What is Autonomous Maintenance?A PRACTICAL GUIDE TOIMPLEMENTING OPERATOR BASED RELIABILITY email@example.com+1 919 847 8764
The term Autonomous Maintenance is most known as one of the eight pillars in TPM - Total Productive Maintenance. The main idea in Autonomous Maintenance is that operators are responsible for performing minor maintenance tasks. You may also have heard of terms such as Operator Essential Care, Operator Based Maintenance, Operator Based Reliability, etc. in short, all these terms ultimately try to describe the same idea.Autonomous maintenance can be implemented in many ways. The hope is that this practical guide will describe key concepts and challenges you may encounter when implementing an autonomous maintenance program. But keep in mind to modify the approach so that it fits your plant. We will be using both the terms autonomous maintenance (AM) and operator-based reliability (OBR) interchangeably throughout this guide.As always, contact me if you need support to implement an autonomous maintenance program (operator-based reliability) at your site.Tor©2009 - 2023 IDCON INCWhat is Autonomous Maintenance?
Involving your Operators in Reliabilityidcon.firstname.lastname@example.orgDescribing tasks for operators to do is technically very simple, it is much more challenging from a people’s perspective. Meaning that it is easy to figure out what to do and how to do it, while it often is almost impossible to get people to execute the tasks. It is therefore worthwhile to spend considerable thinking time on the problem, “How can we, as a company, get people to do, what we want them to do, in regard to maintaining equipment?” The answer to that question will differ between countries, industry, and local culture, but we (IDCON) will share some of our experiences.People don’t mind change, but they do mind being changed by others. One of the basic concepts in implementing Autonomous Maintenance is “ownership”. The more people are involved the longer it takes to decide what and how to do something. At the same time, more involvement creates more ownership and acceptance.Ownership is key for an autonomous maintenance program to succeed. However, ownership can only be attained by investment in time, effort, and involvement.InvolvementTime and EffortOwnership
Leadership's Roleidcon.email@example.comWhat will this work system look like when it's complete?Leadership should decide how much to operators should be involved in the implementation of the program. It sounds great if everyone is involved in all steps of the process, but it is a huge cost and will also slow the implementation. As a guideline leadership should decide the scope and results wanted from the program. Leadership decided WHAT to do. Implementation groups can then be assigned to work out exactly HOW certain tasks are done. All operators need to be trained and involved at some point of the program, but perhaps not in the design and development phasePainting a picture of how the Autonomous Maintenance program will function when implemented is key to get acceptance for the program. The organization will never adapt a program correctly if it’s not clear on how it is supposed to work. The sad truth is that most leaders develop the autonomous maintenance program, don’t train supervisors and/or operators in the program and expect results. Below are things to consider and discuss with the team as you start developing your Autonomous Maintenance program:#1 Determine the exact tasks that you want operations to do that they are not doing today or are doing but need to improve. Do detailed equipment inspections? Clean equipment (how detailed)? Operate equipment for optimum reliability or for daily production volume?Do minor maintenance tasks? If so, exactly what (be careful what you ask for)😊 Lead or be involved in problem solving and root cause analysisShould it include operating procedures of equipment with consideration to reliability of equipment?For example, should operators:The management side is often forgotten in programs. Should your autonomous maintenance program involve better management practices by operations to achieve reliability of equipment? For example, should the program include improving joint prioritization of maintenance work orders? Should it include weekly maintenance scheduling meetings?
©2009 -2023 IDCON INC#2 Determine if you should have documented inspection routes for operators and how the inspections will be performed.How detailed should the inspections be?Should they have hand-held devices (tablets, smart-phones, etc.) to track problems and measuring?What inspection tools are accepted and needed? (Flashlights, mirrors, stroboscope, vibration pen, temperature gun, etc.)Who's responsible for managing the inspection routes and cleaning to ensure it gets done?Who will do the inspections and for how long? Does it differ per shift, area, and role? (Example, should 3rd shift do inspections outside, in the dark?)#3 What training and who needs to be trained?#4 What happens when equipment is installed or removed? and who is responsible or updating the operation & inspection routes?A very common mistake when implementing an autonomous maintenance program is to forget about training. It is often assumed operators now how to inspect equipment, but how can they. Some operators are not clear on where bearings are located, what cavitating pumps are, what AC motor windings are, etc. Therefore, operators need to be trained in basic equipment knowledge. Logistically this can be a major challenge since few people in plants can and/or are willing to train other people, outside resources can be expensive. With increased automation, there are fewer operators per area and those operators are often hard to pull operators away from the operational controls. There are typically more operators than maintenance resources in a plant. Remember that all involved operators need to be trained and if you have high turnover, it can be quite a task.A combination of live training, reference guides and online training as a base is a good start. IDCON does all three of these training. It could be worth looking at our Condition Monitoring Standards (CMS). These are that are one-point lessons in video, PDF, and paper format. To make the training more autonomous, I recommend operators walk inspection route together with mechanical maintenance staff at least once a month.Of course, there are many more questions to consider, but by answering questions like the ones above you'll begin to paint a picture for the organization of how the system will look.Once the picture is painted, don’t forget to communicate this future state to the organization. Many organizations don’t have effective communication channels. The typical communication is that top management communicates to middle management and it is then assumed that middle management will spread it to lower management and so on. Both the content and the extent of the message are almost always poorly communicated. Try to make sure the future vision is clearly and professionally communicated.
