Return to flip book view

1 TABLE OF CONTENTS SECTION(1:(PRESENTATION! 1!ABOUT%IDCON' 2!WHAT$ARE$WE$MANAGING?! 3!CREATING$THE$RIGHT$ENVIRONMENT! 4!SETTING$A$CLEAR$PATH! 17!PREFENTIVE$MAINTENANCE/ESSENTIAL$CARE$AND$CONDITION$MONITORING! 29!MAINTENANCE$WORK$MANAGEMENT! 43!MATERIALS$MANAGEMENT! 63!ROOT$CAUSE$PROBLEM$ELIMINATION! 68!LIFE$CYCLE$THINKING! 91!SECTION(2:(EXERCISES! 100!EXERCISE$1:$UNDERSTANDING$YOUR$ORGANIZATION! 101!EXERCISE$2:$GOALS$AND$ALIGNMENT! 102!EXERCISE$3:$DESCRIBE$YOUR$CURRENT$SITUATION! 103!EXERCISE$4:$GET$THE$CORRECT$PM$ACTIONS! 104!EXERCISE$5:$HOW$ARE$PLANNERS$SPENDING$THEIR$TIME! 107!EXERCISE$6:$WORK$MANAGEMENT$FLOWCHART! 108!EXERCISE$7:$GAP$ANALYSIS$PM/ECCM$&$WORK$MANAGEMENT! 108!EXERCISE$8:$DEVELOPING$AN$IMPLEMENTATION$PLAN! 110!EXERCISE$9:$INVENTORY$VALUE! 111!EXERCISE$10:$ROOT$CAUSE$PROBLEM$STATEMENT! 112!EXERCISE$11:$DESCRIBE$THE$MOST$IMPORTANT$THINGS$TO$IMPROVE! 113!SECTION(3:(HANDOUTS! 114!SLIDE$PRINTOUTS! 114$-$122!ESSENTIAL$GUIDE$FOR$MAINTENANCE$ASSESSEMENTS! 123!8$STEPS$TO$IMPLEMENT$A$PM$PROGRAM! 137!PLANNING$LEVEL$OF$DETAIL! 151!RCPE$EASY$REFERENCE$GUIDE! 152!!! (

2

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC1Managing MaintenanceTorbjörn IdhammarCEO and PresidentIDCON INC1WWW.IDCON.COM© IDCON INC2Industries Worked In• Wood, Building Products• Steel and Metals• Pharmaceutical• Power Plants• Mining• Food• Chemical• Oil and Gas• Pulp and Paper• Manufacturing2WWW.IDCON.COM© IDCON INC3IDCON INC – International Presence EURASIA31

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC4Our ClientsRecent & OngoingPast4WWW.IDCON.COM© IDCON INC5Areas of ExpertiseReliability & Maintenance for the Process Industry• Advice• Leadership Organization• Reliability Assessments• Planning & Scheduling• Shutdown/ Turnaround• Preventive Maintenance• Operator Essential Care• Root Cause Problem Elimination• Spare Parts Management• Tec hn ic a l D a t a ba seIn Plants, Mills & MinesPublic Training/Seminars5WWW.IDCON.COM© IDCON INC6Introductions• Company• Your title and describe what you do• Describe your company, what it does, number of plants etc.• How many people in maintenance? Total?• What type of equipment are you maintaining?• Main concerns/ focus for maintenance management?• What do you do when you are not working?62

8/13/24 ©2024 IDCON INCWhat are we managing?7WWW.IDCON.COM© IDCON INC8MaintenanceCorrective MaintenancePlanned & ScheduledOnly PlannedOnly ScheduledBreak-inPreventive MaintenancePreventionDetect EarlyContinuous Improvem entDesign for ReliabilityDesign Out MaintenanceDefinitions8All maintenance done to correct a breakdown or a failureAll maintenance done to prevent a failure or find a failure earlyAll redesigns done toimprove reliability 50% 30% 20%8WWW.IDCON.COM© IDCON INC9Productivity Circle93

8/13/24 ©2024 IDCON INCCreating the right environment10WWW.IDCON.COM© IDCON INC11What is the product of a maintenance department’s work?• The product of maintenance work should be reliable equipment.• Not a service to operations• Not just cost cutting but optimizing of resources of achieve company business goals.• How much does it cost to achieve the reliability the company expects?11WWW.IDCON.COM© IDCON INC12Commitment Has to be Joint…is achievable in a reliability partnership work systemMaintenanceReliableEquipmentOperationsReliableProcessEngineering Reliabilityand MaintainabilityDesignReliableProduction124

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC13Examples of Processes for PartnershipTraditional PartnershipAssigns lost production by department(Operations, Mechanical, Electrical, Instrumental, etc.) Operators operate. Maintenance maintains.Shutdowns decided by operations.Operations measured by Quality Production Volume. M aintenance measured by cost. Priorities set by emotions. Describe problem; trigger set to do RCPE. Assign owner, solve problem, document solution and train others.Asks WHY, not WHO.Operators do no less than 50% of basic inspections and equipment care.Always a joint decision.Joint reliability measurement. Joint manufacturing cost measurement.Priorities set by importance for business. 13WWW.IDCON.COM© IDCON INC14People • People are not the most valuable resource in your company.• The right people on the right job is.14WWW.IDCON.COM© IDCON INC15Identify Best PracticesPlannedMaint enancePredictiveMaint enanceTPMCBMRCMAMLeanTPR2-7 yearsNew Program FatigueTimeResultsBuild upBreakthroughMaint enance 4.00… 5.0… etc.155

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC16Example: Defining The Right Things to Do – Current Best Practices (CBP)SkillsDevelopmentTec hni calDatabasePlanning&SchedulingRoot CauseProblemEliminationPreventive Maintenance/Essential Care & Cond. Mon.Facilities,Too ls, &WorkshopsEngineering Interface with MaintenanceMaterialsManagementKey ProcessSub ProcessesBest Practice/ ElementsLeadership &OrganizationPM StrategyFaci li ties & Cleanli nessLubricationAlignmentOther esse ntia l CareConditi on MonitoringExample: Lubrication CBP: Current Best Practice27: CBP: Grease routes and Oil changes are:a. E1*: Documented (type, volume, freq. loc.)b. E2*: Communicatedc. E3*: Understood*E = ElementShutdownManagementDirection & GuidanceSupport & ResourcesPerformance mgmt. KPI’sPartner suppor tWo r k Re q u e s tPrioritiesPlanningSchedulingExecution & RecordingCMMS/ tools• 140 Best Practices • 322 elements16WWW.IDCON.COM© IDCON INC17Summary• The product of maintenance work is equipment reliability• Equipment reliability is best achieved in a partnership• Right people in the right spot• Define the “right things to do” and make sure to follow-up and continuously work towards those things.17WWW.IDCON.COM© IDCON INC18Class Exercise 1186

8/13/24 ©2024 IDCON INCEstablish support for reliability19WWW.IDCON.COM© IDCON INC20Company: “We Support Equipment Reliability”Company Support20WWW.IDCON.COM© IDCON INC21The Quest? Which is Most Important for You?Improve Equipment Reliability!Stay on Budget!217

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC22Important Questions• How much reliability?• By when?• Future annual cost (budget) in the future?• What is the investment to improve reliability?22WWW.IDCON.COM© IDCON INC23Common Company GoalsIncrease ReliabilityReduce Cost23WWW.IDCON.COM© IDCON INC24Wrong Turn: Cut Cost; No Other ImprovementsReliabilityCost248

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC25Right Strategy: Focus on Reliability and Cost will FollowReliabilityCost25WWW.IDCON.COM© IDCON INC26Which Cost?• Maintenance Cost?• Maintenance Cost per Unit? • Total Cost per Unit?• Total Cost?26WWW.IDCON.COM© IDCON INC27Three Ways to Reduce Cost279

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC28Maintenance Debt• Maintenance Debt = Total cost of repairing all known, and unknown, problems in the plant.28WWW.IDCON.COM© IDCON INC29The “Maintenance Debt”Similar Plants, Different (Maintenance) HistoryChaotic Plant Efficient PlantMaintenance DebtAnnual Maintenance Budget121086420Millions $29WWW.IDCON.COM© IDCON INC30“Efficient Plant” Cost to Improve ReliabilityEfficient PlantReliabilityEfficient Plant Cost$1.5 Million3010

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC31Chaotic PlantReliabilityChaoticPlant Cost$4.5 Million$1.5 Million“Chaotic Plant” Cost to Improve Reliability ($4.5) Compared to “Efficient Plant” ($1.5M)31WWW.IDCON.COM© IDCON INC32Example: A Business Case Reliability: Uptime FocusSales Price = US$600/ton- Variable Cost = US$333/tonContribution to fixed Cost = US$267/tonTotal annual production = 330,000 tons1% increase through reliability = 3,300 tons1% reliability is “worth” 3,300 x 267 = US$888,000 for each additional percent [%] annually32WWW.IDCON.COM© IDCON INC33Example: A Business Case Reliability: Uptime Focus- Converting it to hoursContribution to fixed Cost = US$267/tonTotal annual production = 330,000 tonsContinuing:Contribution: $330,000 * 267 = $88,110,000/ yearTotal time operating was 7450 hours for the year($88.1M/ 7,450 hrs = 11,800)Contribution for each additional hour producing: $11,800/ hr.3311

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC34Business Case for Improvement (Example)• OT = 18.5%• Total Maintenance hours = Own+ OT + Contract = 191,880• Planning and scheduling level estimated to 25%• Assumption: We waste at least 50% of work time when work is unplanned and unscheduled• 75% unplanned and unscheduledNow: 75% * 50% * 191,880 = 71,955 hrs. wastedFuture: 40% * 50% * 191,880 = 38,376 hrs. wastedDifference: 33,579 hrs. saved from improving P&SOT & Contractors: $55/hour = $55 x 33,579 = US$1.85 M/yearOvertime19,240Own104,000Contractors68,640Tot al Maint enance Hours191,80034WWW.IDCON.COM© IDCON INC35Business Case for Improvement (Example)25%0.5090% (Lines)1-1.5%60%0.4135%90%83%0.09$0.88M – $1.32MSee aboveTar g et Performance1-1.5% ReliabilityPotential Benefit Savings$ Million USD/yrImprove m en t AreaCurrent PerformancePerformance Opportunity GapBusiness Case Benefits 18–24 months Maintenance hrs./tonPlanning and Scheduling1.85MTotal $2.7M-$3.2MThroughput ImprovementPlanning, Scheduling, Execution Efficiency35WWW.IDCON.COM© IDCON INC36Case Study: Ten Years’ Effect of Two Years Cost Cutting FocusYears10050908070604030201000 2 46 8 10Maint enanceCost Millions $Reliability%x 0000 Tons Prod3612

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC37Case Study: Ten Years’ Effect of Two Years Cost Cutting Focus700600500400300200100Years0Million Dollars0 2 46 8 10Lost RevenueMaint enanceCost37WWW.IDCON.COM© IDCON INC38Summary: Establishing Support• Will leadership spend money, time, their leadership to improve reliability?• If so, how? How much money? How much reliability?• “Let’s start and see how it goes” … is a BAD approach!• Maintenance Debt should be a factor in future expectations• Put a value to reliability, planning and scheduling and much more. 38WWW.IDCON.COM© IDCON INC39Discussion (Optional)• Is there support in your plant for reliability and maintenance?• Does your plant focus on long term reliability or short-term cost cutting?• If there is/ is not support: please describe why you think there is support or not, what are the actions by management that shows the support or lack of support, give a few examples.• What drives the current behavior for plant management, especially plant manager, maintenance and operations manager.• Take 10 minutes to jot down some thoughts and we will go around the participants one-by-one.3913

8/13/24 ©2024 IDCON INCJustifying Investment in ReliabilityCase Study: Focusing on Reliability Improvement40WWW.IDCON.COM© IDCON INC4110050908070604030Years00 2 4 6 810Maintenance Cost Millions $Reliability %x 0000 Tons ProdTen Years’ Effect of Reliability Improvement Focus201041WWW.IDCON.COM© IDCON INC42Years502545403530201510500 2 46 8 10Production Throughput Maintenance CostsTen Years’ Effect of Reliability Improvement Focus4214

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC43FonterraReliability Focus at Fonterra – Edgecumbe (10 years)CBP Score 781.50.601.401.201.00.80.40.20.00Production Throughput Maintenance Costs43WWW.IDCON.COM© IDCON INC44Business Case: Equipment Focus (Primary Screen)44WWW.IDCON.COM© IDCON INC45Cost/Year DamagesConsequence of Breakdown Analysis0.210.24 * 12 * 50 = 2,400Bearings 2,0008804 * 8 * 50 = 1,600Bearings 2,0004 * 8 * 50 = 1,600Bearings 2,0003,6007200.2 * 10.000 * 14 = 28,0000025,000 * 0.2= 5,00000880 + 28,000 + 5,000= 33,8003,600720OTBFTMCBMMaint enanceProcedureDir. Maint. CostRepair Time +Mater ial = CostDowntime Cost/YearMaint enanceCost/YearFailureRateCost to install transducers = US$2,000 (payoff about 7 months)Cost of inspecting 10 min * 24 = 2 hrs/year = $US1004515

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC4646WWW.IDCON.COM© IDCON INC4747WWW.IDCON.COM© IDCON INC48Planned Repair(CBM)Unplanned Repair(OTB)CommentsWork Order 37309 Work Order 44699Price of Component $124,000.00 Price of Component $189,755.00 Repair and Return vs. Exchange costAdditional repair cost $0.00 Additional repair cost $32,555.70 Additional damage from failureHot Shots 0 Hot Shots 3Cost of Hotshots 0 Cost of Hotshots $750.00R&R Gearcase - Labor Hrs. 68.5 R&R Gearcase - Labor Hrs. 101.5Maint Labor Cost $1,678.25 Maint Labor Cost $2,486.75 Down Time 0 Down Time 4.58 hrs. Lost production to swap out minersCost of Down Time $0.00 Cost of Down Time $85,091.82 Tot al Cost of Re pai r $125,678.25 Tot al C ost of Re pai r $310,639.27 4816

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC49Summary Justification• Business cases can be developed in different ways• For equipment• Expected result• For a job• And many other ways• A business case will help your management to understand cost vs. results.49WWW.IDCON.COM© IDCON INC50Discussion Exercise• Is there a clear financial value for reliability in your plant? Typically, reliability is measured by reduction in downtime, but there are other ways to describe reliability.• How do you put a financial value on reliability in your plant? How is that value used day-to-day? • Take 5 minutes to jot down some thoughts and we will go around the participants one-by-one.50Setting a clear path for your team5117

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC52Do We Know Exactly Where We are Going?TIMEReliability PerformanceCURRENTWhere the organization wants to be• Must be CLEAR• SIMPLE• Well Communicated52WWW.IDCON.COM© IDCON INC53Identify the GapHow good are we?vs.How good could we be?53WWW.IDCON.COM© IDCON INC545418

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC55Current Best Practices (CBP) Reliability and MaintenanceSkillsDevelopmentTec hni calDatabasePlanning&SchedulingRoot CauseProblemEliminationPreventive MaintenanceFacilities,Too ls, &WorkshopsEngineering Interface with MaintenanceStores ManagementKey ProcessSub ProcessesElementsLeadership &OrganizationMai nt ena nc e Met hod Se l ect io nCleanlinessLubricationAlignmentBalancingOperati ng Proc eduresFiltrationConditi on MonitoringWo r k Re q u e s tPrioritizationBacklogPlanningSchedulingExecutionRecor dingCMMS ToolExamples of “Planning elements”32. Standard job plans are used for all repetitive and critical jobs33. Jobs are always planned before they are scheduled34. Operations support the planning processExamples of “Lubrication elements”26. Lubricants are stored properly in clean, organized storage areas.27. Filtration is used to maintain lubricant cleanliness.28. Ferro graphic analysis is used to identify oil contaminants.55WWW.IDCON.COM© IDCON INC56Example of Current Best Practices (CBP)56WWW.IDCON.COM© IDCON INC58Current Best Practices Score Example5819

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC59Suggested ApproachPhase 1Phase 2Phase 3Phase 4Understand Current SituationAction PlanImplementationKPIContinuous Improvement59WWW.IDCON.COM© IDCON INC60Phase I – Understand Current Situation• Client’s CBP (Phase 1) for Reliability and Maintenance • Assess gap between “how good you are” vs. “how good you could be” compared to Client’s Strategy• Identify im provem ent opportunities• Create awareness in the organizationApproach: Through an onsite visit in each plantTools Used3. Document1. Prepare2. On-site• On Site Seminar• Interviews• Plant tours• Exit PresentationOPTIONALGap Analysis & Executive Summary Report• Documentation Request• Detailed Schedule• Questionnaire• Desk AssessmentJoint Objectives/ Outcomes60WWW.IDCON.COM© IDCON INC61Prioritize Improvement Potential• Select Improvements Based on Gap• Return on investment• Likelihood of Success (Ease of implementation, acceptance, etc.)Result / EffectEase of implementation & Buy in6120

