[25] Maintenance Journal 174

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A journal for all those interested in themaintenance, monitoring, servicing andmanagement of plant, equipment,buildings and facilities.

Volume 17, No 4.October 2004

Published by:Engineering Information Transfer Pty Ltd

Publisher and Managing Editor:Len Bradshaw

Publishing Dates:Published in February, May, August andOctober.

Material Submitted:Engineering Information Transfer Pty Ltdaccept no responsibility for statementsmade or opinions expressed in articles,features, submitted advertising,advertising inserts and any other editorialcontributions.

Copyright:This publication is copyright. No part of

it may be reproduced, stored in aretrieval system or transmitted in anyform by any means, including electronic,mechanical, photocopying, recording orotherwise, without the prior writtenpermission of the publisher.

For all Enquiries Contact:Engineering Information Transfer Pty LtdPO Box 703, Mornington,

Victoria 3931, AustraliaPhone: (03) 5975 0083,Fax: (03) 5975 5735,E-mail: [email protected] Site: www.maintenancejournal.com

Optimizing The Role Of The Maintenance DepartmentJoel Leonard

6

RCM - Can It Deliver PerformanceJohn Gallimore

8

Key Performance Indicators Leading Or Lagging And

When To Use ThemRicky Smith

16

Certification For Maintenance & Reliability ProfessionalsTerrence OHanlon

18

2004 Survey Of Special Maintenance Applications SoftwareIan Bradshaw

31

Plan For Maintenance ProductivityTom Westerkamp

48

Unbelievable Resonances And Their Enormous ForceMathias Luft

52

Hosted CMMS - Are You Ready For The Revolution?

Computerized Facility Integration, L.L.C.54

Implementing Problem Solving Excellence Using Six Sigma

D Jenkins & P Townson56

Improved Reliability Of Universal Joints On LPP MainCooling Water PumpRahimi Md Sharip

20

The Importance Of CMMS In SchoolsOren Tirosh

24

The Strategic Importance Of Asset Management

Daryl Mather

26

The Role Of Knowledge In Managing Maintenance ForBusiness Success

Dr. Mousumi Samanta & Dr. Bimil Samanta

64

PM CornerCondition MonitoringStandard - Steam Traps

70

74 Maintenance NewsCurrent Maintenance andProduct News

Subscription FormSubscribe to either thePrint or eMJ versions ofThe Maintenance Journal

81

Regular Features

October 2004Contents

This issues cover shot isreprinted with permissionfrom ABB Review SpecialReport - IndustrialServices.

27 Research Drive, Croydon VIC 3136ph 03 9761 5088 fax 03 9761 5090

email: [email protected]

web: www.maintsys.com.au


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EditorialBill Baker MESA Memorial Lecture

In August 04 I attended the inaugural William (Bill) Baker MESA Memorial Lecture in memory of Billwho was a founding member of the Maintenance Engineering Society of Australia (MESA) and Directorand Principal Consultant of MACE Consulting Group from 1988 to 2003. Bill was a key figure in the

development of Maintenance, Reliability and Asset Management in Australia. He was a leader in theMaintenance field and will be sadly missed.

Bill Baker spent many years in the Australian Department of Defence eventually leaving with the rankof Major. It was there fore appropriate that the first William (Bill) Baker MESA Memorial Lecture bepresented by Major Dean Reyniers. Comments from the lecture are provided below by Ross Francis (RossFrancis Consulting):

Major Dean Reyniers, SO2 RAM, gave us an insight into his experience in Reliability andMaintainability Engineering in the Department of Defence (DMO). There is always much that

private industry can learn from the armed forces. A few key points noted during his talk include:

95% of the Life Cycle Costs (LCC) of an asset is locked in before equipment enters

service. Thus the armed services focus for R&M Engineering is on acquisition activities

The opportunity to influence reliability diminishes rapidly once equipment is put intoservice

A minimum of 80% (some would say 90+%) of the LCC are expended during operations

(often over a life of 20 years) and less than 20% for acquisition / construction

Reliability and maintainability issues must be dealt with at design and the emerging designmanaged

Industry is focused on asset management from purely an in-service perspective and

often invests in reliability through replacement and upgrades

To focus purely on existing assets is to sub-optimise from a life cycle perspective

Industry has many Maintenance Engineers and few Reliability Engineers

Industry should give much more feedback to OEM suppliers on reliability and

maintainability issues

Aim must be to bring down the barriers between asset users, in-service managers and

acquisition managers

SURVEY FEATUREin the February

2005 issueSurvey ofCommunication Tools UsedIn MaintenanceApplications And/Or Used InCMMS/EAMs(May include datacollection/communication devices;GPS; GIS; bar-coding; transportation;Palm devices; etc.)

If your organisation is a provider of suchcommunication tools or you are aprovider of CMMS/EAM systems thatincorporate such communication toolsand you wish to be included in thissurvey, then please obtain the surveyform by contacting Len Bradshaw at:

[email protected]

October

Completed survey forms must be returnedby 29 October 2004


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7

Optimizing

The RoleOf TheMaintenance

Department

E-mail: [email protected]

Joel Leonard

Despite its often misconceived reputation, maintenance is morethan a fix it when it breaksfunction. But because it is often treatedas such, its not utilized to its full capacity. In order to avoid a just fixit maintenance department, plant managers must take responsibility.Unless the maintenance organization is given (or develops) a proactivelist of goals and objectives, it will always be sub-optimized.

Maintenance GoalsIn order to determine the proper goals and objectives for the

maintenance organization, it is first necessary to define its

responsibilities. Close examination reveals that the true goal ofmaintenance is to maintain the capability of the companys assets top erf orm their designed function. When one views maintenance in thisw a y, many of the negative stereotypical perceptions aboutmaintenance will change. For example, determining the customerof the maintenance organization takes on a new focus. In manycompanies, there is a belief that maintenances customer is theoperation or production group, but the real customers of themaintenance department are the shareholders of the company. Bycaring for assets in which the shareholders have invested, plants canbe sold with produ c ti o n- rea d y, well-maintained assets worth more

than poorly maintained ready-to-scrap assets.

The second goal of maintenance is to be as efficient and effective

as possible in carrying out the repairs and services that are required.By taking more responsibility for the costs within their depart me nt ,maintenance personnel ultimately protect their jobs. Keeping costsdown maximizes profitability and prevents wasted dollars whilemaking a case against the idea that it is more economical to contractout maintenance functions.

The third goal of maintenance is to reduce energy usage or energyc o n s u m p t i o n . Well-maintained equipment re q u i res less energy tooperate. The maintenance organization can have a large impact on

the companys bottom line by ensuring that all energ y - re l a t e dequipment is up to standard performance levels.

Judicious Cost Cuttingin the Maintenance Department In order to compete in this

hypercompetitive global economy, companies strive to become moreefficient and effective. In order to do this, companies have taken to

rolling out plans to elevate the bar of perf o rmance while againrestricting available resources.Doing more with less has become astandard business mantra.

Many companies have become so fanatical about cost cutting thatmany effo rts have yielded disastrous and even dangero u sconsequences. Indiscriminate cost cutting can handicap companiesability to respond to new opportunities as well as to maintain andexpand production capacity.

Typical Objectives

While the objectives of maintenance may vary from organizationto organization, some typical maintenance objectives are defined asthe following:

1. Maximize production at the lowest cost, the highest quality, andwithin the optimum safety standards. This statement is verybroad, but it is important for maintenance to have a proactivevision to help focus its activities. In fact, this statement shouldbe tied to any corporate objective.

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9

RCM - Can It Deliver

Performance?Director, GGR Associates Limited (UK)Published previously in The Maintenance and Asset Management Journal Vol 19 No 1

John Gallimore

Abstract

Reliability Centred Maintenance has its advocates and detractorsin fairly balanced numbers. This article shows how the industrialcontext is all important and that it is not a case of one methodologybeing good and others bad. There are industries, such as nuclear

power, with potential for major disasters where standard RCM can dowell. In other circumstances, particularly where the risk to the publicis low and product variety is higher, the more recent developments ofRCM provide a better option for improving plant perf o rmance andsafety.