Operators doing a detailed cleaning Operators taking a temperature reading Key TasksThe reminder of this guide will focus on inspections, cleaning and operational practices since these tasks are usually included in an AM/OBR program. However, you and your organization should take time to think about getting operations involvement in the scheduling and prioritization of maintenance work and root cause analysis.©2009 -2023 IDCON INCImplementation Plan for Documenting Autonomous Maintenance TasksThe implementation plan describes the tasks, timeline, and responsible parties to achieve the future state. Most implementation plans usually exist of many small tasks; I have provided some important example tasks to consider in this guide.A simple, yet structured documentation processClear description of what to do (training should cover how to do it, don’t describe this in the task)Exactly where to do the task·How often to do the taskTools needed to do the taskMeasuring points (if applicable)Who should do the taskTasks need to be coordinated with other departments to avoid overlap and missed equipmentThis documentation process should consider:There is not enough room in this guide to explain IDCON's full documentation process, so, we have opted to list a few key points. Feel free to email us at firstname.lastname@example.org or call me +1 919 723 2680 to discuss if you have questions. You can also watch my three part Preventive Maintenance video series.
email@example.comDeveloping an autonomous maintenance system is a lot of work. It's recommended to use standard tasks for common equipment.For example, a typical air cylinder will be inspected in the same way 99% of the time regardless of location or application. The same goes for most components such as pumps, motors, filters, couplings, and more. Set points such as temperatures and pressures may differ, but the same point will be measured and inspected. Therefore, it is key to develop a database of standard tasks and align it with the training materials.Have a logical approach to your maintenance method. Methods include:Operate to breakdownFixed Time MaintenanceCondition Based MaintenanceDevelop and standard cleaning and inspections for componentsExplain the "how" and "why" an inspection is done for operators.Our Condition Monitoring Standards are designed to do this for you! You can download two examples from our website: AC MOTOR and COUPLING GEARInspection routes should be designed in logical walking order. Do not make a route of only pumps for example. If you do it by component, the operator will have to walk the same area many times. Once for pumps, once for valves, once for hydraulics, once for piping, once for tanks, once for regulators, once for vacuum pumps, etc. In reality, the operator will never walk the area several times, so if you don’t mix many types of equipment in one route, you will miss many critical pieces of equipment and end up with only motor inspections, or only valve inspections.Sometimes it is most cost effective to operate equipment to breakdown (OTB), sometimes do fixed time maintenance (FTM) and in many cases to do Condition Based Maintenance (CBM). If an autonomous maintenance program is designed by adding as many tasks as possible, it will become expensive, hard to manage, and almost impossible to execute. It is therefore key to coordinate between departments to avoid overlap and do tasks that add value
Why use keywords for inspections?Inspection exampleThe KEYWORDS are meant to be a memory jogger only, not an instruction. If the inspector doesn’t know how or why to do the inspection, he/she will refer to the CMS. The CMS will explain exactly HOW and WHY each inspection (KEYWORD) is done.The CMS can be available in a notebook in the control room or other general area, or they can be stored on a common server as PDFs. Contact us to learn more about licensing these documents.IDCON has found it useful to base operator inspections on standard instructions for standard components. Each instruction consists of a number of keywords. The standard instruction is what the inspector carries in the field on a piece of paper or handheld computer. An electrical motor standard inspection may be:Air IntakeDetailed CleaningWater/ HumidityMotor baseElectricalGreasingTemperatureNoiseVibrationReference DocumentCMS100REach KEYWORD is found in column 1, what in column 2, why in column 3, see Appendix What about measuring points?In our opinion the general rule is to only collect measuring points that will be used. It is common to see plants collect as many measuring points as they possibly can for each component. When the AM system is launched, no one ever looks at the data. Do not collect more measuring points than the plant can handle and have time to analyze. Why not start with 25 measuring points in each area and see if people use the data. If they do, add more measuring points. A good way to kill an AM/OBR process is to ignore failure reports and collected data.For the motor example, the data collected by an operator could be: Temp (inboard & center) / Vibration Pen (inboard, outboard in horizontal plane) / Current.©2009 -2023 IDCON INC
What about firstname.lastname@example.org Deal with the Resource Issues Before Implementing the OBR programBefore you launch any AM process, you must be aware of what is going to happen to resources and cost. The process will save money, increase production output (through reliable equipment), and reduce the workload long term, but in the short term; it may do the opposite. Why?If X number of operators are sent out to do detailed inspections, they will find problems. The whole idea of this program is to:The backlog of maintenance work will increase once the AM system is launched. If it works well more problems will be found and the maintenance work will increase. It will cost both money and resources to repair all the problems found. Once the backlog is fixed, reliability starts to improve (assuming you prioritized correctly). Once the reliability starts to improve, costs will go down since the plant will have fewer repairs, use less parts, and have reduced interruptions in the production schedule.Find problems earlyPrioritize the repairs Plan the workSchedule the workExecute the workAutonomous Maintenance Cycle
Getting management to understand and commit to the programPlant management and corporate management must understand the basics of any Autonomous Maintenance program.This is true for any inspection program; Preventive Maintenance, Operator Based Reliability, Vibration, IR, Ultrasonic, Electrical inspections, Instrumentation loop checks, etc. Here are some talking points and decisions that you'll need plant and corporate management to support:To cost effectively manage a backlog, the plant needs good planning and scheduling procedures. The backlog of repair work will initially increase if an AM program is implemented correctlyThe workload on maintenance will temporarily increase. How will the plant deal with it? There are 5 options: improve efficiency through better planning and scheduling, overtime, use contractors, move people temporarily into the area, or don’t do it and keep it in the backlog.Repairing equipment cost money, so there will be an investment up front to achieve improved reliability.If the planning and scheduling process is not effective, work requests will pile up in the backlog and equipment reliability will not improve. Operators will stop doing the inspections since their finds aren’t taken care of. If your plant needs to improve Planning and Scheduling, we have options to help in training your team, including self-guided training.©2009- 2023 IDCON INCTo the left is a graph of the cost and production throughput for a plant in New Zealand. Note the cost increase early in the project. Also note the 35% reduction in maintenance cost and the 40% increase in production after implementing OBR program, planning and scheduling, and root cause analysis. No major capital investment was used to achieve these results.
