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Two TieredPredictiveMaintenancePrograms
forMultiplePlantOrganizations

Introduction
TheWastewaterTreatmentDivisionoftheMetropolitanSewerDistrictofGreaterCincinnati
recentlyestablishedatwotieredpredictivemaintenance(PdM)program.Thetwotiered
PdMprogramhasbothcentralizedanddecentralizedcomponentstoserveitsseven(7)widely
separatedplants.
ThePdMprogramplanwasdevelopedwithinternalstaffandfacilitatedbyanexternalsubject
matterexpertthroughaseriesofworkshops,plantsitevisitsandpersonnelinterviews.The
centralizedcomponentconsistsofateamofpredictivemaintenancetechnicians(PdMteam),
trainedandcertified(wherecertificationrequirementsareestablished)inatleastonepredictive
technology,initially.Teammembersareencouragedtobetrainedandcertifiedinadditional
technologiesastheirworkloadpermits,inordertoprovidebackupforeachotherduring
absencefromtheteamforvacation,training,illnessorotherneed.ThePdMteammembersare
supportedtobecomeascompetentaspossibleinassignedtechnologies.ThePdMteamis
centrallybasedatthelargestoftheplantsandmembersarecolocatedinthesameoffice.
Teammembershavededicatedvehiclesfortransportationtootherplants.Theytravelwhenever
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theneedarisesforroutineperiodicdatacollection,postrepairornewassetbaseline
datacollectionorsupportofmaintenancecrewmembersindiagnosisofequipmentformore
detailedidentificationoffaultsthanispossiblewithtoolsroutinelyavailabletocrewslocally.
ThedecentralizedcomponentofthePdMprograminvolveslocalplantmaintenancepersonnel
whoreceivetrainingandsupportfrommembersofthePdMteam.Localmaintenancecrew
membersaretrainedtouseeasytolearnandeasytoapplypredictivemaintenance
instruments.Typically,localcrewpersonnelcanbetrainedtousetheminlessthanafull
workday.Theseinstrumentsmayalsobeusedbythelocalcrewafterproblemcorrectionand
reassemblytoconductpostmaintenancetestingtoconfirmthatconditionsandperformance
havebeenreturnedtonormal.
Thepresentationwilldescribe:
Technologiesselectedandemployedateachlevelofthetwotieredprogram
BenefitsofatwotieredPdMProgram
Theprocessesbywhichtheprogramelementsoperate
MeansofcommunicationofPdMprograminformationbetweenparticipantsandallpotential
users
ReasonsforandproblemsencounteredwhilesettingupaninhousePdMprogram(as
viewedbythePdMteamleader)
Possibleadditionalpitfallstobeavoidedwhentryingtoestablishatwotiered(oranytypeof)
PdMprogramorbringacontractorprovidedprograminhouse
Elementsofaplanthatcanbeusedtostartorconverttoatwotiered(oranytypeof)
PdMProgram.

Background
ThedecisiontoestablishasinternalPdMprogramatMSDisalignedwiththe
StrategicMaintenanceandReliabilityPlanthatsupportstheWWTmissionandvision.Thisplan
hassix(6)goalsandobjectivesstatedbelow:
MissionPreserveprocessfunctionssoweprotectthehealthofthecitizensandthequalityof
ourenvironment.
VisionMaximizeplantthroughputtreatment,atthemosteffectivecost.
1.Focusoncorebusiness.Preventandcorrectfailures.Reducespecialprojects.
2.TrainingInvestinmaintenanceandreliabilityprogramandspecializedtraining.
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3.CommunicationIncreaseinvolvementandawarenessthroughleadershiplistening.
4.ReliabilityGenerateproactiveworkthroughimprovedmaintenancestrategiesandaliving
programtoimproveuptime.
5.MaintainabilityReducedowntimethroughcentralizedanddecentralizedpredictive
maintenanceprogram.
6.PlanandSchedulePlanner/Schedulersarefocusedonthefutureandcapturingwork
history.
Fulfillmentofgoalandobjectivenumber(#)5,above,istheprimaryfocusherein.Goaland
objective#1abovewillbepositivelyimpactedwhenthefullforceofthepredictivemaintenance
programdescribedbelowcomesintoeffect.TrainingformaintenancecrewsandPdMteam
membersinvariousPdMtechnologiessupportsgoalandobjective#2above.
Additionalreasonsfordecidingtoestablishaninternal,twotieredPdMcapabilitywereto
integratePdMtechnologiesintotheculture,reducecost,developcorecompetenciesandto
reducethetimebetweencompletionofarepairofanassetsubjecttomonitoringwithoneor
moretechnologiesandtheconfirmationwithpostmaintenancetestingthattherepairwas
successful.This,inturn,hastensthetimewhenanassetcanberestoredtoservice.Itismost
importanttotheoverallmissionofMSDtohaveavailable(totheextentofitsdesignedcapacity)
alloftheequipmentneededtoprocesswastewaterinordertoprotectthehealthofthecitizens
andthequalityofourenvironment.