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC62Success?Results = Quality (of actions/decisions) x Acceptance x Enthusiasm (to execute)R = Q * A * E62WWW.IDCON.COM© IDCON INC63Implementation PlanAgree on an Implementation Plan63WWW.IDCON.COM© IDCON INC64Implementation Plan• Task, timeline and responsible and accountable (possibly consult and inform)• 90% about changing people’s behavior• Tip: Separate “Actions” and “Tasks” from “Outcomes” – Connected but very different.6421

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC65Telling People is not Enough to Achieve ChangeClassroom TrainingShow in the fieldAdjust to client,Practice & Institute Training in Maintenance Planning Best Practices:Show how to plan work orders on-site for the planners.Plant team practice concepts by doing, while Coach give feedback and suggest adjustmentsExample: PlanningProcess65WWW.IDCON.COM© IDCON INC66Work RequestScreenPrioritizeImplementation Plan: Where Do We Focus Time?Repair Now (Short Term)Work Process(Long Term)66WWW.IDCON.COM© IDCON INC67Goals• As personal as possible• Compare: Reduce Maintenance Cost vs. Increase Motor Life• Must be measurable• Must have a time limit• Must be communicated and known6722

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC68Clear Goals68WWW.IDCON.COM© IDCON INC69TasksImplem ent EffectivePreventive Maintenance Process KPIVision: To Become a Safe, Reliable, Operation at 92% OEE and $248/tonImplem ent EffectiveWork ManagementImplem ent EffectiveMaterials ManagementDocument On-the-runInspections for M/E/I/OBy Jan 2025Goal% Critical Equipment Reviewed for updated PMExecute all Inspectionsonce by April 2025Fix first round of Priority 1 & 2 identified problems by December 2025% Total Equipment Reviewed for updated PM69WWW.IDCON.COM© IDCON INC70Example of Important KPI’s for Maintenance Management• % break-in work• Adherence to schedule• % planned• % l ube tasks compl ete• Alignment records• Problems from operating• % complete• % CM from inspection PM• # w.o. with prioriry1 older than x• Cost avoidance• Cost avoidance• # problems eliminated• Service level• Inventory value• Inventory Record Accuracy (TRA)• Re-work• % Break-in• Re-work7023

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC71Results Oriented MaintenanceMost OrganizationsKNOWWhat to doThe Best OrganizationsDO it71WWW.IDCON.COM© IDCON INC72Clarify the PathTo achieve a certain behavior, you need to:• Clarify what the future will look like• Have clear, actionable, measurable goals• An implementation plan with clear actions and timeline• Long-term and short-term goals72WWW.IDCON.COM© IDCON INC73Class Exercise 27324

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC74Summary Setting a clear path • Clarify on the gap between where you are and where you want to go• Improving reliability is 90% about people R = Q * A * E• Have a clear implementation plan with action, responsibilities, timeline, etc.• Coaching: Tell, Show, Practice.• Have long term goals, but also short-term wins• Have SMART goals tied to the overall goals• Identify Maintenance Management KPI’s – some KPI’s are constant, others are temporary74Practical Implementation Notes75WWW.IDCON.COM© IDCON INC76Plant Manager – Why they are key• Only person that can control Operations, Maintenance & Engineering.7625

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC77World Class Performance …is achievable in a reliability partnership work systemMaintenanceReliableEquipmentOperationsReliableProcessEngineering Reliabilityand MaintainabilityDesignReliableProduction77WWW.IDCON.COM© IDCON INC78Establish Plant Manager’s (Sponsor’s) Role• Establish visions and goals• Establish a functioning follow-up system for the project AND each role in the process• Review project continuouslyo Steering team meetingso Individual follow-up with closest reports• Remove roadblocks• Supply resources• Communicate vision, goal and progress to plant• Visible leadership on the floor78WWW.IDCON.COM© IDCON INC79Expected Plant Manager’s (Sponsor’s) Behavior• Patienceo It takes time to improve maintenance (delay effect in equipment and people)• Stay the courseo Example: Can’t cost cut and improve reliability at the same time, reliability will lower cost• Understand it is 90% about people behavioro Listen to people: concerns and successeso Remove roadblockso Supply resourceso Except results• Include reliability in all update meetings (where appropriate)• Relentless follow up on KPIs and progress7926

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC80Productivity Circle80WWW.IDCON.COM© IDCON INC81Examples of Common Problems Improving the Processes in the Circle?Basic:• Maintaining the Correct PM’s (Documentation)• Write clear work requests with symptoms• Prioritization of work orders• Precision Planning• Access to Material and ToolsNext Level:• Spare Part Access Delivery and Kitting• Scheduling• RecordingMore Advanced• Spare Part Access Delivery and Kitting• Scheduling• Recording81WWW.IDCON.COM© IDCON INC82Key Implementation Processes for Most PlantsThis Chain must not be broken8227

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC83When We Get Better…83WWW.IDCON.COM© IDCON INC84Class Exercise 384WWW.IDCON.COM© IDCON INC85Summary: Practical Implementation Notes • The plant manager must drive the project• The focus for the plant manager is: Prevent, Inspect, Plan, Schedule, Execute.8528

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC86Exercise DiscussionIf 1 is very poor, 5 is average in industry and 10 is so good that it is not cost effective to improve. How would you rate the following processes in your plant:Work Process Score 1-10PreventionInspectionPlanScheduleExecute Work86Implementing Preventive Maintenance/Essential Care Condition Monitoring87WWW.IDCON.COM© IDCON INC88Preventive Maintenance DefinitionLubricationAlignmentBalancingDetailed CleaningOperating PracticeInstallation PracticeFiltrationAdjustmentsVibrationIR Camera/EnergyOil Analysis/ParticlesMaterial Analysis/ClearancePressure/Flow/Temp/PhLevel/Weight/Corrosion RateMotor Circuit MeasurementsLookListenFeelSmellPreventFailuresDetectFailuresFTMEssential Care Condition MonitoringObjectiveMethodsSubjectiveMethodsPreventive Maintenance8829

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC89Preventive Maintenance Essential Care and Condition Monitoring“All (repetitive) actions to prevent a failure or detect a failure early”89WWW.IDCON.COM© IDCON INC90Preventive Maintenance/ Essential Care & Condition Monitoring ImplementationExecuteRepairDocumentPhase II: PilotCommitmentPhase I: Set UpRoadmapSystematizePhase IV: Continuous ImprovementPhase III: DeploymentImplementationEvaluate & Adjust90WWW.IDCON.COM© IDCON INC91The Challenge: Move from React to Prevent to Continuous ImprovementRed = WorkloadOrange = WorkforceWeeks1 2 3Not enough Wor ke rsNot enough Wor kEqual amount of work and workers4 56 789Cost to repair = 1ReactivePreventiveContinuousImprovementPrioritize WorkStart doing InspectionsCost to repair = 3 to 99130

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC92Implementation Example – PM/ECCM DocumentationClassroom TrainingIDCON shows in The fieldAdjust to client,Practice & Institute 4-day training in setting up Cost effective preventive maintenance/ Essential Care & Condition Monitoring (PM/ECCM)IDCON sets up Preventative Maintenance for a pump and a hydraulic unitClient practices concepts by doing, while IDCON coachesExampleProcess92WWW.IDCON.COM© IDCON INC93Reliability Basics• Life of Components• Failure Developing Period (FDP)• Maintenance Methods93WWW.IDCON.COM© IDCON INC94L10L90Component Life: UnpredictableUnpredictable9431

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC95500 h750 hComponent Life: PredictablePredictable6 w7 wPredictable95WWW.IDCON.COM© IDCON INC96Root Cause and Failure Developing Period When the situationreaches an unacceptable levelWhen the failure has developedto the po int that the equipment is unable to operateThe failure is detected and reportedFailureBreakdownRoot Cause (Technical) Event that initiates failure developingInspectionFailure Development Period96WWW.IDCON.COM© IDCON INC97Technical Consideration: Failure Developing Period (FDP)FDPChange in ConditionBreakdownBreakdown9732

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC98Random, Non-PredictableTimeFailure FrequencyRegular, PredictableTimeFailure FrequencyFailure TypeTimeWorsening ConditionFDPCBMOTBTimeNo FDPWorsening ConditionCBMTimeFDPWorsening ConditionFTMTimeNo FDPWorsening Condition98WWW.IDCON.COM© IDCON INC99Maintenance Methods: Existing Equipment OTB – Operate To Breakdown• Often too expensiveFTM – Fixed Time Maintenance• Don’t know Life most of the timeCBM – Condition Based Maintenance• 50–85% Will need CBM99WWW.IDCON.COM© IDCON INC100Common PM Before ImprovementLubricationOil TestingMechanicalInfrared ThermographyElectricalOperations Process ControlInstrumentationVibration Analysis10033

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC101Painting the Picture of the Finished ProductOperationsOil TestingVibration AnalysisLubricationElectricalProcess ControlInstrumentationInfrared ThermographyMechanical• Many PMs moved from off-line to on-the-run• Coordinated PM process reduces PM process size• Essential Care reduces amount Corrective Work 101WWW.IDCON.COM© IDCON INC102Equipment/System Need Determines PM/ECCM Tasks102WWW.IDCON.COM© IDCON INC103Integrated Reliability Starting Point: The Equipment Need10334

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC104Integrated Reliability Starting Point: The Equipment NeedOperator OTR7: Temperature7: Leaking grease7: Noise 7: Seal & keyway28: Hold-down & housingOperator OTR84X: CleanVibration analyst14: SpectrumOiler84X: Grease104WWW.IDCON.COM© IDCON INC105What it Could Look Like Without IntegrationVibration analyst14: Spectrum28: Temperature28: Leaking grease28: Noise 28: Seal & keywayOperator7: Temperature7: Leaking grease7: Noise 7: Seal & keyway28: Hold-down & housing84X: CleanOiler84X: Grease28: Temperature28: Leaking grease28: Noise 28: Seal & keywayMechanic28: Temperature28: Leaking grease28: Noise 28: Seal & keyway28: Hold-down & housing105WWW.IDCON.COM© IDCON INC1061. Do we understand how the component/equipment works, what is the function?2. Select Maintenance Method (OTB, FTM, CBM)3. How does the component/equipment fail?4. What can be done to prevent failures?5. What can be done to find failures early?6. If 4 & 5 are insufficient, are there critical parts we need?7. Inspection frequency for each inspection?8. Tools and Who should do the inspection?Summary of Steps in PM Analysis10635

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC107Maintenance Methods: Existing Equipment OTB – Operate To Breakdown• Often too expensiveFTM – Fixed Time Maintenance• Don’t know life most of the timeCBM – Condition Based Maintenance• 70–85% Will Therefore Need CBM107WWW.IDCON.COM© IDCON INC108What will happen if the function breaks down?1. Environmental damage or personal injury2. High cost (lost production or damages)3. Preserve value (Life)• Obvious• P & ID • Ask operator99%What is the Function?Selecting Maintenance Method108WWW.IDCON.COM© IDCON INC109Primary Screen10936

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC110Cost/Year DamagesConsequence of Breakdown Analysis (Reminder from Business Case)0.210.24 * 12 * 50 = 2,400Bearings 2,0008804 * 8 * 50 = 1,600Bearings 2,0004 * 8 * 50 = 1,600Bearings 2,0003,6007200.2 * 10.000 * 14 = 28,0000025,000 * 0.2= 5,00000880 + 28,000 + 5,000= 33,8003,600720OTBFTMCBMMaint enanceProcedureDir. Maint. CostRepair Time +Mater ial = CostDowntime Cost/YearMaint enanceCost/YearFailureRateCost to install transducers = US$2,000 (payoff about 7 months)Cost of inspecting 10 min * 24 = 2 hrs/year = $US100110WWW.IDCON.COM© IDCON INC111Example: How Does Component Fail?Grid Coupling111WWW.IDCON.COM© IDCON INC11211237

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC113How Does the Component Fail?Definition of failure: “Out of spec.” in our philosophy (not function stops)113WWW.IDCON.COM© IDCON INC114FMEA or SMEA?Grid BreaksKey BreaksCoupling FailsMotor Control SystemMisalignmentStress OverloadStress High-Cycle FatigueMechanical Wear on GridNot Enough LubricationVibrationVibrationMisalignmentEngine Control SystemIncreased Resistance-Driven EndStress High-Cycle FatigueStress OverloadIncreased Resistance-Driven EndSet Screw Loose114WWW.IDCON.COM© IDCON INC115SMEA (Symptom Mode Effect Analysis)? Pinging NoiseKey BreaksCoupling FailsLeaking OilVibrating NoiseUnbalanceCoupling HotSet Screw loose11538

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC116What Can be Done to PREVENT Failures?Grid Coupling• Lubrication (type, volume, frequency)• Alignment*• Buy high quality coupling*• Install coupling correctly*• Change gasket • Change seal• (Even drive from control system)*Not done on a set frequency. Do it right the first time.116WWW.IDCON.COM© IDCON INC117What Can be Done to Find Failures?Grid Coupling• Te mp erat ur e• Noise• Vibration• Load check on motor• Visually inspect keyway - seals, lube, leakage with strobe117WWW.IDCON.COM© IDCON INC118ESSENTIAL CARE (EC)Installation/ DesignAlignmentBalancingDetailed CleaningOperating ProceduresFiltrationLubricationCBMInspection lists on component level1. Running objective2. Running subjective3. Shutdown objective4. Shutdown subjectiveFor Existing Equipment11839

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC119WhoImplement taskGo to next groupIs it practical? Do they know how?Can they be treated in < x min?Groups:1. Operator2. Area Maintenance3. In-house Maintenance Expert4. Outside ExpertYYYNNN119WWW.IDCON.COM© IDCON INC120Class Exercise 4 – 45 min120WWW.IDCON.COM© IDCON INC121Typical Operator InspectionsMotor temperature/vibrationWeep hole regulatorBelt and coupling condition with stroboscopeOil level in hydraulic unitHeat exchanger function hydraulic unitOil level in pump12140

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC122Typical Maintenance InspectionsPlaces impractical for operators to get toComplex systems Vibration analysisComponents that require experienceInfrared camera122WWW.IDCON.COM© IDCON INC123PM/ECCM Example Centrifugal FanCMS 142R Fan – Air CentrifugalCMS129R Bearings+ Temp. and vib. limitCMS 137R Belt DriveCMS 100R Motor AC+ Amp. & Temp. & vib. limit123WWW.IDCON.COM© IDCON INC124PM/ECCM Example12441

