Open impellers are frequently used in centrifugal pumps, which pump liquids that contain suspended solid materials (slurries, paper stock, etc.). They do not plug as easily as closed impellers
Oil Analysis has and continues to be the cornerstone of many successful condition based maintenance programs. However, long before a successful oil analysis program is underway, visual inspections are taking place allowing maintenance technicians to immediately assess machine and lubricant condition. Learn how to create value from your visual inspections by integrating a quality system with your high quality technicians.
Typical route Pdm programs can be enhanced with On Line Systems. Dynamic production processes create a lot of variation in a machine's dynamic behavior. Route based measurements on monthly intervals may not be sufficient to ensuring plant equipment reliability. What is your goal for unplanned downtime? Can key performance indicators be improved through the use of On Line Systems?
A tool used to choose among several options that have many useful benefits but where not all of them are of equal value. The choices are prioritized according to known weighted criteria and then
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The Hydraulic Institute (HI) has entered a Training Partner Agreement with Iwaki America Incorporated, one of the world’s leading manufacturers of metering pumps, chemical delivery pumps, sealless, recirculation pumps and non-metallic magnetic drive centrifugal pumps and systems, that allows both organizations to leverage high quality, co-branded educational and training programs designed for pump end-users, distributors and engineering consulting firms.
The Association for Manufacturing Excellence (AME) is pleased to reveal the keynote speakers that will present at the 2014 AME “Excellence Inside” Conference. The conference, taking place Nov. 10-14 in Jacksonville, FL., offers attendees the prospect of discovering new inspiration and direction within their industry, as well as the opportunity to learn directly from world-renown lean leaders and thinkers.
Reliability and maintainability management is the management of failure. By using specific approaches and tools, one can obtain optimized, cost-effective solutions to the design, assembly and use of a product.
Reliability centered maintenance (RCM) focuses on identifying what should be done to assure the functions of a system or asset in a safe, cost-effective and reliable way. RCM analysis is carried out by a group of experts, called the analysis team, for the equipment, asset, or object of the study. It is their responsibility to answer seven questions about the asset being analyzed. In Part 1 of this series, myths 1-10 were discussed. Now we will examine the remaining 12 myths.
In August 2012, our maintenance team made the decision to move forward with upgrading the bolt-on computerized maintenance management system (CMMS) program on our Unix-based legacy system to a more advanced product that offers modern asset management functionality, such as builtin key performance indicators (KPIs), a standalone database to reduce integration and data storage issues, and the ability to define assets in a true hierarchy, rather than the flat list of assets stored in the legacy system.
This is Part 2 of a two-part article. In the February/March 2014 issue, the How Is the Equipment Failing? article answered the question with a discussion on the value and methods of understanding how our equipment is failing. In Part 2, What Are We Doing to the Equipment?, we address the value and methods for understanding the services that we may or may not be providing our equipment.
Do you ever wonder which tool or technology is the best to deploy for cost effective predictive maintenance? Many of today's PdM technologies can be used for multiple applications. This
In our last iLearnReliability Tip #3: Critical Asset Assessment, we discussed completing an FMEA and some data analysis on our most critical assets. It is now time to take a hard look at our
Reliability centered maintenance (RCM) focuses on identifying what should be done to assure the functions of a system or asset in a safe, cost-effective and reliable way. RCM analysis is carried out by a group of experts, called the analysis team, for the equipment, asset, or object of the study. It is their responsibility to answer seven questions (above) about the asset being analyzed.
7 questions to ask when analyzing your assets:
What are the functions and performance associated with the asset’s standards in its current operating context?
In what ways does it not perform its functions?
What is the cause stopping it from performing its function?
What happens when each failure occurs?
What is the impact of each failure?
What can be done to predict or prevent every failure?
What should be done if adequate work could not be performed before the failure?
Priority something that is more important than other things and needs to be done or dealt with first criticality a relative ranking of equipment based on the probability of its failure and the consequences of the failure.
Power transmission components like couplings, belts, spacer shafts, sprockets, gears, etc., seem like child's play when faced with cardan shaft issues, and yet applying a few precision maintenance methods on installation can save tremendous headaches down the road, AND ensure smooth, trouble-free operation.
This is the first of a two-part series. Part 1 covers value and methods for understanding how our equipment is failing. Part 2 will address the value and methods for understanding the services that we may or may not be providing our equipment.
Are you planning a project to improve equipment reliability? Where do you start? There are generally two ways to approach the problem - top down or bottom up.
ARMS Reliability, a Global Reliability service and training provider to resource, energy and other large asset managers, announced the launch of their Reliability Training Catalogue for 2014 which now incorporates learning paths from Innocence to Excellence.
Part 1 of this article in the Dec/Jan 2014 issue of Uptime introduced the premise that all manufacturers operate with business models that emphasize quality, low price, or innovation. It started with the common sense position that a manufacturing entity that simultaneously and consistently achieved all three would soon become the only surviving provider of the asset in question. Part 2 looks at the caveats in process pump engineering addressed by machinery quality assessment (MQA).
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