PdMTechnologiesemployed
ThePdMprogramcentralized,firsttieremploysafulltimePdMteam,initiallyconsistingofa
teamleaderandfour(4)teammemberswithmechanicalandelectricalskillsandmaintenance
experience.Betweenthemtheycollect,analyzeand/ormakeotheruseofdatafrom
thefollowingtechnologies:
VibrationAnalysis
InfraRedThermography
UltrasonicAnalysis
OnlineandOfflineMotorTesting
LubricantandWearParticleAnalysis(separatelyorganizedandoperatedasdescribedlater
inthispaper,butwithresultsvisibleandavailableforusebyPdMteammembers)
Assignmentoftechnologiestoindividualteammembers(includingtheteamleader)isbased
uponpriorexperienceorpreviouslyheldPdMtechnologycertification(s).Itisexpectedthat
teammemberswillbecomecertifiedinmorethanonetechnology,eventually.Thiswillbea
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progressiveprocess,startingwithonetechnologyeachandafterreachingacertainlevelof
competencyinit,beginningtolearntoapplyandeventuallybecertifiedinasecond,thirdor
evenafourth.Thedevelopmentofskillsinapplicationofthetechnologieslistedabovedepends
uponnotonlyinitialtraining,butalsomanymonthsofapplicationonthejob.Wherecertification
levelsmentionedabovearedefined(bysuchprofessionalorganizationsastheAmerican
SocietyforNondestructionTestingASNT),thenormaltimeexpectedforapersonto
achievebasiccertification(Level1)isaboutone(1)year.Anotheryearistypicallyneededfora
Level1certifiedpersontoachieveLevel2certificationandyetanotheryearisrequiredto
achieveLevel3.However,learningabouthowtoapplymultipletechnologiescanoccur
simultaneously.Forexample,afterachievingLevel1certificationinVibrationAnalysis,and
whilepursuingLevel2,anindividualcanbeginLevel1inasecondtechnologysuchasInfra
RedThermography.Alotdependsuponthenumberofassetsbeingmonitoredanddefects
encountered.Withover15,000assetsdistributedoversevenwastewatertreatmentplantsinthe
GreaterCincinnatiarea,MSDoffersanidealenvironmentforPdMTeammembers
becomingcertifiedatleasttoLevel2inmultipletechnologiesinarelativelyshorttime(2or3
years).Level3certificationmayormaynotbepursued,sincetherequirementsforcertification
atthatlevelinmosttechnologieswhereitisneeded,tendtostressPdMmanagementrather
thantechnologyprinciplesandapplication.
Theimportanceofmultipletechnologyskillacquisitioncannotbeoverstated.Manydefectsin
equipmentandsystemsprovideavarietyofindicationsoftheirexistence,butnoone
technologycandetectorprovidecomplete,precisedefinitionofallofthem.Theanalysis
techniquecalledcorrelationusessymptomsindicatedbytwoormoretechnologies(orwithin
thesametechnologyfamily)todefineandhelpdiagnosemoreaccuratelythenatureofthe
problembeingdetectedsothatplanningforitscorrectioncanbemosteffectivelyperformed.In
mostcasesplanningshouldbeginsoonafterthedefectisfirstdetectedandconfirmedatan
incipientstageand(ideally)wellbeforecompletefailureandlossofassetfunction.
Theteamusesstateoftheart,specialized(i.e.,vibration,infrared,ultrasonic,etc)vendor
suppliedcomputersoftwareprogramstoanalyzedatacollectedfromassetsincludedinthe
programandcommunicatesthesefindingsandrelatedinformationusingacomprehensive,
multitechnologypredictivemaintenancemanagementsoftware(PDMMS)programdescribed
laterinthispresentation.
Thesecond,decentralizedtierofthePdMprograminvolveslocalpersonnelwhoseprimary
functionisequipmentpreventiveandcorrectivemaintenance.WithinMSD,maintenancecrews
ateachplantorgroupof(smaller)plantsareledbycrewleaders.Crewleadersreportto
supervisorsofmaintenance,whotypicallyhavethemostyearsofexperienceinmaintenance
andwhohavebeenselectedfromthepoolofcandidateswhohavepassedcivilserviceexams
forsupervisorypositions.
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Thetechnologiesemployedbylocalmaintenancecrewpersonnelaresimpler,less
sophisticatedpredictivetechnologytoolsthanthoseofthePdMTeam.Thesetechnologies
include(but,ultimately,maynotbelimitedto):
VibrationAnalysiswithgreen,yellow,redseverityreadouts
InfraRedThermographygunswithintegratedvisualimaginganddigitaldatatransfer
capability
UltrasonicTestingwithDecibelreadoutanddigitaldatatransfercapability
LaserAlignmentEquipmentforrotatingmachines
Thethree(3)toolslistedfirstaboveareabletoprovideinsitu,fieldindicationofdegradation,
buthavelimiteddiagnosticcapabilities.Onlyalignmenttoolsrequireindepthknowledgeofhow
todomoresophisticatedanalysissothatcorrectivemeasurescanbetakenimmediately.The
purposeofallinstrumentsprovidedistoempowerdecentralizedmaintenancecrewsto
determine,withmoredatathantheirfivesenses,whenequipmentconditionorperformanceis
normalorabnormalandinsomecaseswhatdefectsaredeveloping.Aftercompletionof
repairs,thesameinstrumentsshouldbeusedtoconfirmthatassetconditionand/or
performancehavebeenreturnedtonormalstatussoitcanbeturnedoverpromptlyto
Operationsforuse.
Localmaintenancecrewpersonnelalsosupportlubricantandwearparticleanalysis(L&WPA)
bycollectingandtransmittingliquidlubricantsamplesandperforminglubricationusing
ultrasonicallyaidedgreasegunsashasbeendoneinthepast.Laboratoryreportsofresults
fromanalysisofliquidlubricantsamplesaredirectedtoeachWWTplantforappropriatefollow
upaction.TheyarealsoprovidedtothePdMteamforuseincorrelationanalysis(withdata
fromothertechnologies),patternrecognitionandrelativecomparisonanalysisacrosscommon
assetswiththesameoperatingprofilesinmultipleplants.