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC125FahrenheitHandheld Example125WWW.IDCON.COM© IDCON INC126© 1 of 1COMPONENT ON-THE-RUN INSPECTION Frequency SHUTDOWN INSPECTION/ FTM Frequency Coupling Gear CMS106R Operators: Noise Temperature Visual Guards Mech. Maint.: Noise Temperature Visual Guards Weekly Monthly Lubricator: Take apart, inspect, clean all parts, change seals, re lubricate, check alignment. 2 years Motor AC CMS 100R Operations: Air intake detailed cleaning water humidity Temperature Noise and Vibration Motor Base Electrical Greasing. Mech. Maint.: Air intake detailed cleaning water humidity Temperature Noise and Vibration Motor Base Electrical Greasing. Vibration analysis Lubrication (if applicable). Frequency depends on rpm and grease. Weekly Weekly- monthly 2-3 Weeks 3 months E/I Maint. For critical motors, it’s suggested to run a winding test. A winding test can be done with a number of different tools, use the mill standard tool. If there is a maintenance opportunity, do detailed cleaning of unit, remove junction box cover and inspect connections. Follow required safety procedures. Yearly Pump Centrifugal Packing CMS127R Operations: Temperature Bolts and fasteners seal noise and vibration oil level oil condition leaks in piping pressure gague detailed cleaning breather cavitation Mech Maint. Temperature Bolts and fasteners seal noise and vibration oil level oil condition leaks in piping pressure gague detailed cleaning breather cavitation tighten packing if needed. Weekly Monthly Lubricator: Oil change yearly for mineral oil, every 3 years for synthetic oil. 1-3 years 126WWW.IDCON.COM© IDCON INC127 KEY HOW WHY Temperature Scan clean areas of motor with an Infrared Temperature Gun (IR-Gun) 1. High temperature in the middle of the motor may indicate damaged winding, or that motor operates close to maximum output capacity. 2. Hot spots at the bearings may be caused by damaged bearings, misalignment, over- or under lubrication. Check if coupling is hot, if it is, the problem may be alignment. Noise and Vibration Listen for abnormal noise and vibration. Listen to the motor closely and try to detect any unusual noise. Vibration can be detected by: 1. feeling motor (subjectively) 2. take vibration reading with vibration pen 3. take full spectrum vibration reading 1. Try to detect unusually high vibration level by putting a hand on different spots on the motor. 2. If a vibration pen is used, it is usually enough to take the vibration reading in the horizontal plane (horizontally mounted motor). The highest vibration value will usually appear in the horizontal plane. To enable trending, mark where to take the reading on the motor. A general guideline for this type of equipment is not to exceed 0.25 in/s (about 6 mm/s). Be aware that this number is a rough guideline and is dependent on rpm, and bearing clearances. If a high vibration level is detected, lubricate the bearings while measuring the vibration level. The vibration level should go down as the grease hits the bearing. When the vibration level stops going down, make sure to stop lubrication. This will ensure that you do not over lubricate. Check the motor 2-3 days later and measure the vibration level again, if the vibration level is high, the lubricant has escaped, or the bearing is damaged. Ask vibration technician to check bearing. For motors in operation where the consequence of a failure costs at least twice as much as the cost of measuring a full vibration spectrum should be recorded every 2-3 weeks. Refer to vibration analysis tools ad procedures. Noise and vibration can be caused by looseness in mounting or coupling, misalignment, worn bearings, damaged winding, broken air intake fan. Equipment near the motor may induce vibration. Over lubrication will either: 1. Increase the heat in the bearing due to increased resistance. Heat will reduce bearing and seal life dramatically. 2. Destroy bearing seal and expose the bearing to dirt which will reduce bearing life dramatically. 1 2 © Copyright IDCON, INC. œ Do Not Copy MOTOR - AC Basic Function An Alternating Current (AC) motor has two major components, the stator and the rotor (see picture). The stator creates a rotating magnetic field. The rotating magnetic field acts on the rotor, causing it to spin due to the rotating magnetic torque. The rotating magnetic field from the stator is produced by the currents that are flowing through the stator windings. The stator windings have several “poles”. The poles are activated by the current at different times, causing the magnetic field to move (rotate). The rotor is built of a number of magnets. The rotor magnets react to the rotating magnetic field, and the rotor starts to rotate with the magnetic field. Courtesy: Reliance motors © Copyright IDCON, INC. œ Do Not Copy Training: Reference DocumentationSamples: www.idcon.com12742

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC128Summary PM/ECCM• Definition: All repetitive actions that can prevent and/ or detect a failure early• Implementation model• “The Mountain” Phenomenon• Most components have random life • Failure Developing Period• All your equipment runs on one or more of the maintenance methods OTB, FTM, CBM• Coordination of all PM/ECCM tasks • 8 step documentation method.• PM/ECCM Cards (Standards) can speed up and standardize process.128WWW.IDCON.COM© IDCON INC129Checking Health of your PM/ECCM systemKey Best Practice*Notes on how to checkPM’s have been documented by using a logical approachSelect at least 20 critical equipment. Make sure to collect and evaluate the quality of the PM’s from all sources systems.There are good instructions for PMs for Mech. Instr. Elec. equipm ent Look at inspection routes (M, E, I, ops.) and check the instructions, the lubrication routes for volume and grease type, instrumentation for calibrations, loop checks. Check off-line PMs for clear instructions and PM’s that make sense. Evaluate PM frequency.Execution of the PM’s (High weight)Follow executors of PM’s and check for level of detail in execution and reporting. Are the PM’s being done, and done correctly?Equipment cleaning is executed in an organized fashio n by operations.Check equipment cleanliness, evaluate the system for cleaning equipment on a regular basis.Lubrication Handling and storageInspect lube rooms for cool & clean lubricants. Incoming oil is clean, lube. Is handled correctly with lube containers./ Check equipment for silica gel breathers, no water in oil etc. Completion of grease routes and observe application of grease. Hourly installation practicesInstall things right, many things, example: torque of bolts, alignment, balancing, etc. Note skills are important.Life of parts & material Cleanroom for hydraulics, cool and clean electronics, couplings, belts, conveyer belts, all rubber/plastic parts dark & cool, rotation of motor shafts, etc. Follow-upCheck if there is a follow-up systems where management knows if PMs are done and takes action if they are not.* Subset from IDCON’s Current Best Practices (CBP) assessment, the PM/ECCM section129Maintenance Work Management13043

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC131Planning and Scheduling Research Across 19 Similar Production Lines1005090807060403020100BestAvg. BestLow Avg. Low% Maint enance Cost% Equipment Effici ency% Planned MaintenancePQV/M Factor131WWW.IDCON.COM© IDCON INC132Definition: PlanningA planned job is one for which:1. All materials, tools, job steps, skills, lifting equipment, physical constraints, permits and equipment are available2. Impact on production is known3. Lock-out tag-out, permits, safety and environmental risks have been identified4. A time and cost estimate has been prepared(tradespeople can complete the work as described to the required standard and without delay) 132WWW.IDCON.COM© IDCON INC133Definition: Scheduling A scheduled job is one that:1. Has a defined start and finish time 2. Has the required resources (manpower by name)3. Has been included in a weekly, daily, shutdown schedule before the cut-off time 4. The activities for various resources are coordinated to minimize total cost13344

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC134Planned and Scheduled MaintenanceDown TimeFind the right people to fix the problemStop What?Find partsand toolsRepairTest and startFind the right people to fix the problemStop RepairTest and startRepairTest and startInspect, Plan & ScheduleUp Time Up TimeUp TimeUp TimeUp TimeUp TimePlan OnlyInspect, Plan & ScheduleOperate to Break Down134WWW.IDCON.COM© IDCON INC135Inspect/Problem FoundPlan, ScheduleExecuteCoordinate Production and Maintenance SchedulesScheduled Shutdown135WWW.IDCON.COM© IDCON INC136Waiting for instructions ______min.Looking for supervisors for the next job ______min.Planning job ______min.Trips for m aterial, tools, m anpower ______min.Waiting on other trades ______min.Waiting for operations to release equipment ______min.Research for technical documentation ______min.Late starts / Early quits ______min.Personal ______min.Travel Time ______min.480 minutes per day To tal ______min. Discussion Exercise: Estimate how much time is wasted13645

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC137Unclear who is responsible for planningTo o m a n y “ d o -it-now” jobs because of emotional priority0%10%20%30%40%60%50% 495034352036241015136BreakdownsPlanners not Traine dOperators not SupportingNo PlannersStore not OrganizedPoor technical documentation makes it di fficult to find tools, parts, material, etc.Requestors of work not trainedTo p m g m t . doesn’t support planning processOther reasonsPlease commentSurvey: Why do Planners not Plan?Reasons why planning is not done: select three major reasons137WWW.IDCON.COM© IDCON INC13891-100% of time used for planning0-10% of time used for planningSurvey: Amount of Time used to Plan by Planners?0%10%20%30%40%2536289211-30% of time used for planning31-60% of time used for plann ing61-80% of time used for planningIn your opinion, how much tim e do your maint. planners spend on actual planning of maint. work? 138Some Important Details in Work Management13946

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC140The Productivity Circle 1. Identify Work2. Set Priorities3. Add to Backlog4. Plan Work5. Schedule Work140WWW.IDCON.COM© IDCON INC141Priority Failure or Breakdown ExampleEstimated Time in Backlog1234Imme diate safety riskImme diate risk of environmental impactImme diate risk of critical operations downtimeManageable safety riskCritical equipment running at reduced speedCritical equipment producing some off-specCritical equipment is running in manual modeMandatory InspectionsCritical equipment running on spare/redundancyGeneral equipment failures that need to be correctedFacility maintenanceProject workCapital improvementsImme diate; w ill break into scheduled workUp to 7 daysUp to 30 daysUp to 90 days• Operations and Maintenance coordinate and agree on work request priorities in a production partnership.• An approved work request becomes a work order.• Work order priorities are used to determine what work to plan and schedule first based on the needs of the business.141WWW.IDCON.COM© IDCON INC142BacklogDefinition: A list of approved work but not yet completed• There are many ways to look at (divide) a backlog, for example:• Total backlog • Planned backlog• Etc.14247

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC143Backlog TargetsFor non-shutdown work:• Total backlog 4–6 weeks• Includes all approved work• Planned backlog 2–3 weeks• All work that is ready to schedule143WWW.IDCON.COM© IDCON INC144Tech Ops Area:Area CrewPM BacklogDiaph. PMsRepair BacklogTotal BacklogUBL 4 weeksBBL 2 weeksLBL 1 wee kFermentation Mec h 129.00 166.50 37.60 333.10 607.00 303.50 151.75I&E 183.00 0.00 9.00 192.00 378.00 189.00 94.50Rec over y Mec h 212.50 0.00 102.25 314.75 796.00 398.00 199.00I&E 254.50 0.00 164.50 419. 00 343.00 171.50 85.75Gran T Mec h 129.50 0.00 41.00 170.50 231.00 115.50 57.75I&E 14.50 0.00 41.50 56.00 98.00 49.00 24.50Uti liti es Me ch 300.00 0.00 67.75 367. 75 420.00 210.00 105.00I&E 127.00 0.00 24.00 151.00 133.00 66.50 33.25Services:Area CrewPM BacklogDiaph. PMsRepair BacklogTotal BacklogUBL 4 weeksBBL 2 weeksLBL 1 wee kMec h 59.5 0 36 95.50 98 49 24.5HVAC 8 0 0 8.00 140 70 35CREW TOTALS:CrewPM BacklogDiaph. PMsRepair BacklogTotal BacklogUBL 4 weeksBBL 2 weeksLBL 1 wee kMech . 795 180 245.25 1220.25 2152 1076 538.00I&E 630.5 0 218 848.50 980 490 245.00Action Required. Overtime or more resources assigned to area. UB L=Upper Back log L imitCauti on. Monitor closel y. Basline BacklogAcceptable. No action requied at this time. Lower Backlog Li mitBacklog Example144WWW.IDCON.COM© IDCON INC145Example from Specialty ChemicalsF-Mech 4-week limit2-week limit 1-week limit70060050040030020010001/16/2001–2/16/2001–3/16/2001–4/16/2001–5/16/2001–6/16/2001–7/16/2001–8/16/2001–9/16/2001–10/16/2001–11/16/2001–12/16/2001– HoursDateFermentation14548

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC146Example from Specialty ChemicalsMan HoursDate1/8/2001–2/8/2001–3/8/2001–4/8/2001–5/8/2001–6/8/2001–7/8/2001–8/8/2001–9/8/2001–25002000150010005000Mechanical4-week limit2-week limit Mechanical Craft Tools146WWW.IDCON.COM© IDCON INC147Planning Steps"A planner should receive a problem and issue a solution"1. Make sure the request is understood2. Inspect the job in the field, not from the desk3. Decide on the appropriate action to address the problem4. Plan on the job without missing steps5. Prepare a work package147WWW.IDCON.COM© IDCON INC148Planner's Tool KitNotebook, pencil and eraserBright flashlight (min 200 lumen)Rag and sandpaper (for reading dirty nameplates)Calipers (for small parts/ precision measur ement s)Inspection mirrorMagnifying glassSmall toolsSurvey tape and tags110 /220v tes ter25 ft tapeSmart Phone or Recorder, Calculator & CameraLaser pointerScoping forms & checklistVibe Pen and Temp gun for diagnosis and confirmation14849

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC149Inspecting the Job1. Check the equipment number2. Lighting, ventilation and other conditions 3. Access for materials and equipment (elevators, lifting wells, etc.)4. Scaffolding or other platforms5. Services: 110v and 3 phase power, compressed air, water, etc.6. Points for lifting, interferences with rigging/lifting7. Clearances for dismantling equipment8. Facilities to clean dismantled equipment9. The need for any permits (hot work, excavation, LOTO, confined space etc.)149WWW.IDCON.COM© IDCON INC150150WWW.IDCON.COM© IDCON INC151Prior iti es backlog ofunplanned WO’sYesPlanWorkMaint enanc ePlannerRevie w OWUse planning level of detail matr ixVerif y and add safety requirements (JSA)Evaluat e regulatory and environmental requirementsUse/u pdatestandard job planContr actorManageme ntShutdownProcessManageme nt of Change(MOC)Include precisionmain tena ncedocumentCheckMater ial savailableAssembl ejob packagePlanni ng comple ted and WO status changed to ready to scheduleRepai rand returnpartsRequestmate ria lScheduleWorkWO i nplanningIs this for Shutdo wn?Is MOCneeded?Prior iti ze &Approv eRequestYesNoMOCapprovalJob site inspection completedPlanni ng level of detail identifiedSafet y requirements includedRegul ator yRequi rement s verifiedMaint enanc eTradeMaint enanc ePlannerMaint enanc ePlannerJob site InspectionMaint enanc ePlannerEHSOff icerMaint enanc ePlannerEHSOff icerMaint enanc ePlannerMaint enanc ePlannerIdentifyresources, jobsteps, t ime, tools, parts, materia lsCan astandard jobplan be utili zed?WO i den ti fi ed for contractor executionResour ces and steps identifiedAnother Example: Planning WorkflowMaint enanc ePlannerProje ct Enginee rReli abil ity Enginee rTechnicalspecificati ons identifiedWO c ost s wit hi n spending approval levelIdentify technical specificat ions for this WOBudgetapprovalprocessMaint enanc ePlannerReli abil ity Enginee rAre there preci sion maint enanc e r equir ement s?Does it invo lve a repairable problem?Maint enanc ePlannerYesYesNoYesNoMater ial availabil ityMater ial available?Job package readyMaint enanc ePlannerMaint enanc ePlannerYesPartsreceivingNo WO ready to be scheduledMater ial savailablePart s requested15150

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC152Planning: Levels of Detail152WWW.IDCON.COM© IDCON INC153Planning: Levels of DetailPurpose: This tool determines what jobs should be planned to which level, using points scored in 8 variables to yield one of four planning levels. Each planning level is defined above. Instructions:1. Go through all 8 factors for your job. Items in the first column are worth 1 point, second column worth 3 points and third worth 6 points. 2. Add up the points.3. Determine the planning level that applies to your job:A score of 7–14 = Planning Level 1Scores between 15–19 = Planning Level 2Scores between 20–26 = Planning Level 3Scores above 26 = Planning Level 4A job including one or more advanced conditions requires at least Planning Level 2. 153WWW.IDCON.COM© IDCON INC154Planning: Levels of Detail• Planning Level One: Satisfy Notification Standard to clearly state what needs to be done and where and when based on information contained in long and short text and WO body. Requires no WO package or verbal instructions beyond WO info.• Planning Level Two • Planning Level One plus:• Identification of jobs steps • Identification of all parts and materials• Identification of contingency parts• Instruction for kitting of part and material• Job safety analysis • Detailed listing of any special tools• Photographs for critical steps• Tec hn ica l s p ecific ati o n • Any permit required for job completion• Labels and instructions for Repair and Return (Stores and Supervisors)15451

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC155Planning: Levels of Detail• Planning Level Three: • Planning Level Two plus:• Detailed instructions under each jobs step• Photographs/illustrations for any step where it adds value or reduces error • Full BoM printed with WO (for continuous feedback)• Delivery of spares, materials and specialty tools• Pre-job preparation is always identified for job site and trades groups• Planning Level Four• Planning Level Three plus:• Pre-job technical instructions for all trades and most personnel working the job• Requires crew coordination meeting • Job may need rehearsal and be coordinated with other crews/people in surrounds• May require a Project Manager and a Gantt chart• Job is always critiqued post-completion155WWW.IDCON.COM© IDCON INC156Repair Quality -Standard Job Plan Example3. Reinstall new Nozzle3.1 Check new Carbon ring for chips, scratches and marks, slide the carbon ring over the steam inlet pipe wit h the wider side of car bon (3/4” , .75” wide) facing away from machine. Fi t the carbon ring into the seal carrier flange. – Fi gure 73.2 Clean the wear plate face of the new nozzle to remove preservative grease and check that the lapped face has no marks – replace if required.3.3 Slide the nozzle over the steam inlet pipe, inserting the brass clamping blocks into the body as the nozzle goes in.3.4 Slide the nozzle lug onto the adjusting stud.3.5 Refit the four bolts in the support bracket (see 2.11 above) tightening enough to bring both faces together, ensuring that the body is not catching on the adjusting stud. 3.6 Check that the vertical syphon tube is in the correct position – check that the position of the machined slot at the nozzle end of the steam inlet pipe is lined up as per drawing 82-ML-2460. When in position, bolt up the steam inlet pipe locking lug. Fit the two split pins in the steam inlet tube. – Fi gure 83.7 Tighten the 3 clamping jacking screws evenly and lock up lock nuts (32mm spanner).Do not over tighten or the pipe will crush3.8 Refit the adjusting stud nut ready to adjust up the nozzle (carbon ring seal pressure). 3.9 Adjust the nozzle in with the adjusting nut until the gap between the Seal Carrier Flange face and the Steamfit Body i s between 3mm and 5mm. - Figure 93.10 Lock up the four bolts holding the nozzle to the support bracket.3.11 Remove the 2 nuts that hold seal face 3. Reinstall new nozzleFigure 7Figure 8Figure 9 3mm-5mm gapClear, numbered job steps and work instructions w ith anno tated illustratio ns eliminate guess work and reduces stress.156WWW.IDCON.COM© IDCON INC157Class Exercise 5 – 10 minutes Planner’s Time15752