INTRODUCTION

So why is it necessary to write another paper on Reliability CentredMaintenance when so much has already been published? The reasonis that previous papers have generally been written from a part i a lstandpoint. They may, for example, have come from org a n i s a tio n swhose sole reason for being is to promote standard RCM, or they mayhave been written to describe a particular application of the

m e t h o dol o gy. In the first case, exaggerated claims may have beenmade - certainly the weaker points will not get much coverage: in thesecond, the context of the paper is likely to be different from that ofthe reader and therefore of limited relevance.

The aim of this paper is there fore to provide a balanced view ofRCM and its more recent derivatives, and to indicate where each isapplicable

THE BACKGROUND TO RCM

Most readers will be familiar with the formulation of RCM in the1970s in the USA aviation industry and its use in the development ofscheduled maintenance programmes for aircraft including the Boeing747. It was a huge success by any standard. So much so that equipmentfailure is now well down the list of reasons for aircraft disasters - afterhuman error, extreme weather conditions and sabotage.

RCM caused old beliefs to be questioned. Most noteworthy ofthese perhaps was the belief that there was a 'right time' when eachitem of equipment should be overhauled. The definitive text on RCMby Nolan and Heap [1] shows, in the initial maintenance schedules for

the McDonnell Douglas DC8 and then for the DC10 and Boeing 747,how dramatically opinion changed - from a requirement for scheduledremoval for maintenance of 339 items on the DC8 to as few as sevenor eight on the newer and far more complex aircraft.

RCM brought with it new concepts to guide the selection of apreventive maintenance (PM) regime. These included -

A rigorous logic for identifying possible failures and decidingwhat to do about them

Recognition of six failure patterns, not just the "bath-tub" curvefavoured by engineers

Realisation that most failures occur randomly and cannottherefore be prevented by fixed interval overhauls orreplacements

A focus on the consequences of failure rather than the failureitself

A shift towards condition-based maintenance where theequipment is left undisturbed until early signs of failing can bedetected

Enforcement of a re-design or change in operating procedures ifserious failure consequences cannot be prevented bymaintenance

Recognition of the importance of operating context - similarplant in different uses or configurations will have different failureconsequences and will require different maintenance regimes.

It looked as if a panacea for the maintenance professional hadarrived that would lead easily to a step improvement in plant reliabilitythroughout industry.

WIDER APPLICATION OF RCMSuccess with the early application of RCM in the airline industry

led rapidly to the application of the RCM methodology to other forms

of transport, nuclear power and military systems. These industriesshare characteristics that include being -

safety-critical

involved with the public

heavily regulated

engineering dominated

based on high technology.

It seemed an entirely logical move to extend the application of RCMto general process and manufacturing industries. Harris and Moss [2]reported, however, on the difficulties being encountered when RCMwas applied in power, process and manufacturing industries. Inp a rt i c u l a r, they highlighted the diff e rence in approach - from a

p rescriptive approach by specialists in aviation to a co-operativeapproach by facilitator-led teams of plant operators and engineers inthese other industries.

Once the safety issues have been dealt with, the RCM process iscompeting with several other techniques for improving the reliability andperformance of plant. We will therefore look further at the characteristicsof a range of industries and examine how well (or otherwise) RCM meets

the requirements of a performance improvement methodology.

THE INDUSTRIAL CONTEXTWith the establishment of a standard for RCM [3] has come some

hardening of attitudes towards assertion that unless a methodologycomplies with this standard it is of little value. This is indeed a strange

i rony considering how keen the RCM pioneers, Nowlan and Heap,w ere to ensure that any PM applied to plant should fully recogn isethe context in which it is required to operate. The failure of many RCMinitiatives in industry derives from the attempt to apply a cumbersomeand inflexible methodology in industrial contexts that differ widely from

those obtaining in aviation.

RCM - Can It Deliver Performance?


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A simple classification of plant or industries is able to separate outthe obviously safety critical . These include, for example, aviation,nuclear power generation and the armed forces. Such sectors havedeveloped to become highly proceduralised, documented andregulated. In turn, adherence to the documented procedures is closelym o n it o red and any lapse or 'near miss' is subjected to extensivereview and possible disciplinary action. In such contexts, whereengineering and technology dominate, it is not surprising that a

lengthy, documentation-intensive process such as RCM can be readilyaccepted.

The industrial context for most commercial process andmanufacturing industry is, however, quite diffe rent. Safety, while ofserious concern to management, is not such a dominant factor. Thereare fewer realistic possibilities for major disasters and the public isnot often put at risk. By comparison, cost effectiveness, operatingefficiency and profit improvement come to the fore. Commonly, thecharacteristics of such industries are that they -

are led by Operations, not Engineering

have thinly stretched management

are focused on output, cost and productivity.

Where safety is paramount, as in the nuclear industry, there is nooption but to get the risk of critical failures as low as re a s o n a b l ypractical (ALARP). This objective leads inevitably to definedp ro c e d u res and extensive training, supervision and monitoring.E ffective managers in industries where failures are not so safety-critical such as food, drink, paper and board manufacture have tostrive for a different form of optimisation while recognising that theywill never achieve it - and that means accepting compromise. For

example, costs may be reduced if manpower (including supervision)is cut and a minimum of training is provided. Cut too much, though,and costs will rise and output will fall. Managers must keep chippingaway at waste, stoppages, changeovers, break-downs and so on, just

to stand still in perfo rmance terms - let alone actually improve lineefficiency.

The reality for most manufacturing and process industries is thatmanagement is stretched (layers have been taken out), few

management services specialists remain and the workforce is nobetter trained or behaved than in the past. Yet against this background

the pressure for performance improvement is unrelenting.

PROBLEMS WITH RCMRCM has great strengths as a methodology but it is unrealistic to

expect a single standardised process to suit all situations. Featuresthat may be valuable in some industries can be a problem for others.Table 1 shows how features of RCM may be both a strength and aweakness depending on the industrial context.

These and other weaknesses associated with the application ofRCM are outlined below under the headings, 'Excesses andInflexibility' and 'Omissions'.

Excesses and InflexibilityThe RCM standard defines seven questions that must be answered

in the set sequence in order to comply with the standard and todetermine all significant failure modes, their consequences, and whatp reventive tasks or other actions should be taken. These questionsrequire the following to be recorded: -

the functions of the equipment

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functional failures

all the failure modes associated with eachfunctional failure and for each failure mode:

the failure effects

the consequences of failure

preventive maintenance tasks if applicable and effective

default actions if no appropriate preventive maintenance taskcan be set.

RCM terminology can present a barrier to acceptance by its users.Design engineers are probably comfortable with terms such as'functions', 'functional failures' and 'scheduled discard task' but theyare a switch-off for shopfloor staff. Much better to ask questions suchas 'What can cause this item of plant to run slow?' and to talk of fixedi n t e rval overhauls and replacements. Review meetings can getbogged down in semantic debate and a standard RCM vocabulary thatis alien to those who need to be involved in the process - the operatorsand the engineers who know the plant best.

The safety-critical industries have well documented failurei n f o rmation and the more academically minded can deduce whatfailure modes might occur. However, industrial processes, such as abottling line, often have little by way of documentation. They areusually one-off designs and the main components are fre q u ent l yaltered or upgraded during their relatively short life. In such situationsthe risks to the public are near negligible and the employee is probablysafer at work than at home. The standard RCM approach foridentifying failure modes is unattractive in these circumstances.

The information database may not exist outside the minds of theoperators and engineers who run and look after the plant

These people do not take readily to academic discussion aboutfunctional failures and whether 'bearing cage disintegrates' is afailure mode or a failure effect

Their common sense tells them that the ponderous process with

its heavy documentation takes too long and does not provide thecompany with value for money.

They do, however, have a wealth of undocumented but essentialinformation to provide and will participate willingly and positivelyif asked questions they can relate to.

The standard further defines what information must be gatheredand how all the information and decisions are to be documented. Thislevel of documentation can be a burden and at odds with the need ofmost commercial organisations for rapid, cost-effective improvements.