TheL&WPAprogramatMSDwasestablishedoverayearearlierthanthetwotierPdM
programandhasalreadygainedrecognitionforitssuccess.Ratherthanintegrateawell
functioningL&WPAprogramatthedevelopmentstageofthePdMprogram,itwasdecidedto
keepthemseparateforthenearterm.Onlytheresultsofanalysisfromtheoutsidelaboratoryto
whichsamplesaresentareintegratedandmadereadilyavailablesoPdMteammemberscan
usethemincorrelationwithresultsfromothertechnologies.
Theadditionoflaseralignmenttoolsatthedecentralizedlocalmaintenancecrewlevelofthe
WWTorganizationisconsistentwithresearchfindingsfromtheMaintenanceandReliability
CenterattheUniversityofTennesseethatshowsthatshaftcouplingmisalignment,evenwhen
wellwithinmanufacturerallowablespecifications,isamajorcontributortobearinglifereduction
andprematurefailure.1Laseralignmenthasbeenshowntobemoreeasilyperformedthan
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earliermechanicalmethods(suchasthereversedialindicatormethod).Thisleadstomore
preciseoutcomeswithfewerlaborhours.Objectivesandgoalsforlaseralignmenttechnology
aredelineatedbelow.
MaintenanceCrews:Toprovidethemostproductiveandaccurateavailabletoolsfor
equipmentalignmentsoastoextendbearingandcouplinglifeandoverallassetreliability.
PdMTeam:Nodirectgoalssincethisalignmentcapabilityisprovidedatthemaintenance
crewleveloftheMSDorganization.Indirectly,however,rigorousapplicationoflaser
alignmentwillhaveanimpactonequipmentreliabilitybyreducingthenumberofbearingand
couplingfailurefindsreportedbythePdMTeamandreducingtheoverallvibrationlevelsfor
MSDassets.

ThePredictiveMaintenanceProcess
TheprocessofpredictivemaintenancebeingconductedbyMSDforWWTplantsisdepictedin
thefigurebelow.
AsyouviewtheMSDWWTPdMProcess,keepinmindthefollowing:
MSDestablishedthreecategoriesforworkordersWOsinordertobettertrackkey
performanceindicators(KPIs)for:
CorrectiveMaintenance(CMWOsunexpectedrepairorunexpectedlikekindreplacement
PreventiveMaintenanceRepairs(PMRWOs)forscheduledpreventive
maintenanceinspections(nonPdMtests)andrelatedfollowupworktoremedyanydefects
found
PredictiveMaintenanceRepairs(PDMRWOs)forfollowupworktorestoredegraded(but
notusuallyfullyfailed)conditionsfoundusingPdMtoolsinthehandsofeitherthePdMteam
orlocalmaintenancecrewPdMpractitioners.
PDMRsappearinboththeComputerizedMaintenanceManagementSystem(CMMS)and
thePredictiveMaintenanceManagementSystem(PDMMS).Thelinkistheworkorder(WO)
numberwhichappearsinboth.Assetnumbers,andterminologyareidenticalinboth
systems.
MSDsWOprioritysystemhasfive(5)levelsPriorities1thru3areroutine,indicating
actioncan/shouldbetakenwithintheplanninghorizonstartinginthenextweekormorefrom
dateoforigination.Priority4requiresactionwithinthecurrentweekand5(emergency)
requiresactionimmediatelyeithercategorybreakingintoandpushingasidealready
scheduledworkoflowerpriority,ifnecessary.AwellfunctioningPdMprogramwillyieldvery
fewhighpriorityWOs.Thisisbecause,whendegradationisdetectedatanearlystageinits
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inevitableprogressiontowardscompletefailure,orderlyplanningandscheduling(e.g.,when
maintenancecrewassetsareavailable)andotherfactors(suchasweatherforecastsinthe
eventofwastewatertreatmentfacilities)arefavorablesothatrepairscanbeaccomplished
whenMSDpersonnel,nottheassetdictateitsneeded.

ProcessesalsohavebeendevelopedforperiodicroutinePdMdatacollection,post
maintenancetesting,baselinetestingandcostavoidancedetermination.
PdMdatacollectionwillbediscussedinthelatterpartofthispresentationinasegment
preparedbythePdMteamleader.Postmaintenancetestingisdiscussedbelowwithinthe
contextofabenefitofatwotierPdMprogram.
Asdescribedabove,baselinetestingbythePdMteamhasbeenseparatedfrompost
maintenancetesting.PostMaintenanceTesting(PMT)isnowdoneatMSDbythemaintenance
crews.PdMbaselinedataarecollectedbythePdMteamafterasuccessfulrepairnearthe
beginningofanewoperatingcycle,sothattrendanalysisandotheraspectsofthemore
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sophisticatedPdMsoftwaretoolscanberestarted.Thatminimizesdelaysinreturningassets
toservice.
Animportantfeatureofthemostsuccessfulpredictivemaintenanceprogramsinanyindustry,
governmentagencyorutilityisthecontinuousaccumulationofcostavoidancedataon
equipmentmonitored.Costavoidanceiscalculatedbysubtractingtheactualcostofanyrepairs
performedbeforecompletefailureoccurs,becauseofknowledgeappliedthroughuseof
predictivetechnologiesfromhistoricalcostofrepairdeterminedwhenpreviouslymadeafter
completefailureofanasset.Theaccumulatedvaluesarecomparedannuallytototalcostofthe
PdMProgram(includinglaborandbenefitscostofPdMteam,personneltrainingand
certification,contractcostssuchasforLubricantandWearParticleLaboratoryservices,costs
ofcomputerservicesand/orsoftware(includingupgrades),calibrationandrepaircostsofthe
programequipment,consumables,etc.,andcapitalacquisitioncostassociatedwithPdM
technologypurchases,proratedovertheequipmentexpectedlifecycles).Metricintegrityis
assuredbecausetheruntofailureestimatedrepaircostsandtheactualcostdataareprovided
bymaintenancepersonnel.ThePdMTeammerelytakesthedatagivenandcalculatesthe
difference.