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC158Scheduling PhasesAnnual ShutdownsMinor Shutdown ScheduleWeeklyScheduleDaily Schedule158WWW.IDCON.COM© IDCON INC159DailyCut-Off Time to add to schedule: Example12:00 the day beforeWeekly12:00 the Thursday beforeShutdown(16 hrs or less)1-4 weeks beforeOutage(More than 16 hrs)1-3 months before159WWW.IDCON.COM© IDCON INC160Prepare priority list of “ready to schedule” workPrepare draft worklist matched to resourcesDistribute and post the scheduleDetermine trades availabilityDistribute work order packageAllocate special and general trades skillsConfirm revised scheduleConfirm and revise at scheduling meetingAssign work by tradespersons’ namesVer if y mater ial s “kits”16053

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC161Example: Prepare Final ScheduleNameInitialsTradeCommentsRick Kyfiuk RK MWDon Mitchell DM MWBarry Jackson BJ MWDave Pearson DP MWMike Mulholland MM MWPaul Rodall PR MW Back 16/1Richard Sumner RS PFSusan Seaton SS PFWilli Williford WW PFTony Royds TR WEGeoff Tardif GT WE Back 17/1Chris Corneliuson CC WEJohn Estlin JE CAOperatorOP OPElectricianEL ELDrott craneDR EQMachine shopMS MS George KShift MW'sIan Page IP MWAnna Harms AH MWLen Warren LW MWKim Andrew KA MWO/TThuPrep8001000Wed10001230230230O/TPrep800Prep80010001230800Prep1000123023010001230230MonO/TTueO/TCrew 101, Manufacturing general mechanicalSchedule for the week of Jan 9 - 13 20061230230O/TFriPrep80011VacationBanked time off2626262626262611122222333334426262626262626TrainingTrainingUnion56678899991010101111121212121212121212121212121212131313131313313131414141415151617178Small jobs & break-insSmall jobs & break-insSmall jobs & break-insSmall jobs & break-insSmall jobs & break-insMonthly safety meeting6131717171717171717171717141711432SMSM182121192222252525SMSM161WWW.IDCON.COM© IDCON INC162116Material Staging162WWW.IDCON.COM© IDCON INC163Planning and Scheduling is the Work SystemPeople can’t be more effectivethan the system they work in allows them to be.It is Management’s responsibilityto implement work systems16354

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC164Planning and Scheduling is the Hub and Center of all Maintenance Work164WWW.IDCON.COM© IDCON INC165Best Practice Planning and Scheduling 100509080706040302010085%10%0%5%95%5%Break-insOnly ScheduledPlanned and Scheduled165WWW.IDCON.COM© IDCON INC166Common Question: How Many Planners and Supervisors?1 Planner to 7-10 tradespeople1 Supv. to 10-15 tradespeople1 Planner to 12-14 tradespeople1 Supv. to 7-9 tradespeopleSupv. coaches crafts1 Planner to 5-8 tradespeople1 Supv. to 4-5 tradespeople1 Planner to 14-16 tradespeople1 Supv. to 20 tradespeopleLevel of skills and experienceExperienced and skilled tradespeopleSkills and experience lackingPoor systemWork Systems(planning. scheduling, technical database, stores, etc.)Great system16655

8/13/24 ©2024 IDCON INCImplementation and Monitoring of Work Management167WWW.IDCON.COM© IDCON INC168Define workflow with RolesFollow WorkflowImproving Work Management: The Simplified View168WWW.IDCON.COM© IDCON INC169ProceduresSchedulingPlanningPriorities & Work RequestsPhase III: DeploymentPhase II: DesignWorkflowsWork Management Implementation (Example)Align RolesRoadmapSystematizePhase IV: Continuous ImprovementCommitmentPhase I: Set UpExecution & Feedback16956

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC170Phase IV: Implementation Tools (Example) 170WWW.IDCON.COM© IDCON INC171Example of Work Process: Level 2171WWW.IDCON.COM© IDCON INC172InformedConsultedResponsibleAccountable17257

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC173Phase IV: Implementation Tools (Example 3) RACI CHARTAccountableConsultInform ResponsibleTask173WWW.IDCON.COM© IDCON INC174Class Exercise 6 – 45 min174WWW.IDCON.COM© IDCON INC175Individual Follow-up on Process Adherence17558

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC176Example Work Request: How do you Implement?Tell:Classroom TrainingShow:In the fieldCoach:They practice,trainer adjustTrain Requestors in what information a work request should have, how to enter it in the system, etc.Show them in the field how to do it in the field with actual work that needs to be done.Work with Operations Maintenance coordinator (OMC) and provide feedback to requestorsExampleRelentless Follow-up176WWW.IDCON.COM© IDCON INC177Example Planning: How do you Implement?Tell:Classroom TrainingShow:In the fieldCoach:They practice,trainer adjustTrain planners how to plan work orders, all the information required, the process of making a standard job plan etc.Show them how it is done by planning a few work orders for them.Let them plan while you coach beside themExampleRelentless Follow-up177WWW.IDCON.COM© IDCON INC178Class Exercise 7 – 45 min (optional)17859

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC179Checking Health of your Work Management SystemKey Best Practice*Notes on how to checkWork process is documented, agreed and understood Evaluate the work process quality, make sure it has task, roles, instructions and tools (Where needed). Is the process agreed upon, especially with operations? Ask team to describe the process and evaluate if people understand it.Clear work requests are submittedSelect some random work requests and check the quality.Work Requests are screened centrallyEvaluate the daily/ weekly screening of work orders, should be done by 1 person per team (typically an area). Check if unnecessary work requests are turned into work orders.Work Order are prioritized according to rulesInterview and ask how work is prioritized, check if there are many priority 1 work orders that are older than a few days, go through backlog. Especially check if people can add on unnecessary priority 1 jobs.Clear Cut-off rulesIn interviews, check if there are clear cut-off time (to add jobs planning and scheduling for a day, week, or shut) rules for daily, weekly and shutdown work. Work is plannedInspect work that is handed out in the mornings to crafts, do they have the necessary planning with work packages. Interview crafts, planners, and supervisors for and discuss how work is planned.Work is scheduleCheck if a daily schedule is posted the day before with estimated time and assigned personnel to the jobs. The jobs in the schedule should all be planned.Execution of work & reportingInterview team of crafts, planner, supervisor to understand if they have the skills, tools and planning to execute jobs well. Check work history and see if B.O.M is updated, used parts, and a description of what was done is recoded. Backlog ManagementCheck size of backlog, how often it is reviewed, if jobs have estimated hours on them, is operations involved in backlog review.KPI’sThere are clear KPI’s and follow-up in place to manage work management such as % break-in work, % planned work, quality of planned work etc.179WWW.IDCON.COM© IDCON INC180Summary Work Management• Work Management will reduce downtime and increase utilization of resources.• Establish Priority rules• Have a joint (operations and maintenance) clean backlog and monitor it for workload• Plan work to detail including kitting and staging/ delivery of parts• Establish cut-off times and schedule people accordingly• Make sure to get feedback on work orders180A note about Shutdown/ Turnaround Management18160

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC182• Recognized industry experts• Best practice knowledge• Technology transfer• Facilitated process• Operational integrity• Access to specialized resources• Independent cold eye review• Knowledge transfer• Common purpose and objectiveHowFocus• Shutdown frequency/interval and duration• S/D Organization and Management• Contracting• Long and short term• Shutdown work scope• Equipment and equipment history• Work content• Planning• Plan Integration• Start up and shut down plans• Safety procedures• Integrated schedule• Critical and subcritical path• Shutdown management• Logistics• Postmortem• Lessons learned• S/D effectiveness• Execution• Schedule progress• Contractor management• Logistics• CommunicationsResults• Increased run-length• Decreased S/D frequency• Optimized outage duration• Business plan inputs• Reduced work scope• Focus on required work• Execution and inspection best practices • Raw-material-in-product-out downtime reduction• Minimized lost profit opportunities• Resource leveling• Mitigation plans• Ensured S/D preparedness• Quality of work• Improved communication• Contingency plans• Budget control• Schedule and milestone compliance• Safety performance• Progress meetings• Optimization• Developed scope for next S/D• Improved future S/D preparation and execution• Improved SD organizationStrategy Work ListPlanning Scheduling ExecutionCritiqueIM P R OVE182WWW.IDCON.COM© IDCON INC183On QualityMajor-2 Shutdown Cycles-12 mo.Strategy Work List Planning Scheduling Execution Critique-9 -6 -3 +10Off QualityS-TOP 1 = StrategyS-TOP 2 = WorklistS-TOP 3 = PlanningS-TOP 4 = SchedulingS-TOP 5 = ExecutionS-TOP 6 = CritiqueShutdown StrategyOptimizing the WorklistMinimizing the Critical PathsIntegration into a Single ScheduleEfficient ExecutionContinuous ImprovementS-TOP Milestone ScheduleMinor-4 wks.-3 -2 -10+1-2 Shutdown CyclesOn QualityOff QualityStrategy Work List Planning Scheduling Execution CritiqueShutdown Milestones183WWW.IDCON.COM© IDCON INC184Availability (%)10090858095Shutdown Interval (Years)10 2 345 610 days20 days30 days40 days50 days60 daysShutdown DurationOperational Availability Due to Shutdowns18461

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC185Checking Health of your Shutdowns/ TurnaroundsKey Best Practice*Notes on how to checkShutdown reasonThe decision to have a shutdown, the frequency, and the length of the shutdown is continuously challenged by evaluating if there are ways to shorten shutdowns, remove shutdowns, decrease the frequency while still doing the essential work. Annual shutdown schedule is followedThere is a clear shutdown schedule for the year and shutdowns are not moved. If they are, it is due to absolutely necessary reasons. Check for schedule and look at shutdown history.Work is plannedSee planning for daily/ weeklyExecuted as plannedShutdown start on time and shutdown ends on time. Work on shutdown is planned and scheduled, the only add-on work is true emergency work. 95-100% of all planned work is executed. Check jobs during shutdown and check that parts and tools are available.Updated Gantt style scheduleThere is a joint schedule for the shutdown including operations and maintenance work. It also includes coordination of key tools such as cranes, cherry picker and other specialty tools. The Gantt schedule is updated as jobs are completed during the shutdown by shutdown coordinator.There are critique meetingsCritique meetings are held shortly after shutdown. Shutdown is scored using a comparing pre-shut goals with actual results. The improvements are implemented.KPI’s in placeAre there clear KPI’s for shutdown management such as. Movement of shutdowns, stay with length of shutdown, % planned and scheduled, critique score etc.* Subset from IDCON’s Current Best Practices (CBP) assessment, the PM/ECCM section185WWW.IDCON.COM© IDCON INC186Summary Shutdown Management• Challenge the length and frequency of shutdowns• Have an annual schedule, don’t change it unless there are true emergencies• Start collecting worklist early (depending on size of shutdown)• Plan jobs in detail• Create a Gantt with operations and maintenance jobs (and critical tools)• Establish cut-off times and only add true emergencies after cut-off• Hold a critique meeting after shutdown186WWW.IDCON.COM© IDCON INC187Class Exercise 8 – 45 min (optional)18762

8/13/24 ©2024 IDCON INCA note Materials Management188WWW.IDCON.COM© IDCON INC189Impact of Storerooms• On average, materials account for about 50% of total maintenance cost • Trades see storerooms as a management responsibility - if the right material is not available at the right time, the job does not look important• Productivity is reduced, cost to repair increases• Not the right part? Frustrated189WWW.IDCON.COM© IDCON INC190Value vs. Availability• Financial pressure to reduce value• Reliability pressure to minimize stock outs19063

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC191Class exercise 9 – 15 min191WWW.IDCON.COM© IDCON INC193Result of not Trusting Stores193WWW.IDCON.COM© IDCON INC194Staging Area Rack with picked parts for work orders. Note WO copies attached.19464

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC195Shutdown WO KitsArea shutdown staging. Note WO attached to each.195WWW.IDCON.COM© IDCON INC196Kitting196WWW.IDCON.COM© IDCON INC197How do you decide to stock or not stock a part?Consequence of not having partConsequence of not having partCost of Not Having PartEst. LeadtimeInstalled QuantityCost of Part19765

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC198Physical Storage Example - Life of Spare Parts – Many parts are Perishable198WWW.IDCON.COM© IDCON INC199Physical Storage Example – Life of Spare Parts - SKF Recommendations• Store bearings flat, in a vibration-free, dry area with a cool, steady temperature.• Control and limit the relative humidity of the storage area as follows:• 75% at 20 °C (68 °F)• 60% at 22 °C (72 °F)• 50% at 25 °C (77 °F)• Keep bearings in their original unopened packages until immediately prior to mounting to prevent the ingress of contaminants and corrosion.• Bearings that are not stored in their original packaging should be well protected against corrosion and contaminants.• Lubricant deteriorates over time due to ageing, condensation, and separation of the oil and thickener. Therefore, sealed bearings should not be stored for more than three years.199WWW.IDCON.COM© IDCON INC200Physical Storage Example Bearing Storage20066

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC201Example Life of Parts - Electrical and Hydraulic Equipment201WWW.IDCON.COM© IDCON INC202Checking Health of your Material ManagementKey Best Practice*Notes on how to checkInventory Record AccuracyCheck the accuracy of the storeroom. Pick 100 random parts and check that the right part is on the right shelf, the right quantity, the shelf is clearly labeled and easy to find and the part if physically intact. Clear Process for stock/ no-stockIs there a documented process for stock/ no-stock decision and is it followed?Physical check of storesAre sensitive parts stored correctly, is the storeroom organized, are there satellite stores (often mean storeroom isn’t trusted). Availability of partsTalk to craft people, planners, supervisors and check if they have parts for daily work. Is there a line outside the storeroom after coffee break in the morning?Bill of Materials and Equipment numbersCheck the quality of the BOM and equipment numbers. Too lsCheck the functionality in CMMS for ability to reserve parts, if there are barcode/ chip capability, handheld devices for cycle count, etc. KittingAre critical work orders kittedDelivery/ Closed StoreroomIs the storeroom closed 24 hrs and parts delivered to the job site, or at least staged for work orders.KPIKPI’s are in place to manage reliability of parts, at least storeroom value and stock-outs are measured* Subset from IDCON’s Current Best Practices (CBP) assessment, the PM/ECCM section202WWW.IDCON.COM© IDCON INC203Summary Materials Management• A correct B.O.M is the foundation for materials management• Measure inventory Value, but balance against stock-out measurement• Check IRA (Inventory Record Accuracy)• Kit work orders and stage/ deliver materials• Planning and scheduling provide lead time for kitting and delivery• Preventive Maintenance of parts and materials20367

8/13/24 ©2024 IDCON INCRoot Cause Problem Elimination204WWW.IDCON.COM© IDCON INC205Lake Peigneur205WWW.IDCON.COM© IDCON INC206Root Cause Problem Elimination WorkflowSelectSolutionProblemTri gge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsEliminate ProblemsProblemProblemProblemProblemData Collection20668

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC207What is Root Cause Problem Elimination (RCPE)THINKING PROCESS DOCUMENTATION TOOLSStructured to identify root causes and eliminate those causesUsed to help organize and structure the THINKING PROCESS207WWW.IDCON.COM© IDCON INC208Our Typical Thinking ProcessWe lock our thoughts…because we told others our opinionDefend your opinion!!!With little information…We create an opinion or a solution…Then we look for more information to support our decision Opinion“The Solution”208WWW.IDCON.COM© IDCON INC209The Nature of ProblemsIn School: Single Definite Answers: Affects our thinking enormously (12–18 years) • 3 + 8 = ?• What year was the battle of Waterloo?• What is the Capital of NC?• What is the word for dog in Spanish?Reality: Multiple Graded Answers: • How can we improve our plant reliability?• What is the best way to deal with John’s work schedule?• Our quality losses are 2.3%, how can we reduce the number?The analysis and subsequent solutions require critical and creative thinking!20969