OmissionsOutside the safety-critical industries, breakdowns usually account

for only a small proportion of production losses. Start-up, setting and

changeover losses and variations in raw materials are likely to be muchmore significant. A project to raise plant performance will need to tacklethese issues, yet they are largely ignored by standard RCM. Many plantfailures can be traced back to inadequate cleaning regimes and lackof, or inappropriate, lubrication. Where the environment is harsh or theprocess involves aggressive, dusty or dirty materials, the associatedfail ures may account for more than half of all failures. Again, littleemphasis may be given to cleaning and lubrication tasks in RCM where

they may need to be justified under the headings 'scheduled restoration'and 'scheduled discard'. Review team members readily accept a soundlogic for introducing a cleaning or lubrication task, but RCM's talk ofthe scheduled restoration or replacement of the damaged oil film is amental gymnastic too far for most people. Another omission concerns

assessing the criticality of failure consequences. It is a great strengthof RCM that it emphasises the consequences of failure rather than thefailure itself. But it makes little sense to give the same weight to a 'safetyfailure' that is highly improbable as to one where there is a good chanceof someone being killed. RCM does not distinguish between these twosituations by assessing criticality.

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Table 1Strengths and weaknesses of RCM

RCM Feature Strength Weakness

A standard defines the Managers and buyers know Encourages a focus onmethodology what they will get without having following the methodology

to check each methodology on offer rather than obtainingbenefits

Required performance An essential step Nonestandards must be identified

Functions and functional Managers and buyers know what A cumbersome procedurefailures route to identifying they will get without having to check often not well suited tofailure modes the suitability of the methodology shopfloor involvement

RCM decision logic Nothing comparable in any other Standard RCM logic hasnon-RCM based improvement a narrow focus onmethodology maintenance tasks and

equipment redesigns

Focus on achieving the Well suited to safety critical plant Misses the point that forinherent reliability of the plant where reliability is of paramount most plant, breakdowns

importance possibly account for only5 to 10% of the plantslost time

Documentation Prescribes detailed descriptions May be excessively timeat each step in the standar d consumingmethodology



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Although achieving success with standard RCM is fre q u e n t l y

difficult, there are situations where it is either the norm (for example,aviation) or where it should be considered. Pointers for a successfulapplication of standard RCM are provided below.

WHERE RCM SUCCEEDSAs noted by Harris and Moss [2], RCM (subsequently re-b ad ged

as an SAE standard) was originally and successfully applied insituations that included these characteristics -

the systems were clearly specified

reliability data was generally available (or could be collected)

the substantial cost of the exercise could be spread over a largepopulation (eg a fleet of aircraft)

the organisation was orientated towards design engineeringrather than operations.

A further characteristic that may be added is being safety critical,or having the potential to cause a major disaster (heavy pollution ornumerous people killed) in the event of catastrophic malfunction of theplant. Examples of industries with some or all of these characteristicsinclude aviation, other forms of public transport, nuclear power,chemicals (some), petrochemicals and the armed forces.

Moubray [4] highlights reg u la t ory issues to conclude that thoseinvolved in the management of physical assets '...need to take greatercare than ever to ensure that every step they take in executing theirofficial duties is beyond reproach'. Managers are reminded that they

might face penalties of over $500,000 and seven years imprisonmentif they fail to prevent workplace death or serious injury. His clearimplication is that only those who have carried out a standard RCManalysis are likely to survive the subsequent enquiries. However, mostresponsible managers are aware of other effective risk assessment

techniques and methodologies, such as HAZOPS [5] and Quantified

Risk Assessment, and use them where appropriate.

Manu fac turers and operators of aircraft and other plant with apotential for major disaster will no doubt take comfort from the presenceof voluminous RCM analyses to demonstrate that they have not beennegligent. They have the technical resources to undertake the workand they need to ensure that people are not put at risk by plant failure.

Where the use of RCM has become the firmly established norm (asin airlines and the armed forces) it is not worth even considering analternative to standard RCM. Any attempt to improve the methodologywill be resisted. There will also be issues of compatibility with previousstudies plus the comfort factor associated with the use of anestablished proc ed ure. Managers and buyers of RCM services canget comparable quotations and a proven methodology and not haveto argue the case for making a change to accepted practice.

ALTERNATIVES TO STANDARD RCMIt has already been shown that process and manufacturing

industries face diff e rent challenges from those of the more safetycritical industries such as airlines and nuclear power. As well asassuring safe operation, managers need to get the most out of theirplant and people and be profitable. This inevitably calls forc o m p romises and doing right for the conditions in which they findthemselves. Results are needed quickly and before the focus shifts todealing with other issues.

The author's company, for example, offers assistance toorganisations to improve the performance of their plant. This includess t a n d a rd RCM where appropriate, but much more commonly a

derivative of RCM provides a better solution. Managers are right toquestion whether the 'one size fits all' nature of standard RCM makesit appropriate for their particular industrial context.

The following describes how the requirements for alternatives tostandard RCM became apparent and two ways by which these needshave been met.

13

Figure 1Evolution of plant performance improvement methodologies

FMEA

RCM

FMECA

TPM

SMED

ReviewRCM

Fast-trackRCM



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Fast-track RCMThis is a plant performance improvement methodology that covers

preventive maintenance needs, for example, to identify hidden failures,to maintain protective systems, to take account of operating context,and to document the analyses properly. The author's Fast-track RCMdoes all of these. However, most managers re qu i re more than this.They need a methodology that addresses their plant perf o rm a n c eobjectives on a wide front (eg on waste, changeovers, materials) andthey recognise that maintenance and reliability form only a part of thep roblem. Key re q u i rements of a perf o rmance impro v e m e n tmethodology are therefore that it -

is easy to understand

is easy to apply

can tackle all aspects of plant performance, including preventivemaintenance

incorporates the rigorous RCM decision logic

distinguishes between serious and minor faults and failures

is adaptable to achieve performance improvement objectivescost effectively

is quick to apply.Standard RCM meets only one of these requirements fully - hence

the emergence of derivat ives. Fast-track RCM brings in import a n tf e a t u res from other improvement methodologies in addition to thes t ru c t u red approach, attention to preventive maintenance, anddecision logic of RCM. From Total Productive Maintenance (TPM)comes recognition of 'six losses of production': TPM's emphasis oncleaning and lubrication is given proper consideration for applicability

and effectiveness. Fast-track RCM also includes an assessment of thecriticality of each failure mode along the lines of Failure Mode, Effect,and Criticality Analysis (FMECA). As a result, serious failures arehighlighted and undue attention is not given to relatively trivial failures.

In many industries, there is more loss of performance (throughput)at changeovers and start-ups than from plant breakdowns. Themethodology that specifically addresses this problem is Single MinuteExchange of Dies (SMED). SMED works at several levels, fro m

organisational improvement through to detailed activity recording andanalysis, in order to reduce the waste of changeovers. Most of thebenefits are usually obtained at the first level and Fast-track RCM

therefore includes consideration of the problems and faults that wastetime and materials at changeovers.

The consequence of a key component failure in plant depends verymuch on the engineering spares situation. If the component is held instock, downtime may be a matter of minutes. If a replacement has tocome from abroad, it could be days or weeks. Fast-track RCM providesthe logic for deciding whether spares need to be made available andat what level (eg held on site or held by the supplier).

The end result is a methodology designed to identify and provideanswers to the faults, failures and problems that impact plant safety

and performance.

Review RCMReview RCM starts with the existing maintenance schedules and

uses RCM decision logic to see if they are appropriate and beingcarried out at the right frequency. The schedules are then amendedaccordingly. By comparison, standard RCM and Fast-track RCM takelittle or no account of existing PM routines during the initial equipment

14



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review process.

In one company considering an RCM application, the maintenanceschedules were clearly excessive and only a small proportion of thescheduled tasks were being completed. Engineers picked what theyc o n s i d e red to be the most important jobs (or the ones they likeddoing!). Adding RCM-based tasks into an environment where theprinted schedules had no credibility would have been a disaster. Using

the Review RCM approach, existing scheduled tasks were assessedagainst RCM decision logic and deleted or amended wherea p p ropriate. In addition, checks were made to ensure that anyprotective systems had been identified and were being maintainedappropriately.

