One of the key factors in asset/system performance is its reliability- inherent reliability or designed in reliability? Are we designing the system with reliability and maintainability in mind? The O&M cost, which is about 80% plus of the total life cycle cost of the system, get fixed during early design phase. Are we specifying the reliability and maintenance needs in our requirement documents? Do designers understand how to build for reliability & maintainability? All of these and many more thought provoking questions will be discussed in this presentation.

This presentation will discuss the relationship between the mindset and mental processes of the maintenance developer and the outcome of a maintenance analysis. The presentation will walk thru the life of the person selected to perform an RCM analysis and the issues that may arise.

Understanding how our plants perform and how well we perform in relation to others often reveals opportunities for improvement, That is to say: in principle.

The key question first raised is often are comparing apples with apples? If not (as in many cases), the whole exercise of comparison and to some extend measurement becomes somewhat (or completely!) meaningless. On top of that a first question that really should be answered first is WHY should we measure?

Secondly WHAT should be measured and HOW? The ones we believe are truly important are often referred to as Key Performance Indicators (KPI’), as – apparently – those contain key information on performance as the wording implies. But does it and if so, what precisely is it indicating? This presentation discusses how Cargill, a multinational company, dealt with these challenges.

Populate the system with the correct master records and then and only then will the transactional data lend itself to valid and useful analysis,analysis that will bolster critical thinking, analysis that identifies the vital opportunities that are worthy of pursuit.

Join Maintenance Engineering Handbook Author and Reliability Excellence guru Keith Mobley for a no-hold’s barred discussion about what works and as important – what does not work when developing a maintenance team.

When Reliability philosophies, theories and practices are integrated into the Capital Management Process, dramatic results are achieved. Equipment Reliability needs to start in the design phase of a new plant or system and continue through construction, start-up and operations. When done correctly this process results in a far more reliable production facility that will produce more output at a lower cost.

The Treasure Coast Energy Center was constructed and went commercial in May of 2008. This MW Combined Cycle generating plant has been designed to be operated and maintained by a smaller than average maintenance and operations staff. The need was identified to establish a mature maintenance process early in the plant life to allow the staff to maximize the effectiveness of their program, minimize unnecessary activities, and increase the reliability and therefore worth of the plant equipment.

This presentation will show how individual manufacturing sites must analyze, through an honest evaluation of their own cultural reality, how their environment can ‘play the game’ from a very practical and achievable position. Only then can they possibly re-position much of their own unique environment and ‘plant culture’ to achieve the EAM results desired.

This presentation discusses the experiences at Charleston Water System in applying RCM principles and techniques in the treatment of wastewater. Initiating RCM in a heavily regulated process can produce a surprising difference in opinions as to just what are the most critical assets that need to be analyzed and evaluated.

This presentation is about the identification of assets, the analysis and measuring tools used to determine their criticality and what we plan to do with the information.

This presentation focuses on the core strategies and tactical actions deployed in launching and sustaining a multidiscipline maintenance performance improvement training program. It also addresses the program from the initial planning stage, to designing and developing the maintenance training program,and ending with implementation and evaluation of the program. Furthermore, it begins with the business realization of labor shortages and lack of available skilled maintenance personnel. The resource limitation left Shaw with the task of internally developing those resources and creating a training process that maximizes the learner’s time and focus on critical knowledge and skill elements.

Maintenance training requires substantial structured on-the-job training and hands-on application of the training practices; the presentation reviews the various hands-on applications that were crafted specifically for this program, ensuring site-specific learning. Concluding, this presentation outlines the core actions Shaw and GP undertook to architect a sustainable maintenance training program and the presentation discusses the challenges associated with such an undertaking as well as the benefits and rewards.

The Allison Transmission Machine and Equipment Purchase Process allows us to apply lessons learned from equipment in our plants and standardize components on equipment to improve reliability and maintainability of the equipment we receive from our suppliers. By doing the work up front we are able to get a machine that meets our requirements and has components that we have in inventory, thus reducing our inventory cost and the number of items stocked in our Parts System.

Research shows that less than 25% of the features and functionality of computerized maintenance management systems are ever utilized. In many cases companies implement flawed or poorly developed business process that only exacerbates a computerized system’s poor performance. EAM/CMMS performance is not the software’s fault. This presentation provides proven EAM/CMMS Best Business Practices and procedures that can maximize the effectiveness and efficiency of a company’s Asset Management System.

The “Dead Zone” in work management is where you continue to plan and schedule your work but can not get over that +80% scheduled compliance due to breakdowns. This can be a difficult area to break through if you do not understand the causes. To identify the contributors to the breakdowns, we need to look at our maintenance strategies, operating procedures, procurement procedures, maintenance skills and operational skills. This seems like a lot of work to achieve a 5-10% increase in planned maintenance, but what we need to do is understand how this increases our OEE. In this presentation we will look at the correlation between our maintenance strategies, operating procedures, procurement processes, maintenance skills and operational skills to see how to close that gap and not only kill the Dead Zone but sustain the desired planned maintenance percentages.