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC210Thinking about ThinkingCritical and Creative Thinking: • Critical Thinking Is concerned with the Evaluation of Ideas, Processes & Objects based on our experience.• Creative Thinking is generally considered to be involved with the Creation or Generation of Ideas, Processes & Objects based on our experience.• Both Are Used Frequently in RCPE210WWW.IDCON.COM© IDCON INC211Critical Thinking – The Basics• Distinguish between facts and perception• Encourage and value opposing views• They flush out flawed thinking and group thinking211WWW.IDCON.COM© IDCON INC212Pre-programmed Patterns (Paradigms)Match each car with a person: =?==??ACB12321270

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC213You think in Predetermined PatternsHow many F’s are there in the sentence enclosed in the box?FINISHED FILES ARE THE RE-SULT OF YEARS OF SCIENTIF-IC STUDY COMBINED WITH THEEXPERIENCE OF MANY YEARS.213WWW.IDCON.COM© IDCON INC215Introduce the “How-Can” DiagramProduction loss3 Hours Down TimeHydraulic cylinder moves too slowly Movement restriction Not enough force to move cylinderDirt debris rod sealDirt debris on cylinder wallBent rodToo m u ch b ack pressure in hydraulic systemInternal leakage cylinderHow CanNot enough pump pressureRelief valve setting is wrongHow CanHow CanHow Can215WWW.IDCON.COM© IDCON INC21621671

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC217A Note about Thinking• Root Cause Analysis is organized thinking • Most of us are poor thinkers because we never practice good thinking• We do not naturally think logically or well, just as we don’t exercise naturally unless we make an effort to• We often see a situation and form opinions on VERY little facts and reasoningWe create an opinion or a solution…Opinion“The Solution”With little information… Then we look for more information to support our decision 217WWW.IDCON.COM© IDCON INC218IUMRING TQ GQNGIUSIQNS218WWW.IDCON.COM© IDCON INC219Wyatt EarpTroubleshooting vs. RCPE“Fast is fine, but accuracy is everything”21972

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC220What the THINKING PROCESS Should Look LikeMore Information Possible Causes Possible SolutionsPick Solution1. Collect information2. Develop and consider possible causes3. Select most likely causes4. Develop and consider possible solutions5. Select solutionMost LikelyCauses220WWW.IDCON.COM© IDCON INC221RCPE Often Points to Maintenance Prevention (PM)- Short case study, paper mill in Canada• Too many bearing failures on AC Motors• Picked one failed motor to investigateProblem Statement “Motor Bearings Failed”221WWW.IDCON.COM© IDCON INC222RCPE Often Points to Maintenance Prevention (PM)Investigation Found:Over greased => Overheated => Failed• Electricians are responsible for lubricating AC Motors• Electricians handed lubrication over to the mechanics • Who handed it over to the summer students • Roots???? Technical … Human … Work System22273

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC223Root Causes – Example Technical Technical Human Factor Work Process Shaft alignment caused bearing failureShafts poorly aligned because there was no time to complete alignment during shutdownShutdown Planning and Scheduling is poor223WWW.IDCON.COM© IDCON INC224Root Cause Definitions• Technical• A technical or physical cause that is visible. • Human• This is related to a human actions, typically an error or mistake.• Work Process• Is the work process that guide the human correct and executed? 224Trigger22574

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC226SelectSolutionRCPE TriggersProblemTri gge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsDataCollectionEliminate ProblemsProblemProblemProblemProblem226WWW.IDCON.COM© IDCON INC227How-Can Diagram – Start with the “Trigger”• Starts to the far left in the diagram• Answers the question “So…what? Why are we here?”• Be specific with why you are employing RCPEProduction4 hours production loss227WWW.IDCON.COM© IDCON INC228Types of TriggersFormal “Company-assigned” Triggers• Production• Cost• Safety• Near-missInformal Team Triggers• Component failure/problemInformal Personal Triggers22875

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC229Do You “See” a Problem?229WWW.IDCON.COM© IDCON INC230Do You “See” a Problem?230WWW.IDCON.COM© IDCON INC231Do You “See” a Problem?23176

8/13/24 ©2024 IDCON INCProblem Statement232WWW.IDCON.COM© IDCON INC233SelectSolutionRCPE Problem StatementProblemTrigge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsDataCollectionEliminate ProblemsProblemProblemProblemProblemDataCollection233WWW.IDCON.COM© IDCON INC234What is the problem, exactly?“I never had a problem with drugs. I’ve had problems with the police” 23477

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC235How-Can Diagram – Define the Problem Statement• Box to the right of the trigger• Best if there is ONE object and ONE problem• Must be a FACT• First logical answer to the question “How-Can trigger happen”235WWW.IDCON.COM© IDCON INC236What is the Problem? Make Sure you Solve the Right One!• I have lost my key or• I can’t get into the house• We don’t have enough resources to manage our materials or• There is no bill of materials in CMMS• We are not trained in alignment or• Too many breakdowns of bearings236WWW.IDCON.COM© IDCON INC237The Problem Statement Has to Be a FactCompare “Filter is plugged” with “No flow through filter”23778

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC238Exercise 10 - 20 min238WWW.IDCON.COM© IDCON INC239Summary• Try to state one object and one problem• Problem statement must be a fact239WWW.IDCON.COM© IDCON INC240Summary • Collecting information must be organized• Must be done by people solving the problem24079

8/13/24 ©2024 IDCON INCData Collection & Evidence241WWW.IDCON.COM© IDCON INC242SelectSolutionRCPE Data Collection & EvidenceProblemTrigge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsEliminate ProblemsProblemProblemProblemProblemDataCollection242WWW.IDCON.COM© IDCON INC243Collect Information as if it is a Murder Investigation• Save broken parts/ material – Where?• Quality photos• Operational data• Environmental information• Etc.24380

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC245Collect Evidence – Base Questions to Ask in Interview • What • exactly happened?• are the surroundings and environment like?• pictures and data are available?• Where • is the Object?• exactly on the Object is the problem?• When • was it first noticed?• did the various events occur?• the events occur, is there a pattern…random, cyclical, constant?• Changes in Time• Note associated events, modifications, changes, updates, etc. over time• Other Similar Objects• Are there similar items available to study and compare with?• Are there similar situations to compare with?245WWW.IDCON.COM© IDCON INC246Facts vs. Beliefs or Opinions1. Did Vikings have horned helmets?2. Did Adam and Eve eat an apple?3. We only use 10% of our brains.4. Don’t eat and then swim because you may get cramps.5. Is there a 24-hour waiting period for police to file a missing person report?6. Christopher Columbus discovered North America.7. Bearings fail frequently.246WWW.IDCON.COM© IDCON INC247Timeline – One or Several Focuses24781

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC248Summary• Collect information in an organized way• Collect information that may be related to the problem• Have an area for saving broken parts for investigation248Causes249WWW.IDCON.COM© IDCON INC250SelectSolutionRCPE CausesProblemTri gge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsDataCollectionEliminate ProblemsProblemProblemProblemProblemDataCollection25082

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC251The ”How-Can” DiagramTriggerProblemStatementFirst LevelSecond LevelProduction loss3 Hours Down TimeHydraulic cylinder moves too slowly Movement restriction Not enough force to move cylinderToo much back pressure in hydraulic systemNot enough pump pressureRelief valve setting is wrongInternal leakage cylinderHow CanBent rodDent in cylinder barrelForeign material inside cylinderHow CanHow Can251WWW.IDCON.COM© IDCON INC252“How Can” and “Cause and Effect”ProductionLossInboard Bearing FailsWear on Bearing (Red)Axial Force from RollEffect CauseEffect CauseEffect Cause252WWW.IDCON.COM© IDCON INC253Causes – Cause and Effect – Level of Detail Can VaryWhat happened to the Titanic?We know this is a fact!CauseEffect1,500DiedTitanic SankHit Iceberg25383

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC254Causes – “Cause and Effect” – Level of Detail Can VaryWhat if you didn’t know that the Titanic hit an iceberg?Safety1500 DiedStrength of steel too lowBad DesignStrength of rivets too lowDidn’t turn quicklyNo information about areaHigh speed due to schedule delaysStrength of hull is weakHull hit unknown objectOuter force on hullOpening in hullBulkheads not sealed&&&Wa te r filled the whole hullTitanic Sank254WWW.IDCON.COM© IDCON INC255Compare Facts with Possible CausesDraw ALL possible causes we think are relevantPNo product in tankPipe brokenValve closedPlugged pipePump problemNo flow from pipeProduction255WWW.IDCON.COM© IDCON INC256Compare Facts with Possible Causes – Process of EliminationNext: Compare FACTS with the POSSIBLE CAUSES listedPNo product in tankPipe brokenValve closedPlugged pipePump problemNo flow from pipeProductionThe goal is to find the most “probable cause(s)”XChecked the valve and it is open25684

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC257Summary • There must be a clear Cause and Effect relationship between causes• Causes and effect relationships are proven using evidence257Select Solution(s)258WWW.IDCON.COM© IDCON INC259SelectSolutionRCPE Select Solution(s)ProblemTri gge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsDataCollectionEliminate ProblemsProblemProblemProblemProblemDataCollection25985

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC260When possible solutions are selected• focus an effort on CREATIVE thinkingWhen solutions are selected,• don’t just pick the first solution that comes to mind260WWW.IDCON.COM© IDCON INC261North Vacuum Pump Motor261WWW.IDCON.COM© IDCON INC262North Vacuum Pump Motor• One motor driving 6 vacuum pumps. Another motor (our problem) driving 7 vacuum pumps.• The motor has a history of tripping. Over the last 10 years, it has tripped about 1-2 times per year. Lately, it has been tripping more frequently.26286

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC263Exercise 14: Facts – Motor trips frequently FactThis is a fact because…Motor was designed to be a 2000hp, but a 1750hp motor was selected to match a spare.Original design proposal specifies a 2000hp motor, and John remembers the discussions.Operations says motor trips a couple of times per year since 1994.A rough estim ate by operations in an interview.A rough estim ate by operations in an interview.Operations says motor has been tripping more frequently lately. Air gap was checked and is OK.Other motor test came back OK.When the motor went down last time, the air gap was checked.263WWW.IDCON.COM© IDCON INC264Production LossMechanical ResistanceMotor Trips FrequentlyAmps higher than trip settingFaulty TripMotor efficiency degraded over time (more Amps needed)Increased m achine speedProblem Statement and CausesNorth Vacuum Pump Motor – Problem Statement and Causes264WWW.IDCON.COM© IDCON INC265North Vacuum Pump Motor - SolutionBuy larger motor: $200KBuy 2000hp spare: $200KStorage of spare: $60/ yearInstallation: $100KMore than $500KOption that first comes to mind:After some thinking:Buy, store, install a pony motor:Less than $200K26587

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC266Summary Solutions• Use Creative thinking and consider more than the first solution that comes to mind.266Eliminate Problem267WWW.IDCON.COM© IDCON INC268RCPE: Problem Elimination SelectSolutionProblemTri gge rProblemStatementPossible CausesSelect Most Likely CausesPossible SolutionsDataCollectionEliminate ProblemsProblemProblemProblemProblem26888

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC269Elimination will partly feed into Planning and SchedulingProjects269WWW.IDCON.COM© IDCON INC270RCPE: Problem EliminationFirst, a few questions…• Is this a “one-time fix” to eliminate the problem?• Does the problem elimination require the redesign of an existing system?• Is engineering required to assist with the problem elimination?• Is the elimination of the problem addressed in the addition of or modification to some Preventive Maintenance task?• Does the elimination of the problem require a combination of solutions?Must have a strategy for eliminating the problem270WWW.IDCON.COM© IDCON INC271RCPE: Steps for Problem EliminationStep 1. Assign someone to be responsible for the problem elimination process.Step 2. Select the most cost-effective solution to eliminate the problem.The most cost-effective solution is the solution that can be achieved for a given level of expenditure and provides the best value for that expenditure.Step 3. Common methods to determine cost effectiveness.Simple Payback Period (SPP)(Initial Cost) / (Annual Savings) = SPPDesired SPP is 10 years or lessUse this Method for Most SituationsNet Present Value (NPV)Internal Rate of Return (IRR) NOTE: Consult your accountant for help with NPV and IRR methods27189

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC272RCPE: Steps for Problem EliminationStep 3. Develop an implementation plan for eliminating the problem. Step 4. Seek approval for the implementation plan.1. Steps to implement the solution2. Timeline for the steps3. Resources required4. To ols , m a t e ria ls, e quip m en t, e tc. req u i r ed5. Cost estimates6. Cost effectiveness7. RisksThis plan includes: 272WWW.IDCON.COM© IDCON INC273Step 5. Implement and execute the approved solution. Plan & ScheduleWork Order(s) PM/PdM Program Modifications Simple “one-off” solutionPriorityComplete the final details to fully plan work Tas k( s ) a dd itio n s o r modificationsSchedulingRCPE: Steps for Problem Elimination273WWW.IDCON.COM© IDCON INC274RCPE: Steps for Problem EliminationStep 6. Implement KPIs to monitor the results.Cost(Cost/Unit)Productivity(Units/Time)Step 7. Communicate problem and solution to the organization.27490

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC275Summary Elimination• An RCPE is not complete until the solution is implemented, and it is verified that it works.275Life Cycle Thinking276WWW.IDCON.COM© IDCON INC277Life Cycle Cost (LCC) Defined• LCC is a method used to calculate Total Lifetime Cost.• It considers the cost of buying, maintaining, operating and disposal of the equipment.• LCC is a tool used to financially evaluate the level of reliability we design into the equipment.27791

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC278The Concept of Life Cycle Cost• Maintenance Cost• Operating Cost• Documentation• Training• Stock Spare Parts• Re-sale/ Disposal• OEE Losses• Life Expectancy• Acquisition• Project Management• Installation• Startup278WWW.IDCON.COM© IDCON INC279Life Cycle CostBasic LCC= Total LCCInvestment CostLife Cycle Operating CostLife Cycle Maintenance CostCost of Disposal279WWW.IDCON.COM© IDCON INC280LCC Principle-100-12-10 -10 -10-15-10 -10 -10 -10 -10•Mai ntenance Cost•Operating Cost•Documentation•Trai ni ng•Stock Spare Parts•Disposal•OEE LossesSell equipmentNote: Present value, taxes rate and depreciations will come into play in actual calculation (not discussed here)28092

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC281281WWW.IDCON.COM© IDCON INC282Simple Practical Example: Jacking Bolts on AC Motors• No Jack Bolts – assume alignment with straight edge… 25 thou• With Jack Bolts – assume alignment of …. 2 thou282WWW.IDCON.COM© IDCON INC283Simple Practical Example: Jacking Bolts on AC Motors (cont.)Maintenance Technology Feb. 200028393

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC284Simple Practical Example: Jacking Bolts on AC Motors (cont.)Source: “Machinery Vibration: Alignment” by Victor Wowk284WWW.IDCON.COM© IDCON INC285Simple Practical Example: Jacking Bolts on AC Motors (cont.)10 Year LCC= Total LCC ComparisonInvestment Cost4 x $5,000 x 2hrs = $40,000 Cost of jack bolts for new motor LCC Operating CostLCC Maintenance CostCost of Disposal/Rebuild(2 x 2 hrs x $60/hr + $6,000) x 4 = $27,840 $1,500 x 4 = $6,000 $73,840 $0 $200 $10,000$6,960$1,500 $18,460 Assume 10 yrs life if aligned. Assume 2.5 yrs if misaligned (25%). Assume downtime cost of $5,000/hr. Assume downtime min 2 hrs each change. 2 people, 2 hrs, $60/hr, 4 times, 125 HP motor $6,000 Assume light rebuild of $1,500/motor No Jack BoltsJack BoltsAssumptions285WWW.IDCON.COM© IDCON INC286Diameter 500Diameter 700Diameter 800Alternative ARCD: Interchangeable PartsVal ve Cost Pipe Cost15,0005,00017,000 7,0008,00018,000To t a l 50 , 0 0 0 To t al 2 0 , 0 0 028694

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC287RCD: Interchangeable PartsVal ve Cost Pipe Cost18,000 8,00018,000 8,0008,00018,000To t a l 54 , 0 0 0 To t al 2 4 , 0 0 0Diameter 800Diameter 800Diameter 800Alternative B287WWW.IDCON.COM© IDCON INC288RCD: Interchangeable PartsAlternative A = 155 000 Alternative B = 129 000.Choose Alternative A or B?Alternative AItemLife Cycle CostsInvestmentBuy a Valve for Spare PartMaintenance Cost (1 Failure/yr)Store/Adm. Cost (3,000/valve)Tota l Cost 10 Years Total C ost 10 Years70,00050,00030,0009,00078,00018,00030,0003,000155,000 129,000Alternative B288WWW.IDCON.COM© IDCON INC289Percent of Life Cycle C ost (LCC)Operating Technical LifeCostsDesign1 10 100 1000Life Cycle Cost at Early StagesProcurement100%InstallationOperationAccumulated Actual CostSpentAbility toInfluence LCCTimeCost of Maki ng a Chan ge t o Equi pment ( rul e of t humb)28995

