Your Reliability Engineering Professional Development Site
Short articles on maintenance and reliability engineering subjects.
James Kovacevic is the primary author writing articles for the series.
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Imagine not have the right spare parts to make a repair, or maybe you don’t have to imagine it. It has already happened. Now imagine having to go through the storeroom and throw out $300,000 worth of parts because they were obsolete. Once again, you may not have to imagine it. [Read more…]
You begin your day by looking for a part in the storeroom. You are looking for a common bearing used on multiple pieces of equipment on the site. You look up the part in the CMMS and it does not have a bin number associated with it. You walk into the storeroom and beginning going through the “bearing section”. Only the bearing is not there. You wander over the equipment section and find it buried in the equipment specific drawer, but you know that it is used elsewhere. Is this the best way to organize materials, by equipment? [Read more…]
How often does your facility run out of raw materials? Chances are it is not very often, if ever. Why is this? It may be because the organization has invested heavily in gathering the right data, analyzing and developing contracts for the materials. This prior work ensures a steady supply of materials.
So why is it that within the same organization there is virtually no data to support the spare parts? Not having a spare part can dramatically impact an organization in the same way as not having raw materials. The result is no production. [Read more…]
If you have invested the time to layout the storeroom correctly, and gather the right data, you are on the right track to a successful storeroom. However, if you don’t take the time to map the various processes in the storeroom, and hold staff to those processes, the work is done so far will be a waste.
When processes are mapped and responsibilities defined, the staff know who does what when. This eliminates unnecessary communication and work, enabling more time to do what is required. In addition, when all activities are repeated in a consistent way, it allows organizations to evaluate the process and determine better ways of working. [Read more…]
No storeroom is perfect, well at least of those I have seen. The process of improving is never ending. A common term for this process of continuous improvement is Kaizen. The Kaizen activity is often seen on the plant floor, either the form of a blitz, in which a tremendous amount of resources are thrown at an issue or an area. The other is a systematic approach, in which a small amount of improvement is achieved each day. [Read more…]
Knowing what the best practices are in a storeroom or spare parts management process is not enough. The best practices need to implemented, and typically it can’t just be implemented right away. The level of resources, the ability of people to change all prevents the immediate implementation. In addition, not every organization will be at the same starting point or want to go to the same level of maturity. This is where an assessment comes in. [Read more…]
Image going for a vacation, but you don’t have a destination in mind, directions to the destination, or any funds allocated for the trip. What kind of vacation will you have? Chances are it won’t be a good one.
The importance of a plan cannot be understated. Without a plan in any aspect of life, business or reliability, achieving goals are difficult, if not impossible. Oftentimes organizations implement tactical activities, without a strategic plan. This ad-hoc approach often results in certain aspects of a maintenance & reliability program implemented, but the results do not materialize.
Oftentimes, plans and strategies are developed and implemented. Many times the implementation is handed off and the team left on their own to implement. And many of the times, the implementation fails or the results are not delivered.
Why is this? It is because there is a lack of governance and accountability. These are more than just words. They are a system, process and a sense of ownership throughout the organization to ensure that the plan is implemented and any roadblocks are dealt with. [Read more…]
Many organizations often struggle to move plans forward. This may be due to the decision-making process and the people involved in the process. Often times the various decision makers are scattered across the company and may be distracted by issues in the plant. In other circumstances, the organization may know what the end goal is, but may not be aware of how to get there. [Read more…]
Storerooms are a critical part of any maintenance and reliability program, but they are often overlooked. When a storeroom is operating at best in class levels, the right parts are available at the right time. The storeroom is only able to achieve this when it its into the maintenance department.
Performing a PM Optimization is not always as simple as it sounds. Often a Maintenance Planner will assemble a team of technicians to ask what is value-added and what is missing from a PM Routine. While these may be good questions to ask before diving into an analysis, or after an analysis, it does not base the answers on data. Basing the PM Routine on data, not intuition is critical to the long-term success of any organization.