NotethatMSDisintheearlystagesofthisprocessandisntattemptingtocollectcost
avoidancedataonallPDMRscompleted.Itisdeterminedjustforthosemeetingthethreshold
valueforhighercostitemsthat,ifleftunattended,wouldhaveruntocompletefailure.Thisis
doneintentionallytominimizetheeffortsofmaintenancecrewpersonnelandotherswhoare
askedtomaketheseestimatesbasedontheirpastexperienceorbyresearchingactualcosts
fromhistoricaldata.Itfollowsadvicegivenbyhostsduringabenchmarkingvisitconducedearly
inthedevelopmentoftheprogramdescribedinthispresentation.2Costavoidanceusingonly
thehighcostitemshasbeenfoundtobemorethanenoughtojustifyaPdMprograminterms
ofitsreturnoninvestment.Pursuinglowcosteventfinancialdataisntworththetime
andaggravationofthosewhowouldberequestedtoprovideit.
ThePdMCostAvoidanceDeterminationProcessisdepictedinthediagrambelow.

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BenefitsofaTwoTieredPdMProgramTherearesubstantialbenefitstoatwotieredPdM
programatbothlevels.Thesebenefitsareoverandabovethoseforatraditionalteamonlyor
decentralized,nonintegratedapproaches.Underthistwotieredarrangementwithmultiple
technologies,thestrengthsofahighlyskilledPdMteamwithanarrayofsophisticateddata
collectionhardwareandanalysissoftwaresuiteswillbeabletosupportandcollaboratewiththe
maintenancecrewsequippedwithsimpler,butsufficientlysensitivetoolsfordetectingand
confirmingindicationsofproblemsdevelopingintheirplants.Inaddition,afterarepair,
maintenancecrewPdMpractitionersareabletodeterminewithsufficientlysensitiveand
accuratePdMtoolswhetherornotrecentlyconductedactionstakenweresuccessful.Some
ofthesebenefitsarediscussedfurther,below.
Localmaintenancecrewpersonnelareempoweredandequippedtodeclareanassetready
forreturntooperationalservice.APdMcapabilityprovidesmaintenancepersonnelwiththeir
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ownqualityassurancetools.Thisisdonebyhavingthelocalmaintenancecrewsresponsible
forpostmaintenancetesting.Postmaintenancetestingisperformedtodetermineifa
restorativeormitigatingtaskhasbeensuccessfulinfixinganyreportedproblem(s)aswellas
toensurethatnewproblemswerentintroducedinthecourseofmaintenance.Intheevent
postmaintenancetestingrevealsaconditionconsideredabnormal(e.g.,vibrationlevelnotin
theGreenzoneoraninfraredimageshowsahotterthannormalorcolderthanexpected
condition),helpfromthePdMteamcanberequestedtodefinewhatmayhavegonewrong
duringthemaintenanceperformedsothatitcanberemediedpriortoturnovertoOperations.
Ithelpsavoidturningequipmentovertooperationsonlytofindoutthatthejobisntoverand
thatmoreneedstobedone.
Thereisdivisionoflaborandresponsibilitiesinemploymentofpredictive
technologiesbetweenPdMspecialistsonthePdMteamandPdMpractitionersonthe
maintenancecrews.Thiscanpaydividendsinatleastthree(3)ways.
1.Themaintenancecrews,equippedwithsimple,buteffectivetoolscandothepost
maintenancetestingandmaketheGo/NoGocallswithareasonablelevelofassurance
ofbeingright.Thisbooststheirconfidenceandselfesteem.
2.Havingatwotieredprogramhelpsidentifycandidateswhohavetheaptitudeandinterest
inbecomingaPdMteammembershouldavacancybecomeavailable
3.AtwotierapproachrelievesthePdMteamoftheneedtoperformthispostmaintenance
testingtaskundertimeconstraints(andpressures)neededtoreturntheassettoservice
assoonaspossible.
AnotheradvantageofatwotieredPdMprogramoverotherapproachesisthatitprovides
addedopportunitiesforcooperationbetweenPdMteamandlocalmaintenancecrewmembers.
Forexample,whenbaselinetestingbyPdMteammember(s)isbeingconducted,itishighly
desirablethatthecognizantmaintenancecrewPdMpractitioner(s)bepresentwiththeirPdM
toolstotakereadingsatthesametime.Thisveryoftenallowsthemaintenancecrewmember
tocomparereadingstakenonthesimplertoolstothosetakenbythePdMteammember(s)on
theirmoresophisticatedequipment.Thiswilleducatebothgroupsoneachotherscapabilities
(andlimitations),andenhancefuturecommunicationsandcooperation.
ThisisalsoimportantwhenthePdMteambringstoolstotheplantsuchasofflineandonline
motorcircuitanalysissuitesforwhichthelocalmaintenancecrewhasfewornocomparable,
simplerversions.Theidealarrangementforofflinemotorcircuittestingistohaveanylock
out/tagoutbymaintenancecrew(electrical)personneldonejustinadvanceofthePdMteam
membermakinguptestleadconnectionsandcollectingdata.Thisallowsformorerapiddata
acquisitionandminimizestimeofflineforassetsbeingmonitored.Italsoprovidesan
opportunityformaintenancecrewelectricianstobecomeknowledgeableaboutthetechnology

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beingused,sothatwhensomedefectissuspected,thecrewcancommunicatetotheteamthat
aparticularcapabilityisbelievedtobeneededtodiagnosetheasset.