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC290Musselwhite: Steel deteriorated in <12 years; 120 tons of steel replaced290WWW.IDCON.COM© IDCON INC291Life Cycle Cost at Early Stages30 Years Later…….291WWW.IDCON.COM© IDCON INC292Cost of Correcting After Design Phase: Walkie Talkie Building (2013)29296

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC293Walkie Talkie Building (2014)194 Fº293WWW.IDCON.COM© IDCON INC294France’s National Rail Operator SNCF - RFFOrdered 2,000 new high-speed trainsWhen the first batch was put on rails, they noticed that 1,300 platforms were 20 cm too wide for the trains€ 50 Million ($US58 M) to fix"We discovered the problem a little late,” admitted Christophe Piednoël, RFF spokesman294WWW.IDCON.COM© IDCON INC295Inspectability29529597

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC296Maintainabilityhttps ://www.youtube.c om/ watch?v=gNA5i-kHz4w296WWW.IDCON.COM© IDCON INC297Design for Reliability297WWW.IDCON.COM© IDCON INC298Design for Reliability (2)29898

8/13/24 ©2024 IDCON INCWWW.IDCON.COM© IDCON INC299Summary Life Cycle Thinking• The Life Cycle Cost (LCC) is more important than the purchasing cost• Reliability influence LCC• Maintainability influence LCC• Inspectability influence LCC29999

100

101

102

103

104

105

106

107

108

109

110

111

112

113

WWW.IDCON.COM© IDCON INC129Checking Health of your PM/ECCM systemKey Best Practice*Notes on how to checkPM’s have been documented by using a logical approachSelect at least 20 critical equipment. Make sure to collect and evaluate the quality of the PM’s from all sources systems.There are good instructions for PMs for Mech. Instr. Elec. equipment Look at inspection routes (M, E, I, ops.) and check the instructions, the lubrication routes for volume and grease type, instrumentation for calibrations, loop checks. Check off-line PMs for clear instructions and PM’s that make sense. Evaluate PM frequency.Execution of the PM’s (High weight)Follow executors of PM’s and check for level of detail in execution and reporting. Are the PM’s being done, and done correctly?Equipment cleaning is executed in an organized fashion by operations.Check equipment cleanliness, evaluate the system for cleaning equipment on a regular basis.Lubrication Handling and storageInspect lube rooms for cool & clean lubricants. Incoming oil is clean, lube. Is handled correctly with lube containers./ Check equipment for silica gel breathers, no water in oil etc. Completion of grease routes and observe application of grease. Hourly installation practicesInstall things right, many things, example: torque of bolts, alignment, balancing, etc. Note skills are important.Life of parts & material Cleanroom for hydraulics, cool and clean electronics, couplings, belts, conveyer belts, all rubber/plastic parts dark & cool, rotation of motor shafts, etc. Follow-upCheck if there is a follow-up systems where management knows if PMs are done and takes action if they are not.* Subset from IDCON’s Current Best Practices (CBP) assessment, the PM/ECCM section114

WWW.IDCON.COM© IDCON INC151Priorities backlog ofunplanned WO’sYesPlanWorkMaintenancePlannerReview OWUse planning level of detail matrixVerify and add safety requirements (JSA)Evaluate regulatory and environmental requirementsUse/updatestandard job planContractorManagementShutdownProcessManagement of Change(MOC)Include precisionmaintenancedocumentCheckMaterialsavailableAssemblejob packagePlanning completed and WO status changed to ready to scheduleRepairand returnpartsRequestmaterialScheduleWorkWO inplanningIs this for Shutdown?Is MOCneeded?Prioritize &ApproveRequestYesNoMOCapprovalJob site inspection completedPlanning level of detail identifiedSafety requirements includedRegulatoryRequirements verifiedMaintenanceTradeMaintenancePlannerMaintenancePlannerJob site InspectionMaintenancePlannerEHSOfficerMaintenancePlannerEHSOfficerMaintenancePlannerMaintenancePlannerIdentifyresources, jobsteps, time, tools, parts, materialsCan astandard jobplan be utilized?WO identified for contractor executionResources and steps identifiedAnother Example: Planning WorkflowMaintenancePlannerProject EngineerReliability EngineerTechnicalspecifications identifiedWO costs within spending approval levelIdentify technical specifications for this WOBudgetapprovalprocessMaintenancePlannerReliability EngineerAre there precision maintenance requirements?Does it involve a repairable problem?MaintenancePlannerYesYesNoYesNoMaterial availabilityMaterial available?Job package readyMaintenancePlannerMaintenancePlannerYesPartsreceivingNo WO ready to be scheduledMaterialsavailableParts requested115

WWW.IDCON.COM© IDCON INC170Phase IV: Implementation Tools (Example) 116

WWW.IDCON.COM© IDCON INC171Example of Work Process: Level 2117

WWW.IDCON.COM© IDCON INC172InformedConsultedResponsibleAccountable118

WWW.IDCON.COM© IDCON INC175Individual Follow-up on Process Adherence119

WWW.IDCON.COM© IDCON INC179Checking Health of your Work Management SystemKey Best Practice*Notes on how to checkWork process is documented, agreed and understood Evaluate the work process quality, make sure it has task, roles, instructions and tools (Where needed). Is the process agreed upon, especially with operations? Ask team to describe the process and evaluate if people understand it.Clear work requests are submittedSelect some random work requests and check the quality.Work Requests are screened centrallyEvaluate the daily/ weekly screening of work orders, should be done by 1 person per team (typically an area). Check if unnecessary work requests are turned into work orders.Work Order are prioritized according to rulesInterview and ask how work is prioritized, check if there are many priority 1 work orders that are older than a few days, go through backlog. Especially check if people can add on unnecessary priority 1 jobs.Clear Cut-off rulesIn interviews, check if there are clear cut-off time (to add jobs planning and scheduling for a day, week, or shut) rules for daily, weekly and shutdown work. Work is plannedInspect work that is handed out in the mornings to crafts, do they have the necessary planning with work packages. Interview crafts, planners, and supervisors for and discuss how work is planned.Work is scheduleCheck if a daily schedule is posted the day before with estimated time and assigned personnel to the jobs. The jobs in the schedule should all be planned.Execution of work & reportingInterview team of crafts, planner, supervisor to understand if they have the skills, tools and planning to execute jobs well. Check work history and see if B.O.M is updated, used parts, and a description of what was done is recoded. Backlog ManagementCheck size of backlog, how often it is reviewed, if jobs have estimated hours on them, is operations involved in backlog review.KPI’sThere are clear KPI’s and follow-up in place to manage work management such as % break-in work, % planned work, quality of planned work etc.120

WWW.IDCON.COM© IDCON INC185Checking Health of your Shutdowns/ TurnaroundsKey Best Practice*Notes on how to checkShutdown reasonThe decision to have a shutdown, the frequency, and the length of the shutdown is continuously challenged by evaluating if there are ways to shorten shutdowns, remove shutdowns, decrease the frequency while still doing the essential work. Annual shutdown schedule is followedThere is a clear shutdown schedule for the year and shutdowns are not moved. If they are, it is due to absolutely necessary reasons. Check for schedule and look at shutdown history.Work is plannedSee planning for daily/ weeklyExecuted as plannedShutdown start on time and shutdown ends on time. Work on shutdown is planned and scheduled, the only add-on work is true emergency work. 95-100% of all planned work is executed. Check jobs during shutdown and check that parts and tools are available.Updated Gantt style scheduleThere is a joint schedule for the shutdown including operations and maintenance work. It also includes coordination of key tools such as cranes, cherry picker and other specialty tools. The Gantt schedule is updated as jobs are completed during the shutdown by shutdown coordinator.There are critique meetingsCritique meetings are held shortly after shutdown. Shutdown is scored using a comparing pre-shut goals with actual results. The improvements are implemented.KPI’s in placeAre there clear KPI’s for shutdown management such as. Movement of shutdowns, stay with length of shutdown, % planned and scheduled, critique score etc.* Subset from IDCON’s Current Best Practices (CBP) assessment, the PM/ECCM section121

WWW.IDCON.COM© IDCON INC202Checking Health of your Material ManagementKey Best Practice*Notes on how to checkInventory Record AccuracyCheck the accuracy of the storeroom. Pick 100 random parts and check that the right part is on the right shelf, the right quantity, the shelf is clearly labeled and easy to find and the part if physically intact. Clear Process for stock/ no-stockIs there a documented process for stock/ no-stock decision and is it followed?Physical check of storesAre sensitive parts stored correctly, is the storeroom organized, are there satellite stores (often mean storeroom isn’t trusted). Availability of partsTalk to craft people, planners, supervisors and check if they have parts for daily work. Is there a line outside the storeroom after coffee break in the morning?Bill of Materials and Equipment numbersCheck the quality of the BOM and equipment numbers. ToolsCheck the functionality in CMMS for ability to reserve parts, if there are barcode/ chip capability, handheld devices for cycle count, etc. KittingAre critical work orders kittedDelivery/ Closed StoreroomIs the storeroom closed 24 hrs and parts delivered to the job site, or at least staged for work orders.KPIKPI’s are in place to manage reliability of parts, at least storeroom value and stock-outs are measured* Subset from IDCON’s Current Best Practices (CBP) assessment, the PM/ECCM section122

Discover your true potentialAN ESSENTIAL GUIDE FOR MAINTENANCE ASSESSMENTS info@idcon.comidcon.com+1 919 847 8764123

Leading maintenance in a plant/mine/mill takes a lot of effort. Emergency work comes in a steady stream, some are breakdowns, other work is just “honey-do-jobs.” The workforce needs to be managed, the budget must be met, and equipment reliabilitymust be maintained and hopefully even improved.The problem in many plants is that there isn’t time to focus on long-term improvements. We are too busy handling the events of the current week, even though we know that most maintenance improvements require long-term initiatives. Even if a plant performs well, there is a danger of becoming complacent with the status quo and not reaching its full potential.This guide will give you insights about conducting a maintenance assessments to help your organization improve reliability and maintenance. Along the way, you'll learn about the key reliability and maintenance management elements that you should assess and the outcomes you should expect. ©2022 IDCON INC124

A good idea is to start with a reliability and maintenance assessment. It helps a team to think about the right things to improve upon and get away from the emergency of today. It will also become the platform for engaging operations, engineering, and spare parts/stores in the improvement process. The assessment is the first step in an improvement process. The improvement process can be described in three major steps. (01) A reliability and maintenance assessment will identify the gap of how good you are versus how good the organization could be(02) Improvement opportunities are prioritized and becomes the starting point to create goals, KPIs, business case, and an implementation plan.(03) The implementation itself is clearly the most labor intensive and harder part of the endeavor (but not the focus of this article). You’ll notice the green arrow in the image below, that’s the Feedback loop: Once the organization has worked on improvements for 12-18 months, a new assessment (01) is conducted and that in turn feeds into an updated implementation plan.How do you uncover the maintenance and reliability improvements needed?idcon.cominfo@idcon.comThe steps of a maintenance assessment. Note the feedback loop, this shows the process continues and adjusts.125

1Why do reliability and maintenance assessments?There are several reasons for doing a reliability and maintenance assessment. Most importantly: Once there is a clearly defined gap and actions to close that gap, each action must be prioritized and evaluated for the best financial benefit. In maintenance, this can be tricky since many improvement actions provide great long-term value, but often have an increased short-term cost component.It is therefore recommended to do a business case for the planned improvements. A business case for reliability and maintenance should define the cost of not being reliable, cost to implement improvements, and expected financial gains for reliability improvements. It can be done many ways, but a common way is to calculate what an hour of downtime costs in lost profit for a company.To make the process into a continuous improvement cycle, the assessment should be redone every 12-18 months, an updated plan should be made, and new implementation efforts should take placeIt helps an organization uncover the gap between how good they are compared with how good they can be. Clearly defining the gaps allows the organization to prioritize the necessary actions to close the gap. 2The assessment should be educational for the organization. Many organizations have an idea of their own gap, but the details are often fuzzy, and most haven’t identified clear actions for how to close the gaps. A reliability and maintenance assessment will make the gaps crystal clear, and the implementation plan will lay out how those gaps can be closed.3Most people in an organization have ideas around how to improve reliability and maintenance. An assessment is a great tool to help people and departments get together and unify around the same approach.4Good organizations often struggle to find the next steps towards improvement. A reliability and maintenance assessment can clarify the next steps. ©2022 IDCON INCWhat are the different types of maintenance assessments?There are many types of maintenance assessments:• Technical assessment of equipment condition• IT assessments of maintenance software tools (CMMS) used• Financial assessments that often solely focus on maintenance cost• Technical skill assessments of maintenance employees• Reliability and Maintenance assessments that investigates what drives resultsA good reliability and maintenance assessment is designed to investigate what drives better reliability and lower cost. For example, planned and scheduled maintenance jobs will reduce downtime, provide better utilization of resources and improve safety of the work. In an extension this will lead to higher reliability and lower cost. Therefore, it makes sense to assess how well an organization plan and schedule work as part of the audit. This guide focuses on assessments that explore what drives better reliability and lower cost.126

Learn more about OEE and maintenance cost benchmarking.There are similar problems with pure equipment condition assessments. It will give the organization a snapshot of current equipment condition, basically the backlog of maintenance work, but nothing about what processes that need to be in place in order to maintain great equipment condition over time. The organization will only end up with a long list of repair items. However, an equipment condition assessment together with a maintenance work process assessment could provide great results because the organization will get a long-term process improvement plan together with a short-term “fix-it” checklist.Problematic AssessmentsIf a maintenance assessment only considers current measurable results. As measurable results most companies use the maintenance cost and the reliability of the equipment (measured in OEE or output). There is a huge problem if equipment reliability and maintenance cost is assessed in a vacuum. This is quite common in assessments where maintenance is just a portion of the total assessment. The problem is that both are lagging indicators (results). It measures the results of the past 15-20 years of work and doesn’t tell us a whole lot about the present and the future. Current results are important, but work processes, people’s behavior and equipment quality are leading indicators to those results. It is imperative to look at the leading actions because they will predict future results in reliability and maintenance.An assessment that is solely focused on the use of Computerized Maintenance Management System (CMMS) makes no sense at all. The CMMS is just a database tool to keep track of technical data. The CMMS is an important tool but improving the CMMS will not help the organization improve to any great extent. The change in maintenance and reliability will happen through people and work process improvements.Skills assessment of trades people is a good idea. However, there is little point in assessing and improving skills if the work processes in the plant are not in place. First, the work processes need to be in place to create the right environment and time for the craftspeople to use the improved skills.idcon.cominfo@idcon.com127

What is meant by assessing reliability and maintenance "work processes"?A reliability and maintenance assessment should unveil if the right work processes are in place and if those work processes will provide future improvements. The work processes are what drives long-termfinancial improvements through reliability and maintenance. Financial improvements will come through better equipment reliability, then reduced total cost per unit producedTo clarify, what is meant by “work processes are in place” is that in short, the work processes should be:• Documented and of high quality, well communicated and understood (Expectation)• Executed consistently in the field as designed (Execution)• Followed up on (Follow-up)The most important of the three requirements above are that the work processes are executed asdesigned. The other two bullets can be seen as enablers for the execution. A typical maintenance assessment weighting of a work process would be 15% documentation, 70% execution, and 15% follow- up.What areas are assessed?There are many ways to organize a reliability and maintenance assessment. At IDCON, we use 10 key areas to assess. Some processes are key to achieving high equipment reliability and low maintenance cost. Other topics are enablers for the key processes. The 10 key processes that drive reliability and maintenance. When each of these processes are well documented, executedand followed up on, it leads to a World Class Reliability and Maintenance designation. More importantly, this leads to lowercosts and improve production capabilities.©2022 IDCON INC128

idcon.cominfo@idcon.comLeadership and organization for reliabilityPreventive Maintenance Essential Care and Condition MonitoringMaintenance Work Management (Maintenance Planning and Scheduling)Shutdown/Turnaround ManagementMaterials and Spare Parts ManagementRoot Cause Problem Elimination (many call it RCPE)Engineering’s Interface with Maintenance (design of equipment for reliability)Workshops, tools, and facilitiesTechnical data for equipment and plantSkills of crafts and managementWho should do the assessment?12Internal Assessment Team:You have two choices of who should conduct the reliability and maintenance assessment.Internal assessment team External, objective resourceThere are obviously pros and cons to both options.There will be engagement and involvement from the internal team, and it forces the team to think through what really goes on in the plant day to day.Internal plant people are not typically viewed as experts by the organization being assessed. Their experience from other companies, countries and industries is often very limited. Consequently, they will have a hard time defining what “best in class” means and developing the right tool to do the assessment. There will be political bias when an internal team is doing an assessment; it’s unavoidable. Finally, the time commitment for in-house resources becomes too large because they are not used to doing assessments and therefore take longer to do them and they have their regular job to attend toThe 10 processes assessed129