To perform a PM Optimization, there are three main types of analysis to focus on the effectiveness of any PM Routine. The specific analysis used will depend on how mature (or effective) the current PM Routine is, and on the specific type of failures that the PM Routine is trying to address.
In the petroleum, natural gas and petrochemical industries, great attention is being paid to safety, reliability, and maintainability of equipment. This is true in any industry and as such the learnings and information found within ISO 14224 can be applied to any industry. [Read more…]
Based on our understanding of the six failure patterns, we can see that there is a large probability of failure when the equipment is first installed and started up. One of the Englisch causes of this increase in probability is the fact that the equipment was not installed or maintained correctly. This may be due to the installer or maintainer not using or following procedures. Having procedures is the first step to reducing these failures, but the procedures must be written in a clear, easy to follow manner. When writing procedures, it is critical to ensure that there are no interpretations in the written instructions. How can this be accomplished?
The universal language for aviation is english, which is considered very safe and reliable. How has this industry been able to overcome the fact that many of the people involved in aviation are not native English speakers? How does a large company such as Boeing supply aircraft all over the world and the customers perform the maintenance in a consistent manner? The aviation and defense industries use a controlled language by the name of Simplified Technical English.
Simplified Technical English is a controlled version of English, that is designed to help the users of English-language maintenance documentation understand what they read. Technical writing can be complex and difficult to understand even for native English speakers. Complex writing can be misunderstood, which may lead to accidents or premature failures. Simplified Technical English makes procedures easy to understand and follow, eliminating language issues and reducing premature and maintenance induced failures.
Simplified Technical English provides a set of Writing Rules and a Dictionary of controlled vocabulary. The Writing Rules cover grammar and style. The Dictionary specifies the words that can be used and those that can’t be used. For the words selected, there is only one word for one meaning and one part of speech for one word. Some of the benefits of Simplified Technical English may include;
The Simplified Technical English specification is not easy to learn, but there are training and software available (if you are interested in this standard, please visit the ASD Simplified Technical English website). The detailed contents of the Simplified Technical English specification will not be covered, but instead, the rest of the post will cover what you can immediately do to make your procedures more readable and drive reliability.
So without becoming an expert in Simplified Technical English, how can you begin to write better procedures? You can begin with some basic writing practices and by reviewing the procedures before it issued. Some of the basic practices to use when writing procedures include;
Once the procedure is written, be sure to review and delete any information which is not relevant (i.e. Instead of synthetic lubricating oil, use only). well-written should help in eliminating any interpretation and driving clarity.
Here is an example of how the wording of a procedural step could be open to interpretation. The task “Replace the filter” could mean either of the following:
Now you can see how one person may perform a task and how another would perform it differently. Once the task is clear, a technical specification should be added to ensure the task is performed to a standard such as;
The end result of ensuring the task is clear, and a specification is present is “Install a new filter and tighten to 15 ft-lbs” This task is simple, clear and easy to understand.
When following these basic steps a well written procedure will be developed to ensure clarity and repeatability, thereby reducing maintenance induced failures. Do you use a Simplified Technical English or a form of it in your procedures or job plans? If not, how are you actively working to reduce maintenance induced and start-up related failures?
Remember, to find success, you must first solve the problem, then achieve the implementation of the solution, and finally sustain winning results.
I’m James Kovacevic
Eruditio, LLC
Where Education Meets Application
Follow @EruditioLLC
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If you were to go into your CMMS and look at the hierarchy and equipment, would it be well laid out and organized? Would you be able to drill down the to the lowest level of components to know what failures have occurred? Can you see how pumps are performing across a specific area or the entire plant? The chances are that for many organizations, this is not possible. Why is that? The asset hierarchy was not thought out ahead of time, nor was the right data collected and recorded in the CMMS.
Having a well-defined asset hierarchy is critical to the ability of the plant to drill down in costs and identify where the improvements efforts should be focused. It also allows reliability staff to identify common issues across specific equipment types and classes, enabling what may be an improvement targeted for a specific area to be spread out across the site. [Read more…]