Improving the Equipment Inspection KnowledgeDetailed inspections require the right type of person, with the right mindset, attitude, and training. Most industrial organizations have some type of inspection program, but unfortunately the inspections are often ineffective. There may be many reasons why inspections often aren’t effective. But one reason is that inspections are detailed enough to find problems. Many inspectors simply walk by equipment, making sure it wasn’t stolen last night, and if they are in a good mood, they may make sure it hums. To achieve an effective AM Program, you must train your operators. The heart of a good process is that operators understand basic equipment functionality.Let’s look at a few examples where deficiencies in inspection and component knowledge can show up:email@example.comExample 1: Pump, motor coupling configuration in a paper millThis paper mill had an operator inspection system in place, which means the operator should have checked it. I watched this piece of equipment intermittently for a whole week and it looked pretty much the same. Some questions should have immediately come up when an experienced inspector look at this equipment.
Example 2: A jacking bolt (push bolt) on a motor in a refinery©2022 IDCON INCAn experienced inspector would observe:I can’t see cables well, so the condition can’t be checkedI can’t take a stroboscope to the coupling because the inspection ports are coveredThe motor is running hotter than necessary because it is covered with dirtI can’t see the oil level on the pumpThe breather on the pump is most likely cloggedThe breather is just a “goose neck” breather allowing dirty air into the oilI wonder if the motor has jack bolts to allow precision alignment There are no flow meter or inlet or outlet pressure gauges on the pump, how would I know if it operates on the right B.E.P?There are no spots or hook-ups for taking vibration and temperature readings, I wonder where the last guy took the readings so I can compare readings.This is a close-up of a jacking bolt on a motor base. What would an experienced inspector see? This photo was taken in the Southern USA in March. The bolt is touching the base. As it gets warmer, the bolt will lengthen due to thermal expansion and push the motor out of alignment. I need to back the bolt off.Great, there is a jacking bolt there so we can align it well, but I wonder why they don’t buy them with jacking bolts in the first place, since it would be a lot cheaper than putting them after installation? An experienced inspector would notice:
firstname.lastname@example.orgExample 3: A solenoid valve in a food plantExample 4: Pneumatic Regulator in a surface mineIn the picture you see a typical solenoid valve on a hydraulic system. An inexperienced inspector may just look at it and confirm the valve is mounted and that the electrical cable is undamaged. An experienced inspector would:Take the temperature on the coil, knowing that if the valve sticks internally, the coil often get hot because it is trying to move the sticking valveWould listen to the solenoid for a buzzing sound. The buzzing sounds is created when the solenoid is trying to move the valve multiple times Make sure there are no leaks, realizing leaks can cause performance problems and create additional heat The picture illustrates a pneumatic regulator that has been in the game for a while. Most inspectors would not look at the instrument at all since mechanics feels it belongs to instrumentation while instrumentation techs seldom do physical checks of devices.An experienced mechanic would: Put his/ her hand in front of the weep hole and check if air is leaking out of the weep hole. If he/ she would feel air, he/ she would know the membrane inside the unit is brokenLeadership and InspectionsThese four simple examples are just to illustrate that there is a difference between just walking by equipment and understanding how to inspect it. As leaders in operations and maintenance we shouldn’t just give people a list of 40 equipment numbers and assume they know and are willing to inspect equipment right. An autonomous maintenance program should include comprehensive and practical training.
Appendix: Condition Monitoring Standards - A reference for inspections and essential care
C O N T A C T U S T O D A Yinfo@idcon.com +1 919 847-8764 A R E Y O U R E A D Y T O I M P L E M E N T A U T O N O M O U S M A I N T E N A N C E A T Y O U R P L A N T ?IDCON can help you get your program off to a great start with our coaching support, training, and reference materials.