External, objective resourceAn external resource, likely a reliability and maintenance management consultant, will have a template for what to assess and a scoring tool to compare the plant with other plants. For example, IDCON’s Current Best Practices assessment has 150 “elements” within the ten key processes. Each element contains a statement that describes the best practice. Each statement is scored 0-100, where 75+ is considered best in class.They are usually time efficient at executing an assessment since they have done it many times before. They will be neutral to any plant politics and is more objective.The external resource should have reliability experience from many industries, different plants in many countries. They can therefore compare the assessed plant to best practice.There is a cost to have an external resource. However, one can argue that the internal resources are equally expensive for the total maintenance assessment, but it will not show up as an additional expense.Beware: It is important that the external resource doesn’t sell equipment, services, and software, if they do there is a risk that the assessment becomes a sales presentation and not an objective review of the processes. IDCON Consultant and client during a plant tour©2022 IDCON INC130

How to do a maintenance assessment?idcon.cominfo@idcon.comOn-site and interviewsIDCON’s reliability and maintenance assessment method has been proven to be effective for our clients. We’ve even trained clients in the method to perform their own internal assessments and some of our clients have even gone on to become certified IDCON assessors. We are revealing our reliability and maintenance method to you in this guide.1. Preparation and desk assessment2. On-site and interview assessment3. Report and presentation of findings and recommendations4. Develop implementation plan together with the plantPreparation and Desk AssessmentReliability and maintenance goals alignment standardslubrication standardsrole descriptionsworkflows for daily maintenance workinspection routeswork order examples and much moreAs mentioned earlier, a work process is something that is documented, executed and followed-up on. In the preparation, documentation is collected from the organization. The documents allow the assessor to do a desk review of the documentation before the visit. Typically, the organization should provide around 60-70 documents. Examples of documents should include:The assessor must be able to gauge the documentation quality. These documents are the standard that the organization is asked to perform. We’ve done hundreds of maintenance assessments and have found that documents are missing, not used, or of poor quality. In some instances, standards are set verbally in the plant, but not documented. The desk assessment doesn’t come close to providing a complete picture, but it gives the assessor clues about whether the expectations for the organization are defined, and about the quality of technical guidance documentation.The on-site portion of the assessment reviews all aspects of the work process but should center around the execution of the processes. As a best practice, the on-site assessment should begin with a presentation from the assessors. The presentation should introduce the assessing team, what they are there to do, and the approach. That way each interview doesn’t have to start with an explanation who the assessors are, and false rumors don’t start around the visiting team (like they are here to fire us, etc.). 131

Reporting and presenting findings and recommendationsBest Practices Education during Reliability and Maintenance AssessmentsIn addition to introducing the assessors and what the assessment is trying to accomplish, the introduction session should be educational. It should describe best practices in reliability and maintenance. This is an important step that shouldn’t be skipped. Why? The assessment goal is to identify the gaps between best practice and the plant’s current performance. If the organization doesn’t have a good idea what best practices are, it will be hard to understand the scoring and what the assessor means by best practices.The introduction session typically concludes with a self-assessment for the attendees. They rate themselves with regards how good they are at executing key reliability and maintenance processes such as work management, lubrication, shutdown management etc. The exercise gives the assessors an idea of theplant’s self-awareness and understanding for the need to improve. In many cases, you’ll find that some attendees’ perception is far from reality while others are spot on.One-on-one and group interviews with key employees are the core of the assessment, along with detailed field tours. The point is to observe and understand how the organization executes reliability and maintenance. The assessor will compare and cross-reference the information collected in the interviews with field observations. This exercise requires a lot of experience. The assessor must be a skilled interviewer who is able to ask open-ended, not closed, questions. For example, an assessor may ask the open-ended question, “tell me how work is completed from when someone finds a problem until it is fixed” instead of “do you plan and schedule work?”. The assessor also needs to have good knowledge of what to look for in the field and be able to analyze all the information and translate that information into an assessment of the gap.Interviews provide a description from the interviewee, and that description can be compared with other testaments. It can also be verified in the field by attending morning meetings and observing how craftspeople work in the field. For example, do they have parts, tools, instructions on how to do the job, are they able to close work orders, etc. The mix of field checks, the documentation, interviews with different levels and positions of the organization, and investigation of the follow-up system will provide a clear picture of how well a process is executed. The assessing team will write a report that contains the gap analysis including a score, findings, and recommendations. The report should also be presented verbally to avoid any misunderstandings. IDCON’s reliability and maintenance assessment has ten (10) key processes, and a total of around 150 elements, or statements within the key processes. Each statement is scored and commented on. The score can be compared to other plants in the same industry or across industries. The most important thing is not the score, but rather whether an improvement can be made or not©2022 IDCON INC132

idcon.cominfo@idcon.comLeadership and Organization is one process evaluated in the Current Best Practices assessment. This process has three sub- processes. Each process has a series of statements of best practices.Each statement is evaluated and the assessor scores 0 -100 of how well the organization documents, executes, and follow up on the statement. The assessor also gives comments of observations.133

The scoring results of a Current Best Practices maintenance assessmentWhich process to improve first?The tough thing is to evaluate is which gap the organization should close first. It may not be the lowest scoring best practice. Some tasks are dependent on other tasks, some are more important than others, some are easy to execute, and some are very hard. The assessor’s recommendations are based on their knowledge and experience. Again, it should be noted that the assessor really needs to have experience in improvement projects, not just maintenance in general. As a rule of thumb, an assessor should have a minimum experience from 10 plants in 3 industries, preferably in a couple of countries, to be more familiar with and sensitive to cultural differences and attitudes, and to have seen best practices firsthand.Without extensive experience, the assessor can’t compare the plant’s performance relative to other plants. There will also be an issue of trust that the assessor really knows what they are talking about. This is one of the negatives for using any assessor who does not have deep experience conducting maintenance assessments across many industries.Develop implementation plan together with the plantSome ask the assessor to develop an implementation plan and deliver it to the plant. This is not a bad start, but it will not be enough to make the plan practical to execute. The main reason is that the assessor can’t assign resources to tasks, reorganize the plant (if needed), and commit to executing the tasks.©2022 IDCON INC134

idcon.cominfo@idcon.comAn experienced assessor can recommend tasks to close the identified gap. However, the plant will have to make decisions regarding implementation pace, assign resources, make possible adjustments in the organization, etc. For example, if preventive maintenance tasks need to be better documented, the assessor may recommend training and a team made up of a mechanic, an electrician, and an instrument tech part time for 6 months to complete the task. But obviously, the plant must agree to the recommendation, assign resources, and decide the pace. Perhaps it is full time for 3 months instead of part time for 6 months? Typically, a 1 to 3-day workshop can work out the first 3-6 months of the implementation planThe implementation is not part of the assessment, but it is obviously the next step. A plan without implementation is just a wish list.As we all know, implementing improved reliability is the hardest and most time-consuming step. The implementation actions will be different in different organizations since they are all operatingdifferently, with different performance and different equipment and history. The implementation actions will be based on the gap for each plant and often each area within the plant.Implementation after the assessmentMost organizations struggle with the implementation, not because they don’t know what to do, but rather due to the effort it takes. Common excuses for not improving are that there aren’t enough resources, not enough time, and too much cost. But trying and fixing systems early on will reduce effort down the road. So, there is a temporary increase in effort, but the rewards will come in the form of increased reliability and eventually lower cost.When IDCON supports our clients' implementation plans we employ the "Tell, show, do" coaching technique. This has been highly effective because we don't leave the plant before they have fully embraced the changes.The IDCON implementation support model.135

SummaryHere are your key takeaways about maintenance assessments:An assessment is the first step in an improvement initiative consisting of:• An objective tool and experienced assessors• An action plan to address gaps• Action plan implementationMaintenance assessments should:• Identify the gap between how good you are and how good you can be• Educate the plant• Unify the plant• Give new ideas for improvementA maintenance assessment is best done by a third party, but it can also be done in house. There are pros and cons to both approaches.Maintenance assessments steps include:• Detailed Preparation and desk audit• On-site assessment• Exit presentation and Report including findings, recommendations, and a comparative scoreA maintenance assessment must be followed by:• An action plan to close gaps• Implementation of the planWithout these two actions the assessment just becomes a report filed away in a dusty cabinet or on your server. ©2022 IDCON INC136

idcon.com info@idcon.com 8 STEPS8-Steps to Successfully Implement a Preventive Maintenance Program 137

idcon.com info@idcon.com Welcome!It can be hard to develop a comprehensive approach to improve your PMs. There may have been different documentation methods over the years. The management and execution may vary between areas. Different groups and software sometimes manage a portion of your existing PM system.Over the last 50 years, IDCON has helped thousands of plants implement effective preventive maintenance. This 8-Step Guide will walk you through the primary steps you need in order to do PM the right way.There is also incredible value in building something as a team. Use this guide as a starting point for your team to build your own implementation plan.No matter the differences, these 8 Steps can be easily adapted to fit your team’s needs.Work hard and enjoy the increased reliability! We know that every plant has cultural, technical and scalable differences. There are also a variety of methods for documentation (RCM, PMO, TPM, etc.)138

idcon.com info@idcon.com This is an overview of the implementation steps in a typical Preventive Maintenance (PM) improvement project. Most of the processes can be applied to a greenfield process. In fact, that may be easier to improve than an existing PM process.We describe the process as a “Preventive Maintenance improvement process for simplicity.”The official name is:Preventive Maintenance/Essential Care and Condition Monitoring (PM/ECCM)We don’t need to dig into definitions too much, but it is important for you to understand that this process applies to all repetitive actions that may prevent a problem or detect a problem early. This means that preventive methods such as greasing bearings, cleaning and adjustments are included as well as inspections. Both subjective inspections (look, listen, feel, smell) and objective methods such as vibration analysis, flow, current and temperature are considered.Figure 1: IDCON’s definition of PM/ECCM139

idcon.com info@idcon.com Set UpPhase 1The first two steps are: Commitment Defining the RoadmapYou first need to know where you are, where you need to improve, and to make sure that your entire team is committed to moving forward together.Below are the key components to the getting commitment from your team and plant management, and establishing your roadmap to make improvements. 140

idcon.com info@idcon.com I. Understand:Step 1II. Scope:What physical area will be improved? The whole plant –each area? What types of equipment and PMs will be improved? Which skills/roles are involved? Typical PM systems include on-the- run and shutdown PMs for Electrical, Mechanical, Instrumentation and Lubrication. Some PMs may be done by Operations (depending on plant culture).There may be different tools used for the inspections. It may be a look, listen, feel, smell inspection, or it may require inspection tools such as vibration, ultrasonic, borescope, motor testing, flow readings, current readings, etc.Set a scope for type(s) of equipment and area(s). The tools and methods will be consequential to the PM analysis for each system, equipment and/or component.III. Rough Plan:Scope, resources, cost, goals, expected results. Make a business case, select pilot area(s) and select team(s). If any top manager is asked, Do you support PM?” and they will obviously answer “Yes.” But the end goal and expected cost of improved PM must be decided. For example, “we think we can improve OEE 2% with an investment of $300.000”. If a manager is told they can get 1% for $1,000,000, the support may change. Make a business case!CommitmentAssess quality, execution and management of current PMs. A formal assessment of all aspects of PM is preferred, but key items are quality, execution and how management follows up on execu- tion.141

idcon.com info@idcon.com IV. Site CommitmentCommitmentStep 1Present the business case and get commitment for resources. Management needs to understand the cost to support the project, the expected results and the actual outcome. Present the expected mountain of work. When inspections improve, the plant will see an increase in work requests and work orders. Agree on a plan for how the plant will deal with the additional (temporary) workload. Each repair will be prioritized, and if done correctly, each repair will improve reliability.V. CommunicationBasic Change Management: Make a communication plan. Communicate goals, approach, resourc-es and costs. It is critical to get momentum in PM improvements. It is very easy for these efforts to fizzle out because it takes time to improve the PM system, and it requires some patience and determination.142

idcon.com info@idcon.com I. TrainingRoad MapStep 2In order to put together a comprehensive action plan your team needs awareness training in what good PM looks like for your organization, how it will be implemented and what methodologies will be used. This training is often provided to a smaller team that typically works on the pilot area and then later functions as implementation leaders/support. II. Detailed Implementation Plan and Design Workflows for How to Document Preventive Maintenance. The implementation plan, for example, can follow the flow of this document. It is important that the implementation plan has clear tasks with assigned resources and a time limit for each task.It is common to see implementation plans with too much or too little detail. There is a balancing act between the detail a team can deal with and being detailed enough so that tasks are meaning-ful.There has to be a clear PM documentation method. Which thought process is used to identify tasks, PM interval and when to operate to breakdown instead of PM? What tools are needed? Who should do the PM?This is a complex topic in itself that should be covered in a training classIt will not be detailed in this document, but that leads us to the basic steps which are outlined in the next Phase: The Pilot Phase.143

idcon.com info@idcon.com PilotPhase 2Once you have your Roadmap, it’s tempting to try to implement across your entire plant. But to avoid mistakes, it’s best to first Pilot your new PM Pro-gram in one small area.Maybe it’s one piece of equipment, or at most, up to 20. Either way, the next 4 steps make up “Phase 2” of the Implementation Process. Document Execute Repair Evaluate & Adjust144

idcon.com info@idcon.com DocumentStep 3Select a pilot area to document then execute and repair the first batch of improved PMs. The purpose is to practice the PM documentation methodology and also to give the first PMs a trial run and repair what you find.This is a way to train and to work out any issues with the process.Common issues that may arise: known problems aren’t fixed, people don’t have or know how to use inspections tools, supervisors and planners are unaware of the process and resist it (Why create more work orders when we we have enough to do?), and that the area doesn’t know how to deal with an increased corrective workload from PMs.The main steps for documenting PMs are typically:I. Criticality analysis on the equipment level, not the component level (yet)II. Review existing PMsIII. Decide on a maintenance method (Operate-to-Breakdown, Fixed Time Maintenance, Condition Based Maintenance)IV. Understand how each component works (requires equipment to be divided into components first)V. Identify how each component failsVI. Describe what can be done (in a cost-effective way) to prevent failuresVII. Describe what can be done (in a cost-effective way) to find failures earlyVIII. Determine the failure developing period (or Pf curve) and inspection frequencyIX. Decide on who should do the inspection and what tools are neededX. Document the PMs in the Excel sheetRepeat Steps I through X using standards (similar components) to speed the process up;IDCON’s Condition Monitoring Standards (CMS) are a great tool easily purchased in PDF145

idcon.com info@idcon.com ExecuteStep 4I. Clean the equipment and note problematic operating procedures; it is possible to use 5SII. Execute the documented PMs and write work requests where neededIII. Perform a Root Cause Analysis for problematic and/or repetitive problemsRepairStep 5I. Repair problems found from PMs in the pilot area146

idcon.com info@idcon.com Step 6PMs are often skipped due to poor work management systems. Root causes aren’t solved. Spare parts can’t be found.Help the area work through these issues:I. Evaluate interfacing processes to support PM improvement (Work Management, RootCause, Materials Management)III. Update the detailed plan and reassure the commitment of leadershipPhase II will loop until the whole plant is covered.Then you’ll select the next area. !"#$%#&' #() *)justII. Evaluate any problems from Pilot PMs (e.g. missing tools, too few cleaning stations and issues with resources, skills or support from management); start talking about how PMs will be executed (designated person or not, etc.)147

idcon.com info@idcon.com Deployment &ContinuousImprovementPhase 3 & 4Once the pilot is complete (at least more or less some problems may take a while to repair because engineering, a shutdown, or rare spare part may be needed), select the next area. 148

idcon.com info@idcon.com ImplementationStep 7Don’t pick too big of an area. If you do, the documentation batch will be enormous, and there will be too many repair work orders. It is better to cover smaller areas:DOCUMENT EXECUTE REPAIR While you are working in the next few areas make sure that the PMs are functioning within the system: I. Tools/Software: Determine necessary inspection tools, match tasks to the appropriate soft-ware, learn about new software, coordinate with ITII. Scheduling of PMs: Scheduling and balancing of workload for future PMsIII. Set up KPIs for Preventive MaintenanceIV. Set up training for PM execution (remember, only a small group has worked with PMs so far)V. Execute the communication plan (reminder); operations and maintenance supervisors need to be involved at this time; PMs need to be added to the workload for weekly scheduling and workload balancingPhase 3: Deployment149

idcon.com info@idcon.com SystematizeStep 8I. Design workflows for execution of Preventive Maintenance Management (different than thedocumentation method, this is the interface with Work Management and day-to-day work withthe documented PMs)II. Establish an auditing process of the Preventive Maintenance process (Independence Model);PMs are documented and tested, but it will take a while to get the PMs into the culture;each manager will need to own the PMs and hold people accountable for the PM systemIII. Coach respective managers in their role to follow up on the PM process, KPIs and individualperformance; coach planners, hourly crew members and IT in supporting PMsPhase 4: Continuous Improvement150watch the video at:

Printed : 12/14/20 Copyright IDCON Inc 2015Planning Factors ScoreBasic (1 point) Advanced (6 points)1. CoordinationOne person job, relying on personal tools or portable mill tools.Multiple trades. Costly Specialist and multiple internal trades or contractors neededRented equipment such as cranes, or specialty tools requiring multiple people. 2. Lockout and Personal Protective Equipment Job requires no lockout and only standard plant PPE Groups lock out or several energy sources lock out. May require specialized PPE and or permits such as for hot work, vessel entry, extreme heat or cold.3. Other Safety & Workplace ConditionsJob is in controlled climate with ample space and lighting or can be lit adequately by portable lighting. Job has 3 or more manageable safety hazard present at job site such as extreme heat or cold, proximity of rotating machinery, working at height, adjacent work activitity, poor lighting, etc.4. ComplexityAny person in the trade can do this job self directed without preparation and instruction.This is technically very challenging job that only the most skilled in the trade can do and will require one or more reference technical sources /supervisory support to assure desired outcome.5. Quality or Production ImpactNo chance of production downtime or quality impact. Job will have one or more potentially significant quality implications that may be hard to detect and or correct. Job may cause significant downtime if not done correctly.6. Environmental ImpactNo potential impact on the environment. May revoke or impact operating permit.Planning Level FourPlanning Level Three, plus:Pre-job technical instructions for all trades and most personnel working the job.Requires crew coordination meeting Job may need rehearsal and be coordinated with other crews/people in surroundsMay require a Project Manager and a Gantt chartJob is always critiqued post completion7. Parts ImpactRequires free issue parts and basic shop supplies orlow cost stocked parts that are readily available or have substitutes readily available.Requiring parts with long lead time (3 weeks or greater) or significant risk of needing unforeseen part with long lead time. 01Total ScorePlanning LevelWO NumberWO DescriptionRequires one or more costly parts from stock. Occasionally unforeseen parts are needed but they are available at and can be expedited from domestic supplier or sister plant.Potential for environmental recordable incident that can be mitigated (if left operating in impaired state).Challenging (3 points)Planning Level OneSatisfy Notification Standard to clearly state what needs to be done, where and when based on information contained in long and short text and WO body. Requires no WO package or verbal instructions beyond WO info. If WO needs more information (than stated above), its a Planning Level Two or higher!Planning Level Determination Aid v 2.5 by IDCONMultiple people or trades needed.May need crane, forklift, cherry picker/carry deck etc. (equipment and resources are in-house)Requires lock out, possibly group lock. Requires PPE beyond minimum standard for mill or area. For example chemical suit, arc flash, etc.Planning Level ThreePlanning Level Two, plus:Detailed instructions under each jobs stepPhotographs /illustrations for any step where it adds value or reduces error. Full BoM printed with WO (for continuos feedback)Delivery of spares, material and specialty toolsPre-job preparation is always identified for job site and trades groupsPlanning Level Two Planning Level One, plus:Identification of jobs steps Identification of all parts and materialsIdentification of contingency partsInstruction for kitting of part and materialJob safety analysis Detailed listing of any special toolsPhotographs for critical stepsTechnical specification Any permit required for job completionLabels & Instructions for Repair and Return (Stores and Supervisors)Purpose:This tool determines what jobs should be planned to which level, using points scored in 7 variables to yield one of four planning levels. Each planning level is defined above.Instructions:1. Go through all 7 factors for your job. Items in the first column are worth 1 point, second column are worth 3 points, third worth 6 points. 2. Add up the points. 3.Determine which planning level applies to your job: A score of 7-11 = Planning level 1. Scores between 12 - 19 = Planning level 2. Scores between 20 - 26 = Planning level 3.Scores above 26 = Planning level 4. A job including one or more Advanced conditions requires at least Planning Level 2. Job has at least two challenging conditions such as limited space, fall protection restraints, heavy lifting and or awkward ergonomics. One or two manageable safety hazards present at job site.Limited resources in the trade can do this type of work without preparation or direction from Supervisors or peers. (example Precision Maintenance) Potential for overt quality impact that could be mitigated through operational process adjustments. May cause slight downtime if not executed correctly.151

RCPE Root Cause Problem Elimination Easy Reference Guide Results Oriented Reliability and Maintenance Consulting and Training 152

RCPE Easy Reference Guide Figure 1: The overall process Trigger The trigger can be: • A company induced trigger (Downtime, Safety, environmental, etc.) • An informal trigger (Personal or Team) Ask 1st: Does it meet the company trigger? If so execute RCPE. Ask 2nd: Is there a problem where causes are unknown, and we need to know the causes? If so, execute RCPE. Drawing the Trigger on the How-Can Diagram The trigger is drawn to the far left in the diagram. It answers the question “So what?” Write type of trigger and, if possible, quantify. Example: Figure 2: Example of a Trigger Production loss 4 hrs. © IDCON, INC. 2018 - 2022153

Problem Statement • Transform the situation into a problem statement • Try to use one object and one problem. • Make sure the problem statement is a fact. • The problem statement is the first logical answer to the question “How can ‘trigger’ happen” One Object and One Problem This is a guiding principle, not a rule. But using this guiding principle typically helps. Good Example: “The motor is hot” Motor is the object, and the problem is that it is hot. Bad Example: “The motor is hot and is noisy”. Here we have one object and two problems. Bad example: The motors on the assembly line are hot (let’s say there are several). Here we have several objects with the same problem. Frequently Asked Questions: Q: What if a pump is cavitating, it is hot, and it is noisy. Why don’t I want all that good information? A: You DO want that information, but NOT in the problem statement. If you put it all in the problem statement, you ASSUME the three symptoms are related to the same problem. It is likely they are, but you can’t assume. Q: Can I have several objects in the problem statement? A: You can but be careful not to assume the symptom of one object has the same cause as another object, it gets tricky, but can be done. Q: If I write Pump is cavitating where do I use “hot” and “noisy”? A: You list “hot” and “Noisy” in the evidence section. Q: If I write a broad problem statement such as “the production line went down”, does that work A: The problem you run into is that the next question is “How can – insert problem statement” happen, and with a broad statement, there are too many answers. Try to collect more information and make a judgement call to narrow the problem to a system, equipment, or process problem. Make Sure Problem Statement is a Fact It is very common a problem statement is an assumed problem. Always verify the problem is a fact. Example 1: “Filter is clogged” was stated. The problem was that there was “no flow in the line after the filter.” The clogged filter was an assumption. Example 2: “Our production line is running too slow” was stated. The real problem was “we don’t get enough production volume from our line”. (It could be original design, quality, reliability, and/or speed issues, etc.). Wide problem Statement or Focused The problem statement should be as focused as possible without making it so focused that the root causes may be missed. This is a bit of an art form. A good rule is to make sure you have enough information about the problem before a How-Can diagram is started and make sure to know what information are proven facts. Base your problem statement from the facts you have in front of you. © IDCON, INC. 2018 - 2021154

A common problem (as mentioned in the Q & A above) is to make the problem statement to broad. Remember that the second question to the problem statement is “How can problem statement happen”. If that question has too many possible answers it will be hard to control the RCPE. In this case, collect more facts to narrow down the problem to a more focused problem statement. The problem statement is the first logical answer to the question “How can ‘trigger’ happen” Figure 3: The problem Statement is drawn to the right of the trigger and answers the question, “How can the trigger happen?” Data Collection/ Evidence • Draw a timeline (or several parallel) - Always • Save the evidence – why not have a designated RCPE area? • Get information as quickly as possible • Make sure to write down facts, and we suggest writing down why they are facts • Use pictures, video, laser (if safe), etc. Draw a Timeline Draw a timeline with your evidence and facts. This helps you catch time related gaps in your logical thinking. For example, if a symptom occurred after the incident, it can’t have caused the problem. Save the Evidence Evidence is any information that may be related to the problem. Make sure to save information such as: Broken parts, product samples, lubricants, any tools used, interview logs, production data, etc. The plant should have an area where bagged and tagged evidence can be saved until an RCPE is completed. Get information as soon as possible Make sure to investigate a problem as soon as possible. The guide below will help you remember basic information. Make sure to note names of people that were present during the incident. Write down or voice memo any interviews. Production loss 4 hrs. The pump is cavitating. © IDCON, INC. 2018 - 2022155

Figure 4: A general guide for information to collect Make sure to write down facts, and we suggest writing down why they are facts. Use a fact collection log. We suggest a simple document with 3 columns: • Evidence ID • Evidence description • This is a fact because Use Pictures, video, voice recording etc. Learn how to take pictures. Plants are typically low light environments. Examples of basic photo understanding: • Understand that side light is better than direct light for fracture surfaces • Don’t use the flash close to an object typically makes the picture too bright due to reflection • Learn how to focus with a smartphone • Explore tripods and macro lenses for smartphones • Make sure you have a bright flashlight (+10,000 lumens) • etc. • What – What happened, exactly? – Surroundings, environment, pictures, data • Where – Is the Object exactly – Exactly on the Object is the problem? • When – Was it first noticed? – Timeline – Pattern (random, cyclic, constant?) • Changes in time – Events, modifications, changes, updates • Other Similar Objects – Similar items available to study and compare with? – Similar situations to compare with? © IDCON, INC. 2018 - 2022156

Causes (Develop & Select) • Ask the question “How can ‘the problem statement/ previous box’ happen?” • Make sure the cause-effect relationship is upheld • Develop possible causes based on evidence • Write an object and a verb in each box (guideline) • Evaluate possible causes against evidence • Thinking tools Asking the question “How can ‘the problem statement/ previous box’ happen?” Figure 5: Possible causes are drawn to the right of the problem statement. It answers the question “How-can”. Make sure the cause-effect relationship is upheld Test your How-Can diagram by going from right to left. Check that the cause-and-effect relationship makes sense and are connected. The causes and effects can still be possible causes (not verified causes), just make sure they make sense. Good Example: Dirty Oil CAUSED the bearing oil film to break and damaged the bearing race Figure 6: Logical connection Trigger Problem Statement Etc…Possible Causes Production loss 4 hrs. The pump is cavitating. Clogged inlet line Closed inlet valve Damaged race of bearing Dirty oil © IDCON, INC. 2018 - 2022157

Bad Example: “Bearing” CAUSED dirty oil. A bearing can’t cause dirty oil. This looks very simple when written out, but it is a very common mistake in drawing the how-can. It usually happens when we are reaching for possibilities without evidence or information. Figure 7: Illogical connection Develop possible causes based on evidence This is a guiding principle. You may add a possible cause that is speculation. But try to use your evidence when you select which “branch” of your possible causes to research. If we simply write ALL possible causes, we end up with an FMEA (Failure Mode and Effect Analysis) and get a list of ALL possible failures. This is usually not good use of time in RCPE. So, if my pump is cavitating and I see that the inlet pressure gauge shows a low pressure, it makes sense to start looking at the inlet line instead of the outlet to start. Write an object and a verb in each box (guideline) It is common that investigators write an object such as “cylinder” or “seal”. This makes the How-can diagram hard to read. What about the seal? What about the cylinder? So, keep in mind to try to write, “hat is the cylinder, seal doing?” This way your diagram will be easier to follow. Evaluate possible causes against evidence To decide what possible cause(s) are leading you to the root cause, you must absolutely have to evaluate each root cause against FACTS! Avoid discussing emotional opinions, what could have happened? What happened in the past with similar problems Take a possible cause and COMPARE THE POSSIBLE CAUSE AGAINST THE FACTS! Figure 8: Compare possible cause “Dirty oil” with the facts. In this case we will keep the possible cause “dirty oil” because the facts make that possible cause likely. Bearing is hot (220 F) Bearing seal is gone Vibration is higher than recommended Dirty oil Bearing Dirty oil © IDCON, INC. 2018 - 2022158

Identifying Root Causes There are three levels of root causes: • Technical • Human • Work Systems You can typically always dig deeper, ask several more levels of “How-could that happen. Your team must make a judgement call when you arrive to the root causes that are important. Thinking tools – Summary When developing and evaluating possible causes there are several thinking tools you may use. • Timeline • Changes in time • How should it work • How can it fail • Division • Different and similar object • Process of elimination Timeline Always draw a timeline of what happened, it gives you a visual thinking tool for the order of events. Note: you may use several timelines to get several perspectives. For example, a timeline that follows the operator, one that follows the product, and one that follows the broken component, etc. Changes in time When lost and/or starting out, one of the most powerful questions is, “What changed?”. If something has worked in the past and is not working anymore, something changed. Be wary of jumping to “it wore out”, especially without evidence, this is lazy thinking. If we can find what changed, we often find the root causes fast. How should it work? This goes together with the problem statement. Is it even a problem that a pump only pumps 20 gallon per minute? Perhaps that is the design? How can it fail? If it is an equipment or process problem, it is often useful to spend some creative thinking around possible ways something can fail. Typically, we do this naturally in problem solving. Division Complex problems need focused thinking power. If the problems are complex, we tend to try to think of 10 things at the same time. Use division to focus on one area of the problem at the time. Example: Someone slipped. Let’s focus our thinking on the friction between shoe and surface to start. Then move on to next area, for example, the person’s walking path. © IDCON, INC. 2018 - 2022159

Different and similar object Try to find similar object with the same problem or a similar object with no problem. Then, focus on what is similar in the object and what is different. For example, if one motor is working, a similar motor isn’t, then it is usually very powerful to find what is different between the motors. Select Solutions This step is often seen as obvious. But we typically solve things the way we’ve always done things. So, try to practice your creative thinking and discuss other possible solutions. Don’t just pick whatever comes to your mind first. Try to develop a few alternative solutions. This behavior will foster a creative culture in your plant. Training and reading about “lateral thinking – creative thinking” is recommended. Try Edward de Bono’s books. Eliminate Problem Different companies will have different work processes for improvement project, work order system, safety procedures, production improvements, etc. Below are some general guidelines, but we suggest you develop your own work process with more detail for RCPE. Remember: • If solutions aren’t implemented, the RCPE analyses only add to the company waste. • If RCPE generates an improvement project – use your company’s project management guidelines • Often RCPE generates Work Orders. The repair work orders should be prioritized in the backlog together with all other work orders • The ownership of the problem is not released until the problem is eliminated RCPE Meeting Guidelines Typically, the hardest piece of an RCPE investigation is to manage the behavior and thinking of the RCPE group. Behavior • Facilitator enforces ground rules • Start meeting on time, end on time, have an agenda • Be courteous and professional • Never ask “Who”, ask “How-can” • Follow the process • Don’t interrupt other speakers • Don’t criticize ideas. An “off-idea” can often spin into other ideas, feed off each other • Work on the RCPE until the leader decides to stop. Thinking • Don’t jump to conclusions (follow the process) • Don’t just follow the group, think for yourself • Try to be objective © IDCON, INC. 2018 - 2022160

• Work on creative thinking • Evaluate ideas critically using evidence • Look for changes in time • Compare similar objects • Divide the problem to focus your thinking • Remember you have preconceived ideas about everything, so, you need to work on thinking outside the box. Reporting Solutions Presenting the RCPE It is important to present how you arrived at the root causes. You may know you are right, but you must prove that to others, don’t just state the root cause without presenting the work you did to arrive to the root causes. • Carefully present how you arrived at the root causes o Use the how-can diagram, it provides an easy to follow graphic o Present evidence o Why certain possible causes were eliminated • Present possible and recommended solutions • Present project plan, work orders, and actions desired with timeline • Present business case if there are larger items • Be clear who is responsible and accountable for each item © IDCON, INC. 2018 - 2022161

Are you readyto make your team more efficient?Talk with one of our experts today.See how your team can go from frustrated and overworked to energized and proactive.Email us at info@idcon.comor call 1-800-849-2041162