In this case, a few days using Review RCM were sufficient to makethe schedules achievable and restore credibility to the maintenancesystems before a performance improving Fast-track RCM programmewas started. Within two weeks, over 90% of scheduled tasks werebeing completed and throughput had increased. This is just oneexample of the effective and responsible use of a Review RCMapplication (sometimes referred to as 'Reverse RCM') that started with

the existing maintenance tasks.

At the other extreme, nuclear power plants have used a much moreelaborate form of retrospective RCM to improve maintenance regimesthat were formulated at a time when it was believed that moremaintenance could only improve safety and re l i abi l i t y. This beliefignored the fact that perhaps a third of all maintenance tasks do somedamage to the plant - often quite minor, but occasionally serious, asin leaving a protective system in a failed state after maintenance. Itis hard to conclude that, with all the expertise and regulation present

in the nuclear industry, these organisations are putting the public atrisk by their use of a retrospective RCM methodology.

Evolution of RCM DerivativesR e fe rence has already been made to RCM's origins in the USA,

and to its focus on equipment failure and preventive maintenance.

The other main source for plant perf o rmance impro v e m e n t

approaches has been Japan, with its Total Quality Manufacture, TotalProductive Maintenance and SMED.

F i g u re 1 illustrates the evolution, in the last ten years, of plantp e rf o rmance improvement methodologies from Failure Mode andEffect Analysis (FMEA) in the 1950s to derivatives of RCM. Only RCMand its derivatives include a rigorous logic for deciding whatp reventive maintenance tasks would be both applicable andw orthwhile. Further information on RCM and its derivatives can beseen on the author's website [6].

QUESTIONS FOR MANAGERSStand ard RCM is suitable for safety critical industries and those

that have tradit ionally used RCM. It does not follow, however, thats t a n d a rd RCM is the only way - or indeed the best way - to avoidserious consequences from plant failure. Before embarking on anRCM application, managers should ask some pertinent questions -

What are the key objectives? Improving plant performance, majorsafety issues, environmental protection?

Can safe operation of the plant be assured without usingstandard RCM - more quickly and at lower cost?

Is standard RCM the best process for identifying possiblefailures (failure modes)?

Does the RCM process meet my objectives or is its 'inherentplant reliability' focus too narrow?

Can a standard RCM project realistically be completed in anacceptable time and at an affordable cost?

Can the necessary technical skills and resources be madeavailable?

Will the methodology be accepted by the workforce withoutundue coersion from management?The willing participation of review team members is important. It is

15

Figure 2Application of RCM and RCM derivatives

Potential forcatastrophic Failure

Variety ofProducts Low High

High

Low

Chernobyl (nuclear failure)

Bhopal (chemicals failure)

Civil aviationCoal mining

Iron & Steel

Petrochemicals

ChemicalsPharmaceuticals

Military equipment

Rail travel

Glass

Cement

Water

Plaster

Pulp & paper

Plasterboard

Food & Drink

Vehicle Manufacturer

Packaging

RCM Derivatives

RCM



17/95

commonly implied that the RCM process will always identify all significantfailure modes and the correct actions will be taken to deal with them. Inpractice, the RCM analysis will only be as good as the review team and

the ability of its members to work together. Where there is a high degreeof prescription and a culture of conformance, staff will follow thep rocedure whether or not it is well matched to the organisation'srequirements. But where meetings are facilitator-led and attendance ismore voluntary, the methodology must be clear, to the point, and

presented in a language and style appropriate for the participants.Moubray draws attention to possible weaknesses in streamlined

RCM techniques. Such weaknesses undoubtedly exist in some of thetechniques on offer but certainly not in all. Managers therefore needto understand any methodology being proposed and assure themselvesthat there are no deficiencies in important areas, particularly theachievement of safe operation of the plant. However, where safetyissues have already been satisfactorily addressed, any plantperformance improvement methodology only needs to be cost-effective.

F i g u re 2 shows a range of industries positioned appro x i m a t e l yaccording to their potential for disaster (eg major loss of life) and thevariety of products or services provided. Candidates for RCM are

typically in the top left sector, which is dominated by nuclear power

and industries that are or were state-run or are heavily re g u l a te d ;lower risk industries, often with greater product variety and facinggreater commercial competition, require a more flexible approach toperformance improvement as provided by derivatives of RCM.

IN CONCLUSIONIt is a truism that no two organisations are the same. Each will have

d i ff e rent plant perf o rmance improvement objectives and diff e re n tconstraints in relation to the skills and resources that can be deployed.

And all established organisations can point to management initiativesthat have been introduced with a great fanfare only to be quietlyburied a few weeks or months later. Improvements may be slow tomaterialise, managers may lose interest, or team members may simplyfind other things to do rather than attend review meetings.

Such initiative failures can be avoided, particularly where theapproach is cooperative, by closely matching the methodology to theobjectives and ensuring that those involved are suitably trained and

enthusiastic. If the initial appraisal and planning indicate that standardRCM is the best methodology for the project, it should be used; morelikely, though, a derivative of RCM will offer a better, quicker and morecosteffective solution. ?

REFERENCES1. Nowlan F S and Heap H, Reliability-Centered Maintenance,

National Technical Information Service, Springfield, Virginia,December 1978

2. Harris J and Moss R, Practical RCM Analysis and its InformationRequirements, Maintenance, September 1994

3. RCM Standard, JA1011 - Evaluation Criteria for Reliability-Centered Maintenance Processes, SAE Publications,

Warrendale, Pennyslvania4. Moubray J M, The Case against Streamlined RCM, Maintenanceand Asset M a n a g e m e n t , Vol 16, No 3, 2001

5. HAZOPS, Hazard and Operability Study, methodologydescriptions at www.rsc.org/pdf/ehsc/HAZOP.pdf andhttp://slp.icheme.org/hazops.html

6. GGR Associates Ltd, Plant Performance ImprovementMethodologies, methodology descriptions at www.ggr-associates.co.uk

16

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Initiating major change, such as moving from a re a c ti v emaintenance operation to one, which is proactive and employs BestMaintenance Practices to achieve Maintenance Excellence, requiresstart-up support from top management. In order to continue the journey

t o wa rds Maintenance Excellence, the continued support fro mmanagement will need justification. Upper management will not besatisfied with statements like just wait until next year when you seeall the benefits of this effort. They will want something a little more

tangible if you are to gain further commitment from them. You will needto provide tangible evidence in the form of objective performance facts.

Thats where metrics comes in. Metrics is just a term meaning tome asu re (either a process or a result). Combining several metricsyields indicators, which serve to highlight some condition or highlighta question that we need an answer to. Key Performance Indicators(KPI) combine several metrics and indicators to yield objectiveperformance facts. They provide an assessment of critical parameters

or key processes. KPI for maintenance effectiveness have beendiscussed, defined and refined for as long as proactive maintenancehas been around. KPI combine key metrics and indicators to measuremaintenance performance in many areas.

Metrics can be a two-edged sword. Metrics are essential forestablishing goals and measuring perfo rmance. Metrics chosen orcombined erroneously can produce misleading indicators that yieldi nc orrect and/or low performance measures. Inaccurate measure sproduce bad management decisions.

If you are involved in an equipment improvement program, suchas Maintenance Excellence, you must have a thorough understandingof the financial metrics used by your company to measure results andtrack improvement. You will need to establish a direct link betweeni m p roved equipment reliability and overall company operationalperformance. At the bottom line, your metrics must yield a KPI in termsof financial performance.

Key Performance

IndicatorsLeading or Laggingand When to Use

Themwww.lce.com Life Cycle Engineering Inc.