MeansofCommunicationofPdMProgramInformationbetweenParticipantsMSDof
GreaterCincinnatichosetocommunicatePdMprograminformationusingasecurelylinked,
webbrowserbasedsoftwareservice.3Therewereseveralreasonsforthisdecisionincluding,
butnotlimitedtothefollowing:
WidedispersaloverthegeographicareainandaroundCincinnati,Ohioofactualand
potentialusers(maintenanceplanners,crewleaders,supervisorsofmaintenance,PdMteam
membersandseniormanagersoftheWasteWaterTreatmentDivision,thecurrentPdM
monitoring,training,mentoringandcertificationcontractorforvibrationanalysisandinfrared
thermography4andinfuture,hopefullyelectricmotorandpumprepairshopsandother
insideandoutsiderepairandsupportorganizationssuchthelubricantandwearparticle
analysislaboratory).
ConcernsfromtheCincinnatiInformationTechnologydepartmenttoallowaccessby
outsidersthroughestablishedfirewallstotheMSDCMMSorotherinternallymaintained
programs(moreonthislaterinthispresentation).
TheoverallinitiativetoincreaseMSDplantavailability,reliability,maintainabilityand
performancethatincludesmanyother(sometimesconflictingorcurrentlydeveloping)
elements,including:
UpgradingoftheComputerizedMaintenanceManagementSoftware(CMMS).5It
wasdeterminedthatwhilethecurrentandupgradedCMMScouldprovidesomeofthe
featuresincludedinthePDMMS,thattherewaspotentialforboggingdownCMMSwith
PdMdatatothedetrimentofCMMSperformanceinhandlingallCM.PMRandPDMR
WOs.
Adoptionofrevisedplanningandschedulingprocesses6
ContinuingClassicalReliabilityCenteredMaintenanceandExperience
CenteredMaintenanceAnalysis.7
ThePDMMSselectedhasanumberofbuiltinprogrammetricsandstatusreportfeaturesthat
arerelatedtotheworkorders(PDMRs)originatedasaresultofPdMprogramfinds.These
include:
Dashboardlevel(piechartsshowingpercentageofcritical(Redhighpriority),warning
(Yellowmediumpriority),suspect(Bluelowpriority)PDMRscurrentlyoutstandingoverall
andwithineachplant)

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Detailedconditionreportingfeaturesthatprovideessentialinformationneededbyusers
tounderstandwhereandwhatproblemscurrentlyexistinalltheplants.Thedetailed
conditionreportsprovideforeasyinsertionofPdMvibrationandultrasonicspectraand
relateddata,infraredandvisualimages,offlineandonlinemotorcircuittestresults
includinggraphs,historiesandotherindicatorsofdegradation.
Routeschedulingandcompliancefeaturesthatshowwhathasbeencompletedby
specifictechnologiesandplantsandwhatisoverduetothepointofspecificassetsbeing
declaredatriskforlackofmonitoringwithinscheduledperiodicitiesoractualdegraded
condition(s)detected.
MetricssuchasnumberofPDMRsopenedovertimeandaveragedaystoclosebymonth,
meantimebetweenfailuredefinedinthiscaseasdetected,degradedcondition(s)
meetingthethresholdforPDMRWOinitiationaswellasactualcostofrepairverseswhat
theestimatedcostwouldhavebeeniftheassetbeenallowedtoruntocompletefailure
(discussedearlierinthispresentationasthecostavoidancemetric)usedtodetermine
returnoninvestment(ROI)ofthePdMprogram.
Repairhistories(failuresandrepairs)forindividualequipmentandequipmentgroups
beingmonitoredforallassetswithinthescopeofthePdMprogramaswellasmostfrequent,
mostrecurringandmostcostlymodesoffailurepertheabovePdMbaseddefinition.
Trackingofactionsrequiredtoeliminateormitigatecausesoffailure(thatare
separatelydeterminedfromRootCauseAnalysisandDefectEliminationprocessesthatare
operatedoutsideofPDMMS).
AnimmediatebenefitoftheavailabilityofthewebbasedPDMMSwastheadoptionbythe
vibrationandinfraredmonitoring(andtrainingandmentoring)servicescontractorofitsuse
insteadofthequarterlyreportingvehiclepreviouslyemployedforMSD.Whiletheprevious
methodwaswellreceivedbyusersofreportcontent,thewebbasedfindingsweremoreeasily
accessibletousersgrantedaccesstothePDMMSandactuallycostlessforthemonitoring
contractortoenterthanthereportingvehicleinreplaced.Thisimmediatelyreducedthecostof
theongoingmonitoringcontract.Inaddition,thedataonvibrationandinfrared(fromthe
contractor)werethereafterlocatedinthesameplaceasfindingsfromultrasonicanalysisand
onlineandofflinemotorcircuittesting(fromPdMteamandinsomecasesthe
maintenancecrewsandplanners).Furthertothisend,lubricantandwearparticleanalysis
laboratoryresults,previouslytransferredintothemonitoringcontractorsearlierreportsarenow
enteredintothesamewebbasedPDMMSreportingvehicleasisallotherPdMinformation.