Today many companies are working hard to implement Condition Based Maintenance programs. They’ve invested in all the cool new technology for detecting equipment problems early. They have their operators and their maintenance technicians taking readings and monitoring conditions so they can identify any “functional failures in progress”. This presentation outlines a clear, simple and coherent approach to work prioritization and maintenance scheduling in a Condition Based Maintenance environment. It also outlines the kind of systems and processes that need to be in place to be successful.

Understanding the P-F curve is a foundational element for word-class maintenance organizations. In 2006 Doug Plucknette created an Article for Uptime Magazine that expanded the traditional P-F Curve to include Reliability Tools and Precision Maintenance techniques prior to installation that eliminate failure modes causing potential failures. This presentation will focus on the complete P-F curve, the dangers of not understanding the complete P-F curve and the benefits of utilizing Reliability Tools and Precision Maintenance Techniques to increase the I-P interval.

To achieve the strategic advantage that will be gained with a detailed knowledge of lifecycles of water and wastewater related equipment, an Asset Management framework was been selected as a basis upon which to build the EAM configuration. This framework brings together an entire range of other Asset Management tools including:

• Relative Criticality Analysis

• Condition Assessment

• Reliability Centered Maintenance PM Optimization program

• Life-Cycle Summary library

The design and development of this framework which structures the implementation of the EAM, and it’s implications on the configuration will be presented with specific examples.

Although it may seem that flights are almost always delayed or cancelled – particularly the ones that you are on personally – the numbers really don’t bear that out. For example, on January 16th, 2008, we had 390 flights scheduled. Of those 390 flights:

• 7 were cancelled

• 291 departed on time*

• 311 arrived at their destination on time**

These numbers give the airline a reliability score of 98.2% for the day, which is below our target of 100% and slightly below our daily average. Our daily average is in the high 98% to low 99% range. On this particular day, most delays and late arrivals were weather related. So… how do we do it? That is the subject of my presentation.

*Departed on time means the aircraft left the gate at D:00, or exactly when it was supposed to.
**Arrived on time means that the airplane reached the gate at the destination within 14 minutes of the scheduled time. This is the standard that the Department of Transportation measures airline performance against. The disparity in the above departure and arrival numbers (291 departed on time versus 311 arrived on time) means that even though the aircraft departed late, it still arrived on time.

Today’s environment requires measurements that can predict, determine, and influence desired outcomes rather than focusing on only lagging or outcome indicators and the need to be able to affect the final outcomes for whatever period we are measuring by developing and monitoring interim indicators. This paper will discuss the need to include people and behavioral indicators back into the equations.

Engineering Content Management bridges the gap between engineering and maintenance and controls the drawings, specifications and other documents.

When a change is needed to the physical facility or manufacturing process we can use the equipment numbers to access all the related drawings and specifications from the plant design documents in the ECM document vault. This is especially useful when new plants are designed and built, this capability can be used to deliver the design documentation including “as built” drawings in electronic format already linked with the EAM/CMMS capabilities.

This presentation explains how design information is not be lost in translation when delivering it to the owner after construction and how it would facilitate use by plant engineering and the maintenance and reliability operation.

Have you considered what type of training leads to success? There’s more to training than skills development. It takes more than the traditional training on re-vamped processes and methods to ensure a program’s success. Training is vital so that the entire organization understands their new roles and responsibilities. It requires a more holistic approach to your Reliability Improvement training program. The presentation will address what happens when the employees see the reliability initiatives as only benefitting the company. It will address “What’s in it for me?” Also, it will review and bring to your attention, the other aspects involved in training that you may want to consider.

How do we influence a Problem Solving Culture? Consider the Navy Work Model for Nuclear Operations. The Concorde Crash incident will be discussed on a more complex level and prevention steps will be explored.

In addressing the Main Function of each asset we apply the RCM process to we consider the ability to maintain Health, Safety, and Environmental standards.

In applying the RCM process to main electrical feeds we discuss several Failure Modes where IR would be an outstanding PdM tool for detecting point P, however, with new electrical safe practice standards the task of performing IR inspections falls into an area where it would not be considered safe to perform the inspection under these standards. The installation of IR windows now makes the use of IR on electrical feeds both safe and effective. In this presentation we will introduce several failure modes from an actual RCM analysis where if safe PdM tools could be used to locate point P and the effects of the failure could be mitigated by planning and scheduling repair.