By Ricky Smith

TimeTime

Maintenance Improvement Initiative Maintenance Improvement Initiative

Actual Cost

Projected BudgetProduction (as a percentage of full runcapacity)

Equipment Reliability (percentage operatingavailability)

Reliability vs Production Budget Performance

FIGURE 1

Key Performance Indicators Leading or Lagging and When to Use Them


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18

To determine maintenance strengths and weaknesses, KPI shouldbe broken down into those areas for which you need to know thep e rf o rmance levels. In maintenance these are areas such aspreventive maintenance, materials management process, planningand scheduling, and so on until two major Maintenance DepartmentKPIs are defined:Maintenance Department Operating Costs (Budget Performance)

Equipment Reliability

In turn, equipment reliability must correlate to production - bothproduction vs. capacity and cost per unit produced. On the other hand,operating costs must be carefully considered. Initiating change isgoing to initially increase maintenance department expenses.Accurately forecasting a budget centered on change is essential ifKPI is going to accurately depict department budget perf orm a n c e.(See Figure 1)

Depending on KPI values we classify them as either l e a d i ng orl a g g in g indicators. Leading indicators are metrics that are taskspecific. They respond faster than results metrics and are selected toindicate pro gress towards long term objectives. Leading indicatorsare indicators that measure and track performance before a problemarises. To illustrate this, think of a key perf o rmance indicators as

yourself driving a car down a road. As you drive, you deviate from thedriving lane and veer onto the shoulder of the road. The tires runningover the out of lane indicators (typically a rough or corru g a t e d section of pavement at the side of the road that serves to alert you toreturn to the driving lane before you veer completely off the pavementonto the shoulder of the road). These out of lane indicators are theKPI that you approaching a critical condition or problem. Your actionis to correct your steering to bring you car back into the driving lanebefore you go off the road (proactive condition).

If you did not have the indicators on the pavement edge, you wouldnot be alerted to the impending crisis and you could veer so far out

of the driving lane that you end up in the ditch. The condition of yourcar, sharply listing on the slope of the ditch, is a lagging indicator. Nowyou must call a wrecker to get you out of the ditch (reactive condition).Lagging indicators, such as your budget, yield reliability issues, whichwill result in capacity issues.

The necessity for tracking KPI other than just Equipment Reliabilityand Budget Performance is to pinpoint areas responsible for negativet rends (leading indicators). You would not want to scrap your

Maintenance Excellence initiative when the only problem is that thePlanner / Scheduler didnt receive adequate training. By observin gand tracking Planned / Schedule Compliance and Planned Work as apercentage of total labor you should be able to detect non-improvingor even negative perfo rmance early enough to identify and correc tthe training problem. The lower tier leading indicators are alsonecessary for establishing benchmarks (Best Maintenance Practices)and tracking departmental progress. For example, the benchmark forthe KPI Planned / Schedule Compliance is generally accepted as90%. The tracking and public display of positive leading KPI alsoprovides significant motivational stimuli for maintenance departmentpersonnel.

A manager must know if his department is squarely in the drivinglane and that everything is under control, as long as possible beforeit approaches and goes into the ditch. A list of some of the keyperformance indicators of the leading variety are illustrated in Table1. Note that some of these indicators could be both leading andlagging when combined with and applied to other KPIs (KeyPerformance Indicators).

NOTE: KPIs must answer questions that you as a manager ask inorder to control your maintenance process. Listed below is a samplingof recommended KPIs. They are listed by the areas in which amaintenance manager must ask questions

Reliability/Maintainability

MTBF (mean time between failures) by total operation and byarea and then by equipment.

MTTR (mean time to repair) maintainability of individualequipment.

MTBR (mean time between repairs) equals MTBF minus MTTR

OEE (overall equipment effectiveness) Availability x Efficiency(slow speed) x Quality (all as a percentage)

Preventive Maintenance (includes predictive maintenance)

PPM labour hrs. divided by Emergency labor hrs.

PPM WOs (work orders) divided by CM (corrective maintenance,planned/scheduled work) WOs as a result of PM inspections

Planning and Scheduling

Planned / Schedule Compliance - (all maintenance labor hoursfor all work must be covered and not by blanket work orders)this a percentage of all labour hours actually completed toschedule divided by the total maintenance labor hours.

Planned work - a % of total labour hours planned divided by totallabor hours in scheduled.

Materials Management

Stores Service Level (% of stock outs) - Times a person comesto check out a part and receives a stock part divided by thenumber of times a person comes to the storeroom to check outa stocked part and the part is not available.

Inventory Accuracy as a percentage

Skills Training (NOTE: A manager must notify maintenancecraft personnel about the measurement of success of skills training

MTBF

Parts Usage - this is based on a specific area of training suchas bearings

Maintenance Supervision

Maintenance Control - a % of unplanned labor hours dividedby total labour hours

Crew efficiency - a % of the actual hours completed onscheduled work divided by the estimated time

Work Order (WO) Discipline - the % of labour accounted for onWOs.

Work Process Productivity

Maintenance costs divided by net asset value. Total cost per unit produced

Overtime hours as % of total labour hours

TABLE 1

Key Performance Indicators

Key Performance Indicators Leading or Lagging and When to Use Them


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19

Certification for

Maintenance &Reliability ProfessionalsCMRP, Director of Strategic Alliances and Joe Petersen, Business Manager, Society of theMaintenance and Reliability Professionals (SMRP) www.smrp.org [email protected]

By Terrence OHanlon

If you would like to manage your maintenance program for betterresults, you should consider taking the CMRP exam.

All that separates some competitive industries is operation cost.

Maintenance has a dramatic effect on operational costs. By learning

best practices for maintenance management through SMRP, your

organization can improve produ cti vi ty, rel ia bility, profits, workplace

and morale. To support this process, you should consider becoming

involved with the Maintenance and Reliabil ity Pro f e s s i o n al

certification effort.

Certification for maintenance and reliability professionals?

How many times have you thought that nobody ever listens to themaintenance department?

Perhaps you've learned that in your company the only time the

maintenance department gains favorable recognition is when a disasterhas occurred and maintenance gets the plant up and running in recordtime. Maybe youve also felt that there is no clear path for careeradvancement, or that maintenance and reliability do not hold bright futures.

As SMRP embarks on over 12 years of promoting maintenance asa profession, a new certification program is being off e red thatchanges the traditional paradigm of maintenance as fixing things

to maintenance as a major enabler of profitable manufacturing and/orp rocesses. Over 600 people have now completed the Cert i f i e dMaintenance and Reliability Professional (CMRP) exam and they areachieving amazing results at their jobs as they transform maintenance

traditions and perceptions.

Benefits for YouT h e re are both individual and company benefits to havingpersonnel certified in the maintenance and reliability profession.

One of the most important benefits that certification can offer you, asan individual, is increased confidence. Knowing that youve passed acertifying examination can provide you with that little bit of extra poise,or empowerment, to more confidently propose your ideas and solutions

to problems that you and your organization face. If you are more effective,you could be in line for a greater number of promotions and higher pay.

Once other people in your organization know that you havesuccessfully completed a professional certifying examination, they willlikely respect what you have to say a little more. Again, that can increaseyour job effectiveness, resulting in improved visibility and recognition in

your own organization-and possibly on a wider basis.By participating in a certifying examination, examinees often learntheir strengths and weaknesses related to certain subject matter. Thiscan provide valuable insight into future training opportunities for theindividual to overcome and improve in those areas that might be sub-par.

In the event that you want to change jobs, your new employer may

require a certification in your profession. He/she might count the factthat you have a certification as a key differentiation between you andanother candidate. Just imagine going through 50 or more resu mesof candidates for a job. Someone who has been certified in his or herprofession will likely have an edge. They stand out above the others.

Maintenance and reliability is a profession in which the principlesin one industry, like petrochemicals, translate very well to otherindustries such as auto manufacturing. While the products that arep roduced might be diff e rent and the machines that produce themmight be diff erent, the maintenance and reliability principles forensuring effective utilization of those assets are the same.Successfully completing a professional certifying examination ensuresthat you can move from industry to industry. This can be especially

important in today's business environment, where complete industriescould nearly disappear overseas in just a few years.

Benefits for Your CompanyCompanies gain benefits by employing and supporting professional

certification as well. Having a maintenance and reliability organizationmade up of certified professionals who all know the correct theories andprinciples of maintenance will likely result in improved asset effectiveness,productivity and reliability. This ultimately will result in lower costs.