CurrentlyitistransferredbyPdMmonitoringcontractorpersonnel.Ultimately,itcouldbe
entereddirectlybylubricantandwearparticleanalysislaboratorypersonnel.
ReasonsforandProblemsEncounteredinSwitchingtoanInHousePdMProgram(As
describedbytheMSDWWTPdMTeamLeader):Whilemostcompaniesaresatisfiedwiththe
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performanceoftheiroutsourcedPdMprogramtherearesomeofusthatrecognizetheyhavea
poolofinhousetalentthatintimeandwithtrainingcandoit,thatbudgetcutsandpressures
haveforcedlimiting,reducingordefundingPdMcontractsand/ortheyjustarentgettingthe
desiredresultsforthetimeanddollarsexpended.
Myexperienceinourmovetoaninhouseprogramisamixoftheabove.Usinglocal
maintenancecrewpersonnel,wehavebeendoingultrasonicanalysisandonandofflinemotor
testingforseveralyearstohelpcomplementourcontractormanagedvibrationandinfrared(IR)
thermographyprogram.TheproblemsatMSD(assigningnofaulttoourcontractor)werewith
PdMdatacollection,correlation,communications(particularlyfeedbackandfollowuponPdM
initiatedworkorders)andplanningandscheduling.
Forpointofreferenceitshouldbeknownthatourcontractorhasnoaccesstotheinhouse
technologyandCMMSdatabases.Thisisbecauseofstrictfirewallmaintenanceimposedby
informationtechnology(IT)managerswhoenforcesecuritymeasuresneededintodays
potentiallyhostileandsometimesdangerouscyberspaceenvironment.Thismakescorrelating
dataverydifficultorimpossibleforthoseoutsidethefirewalls.Allinhousetechnology
databaseswererunbyourplannerswhoissueworkordersbasedonthered(urgent)oryellow
(suspectproblem)statusdescribedasaresultoftheinhousetestingbutwithoutmuchinternal
analyzing.TheplannersalsohandledwritingtheworkordersfromthequarterlyPdM
report(providedunderourearlierprogramviaafilesharingservice)fromthecontractor.
Opportunitiesfordatacorrelationwereoftenoverlookedortoodifficulttoperformbythosenot
trainedanddedicatedtodoingso.
Ourformerprogramoperatedunderaprettybasicplan.Wehadthecontractorperform
vibrationanalysisandIRthermographyonaquarterlybasisonassetsdeemedcriticaltothe
wastewatertreatmentprocess.Anassetlistwassentouttheweekbeforecontractorquarterly
visits.Theweekoftheirvisittoalargeplant,duringthefirstoneortwodays,theywouldcollect
dataonallrunningequipment.Thesecondorthirddayitwasuptooperationstoswitch
missedequipmentsoitwillberunningthelastdaysoftheweekofdatacollection.Smaller
plantstooklesstime.Whilesomeofyouaresaying,Thatsoundslikeadecentplan,thereare
someouttherethatcanseealltheinherentflawsittookusyearstotrytocorrectandforwhich
wehadtodeviseworkarounds.
NothavinginhousePdMtechniciansskilledinevenbasicvibrationanalysisandinfrared
thermographybecameproblematicalmostimmediatelyafterthestartofthecontractorbased
PdMprogramseveralyearsago.IfcriticalequipmentwasunabletobeswitchedbyOperations
(foranynumberofsometimesmysticalreasons)thatpieceofequipmentwasmisseduntil
thenextquarterlycontractorvisit(orlonger)tothatplant.Tobefair,whenanyequipmentisfirst
broughtonlineinaWWTprocessstream,itsometimetakesdaystogetthewholesystems
settledandrunningsmoothlyagain.Or,ifapieceofequipmentonlyrunsduringthewet
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season,letssay,anditdoesntrainthatweekthecontractoristhere,wemissanopportunityto
collectdata.TherearemanydifficulttoovercomescenariosthatIcancomeupwith,but
Imsureyougettheidea.
Delaysinpostmaintenancetesting(PMT)wasanotherissuewehad.Whenthecontractor
identifiedaproblem,theinhousemaintenancecrewwouldmaketherepair.Well,howdowe
knowifthereporteddefectwascorrected?Wecouldntletamachinethatwasntrepaired
properlyrun(orremainidle)forfullquarterbeforePdMreadingsweretaken!Wedecidedwe
wouldcallinthecontractortodoPMTand,ifsatisfactoryconditionswerefound,totakenew
baselinereadingsbeforeturningitovertoOperations.Itcouldtakeacoupledaystogetthe
contractortotheassettobetested,resultsanalyzedandreported.But,indevelopingthat
processwediscoveredthatwewerecallingtheminforPMTononlyoneitemseveraltimesa
month.Thatstartedtogetpricey,accordingtomanagementthinking.So,webuiltanotherwork
aroundtominimizecost.Wewouldcallinthecontractorwhenwehadmorethanoneasset
readyforPMT.Well,thisputusrightbackinthesamesinkingboatwejusthadtouseabigger
buckettobail.
Afterseveralyearsoftrialanderror,andcountlessmeetingsaboutimprovingtheprogram,it
wasdecidedthatweneededaneffectiveinhousePdMcapability.
MSDengagedanindividualwithover40yearsofPdMexperiencetoguideusinthismost
recentPdMprogramdevelopment.8Afteraninitialsurveyofwhatalreadyexistedandwhatwas
workingandwhatwasnt,afiveyearplanoutliningtools,training,software,workflowsand
budgetswasdeveloped.Whatcameoutofthatwasatwotieredsystemoflowendandhigh
endPdMtechnologytoolsandusersservingallofthesevenplantswithinMSDofGreater
Cincinnati.