Whether it is maintenance strategy, planning, manning, PMs or inventory, an optimal outcome is always the goal. Yet, pursuing optimization does not always deliver the results that are expected. The optimization trap explains how and why this happens. Surprisingly, most people that are caught by the optimization trap don’t even realize it. This paper explains the Optimization Trap, what it is, how to tell whether you are in danger of falling into the trap, and, if you have already, what you can do about.

Most capital intensive industries collect plant performance data, investigate reliability incidents and eliminate sources of loss. Observations across many industries and companies across the globe lead us to the conclusion that these processes, while very important, are amongst the most fragmented and poorly executed of all.

• Have you ever had a “no brainer” project knocked back because of poor data?

• Are you too afraid to propose the big improvement project because you can’t prove your case?

• Have you ever thought of creating your own data collection system because the production data is not accurate and does not provide the information you need?

• Have you ever heard your accountant say: “in God we trust, but everyone else needs data”?

The good news is that setting up a first class plant performance data collection system is not a big investment and is not difficult to achieve – in fact your production people probably already have a data collection system!

The University of Tennessee’s Maintenance and Reliability Center partners with Monash University, Australia’s largest university and an accredited member of Australia’s “Big Eight”, to provide an application-oriented program of advanced education. This program is now in the 8th year in North America and has been in existence over twenty years in Australia. This web-enhanced self study program has proven very successful for working professionals who can not reside near campus. Join representatives from each program to discuss professional development for maintenance and reliability professionals.

Operation and Support costs consume 50 to 60 percent of the US Navy’s total operating account. In an effort to reduce total ownership costs, Reliability Centered Maintenance (RCM) was implemented on Naval Aviation Common Support Equipment (SE) in 1997 and, eleven years later, continues to produce outstanding results that support the war fighter. This presentation covers the facilitated-group approach to RCM that has been employed.

Awareness of the need for Reliability, started some decades ago in the Maintenance environment. Lately it is being realized that expanding the Reliability concept into other –or all– business areas, major benefits can be achieved. Half a century ago, when Quality issues were introduced, (Juran, Deming) at first “quality” was thought of as the “quality of a product”. Soon the “quality” concept grew into “total quality”, when it was realized that to achieve product or service quality, everything in the organization has to respond to the “quality concept”. Now a similar situation arises with the “Reliability” concept. As soon as Management starts to realize the philosophy behind the concept it becomes wise to expand Reliability into other areas.

For asset-intensive operations, maximizing the use of maintenance dollars is critical. Put simply, planned and scheduled maintenance costs less than unscheduled and reactive maintenance. A common problem experienced throughout asset-intensive industries is figuring out how to drive efficient work execution management practices in order to push valuable data back across the enterprise so more informed decisions can be made at the executive level.

This presentation discusses how your organization can benefit by ‘taking back’ its work execution process, eliminating spreadsheets, hand-written journals, whiteboards -- and find out how you can get to one version of the truth.

This presentation will provide some insights into deciding when to integrate with a 3rd party calibration management solution and how workflow typically occurs between the two applications in an integrated solution.

This presentation focuses on strategic and tactical methods to address aging and retiring skilled trades’ workforces in the future. The discussion starts with framing data associated with an aging workforce and the reality of a labor shortage that could potentially have crippling impacts. The presentation continues on to review real world solutions through actual case studies of successful skilled trades’ workforce solutions.

Organizations invest a significant amount of time, effort and resources in conducting RCM analyses. Yet, a Reliabilityweb.com study found that over 85% of RCM analyses never get implemented. This is a staggering percentage and begs several questions - namely why and what steps need to be taken to effectively implement RCM analysis results.

See the latest tools and techniques leveraged by companies including ArcelorMittal, Peabody, Domtar, Cadbury Adams and Southern California Edison to enable their RCM execution strategy. Learn the critical success factors that made the proactive activities required by RCM part of their daily life in Maintenance and Operations.

This presentation includes vital tips on timing, avoiding pitfalls, leading to a potential failure and metrics information for use by anyone contemplating becoming a champion of a Reliability Centered Maintenance initiative within their organization.

It appears that many maintenance organizations have drifted away from the basic planning and schedules principles in favor of either excessively elaborate efforts, or allowing the planning group to just “run on automatic” and hope for the best. This presentation will review some of the basic principles implemented by successful planning organizations.

It is all about people. They get things done. We may have great plans and the best processes but; if we don’t have the people available with right skills, these plans and processes can’t be implemented or carried out effectively. Developing people – the workforce and empowering them to give their best is key to defining the difference between just a company and a great organization. Of course, the processes must be in place to nurture and harness (utilize) the potential of human capital. The maintenance and reliability processes are no different than any other processes in any industrial set-up. Organizations that are considered to be the “Best of the Best” or “World Class” use many of the same key principles.