O rganizations are likely to see improvement in morale andproductivity by recognizing those individuals who have successfullycompleted a certifying examination. If an organization supports itsemployees in their certification eff o rts toward maintenance andreliability, those employees know that they are valued individually by

their organization and that the company values the maintenance andreliability function. Some companies, after adopting a policy ofpromoting certification for their employees, have seen an increase inthe quality of candidates for new positions. These candidates say theywant to work for a company that values maintenance and reliability.

When selecting from possible candidates for a position within acompany, management can have a greater degree of confidence in anew hire, if that candidate has successfully completed a professionalcertification.

Real-World CertificationBut, enough of all those "ivory tower" benefits. They sound great,

don't they? Now, lets talk about the real world.

Every single one of those benefits is available in the maintenanceand reliability industry today. As you know, there are certifications ina variety of technical disciplines, including vibration, lubrication andinfrared thermography, etc. Each of these maintenance and reliabilitysegments has developed bodies of knowledge and cert i f y i n gexaminations to ensure that individuals in those specialties have at

Certification for Maintenance & Reliability Professionals


21/95

least a minimum amount of practical and theoretical knowledge abouthow those functions should be perf o rmed. These certifying effort shave been primarily accomplished by non-profit organizations related

to those technical specialties.T here are two types of certifications available in most markets,

including maintenance and reliability. One type of certification involvesattending a course or workshop, and sometimes multiple courses, thenpassing an examination based on that material. This type of

certification is really an extension of the learning process. It allowsthe examinee and course provider the opportunity to determine howeffectively the material has been presented and retained to that pointin time. It should be noted that this doesn't mean the student/examineehas really learned the material. To really learn something it must be putinto practice. There are a variety of studies that show how quickly thelevel of retention falls off after a course or workshop, and it falls offvery quickly unless put into practice immediately. Examples of this typeof certification might include software courses, safety procedures orperhaps training certifications on specific types of equipment.

A second type of certification is based more upon accumulatedknowledge and experience. Although there typically are many reviewcourses available, this type of certification is almost impossible tostudy for. Thats because the necessary amount of accumulatedknowledge and experience is so broad. Examples of this type ofcertification might include Professional Engineering Licensing exams,the Bar exam for attorneys or the CPA exam for accountants.

The difference between these types of certifications relates to thelevel of professionalism accorded to them. While passing a safetycourse that certifies one to perform CPR is clearly important, this typeof certification doesn't command the national or international respectthat professional engineers, accountants or attorneys receive.

Becoming a CMRPThe Society for Maintenance and Reliability Professionals (SMRP),

an international organization with approximately 2,000 members, hasdeveloped a certifying examination for maintenance and re l i a b ilit yp rofessionals. Ta rgeted toward engineers and managers in themaintenance and reliability function, successful completion of thisexam results in the designation, Certified Maintenance and Reliability

Professional (CMRP). The CMRP examination has been in existencefor slightly more than two years and over 500 examinees havesuccessfully completed it to date. Both individuals and companies arenow citing the real benefits this type of certification provides.

There are no formal education or experience requirements to sitfor this certifying exam, which is offered at numerous venues eachy e a r. If individually, you would l ike gain confidence, improve yourstanding in your organization or improve your ability to move to adifferent position, you should consider taking the CMRP exam. If youro rganization would like to improve pro d u c t i v i t y, re l i a b i l i t y, pro f i t s ,workplace morale and quality of your work force, it should considerbecoming involved with this certification eff o rt for engineers andmanagers in maintenance and reliability.

Regular readers of this magazine should note that IMC-2004, The19th International Maintenance Conference in Bonita Springs Floridawill be the site of a CMRP certification examination this December.Look for details concerning exact date, time and fees (including studyguides) at www. main te na nceco nf eren ce .c om . In the meantime, formore information on the exam itself, log on to www.smrp.org or call(800) 950-7354. Examinations are also held outside of North America(ie. in Australia)

20

Certification for Maintenance & Reliability Professionals


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21

Improved Reliabilityof Universal Joints onLPP Main Cooling

Water Pump

Technical Support Group, Teknik Janakuasa Sdn Bhd,Lumut Power Plant, Perak, Malaysia

Rahimi Md Sharip

AbstractLumut Power Plant (LPP) has four (4) units ( 4 x 25% duty ) vertical

axial flow submersible pumps working as main cooling watercirculating pumps with rated capacity of 8.6m3/s each. These pumpsa re very critical in providing seawater for this 1303MW combinedcycle power plant's once-through cooling condenser. Hence, high

reliability is warranted to ensure optimum plant availability.Nev e rtheless, the main failure affecting the pump is the universaljoints which connect the pump's coupling known as cardan shaft to

the driver. This paper will outline the actions implemented on theuniversal joints in order to improve the overall pump reliability andeventually prevent the recurring defects.

1.0 IntroductionThe universal joints as in this MCW pumps are a unique form of

coupling. They are used to connect the shafts of two drive trainmembers that have non-concentric centerlines. Basically the universaljoints are connected at both end flanges of the cardan shaft. Thecomplete assembly acts as a coupling in transmitting the torque fromthe driving ( motor ) to the driven ( pump ) unit. This configuration isapplicable to the connection between two shafts arranged in out-of-line (parallel misalignment ) and allow angular deflection inchangeable planes. Below are technical parameters of the card anshaft and universal joints.

Pump shaft power at rated capacity : 1434.5 KW

Motor speed : 425 rpm

Pump Flow Capacity : 8.6 m3/s

Shaft length & weight : 1300mm & 420kg

Offset : 50mm

Shaft Flange size : 435 mm

Operating Torque : 32,207 Nm (1434.5 x 9542/425)

Max. Allowable Torque : 136,000 Nm ( Manufacturer's data )

Lubricant used : Grease EP 2

Greasing Interval : Once a month

2.0 Description of Universal JointsEach universal joint has 4 journal crosses. Rolling elements are

'sitting' on the running surfaces of the cross along the wholeci rcu m ference and separated at the center by a flat washer of thecross into lower and upper position. There are 46 rolling elements oneach cross. The enclosure or casing for these items is called thebearing cap and at the end of it, a grease nipple is fitted for the greaseinjection which can be viewed further in figure 6. Each universal jointwill be connected at the both ends of the cardan shaft as shown inFigure 2. For universal joints to work efficiently, they need to operateat an angle and that is reason of the 50mm offset between the motorand pump.

Improved Reliability of Universal Joints on LPP Main Cooling Water Pump


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3.0 Description of Typical FailuresGenerally all installed cardan shaft experienced an average life of

1 1/2 years after being put into service which is way below the OEMexpected lifetime of 50,000 operating hours ( ~ 5 years ). Table 1highlights the failures rec ord for all 4 pumps. Typically when failureoccurred, all resembled very similar failure patterns as the followings;

Some of the rolling elements from the opposite crosses werebroken into several pieces Greased formed into black 'coke' and solidified Heavy wear on the journal crosses

Pictures of typical failures can be viewed in Figures 3 and 4.

4.0 Theory of Failure ModesFrom the heavy wear observed on the journal crosses, the most

likely failure mode could be deduced as Adhesive We a r. The mainreasons to substantiate this are the occurrence of two surfaces thatare sliding and rubbing with each other and may or not be separatedby lubricant. Rolling elements are always in sliding motion with the

journal crosses and are not in pure rolling motion. It is believed thatsliding under LOAD generate heat that must be dissipated usually bylubricant (grease). As similar to oil, bearings that operate attemperature above 70C cut grease life by a factor of 1.5 for each10Crise as found in 'Predicting Lube life - Heat and contaminants are thebiggest enemies of Bearing grease and oil'by Michael Khonsari, LSU

and E.R.Booser in Machinery Lubrication Magazine, September 2003issue. Straightforwardly, if good heat dissipation fails to occur, thiswill lead to varnish formation and then 'coke' to the grease at theelevated temperature. This 'coking' will destroy the ability of greaseto lubricate the rolling elements. The ineffective lubrication will furtheri n c rease the friction and heat and eventually weaken the ro l l i n gelements microstructure and might cause fracture at the worst case.

Based on this scenario, it can be concluded that there is excessiveload presence that cause the inefficient lubrication. So, where doesthis excessive load or force comes from?