Highleveltools(vibrationanalysissuites,IRthermographytoolsandanalysissoftware,
ultrasonicanalysisdevicesandassociatedsoftwareandonlineandofflinemotorcircuit
analysissuites)wereplacedinthehandsofPdMteammembersselectedfromtheinhouse
maintenancecrewsbasedontheirpastexperienceandaptitudes.Previously,motorcircuit
testinghadbeencarriedoutbymaintenancecrews,butwithhighlyvariableresults.Againthis
wasbecauseofcrewpersonnelturnoverandtheneedforsubstantialtrainingandfield
experienceinordertobecomeproficientinuseoftheequipmentandtoperformproper
interpretationofdatafromtesting.
ThePdMcontractorsupportsatraining,mentoringandcertificationprogramwithappropriate
milestones,numberofhoursandcoursesneededtomaketheteamfullycapableinvibration
analysisandinfraredthermography.

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Quarterlycontractorvisitsformonitoringbecamequarterlyshadowingsessionswhereinitially
thePdMteamwouldobservethedatacollectionprocessandlearnthebasicsofthe
technologiesinwhichtheywereultimatelygoingtobecomecertified.Afteroneortwoquarters,
thePdMteamstartedcollectingthedatawiththementoringassistanceofthecontractorin
somecases.Gettingtothispointwasahugemilestoneintheprogram.Insteadofmissing
alotofequipmenteachquarterthePdMteamcollectsdataonthemissedequipment
throughoutthequarter,sendsthedatatothecontractorforanalysisandenteringfindingsinto
thePDMMS.ThePdMteaminitiatesworkordersintheCMMSforcrewstorepairand
conductPMT.Thismorerelaxedbutcompleteapproachtodatacollectionhasbeenwell
receivedbyOperationsasitislessaggravatingthentheearliermethod.
Vibrationmeters,simpleinfrared(IR)guns,fairlysophisticatedlaseralignmenttools,simple
tolearnultrasonicdetectiondeviceswereacquiredaftersomeresearchbycrewleaders.They
selectedfromthemanyavailabletoolsinthemarketplacethosethatarebestsuitedforwaste
watertreatmentassetsandmaintenancecrewpersonnelwhowouldbeassignedasPdM
practitioners.Ultrasonicsensoraidedgreasegunshadbeenacquiredpreviouslyandhadbeen
usedbylocalmaintenancecrewsforsometime.Thiswascontinued.Sophisticatedultrasonic
analysisdevicespreviouslyissuedtothemaintenancecrewsbutnotusedverymuchbecause
oftheircomplexityandcrewmemberturnoverweretransferredtothePdMteam.Anexisting,
wellrunandmanagedoutsidelaboratorysupportedlubricantandwearparticle
analysisprogramremainedinthecapablehandsoflocalmaintenancecrewsandtheir
planners.
MaintenancecrewPdMpractitionerswhoreceivedthesimpletolearntools(thatrequireonlya
dayortwooftraining)beganusingthemtoconductPMTaftercorrectiverepairsofdegraded
conditionsfoundbythecontractorandthePdMteam.
Note:Icannotstressenoughhowimportantitistohavepeoplewiththedesireanddrive
tomakethePdMprogramworkbothwithinthePdMteamandthelocalmaintenance
crews.
OuraveragetimetocompletePDMRworkdroppedfromover73daysdownto6,ahuge
improvement.Thegraphbelowshowsrealdataindicatingprogressasofendof2012onlysix
monthsafterthePdMteamwasformedandfourmonthssincelocalmaintenancecrewinitial
trainingbegan.

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AverageDaystoClose
AnnualalignmentPMsweredevelopedandworkflowsmadetogetbaselinereadingsonnewly
installedequipmentandrebuildsormajorrepairs.Oncealignmentiscompletedataskis
createdforthePdMteamtoacquirenewPdMbaselinereadings.
Afterthenewlyformedteamwasinplace,apredictivemaintenancemanagementsoftware
(PDMMS)contractwasestablishedtoallowMSDpersonnelengagedinthePdMprogram
manageandcorrelatedatafromallthePdMtechnologiesresultingfromeffortsoftheteam,
outsidecontractorandmaintenancecrews.AllroutesinCMMSwereinactivatedandputinto
thePDMMSforconditionassessmenttasks.Assetidentificationanddescriptionsusedinthe
CMMSwereduplicatedexactlyinthePDMMS,tominimizeconfusionofusersofboth
programs.SomeminorcustomizationwasdonebythePDMMScontractorontheirsoftwareto
allowforentryofdataneededforcostavoidancemetrics.
ThePDMMSiswebbasedandoperatesoutsideourcomputernetworkfirewalls.However,
becauseitoperatesoutsideofthefirewalls,somemanualtransferofdata(suchasworkorder
numbers,etc.,)betweenCMMSandPDMMSmustbedone.Thisrequiresdailyeffortonthe
partofPdMteammembers.Hopefullythiswillberemedied(ormitigated)whentheupgraded
CMMSisfullyfunctional.OtherfeaturesofourPDMMSaredescribedinmoredetailearlierin
thispresentation.
