Editor’s Note: This article was adapted from the 94-page Asset Condition Monitoring Project Manager’s Guide published in January 2017. The guide is coauthored by Terrence O’Hanlon and Dave Reiber of Reliabilityweb.com and Jack Nicholas, an independent sole proprietor.1 The guide is sponsored by Des-Case (Precision Lubrication), Pruftechnik (Alignment), SDT (Ultrasound) and SKF (Motor Condition Monitoring), whose representatives appended insightful statements on the impact of their technologies on asset condition monitoring. The guide supplements comprehensive material in Jack Nicholas’ new book, Asset Condition Monitoring Management, published by Reliabilityweb.com in December 2016.2
The Feb/March 2017 Uptime article, “An Asset Manager’s Guide to Harvest Management Commitment,” explained how to sell your company’s vision to the executive level team of your organization. If you were not successful in getting to this point, don’t feel bad; not even a handful of asset managers across the globe have achieved successful enterprise asset management (EAM) transformation. However, if you were successful at harvesting management commitment, it is now time to take the next step and take it quickly: turning strategy into action!
When looking at the P-F reliability curve, there are two main categories of maintenance reliability action where resources may be focused: the P-F region and the I-P region.
LOOP LLC operates the only crude oil deepwater port complex in the United States, consisting of an off-loading facility in the Gulf of Mexico and pipeline, storage and domestic terminaling facilities in southeastern Louisiana. The deepwater port complex is a vital energy hub, with pipeline connections to approximately 50 percent of the nation’s refining capacity. The Clovelly Hub facility can store over 70 million barrels of crude in belowground caverns and aboveground tanks. LOOP’s unique pumping systems can transport crude at rates in excess of 100,000 barrels per hour on multiple, interconnected pipelines.
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Much can be said about trends that relate to equipment reliability in one way or another. Like everything else, they come and go randomly. Just like carbonated water, trends that are reduced to the flavor of the month can fizzle out and disappear rapidly. Trends probably always existed in all fields of endeavor and have been observed for years in the field of machinery reliability improvement. This article focuses on some recent ones that are on relatively solid ground and should be of interest to you.
There is a multi-headed monster of a crisis barreling toward us.
This crisis in the sourcing, stocking and justifying of maintenance, repairs and operations (MRO) spares has been developing since the 1990s and will likely get worse before it gets better. The core of the crisis and the reasons for it are distinct. These distinct contributors form the perfect storm of trouble for any maintenance department, especially ones that have implemented lean principles. The solution is surprisingly in the domain of asset management.
A good maintenance storeroom is a well-oiled machine. Imagine 99.9 percent service levels for critical spares or window wait times under 10 minutes 95 percent of the time. A great storeroom gives you the capability to figure out what unidentified parts actually are or to know when your special-order parts hit the receiving dock.
The MRO Best Practices Report explores the conditions of successful storerooms, as well as those with little or no expertise in maintenance spare parts management. Results and insights on the Reliabilityweb.com Maintenance Management Benchmarking Survey are also included.
The Vibration Fault Periodic Table concept was created and introduced to the public in an article published in the June/July 2012 Uptime® magazine. The original concept was designed to classify vibration faults in the form of a periodic table of the elements. That is to say, the faults were grouped according to frequency content and dominant direction or response. This format was found to be very useful in gaining a better understanding of the nature of each individual vibration fault, as well as providing the analyst with a quick assessment tool for determining the likely root cause for a particular problem in the field.
Ever walk into a room, look around and conclude that all is well. But then, someone picks up papers, a briefcase, or some other object from the floor, right where you were about to walk. You hadn’t seen it. Your vision is fine, so how could you have missed it? It makes you wonder how many other little things you missed in other places, too.
In maintenance, a big challenge is how to put different concepts and theories into practice, especially when you must also change the mind-set of your workforce and introduce a new way of thinking.
If you’re looking for a way to strengthen internal and external customer relationships, provide prospects with a forum to familiarize themselves with your expertise, and add value to your industry, consider implementing a professional development program. Not a product training program, although that can be a separate, related component, but a professional development program whereby you share current and emerging industry knowledge that helps participants be more successful on the job.
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