Another theory that is worth for consideration is the offset anglethat is operating slightly less than the recommended value of 3 as "Offsets of less than three degrees can cause the bearings in the jointsto rotate only part i al l y. This causes uneven wear and can lead top re m a t u re failure, especially needle bearing designs. " ( UniversalDrive Shaft Maintenance - Will E. Johns III and David M. Cline - ThePump Handbook Series ). The one installed at site has 2.2 only witho ffset of 50mm and length 1300mm ( sin = 50/1300 ). The papersuggested that optimal offset for proper operation of the shaft is 5 toinsure that universal joints on the shaft get adequate lubrication.

5.0 Possible Origins Of Excessive LoadsIn the bearing theory, load capacity is the main factor for the bearing

life and hence its reliability. If we can use the simplest method of lifecalculation ( ISO equation ) for basic rating life which is L10 = (C/P)pwhere L10 = basic rating life, millions of revolutions, C= basic dynamic

Figure 1. A picture showing a universal joint with 4 crosses at90deg each.

Figure 3. showing heavy wear on the one of journal crosses'running surfaces

Figure 2. See how a universal joint is connected to the cardan shaft.Note the grease nipple installed on the bearing cap.

Figure 4. Blackened rolling elements due to 'coked' grease and notesome broken pieces of rolling elements



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23

load rating, N, P= equivalent bearing load, N, p= exponent of the lifeequation ( p=10/3 for roller bearings ).Clearly, from this basic formula ,it's proven that load is a very important parameter for the bearing life.

Calculation of dynamic bearing loads is a complex subject, not aneasy quantifiable task.

For this particular case, we evaluate the load imparted on therolling elements by the qualitative basis.

The loads acting on the bearing can be calculated according to

the laws of mechanics if the external forces (e.g. forces from powertransmission, work forces, inertia forces) are known or can becalculated plus the additional dynamic forces as a result of unbalance.

The other source of 'extra load' might originated from the usageof Belleville spring washer (Figure 9) inside the bearing housing whichcould restrict the free sliding movement of the roller elements andhence provide the compressive forces that is detrimental. In order toprevent this high possibility, these washers are replaced with the flatwashers to provide 'relaxation' to the rolling elements.

The UJ is equipped with Four-Point Lubrication System where eachbearing cap is fitted with the grease fitting, thus assuring that eachbearing receives a proper amount of grease.

6.0 Effect from Mass Imbalance?So, what is the effect of unbalance on a rotating part? At one

extreme, if mounted in a rigid suspension, a damaging force must existat support bearings or mounting surface to constrain the part. In fact,it is one of the major contributors to prema ture bearing failure. Thefollowing formula (1) can be used to calculate the theoretical life ofball/roller bearings;

H = (C/L + 6.7753 X 10 -5 MVF )3 X ( 16667/RPM ) where,

H = Bearing life in hoursC = Capacity of bearing in Ibs ( OEM specs )L = In service bearing load ( Ibs )M = Unbalance mass opposing vibration ( Ibs )

V = Measured vibration in velocity ( inches per secs )F = Frequency of vibration in CPM or RPMFrom the above, it can be said that unbalance mass will affect the

life of the roller bearings in the UJs of MCW pumps. Also, the amountof the unbalance increases the effects of centrifugal forces as shown

by the following formula (1);

F = UB ( gram-cm )x 0.01 x ( RPM/ 1000 ) 2 where ;

F = Centrifugal forceUB = unbalanceRPM = shaft speed in rpm(Ref 1. Balancing - Identification and Correction, Lance Bisinger ,

Computational Systems Incorporated Knoxville.)

Barry L. Ardell from Barry Ardell Technologies, Inc listed severalcauses for Universal joints problems in his article titled, ' DiagnosingMachines with Universal drives'. He mentioned that U-Joints installedwithout sufficient misalignment experience premature bearing failuresand cause vibration when operated at an angle.

7.0 Modifications ImplementedOriginally, the UJ lubrication system is a single -point lubrication

where a tendency for lubricant not reaching each journal cross is highand lead to a premature failure. This type was replaced with a four-point lubrication system where a grease fitting is fitted at each journalcross cap. The new design will ensure that grease reaches each crosseffectively and eventually improve its reliability. However, this is not

the case since failures still occur.

Table 1 - Defect history of cardan shaft that requires replacement

DATE PUMP REMARKS

25.5.99 Pump 4 Bottom cardan shaft bearing at 150C. High vibration - 70mm/S

30.3.2000 Pump 1 High vibration

Early May 2001 Pump 3 Motor overhaul

19.5.2001 Pump 4 High vibration

17.7.2001 Pump 4 Open up to check whether synthetic grease is working well

15.8.2001 Pump 4 (New UJ) Open up to check the condition using new 'grease' due to pump shutdown.Line 1 gate lowered. -> GT12 - Reblading

3.9.2001 Pump 1 Temperature reported high 150C!

28.4.2002 Pump 4 Replacement of cardan shaft with complete balancing, temperaturesticker and alignment.

20.6.2002 Pump 1 Reported knocking sound and temperature high UJ replaced with the over ex-

pump 4. Replacement done on 22.6.2002

13.12.2002 Pump 3 Replaced due to elbow replacement. New UJ with balancing done.

* The highlighted row is the subject universal joint for this paper.

The existing greasechannel was plugged

permanently

Grease grooves made with increased depth. Newgrooves perpendicular to the existing were made but

not shown in the picture

Figure 5. Side view of journal cross showing the modification doneon greasing channel



25/95


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Importance of

CMMS inSchoolsTechs4Biz Australia Pty Ltd www.pervidi.com.au

By Oren Tirosh

Computerised Maintenance Management Systems (CMMS) arenow a standard tool for planning and tracking maintenance activities.

The CMMS can provide a fast, effective and efficient way to manageresources, assets, services, and operations. In addition, with the risein popularity of wireless connection that include Personal DigitalAssistants (PDAs) and smart mobile phones, maintenance personalscan now receive work orders and record project/inspection data viahandheld devices.

Although there are many commercial CMMS software on themarket, there isnt one program that is specifically designed for schoolmaintenance purposes. The schools prope rty or business manager,instead, need to understand the unique challenges and goals theschool maintenance team has before choosing the most suitablesoftware package. Generally, maintenance management software isdesigned to help ensure that facilities are, and will be, cared fora p p ro p r i a t e l y. Automation and electronic re c o rd keeping is aneffective method of reducing operational costs , and enabling users

to analyse information and identify trends that can impact on businessplanning, capital expenditures, and improved decision-making.

Ac c o rding to the School Capital Maintenance Report (Vic t o r i a nIndependent Schools BGA, August 2000), 48% of survey participantsw e re without established maintenance processes and all schoolsresponding to this survey agreed that there was a need for amaintenance program. Outsource agencies offering maintenanceservices are more expensive and cause major interruptions to theevery day running of a school. Applying appropriate technology suchas Computerised Maintenance Management Systems would enablethe management of such maintenance processes to be more efficient.

School buildings and facilities are major parts of the educational

environment and it is imperative that they are kept in good order. Theneed to protect and maintain school assets is part of the Vi ct o ri a ng o v e rnments policy emphasised in the Building Act and rele v a n tLegislations. The new building regulations indicate that existing publicbuildings must be inspected periodically ensuring they are wellmaintained structurally, and that all essential services such as safetyequipment are regularly examined. According to the Vi c tor i a nGovernments Asset Management Series (January 1996), this effectivemanagement of assets will save money.

CMMS should address the following facility managers dailyactivities:

Plan and schedule activities, preventative maintenance,inspections, and service activities

Incorporate templates for health and safety guidelines andregulation compliance Assign work to staff based on skills, time and geographical

availabilities Record details about service activities with minimised key

strokes data entry

Retrieve and analyse information and produce operational andmanagement reports based on the desired criteria

Set up automatic alerts and triggers to notify of upcoming ormissed activities, both through reports and emails. (For example:Receive a weekly report of all overdue service activities)

Record time allocated to each task and automatically producetimesheets and job costing

Utilise barcodes to improve data collection and processing Automate re-occurring tasks Provide staff with specific instructions regarding activities or

equipment Create custom escalation procedures that alert management

when activities are not completed

Interface with other schools systems (building management

system, general ledger, etc...)C u rrent technologies allow software companies to developpackages with automation capabilities at affo rdable prices. Beforemaking any investment decisions, however, it is important toacknowledge that a fully operational automation system must includet hree main components: 1) Desktop/server application, 2) HandheldDevices, and 2) Web Portal. Only the combination of thesecomponents will dramatically improve all aspects of inspection andmaintenance activities.

