable values and has not got safety or environmental consequences.

 In these cases, we must prepare an emergency response to act once the failure has been. To design this response to the probability of the failure and the time between failures must be considered.

 The emergency response must be based in a protocol that can include work orders to repair the failures, which allow acting immediately the failure is detected, the actions to take when the failure is detected to affect the failure affected, and the spare parts forecast to use to repair the failure.

- Redesign, if the risk of the failure is out acceptable values and has got a safety or environmental consequences we must think in a redesign, the redesign can be change in the design of equipment, change in process and change in operations. The redesign can be focused on prevention of failures, avoiding them; detection of failures, before the consequences of failure; control of the failures, reducing the probability of the failures modes; or mitigation, reducing the consequences of the failure.

 These redesigns can affect both the equipment and the operation conditions and the redesigns can include physical modifications of equipment or the environment, changes in operation procedures, operation or maintenance of staff training, etc.

 Before starting the redesign we must check that they are cost-effective, comparing the redesign and implantation cost and the estimated risk reduction, this risk never can be reduced to zero but it is right if the risk is reduced to reasonable values, or allows using effective condition based maintenance, time-based maintenance or failure finding tasks.    

 The redesign must be considered as a project, with financial, human and material resources that must be assigned, and must be time-limited. Finally, to check the redesign meets the targets should be checked.

RCM 1: Common sense applied to maintenance

RCM 2: Taxonomy and core principles

RCM 3: FMEA vs COFA
RCM 4: Logic trees
RCM 5: Focused on tasks

Trainings in Madrid / Cursos en Madrid

 En estos meses voy a impartir los siguientes cursos en Madrid. / Next months I'm going to give the following trainings and workshops in Madrid:

- Jornada sobre Gestión de un Sistema de Mantenimiento Eficaz, con Ángel Partida, en el COITIM el 6 de mayo. / Conference about Management of an Effectiveness Maintenance System, in collaboration with Ángel Partida, in COITIM, May 6th.


- Curso sobre Mantenimiento Lean y TPM, en Preditec 20 al 22 de mayo. / Course about Lean Maintenance and TPM, in Predictec May 20th to 22th.

- Curso sobre Gestión de Activos basada en Riesgos, en Preditec 17 al 19 de junio. / Course about Risk based Asset Management, in Predictec June 17th to 19th.


- Curso sobre Ingeniería de Fiabilidad y RCM, en Preditec 25 al 27 de junio. / Course about Reliability Engineering and RCM, in Predictec June 25th to 27th.


 Los cursos en Preditec son totalmente prácticos, utilizando la metodología de manos a la obra para que los asistentes puedan aprender el contenido de una forma sencilla y entretenida. / The courses in Preditec are full practical and use the hand-on methodology to ensure the attendants learn the topics in a easy and funny way.

RCM 1: Common Sense Applied to Maintenance

The evolution of maintenance in the last hundred years can be classified into three generations related to failure modes, failure consequences and the strategies to avoid them.

The First Generation covers the period up to World War II, during those years the industry was not too mechanized, so downtime did not consider important for the process, at the same time, most equipment was simple, over-designed and easy to repair, so prevention of equipment failure was not a priority.

First Generation of Maintenance

The wartime increased the demand for goods while the industrial manpower dropped sharply, this led to increased mechanization. So the failures in all types of machines were more numerous and complex and the downtime came into sharper focus. With this Second Generation started the concept of equipment overhauls done at fixed intervals, so the cost of maintenance also starts to rise relative to operating cost. Also, the amount of capital tied up in fixed assets together with a sharp increase in the cost of that capital led companies to start seeking ways to maximize the life of assets.

Second Generation of Maintenance

The Oil Crisis accelerated the process of change in the industry. During this Third Generation the effects of downtime were aggravated due to the need for reducing costs and increasing productivity. In the same way, greater automation means more failures affect our processes and could have serious safety and environmental consequences, as the cost of physical assets and energy were growing too, they must work efficiently to ensure the maximum return on the investment.

The maintenance costs also were increased, to control them new research and development were focused in decision support tools, such as hazard studies and failure modes and effects analysis, new maintenance techniques, such as condition monitoring, new design of equipment with much emphasis on reliability and maintainability, and a major shift in the organization thinking towards participation, team-working and flexibility.

Third Generation of Maintenance

 Under this background, the Federal Aviation Agency FAA started some studies focused on increasing reliability and control maintenance costs in complex systems due to the number of random failures were much higher than the number of wear-out failures.

