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This Life Cycle Asset Management article series introduces and discusses life cycle asset management strategies, systems and processes for optimizing operating asset economics, reliability, performance, and return on investment.
Life Cycle Asset Management, Enterprise Asset Management (EAM), Engineering Asset Management, and Physical Asset Management (and their linguistic variations) are considered to be synonymous names. Life Cycle Asset Management is used to title this series, as it has the correct connotation of what is intended when the applicable strategies are adopted by organisations.
‘ISO 55001 Asset Management – Management systems – Requirements’ is an international standard for certification of life cycle asset management systems and posts about the ISO 55000 asset management suite of documents are included in this series.
The purpose of this Life Cycle Asset Management series is to provide reputed, useful content that brings value and improves asset performance when used in operations and organisations.
NOTE: The series does not include coverage of related commercial or vendor software or database management applications.
MAKE USE OF A PROBABILITY DISTRIBUTION CURVE OF MAINTENANCE KPIS TO SHOW WHETHER YOUR MAINTENANCE PERFORMANCE IMPROVEMENT EFFORTS ARE WORKING. A KPI PROBABILITY DISTRIBUTION CURVE GIVES NEW INSIGHTS INTO YOUR MAINTENANCE PERFORMANCE.
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Using a distribution curve of maintenance KPIs as a new maintenance performance measure was what we recommended to this Maintenance Manager.
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This white paper will teach you how to solve your plant and equipment reliability problems and improve your current plant and equipment reliability up to magnificent performance.
Since the mid-1980’s we have known exactly how to guarantee incredible equipment reliability. Failure-free machinery and equipment is totally achievable (in fact it is remarkably straightforward to do). We have all the answer—we know all the science; we know all the engineering; all the necessary information is readily available. The research has long been completed. The correct solutions for magnificent reliability are practical and quite doable. The problem that remains, is that though we know exactly what needs to be done to get magnificently reliable machines, we cannot get companies to do it right. The limitation to achieving magnificent reliability is not technical. The limitation now seems to be organisational, cultural, and human factors related.
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Physics-of-Failure warns us to keep the sum of all static and cyclic loads on a part’s microstructure below its fatigue stress limit.
The image below shows two example metal fatigue limit failure curves. These curves were determined based on controlled laboratory experiments. These experiments use a machine with a fixed load to test the selected piece’s microstructure stress levels. Curve A shows that at a high stress level, close to the Ultimate Tensile Strength of steel, the test piece failed after 10,000 cycles. As the fatigue stress level is reduced, the test piece lasts longer. When the imposed stress is limited to around 50% of the UTS, the cycles to failure had no measurable limit. On the other hand, Curve B shows that at all levels of fatigue stress the component would eventually fail. However, the same outcome can be seen, that as stress reduces the service lifetime before failure increases.
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Plant and equipment failures are business process failures. Plant stoppages and breakdowns result from failure-causing practices built into business processes and from leaving the right reliability practices out of them. Processes may superficially look okay because they have documentation, charts and records, but if you suffer a steady stream of failures, problems, and rework, then your processes contain unforeseen ‘traps’ into which your people and equipment regularly fall. Failure was not intended when your processes were chosen and designed, but failure is what happens when they are used.
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The world needs plant and equipment that are reliable and fault-free for decades. Yet Maintenance can only keep machinery working by replacing broken and at risk parts. Even industrial asset management only aims to lower the cost of plant and equipment ownership. Neither methodology has the capability to deliver what mankind needs in future. Before the end of this century both disciplines will die-out because intelligent production machines will be made that are completely reliable and maintenance-free for their entire lifetimes.
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Design-out maintenance is a root cause failure elimination category where the solution is to design for reliability and intentionally create highly reliable equipment through an engineering design change.
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I am a design engineer and am considering plant improvement as a more proactive activity for our department. Being in design I am interested in design-out maintenance solutions and the role they play in maintenance cost reduction. Particularly where design out solutions are used for failure elimination.
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ACE 3T analysis is a new problem inquiry tool that lets you find simple answers to difficult problems. It does not ask you to use Lean process assessment tools or apply Six Sigma statistical analysis. You only need to use your eyes and a spread sheet to explore the details that expose the simple options to solve your problem.
How the 3T’s of Human Error Prevention and Mistake Proofing – Target, Tolerance, Test – were Discovered
Human errors and mistakes cause 80 percent of industrial equipment failures. That humans cause most problems has long been known. It has been difficult to find reliable ways to prevent human error, but an Arab craftsman taught me the 3Ts of error prevention and mistake proofing work.
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What Every Manager Needs to Know About Business Risk from Equipment Reliability
Figure 1 shows how equipment risks start and transfer through a business. Tens of thousands of business risks, even hundreds of thousands in big operations, come from your plant and machinery.
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A good way to change mindsets and behaviors toward preventing forced outages and stoppages is to show everyone in the operation the total business losses of breakdowns.
It is incredible what the total business losses of breakdowns can rise too. Plant and equipment breakdowns are ultimately due to having wrong thinking and doing wrong practices. In this response to an FAQ, I advise to tell your people the true costs of breakdowns. Let them share the pain and loss suffered by the business and start them thinking of better ways to care for their operating assets.
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When engineers design a machinery part, they begin by defining the operating load range it will experience during its service life. This range will include the loads when the machine part is not working through to the maximum stress that it will operate under. Examples of high stress situations include operating overload events, or when starting up under a large load. How great the imposed stress reaches and how often those events occur changes a part’s reliability.
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Human error causes 80% of plant and equipment failures. It is the single factor, which if controlled, makes the most difference to achieving world class equipment reliability and operational success. With the introduction of low cost communication and visual devices it is now possible to assist maintenance workers proactively prevent human error. By using interactive audio-visual devices workers can be coached through a job error-free to get right-first-time quality every time.
Let a Plant Wellness Way EAM System-of-Reliability halve your Annual Maintenance Costs
A Plant Wellness Way enterprise asset management system is a powerful solution for world class enterprise asset management (EAM) success. There are three scenarios when it is justifiable for a business to adopt PWW EAM as your company’s EAM methodology.
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Estimating the money for commissioning spares allowance of a capital project using the maintenance cost in the RAV ratio is probably wrong, but it is often done. The allowance also depends on the life cycle asset management processes and practices in use.