Components of a ComputerisedMaintenance Management System

The Desktop / Server application

The desktop/server application is the main component in theCMMS. It usually includes many functions, which allow sophisticatedreporting and analysis. The CMMS server should store all the data andprovide a variety of operational and management functions, such as:

Work Order Manager:Record, track, manage, report, and analyse a variety of workorders and activities. Provide users with access to historicalinformation, search engines, and trend analysis capabilities

Scheduler: using a Graphic User Interface, display schedules,workloads and forecasting for dispatch personnel and servicemanagers

Equipment and Asset Tracker: providing a complete and up todate picture of the organisations assets and equipment, as well

as delivering automatic reminders for related information suchas warranty expiry dates and lease termination dates

Event-driven and Automated Escalation Procedures: issuingemails, reminders, and reports based on user-defined criteria

E v e ry school has its own special needs and re q u i rement. TheCMMS software, there f o re, must be flexible in a cost-eff e c t i ve

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m a nner, addressing the schools exact re q u i rements and businesscriteria, without making major adjustments to the school existingtechnology.

To maximize utilisation and return-on-investment, desktop/serverapplications should not be stand-alone. They should be designed fromthe outset to transfer information to and from handheld devices, theInternet and other systems used by the school.

Handheld Devices

Handheld devices are designed to provide information thatalready exists on paper forms or on the desktop, improving ones ability

to access and utilise the data. For example, if a user fills out a weeklyinspection form providing specific information, the handheld devicewill fulfil the same function. A handheld user can pick from a checklistof possible choices writing or typing information, according to thes c h o o l s re q u i rements and pref e rences. Handheld devices makecurrent, past, and future information accessible and easy to use.

In contrast with manual or paper-based processes, there are many,additional benefits of using handheld devices. The handheld devicecan list all the information re q ui red by technicians, engineers, andmaintenance personnel for performing their tasks and activities. It canprovide easy to use navigational search capabilities, and quick access

to information. Handheld devices can also include validations thatallow or disallow data entry. They can also provide the user withhistorical information pertaining to previous service orders orparticular pieces of equipment. Furthermore, by using barcodes andscanners attached to the handheld devices, quick identification of theequipment can improves efficiency, and minimizing human errors.

Data rec orded with the handheld device can then automaticallybe transferred to the desktop/server database without the need for

further data entry or data reformulation. The means of data transferbetween handheld devices and the database can be through as t a n d a rd cradle, wired modem, infrared, Bluetooth, or wire l e s scommunications. The handheld software should be able to run onmultiple hard wa re platforms, providing flexibility and utilisation offuture technology without costly software upgrades.

Web Portal

A web portal for users, customers, or tenants, can enhance

services and allow end-users to enter work requests for approval bythe appropriate personnel. The application is host and managed byan Application Serviced Provider (ASP) at a data centre separate fromyour workplace. The web-based management tool helps businessestrack and manage many classes of assets, each with uniquerequirements.

The significant financial and operational benefits from an ASPsolution are:1. Access anytime and anywhere with a standard Internet

connection.

2. Faster implementation.3. Automatic receipt of most updateable upgrades.

Good maintenance is essential to protect the school facilities,

the re fore avoiding the necessity of spending larger sums of money inthe future on the continued use of equipment. A prof e s s i o n a lmaintenance plan must be developed to include a computerisedautomation system that is tailored to the schools needs. A CMMS thatis comprised of a desktop/server application, handheld devices, andweb portal can dramatically improve all aspects of inspection andmaintenance activities, there f o re creating better efficiencies andsaving the school large sums of money.

ARMS Reliability Engineers: Providing Asset Management Solutions To Drive Business

Performance.

Uncertain how to approach equipment reliability and how to reduce the cost of failure?ARMS Reliability Engineers can help.

IMPROVING YOUR BUSINESS RESULTS IS OUR GOAL

With simple methods, powerful software and a proven delivery approach, manyof the worlds leading companies are improving business profitability with:

Improved Asset Performance

Reduced risk of catastrophic incidents Repetitive failures eliminated Lower maintenance costs Less plant downtime

Whether you have a new project that is still being designed or an existingfacility that you wish to improve, our simple to use reliability techniquescoupled with proven software and powerful delivery approach, providesolutions so your operation can realize outstanding results.

PROVEN OUTCOMES

Make decisions to eliminate the root cause of failures

Implement optimum strategies to maintain equipment at:- Reduced risk, Minimum Cost, Maximum Contribution to bottom line levels.

Optimise system design to maximise:- Availability, Plant Production- Ensure Optimum balance of equipment reliability and maintainability.

Identify hazards and find effective risk mitigation plans

Proactively, manage the lifecycle performance of equipment

For further information view us on the web atwww.reliability.com.au or call us for a free

appraisal of your needs call us on +61 3 5255 5357

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The Strategic

Importance ofAsset Management

Daryl Mather

The intention of this paper is to provoke thought re garding someof the dramatic incidents that has occurred in the field of assetmanagement in recent years. As well as some of their more immediateconsequences and ramifications of changing societal attitudesregarding the failure of physical assets.

In particular it examines the impact of these events on issues suchas the selection and implementation of enterprise managements of t w a re, the use of call centres and the outsourcing of assetmanagement functions. There is also an overview of the evolution ofasset management throughout the world that has brought us to thispoint.

IntroductionThe past few years have been a critical period in the discipline of

Asset Management. This was a result of a handful of events, theimplications of which reverberated around the world. All of theseevents were, in some manner, due to a failure of physical assets.

The Colombia Space Shuttle Disaster

The New York blackout, the London blackout and the blackout inItaly

6 people, responsible for the management and maintenance ofthe rail lines, charged with manslaughter regarding the Hatfieldtrain disaster in the United Kingdom

The global reaction to these events has been the culmination of acontinuous series of changes in this area since the early 1970s. Thesechanges have encompassed attitudes within society, heightenedlevels of understanding as well as the competitive market forc e sacting on the function of physical asset management.

Changing AttitudesSociety has become increasingly intolerant of industrial incidents,

particularly in the areas of safety and environmental integrity. It is nolonger considered acceptable to cause harm to either the environmentor to people and the communities that they live in.

In the past ten years this has been reflected in various changes inlegislation and regulation in countries around the world. Some of therecent developments in these areas include:

Changes to the regulations governing electricity providers in theUnited Kingdom. Now providing a high degree of focus on risk

management and mitigation.

Wide ranging fraud legislation by the federal government ofCanada in response to the Westray disaster

Legislation in response to the Longford disaster in Australia

It is becoming obvious that in the future those responsible for themanagement of physical assets will be more likely to be called toaccount when there is a failure, and as can be seen by recent history,

it is likely that it will not be companies but individuals.In extreme cases incidents can also mean irreversible damage to

a companies public image. Think of such disasters as the Exxon-Valdez environmental incident, the Union Carbide disaster in Bhopalin India or more recently the linking of Powergen to the New Yo r kblackout. All of these incidents have remained chained to thesecompanies in the public mind.

Heightened Level of UnderstandingThe publication of the re p o rt Reliability Centred Maintenance,I

prepared by Stan Nowlan and Howard Heap, has enabled a quantumleap in the way in which we understand how maintenance should bemanaged.

Many of the findings of this re p o rt fly in the face of long-held,common-sense type beliefs and have exposed the true complexna ture of asset management. They also force companies to look attheir physical asset base in an entirely different manner.

At a high level these can be summarised in the following points:

Changes to our understanding of how maintenance contributesto a companys strategic advantage

Changes to the way in which we understand equipment failures

The maintenance department alone is not capable of developinga sustainable and adequate maintenance strategy regime

Maintenance is not

Documents

[25] Maintenance Journal 174