The first solution for this problem was defined in 1978 by F.S. Nowlan and H.F. Heap, (United Airlines) in their report AD-A066579 Reliability–Centered Maintenance. The target of this report was developing a procedure to allow ensure the functions of airplanes at minimum costs. This report had a wide influence several Air Transport Association ATA, US Department of Defense and UK Ministry of the Defence publications, guides, handbook and standards; 

In 1999 the Society of Automotive Engineers SAE published, and review in 2009, the standard SAE JA 1011 Evaluation Criteria for Reliability-Centered Maintenance (RCM) Processed completed in 2002 with SAE JA 1012 A Guide to the Reliability-Centered Maintenance (RCM) Standard.

The SAE JA 1011 standard defines any RCM process as that ensures the following seven questions are answered satisfactorily and in this sequence:

a.  What are the functions and associated desired standards of performance of the asset in its present operating context (functions)?

b.   In what ways can it fail to fulfill its functions (functional failures)?

c.   What causes each functional failure (failure modes)?

d.   What happens when each failure occurs (failure effects)?

e.   In what way does each failure matter (failure consequences)?

f.   What should be done to predict or prevent each failure (proactive tasks and task intervals)?

g.   What should be done if a suitable proactive task cannot be found (default actions)?

Lean Maintenance

 I had wanted to write about the development of Lean Maintenance programs to remove all the tasks that give No value to the equipment.

 That's Lean Maintenance means, to provide the right maintenance with minimum wastes, so the equipment does their functions with the minimum cost; summarizing, to remove process that gives no value and simplifies the process that gives value.

 But, Can we save in maintenance and increase the reliability of our equipment together?

 Yes, Lean Maintenance does it, applying the Toyota Production System (TPS) basics as remove wastes, standardized tasks, schedule just-in-time actions and focus on quality.

 Generally, through the TPS application, we will improve maintenance while minimizing inputs as Labor, Management effort, Parts and materials, Contractors and service contracts, Equipment rental, Raw materials, Energy, Capital...

  A good way to start a Lean Maintenance program is with a 7 Wastes analysis, these wastes are:

• Overproduction, too many maintenance tasks.
• Excessive Inventory, too many spare parts.
• Waiting, among maintenance tasks.
• Material and Information Movement.
• Motion, movements of people or equipment.
• Defects reworks from a poorly maintenance process.
• Unnecessary processing, efforts which add no value and consume resources.

 Once the wastes are identified and removed, we can implant a TPM (Total Productive Maintenance) program based in Autonomous Maintenance, that's maintenance based in operator, with the maintenance department support. This program use tools as 5S, Poka Yoke, JIT (Just-In-Time) or SMED (Single Minute Exchange of Die), and can be completed with RCM (Reliability Centered Maintenance) or RBM (Risk Based Maintenance) analysis.

 The Lean Maintenance full implantation process is difficult because it requires to involve all the people and process, indefinitely, and provide them training and expertise.

 The best way to obtain these goals is through Lean games and activities, that help to improve motivation by providing both knowledge and experience in an enjoyable and effective way.

Risk Based Maintenance: The latest maintenance strategy

 We can consider Risk-Based Maintenance (RBM) as an evolution of RCM (Reliability-Centered Maintenance), RCM is based in the equipment condition and the importance of equipment to system, but it is limited because it doesn’t solve the quantification of failures. (1)

 Due to this ability to quantify problems join its simplicity to implant, RBM has been successfully applied in Oil & Gas, petrochemical plants, power generation y distribution networks, etc... And it achieves important savings.

 API RP 580 Standard defines risk as to the combination of the probability of an event occurring during a time period and the consequences associated with the event. In mathematical terms:

                                       Risk = Probability X Consequence

 We can obtain and economic value (if the consequence is valued) or classification by a risk matrix.

 API considers the Risk-Based Inspections (RBI) as the next generation of inspection interval settings, focuses attention specifically on the equipment and associated deterioration mechanisms representing the most risk to the facility. It recognizes the ultimate goal of the inspection is the safety and reliability of facilities. (2)

 F.I. Khan and M.M. Haddara propose an RBM methodology (3) that is broken down into three modules:

•  Module I: Risk estimation, including a failure scenario development, a consequence assessment and a probability failure analysis, it can be conducted using Fault Tree Analysis (FTA).

• Module II: Risk Evaluation, setting up acceptance criteria and applying these criteria to the estimated risk for each unit in the system.

• Module III: Maintenance planning, optimizing the maintenance plan to reduce the probability of failure, reducing the total risk level of the system.

 In this module, we can use the measures to control and mitigate risks proposed in the ISO 17776 Standard, as prevention, la detection, and control. (4)

 Norsok Standard Z-008 (5) not only does RBM propose to design and update maintenance programs but proposes it to prioritizing maintenance activities and evaluates spare parts quantity and location.

 We find in RBM a more simple methodology than RCM, it also requires an initial reliability study but include an economic risk assessment, so it allows doing financial analysis and makes easier to choose timed based and on-condition tasks as well as complex actions as spare parts quantity and location, re-design of equipment or changes in the process.

  

(1)  Zhao M-X., Su J., Liu S-G. Risk assessment based maintenance management for distribution network. Journal of international council on electrical engineering Vol.2, No 1, pp. 84-89, 2012.

(2)  Risk-based Inspection. API Recommended Practice 580. 1st Edition, May 2002.

(3)  Khan F.I., Haddara M.M. Risk-based maintenance (RBM): A quantitative approach for maintenance/inspection scheduling and planning. Journal of loss prevention in the process industries 16 (2003) 561-573.

(4)  ISO 17776:2000 Petroleum and natural gas industries- Offshore production installations - Guidelines on tools and techniques for hazard identification and risk assessment. 1st Edition 2000-10-15.

(5)  Norsok Standard Z-008 Edition 3, June 2011. Risk based maintenance and consequence classification.

RCA: Maintenance isn't just repair.

 Some months ago I did a Maintenance assessment in a facility, the Maintenance team was very efficient, with strong skills, and they repaired quickly any breakdown.

 One day an auxiliary water pump failed, due the maintenance team had the training and instructions needed and the tools and spare parts were in the warehouse, the breakdown was repaired in less than two hours. An excellent job, they said.

  

 But I didn’t agree with them because I thought the job was uncompleted; to repair the pump as soon as possible is important but, Will the pump become fail again?

 Not only must the maintenance team repair the machines, but it has to look into the breakdown causes to avoid the failure happens again.

 So, I recommended them to implant an RCA (Root Cause Analysis) and train the maintenance team to performance it.

 RCA is a logical sequence of steps that allow isolating the facts surrounding an event of failure and determines the best course of action that will resolve the event and ensure that it isn’t repeated.

 An RCA can be as simple as a 5 Whys process, or can be a more complex one to include questions as What happened?, Where?, When?, What changed?, Who was involved?, Why did it happen? and, mainly, What is the impact? The process must go with some photos of the breakdown, the broken parts, and samples of lubricants and coolants.

 This process will spend only some minutes of the maintenance time, so it won’t lose its efficiency, but will allow making a small investigation to find answers to the two main questions: Will it happen again? and How can recurrence be prevented?  

 Including the answer to this last question in our maintenance program we will avoid downtimes in the future.

RCM and Fleets

 Most of the vehicle/heavy duty fleets I know do preventive maintenance, nevertheless due to the variety of conditions of the fleets I think RCM is more appropriate for them; after all it was developed for civil aviation.

 After reading the excellent article of Josh Fernatt, about the webinar presented by Carlton Stevens, in STLE University, entitled The five levels of fleet Maintenance (Tribology & Lubrication Technology, March 2013, STLE, pags. 26 to 29) I decide to ask Carlton.

 As diverse and technical as the vehicles and equipment have become, I believe that techniques from RCM and CBM as well as many other methods and approaches can be applied with success to mobile fleets/equipment and fixed location manufacturing equipment. Carlton answered me and he continued.

 When you push the maintenance approach down to specific systems and components you can essentially tailor it to exactly what you need in order to maintain the highest performance and greatest uptime.

 Consider a professional athlete, they exercise and condition their entire body to boost endurance and stamina but depending on their profession they target the muscle groups and other parts of their bodies where it will specifically do the best additionally they consume food and vitamins that also are targeted to the specific need.

 Today in most cases we can apply the same logic to machines. Maybe a better example would be Formula 1 racing. They literally monitor almost every component on those cars as well as weather and wind speed and by collecting all that data they have the ability to compensate for anything but a total catastrophic failure and in many cases they can anticipate those too.

 By applying the best techniques and methods regardless of where they come from we can substantially reduce maintenance cost and increase uptime with any machine. He ended.

 I agree with Carlton. As RCM allows us do a maintenance plan that adapts to the specific needs of every vehicle and every situation, I consider RCM as an essential maintenance strategy for fleets.

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 In this blog you'll find technical articles related with reliability, lubrication and mechanical engineering.

 We invite you to do your comments with the target to improve our knowledge about these topics.