Happily,outsidecontractor9personnelsupportingtheCMMSupgradepreviouslymentioned
wereonsitewhenthePDMMSwasactivated.TheyhelpedtransferPdMroutedatawiththe
exactplantassetidentificationandhierarchyintothePDMMSsothattheymirroredeach
other.Thiseasedtheadministrativeburdentheteam(andparticularlytheteamleader)hadto
bearinordertogettheinhousePdMprogramupandrunning.Theadministrativeburden
remainshigh,however,becauseoftheincreasednumberofPdMfindswhichouradvisor
warnedusisnormalduringthefirstyearormoreafterstartupofaPdMprogram.Thereare
manyotherofficeandteamrelatedduties,suchasattendanceatmeetingswithvarious
personnelatalllevelsofMSD,thatinterferewithteamleadertraining,mentoringandgaining
fieldexperiencewiththetechnologiesassigned.
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Classroomtrainingbythemonitoringcontractorandtechnologyvendorinstructorsalongwith
Infieldtrainingandmentoringisprovingtobeinvaluable.Oncehoursofonthejobpracticeare
met,certificationintheassignedtechnologiesisrequired.ThisisoverseenbyaLevel3PdM
specialistfromtheoutsidecontractorprovidingvibrationanalysisandinfraredthermography
servicesuntilthePdMteamtakesovercompletely.After2yearsallPdMteammembersare
expectedtobeatleastLevel1certifiedinatleasttwotechnologies.InsomecasesLevel2can
beachievedinoneormoreareas.
InmyopinionthemostimportantpartofatwotieredPdMsystemistheinvolvementofthe
localmaintenancecrews.InsteadofanalmightyPdMteamcomingoutandtellingthemwhat
tofixandwhethertheydidtheirjobcorrectly,itsmoreofaUnifiedTheoryapproach.ThePdM
teamsays(viaaPDMRworkorder)Hey,wefoundthis,canyouletusknowwhenyou
correctedit?Thelocalmaintenancecrewgoesout,troubleshootstheproblem,makesthe
repairandchecksitwiththeirlowlevelPdMtools.Thisgivesthemexperiencewiththe
technologiesandgetstheminvolvedwiththePdMprogram.This,inturn,helpschangethe
maintenancecrewfromareactivemindsettoaproactivemindset.Insteadofhearingapump
makingnoiseandtearingdownforrebuildtheyaremorelikelytograbtheirlowleveltoolsand
trytofurtherdefinethesourceofthenoisesothatasimpler(andlesscostlyandtime
consuming)repaircanbemadeinsteadofacostlyrebuild.Iftheyneedmoresophisticated
diagnosis,themechanismissetupforquicklygettingPdMteamsupport.Afterrepairsare
complete,thecrewcandoitsownpostmaintenancetesting,becausethePdMtoolsthey
selectedaresensitiveenoughtogivethemassurancetheyaremakingtherightcalls.Thecrew
canthenimmediatelynotifyOperationsthattheassetisreadyforuse.
AfternotificationviatheCMMSthattheassetisreadyforoperation,thePdMteamcan
schedulebaselinedatacollectionindividuallythroughOperationsorincorporatethedata
collectioninthenextscheduledroutetoberunthatincludesthatassetataparticularplant,if
thatiscomingupsooner.
ThevastimprovementintheoverallprogramcanbeseenintheincreaseofPdMworkper
quarter.Inthefirstquarteralonetherewasanincrease9%inproactivework,partiallybecause
thePdMteamisaddingassetstothemonitoringroutesastheyseetheneedunderanew
definitionofwhatiscriticaltohaveavailablewithinMSDplanttofulfillitsmissionandwhat
assetsshouldbeaddedtoreducethecostofrepairsthroughearlydetectionofdegrading
conditions.Thus,moreassetsarebeingmonitoredandmoreissuesbeingfoundasaresult.
WearelessthanoneyearintoourfiveyearplanandIcantwaittoseewhatthefutureholds.
PossibleAdditionalPitfallstoBeAvoidedWhenTryingtoEstablishaTwotiered(oranytype
of)PdMProgramorBringaContractorProvidedProgramInhouseIfyourorganizationhas
anestablishedcontractorprovidedPdMprogramthatyouwanttobringinhouse,itshouldbe
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doneonlyaftercarefulanalysisofexpectedbenefitsandproblemsthatarelikelytobe
encountered.Forexample,ittakesalongtimeforPdMtechnicianstobecomeproficientin
sometechnologies(particularlyvibrationanalysisandinfraredthermography).Other
technologies,suchasultrasonicanalysis,maybeeasiertolearn.Actuallyhavingacompetent
PdMcontractoralreadyengagedwithyourassetswillmakethetransitiontoaninhouse
programeasierandquicker,ifthecontractoriswillingandabletotrainandmentor
yourpersonnelinthetechnologiesalreadybeingapplied.IfthecontractorhasLevel3
specialists,theycanalsohelpwithcertificationintheirspecialtyareas,ifthisisimportantto
yourorganization.Itshouldbenoted(andmanyPdMservicescontractorswillattesttothis)that
mostattemptstobringaPdMprograminhousefailsoonerorlater,notbecauseofthe
contractor,butbecauseofinternalfactorsandissuessuchaspersonnelturnoverandfailureto
selectpersonnelsuitedtothepracticeofpredictivemaintenance.Thefactorsandissues
includebutnotlimitedto:
PdMcandidateslackofcomputerliteracy,
CandidateinabilitytolearncomplexPdMtechnologies
Lackofappreciationbymanagers,supervisors,teamcandidatesandcoworkersofthe
difficultyofachievingcompetencyinacomplexPdMtechnology
FailureofmanagersandcoworkerstoappreciatethatwhileafairportionofaPdM
techniciansworkisdoneinanairconditioned,comfortable,officelikesettinginfrontofa
computerandmuchoftherestofthetimeinthefieldiswithfancyelectronicpackages
(ratherthanwrenches,hammersandscrewdrivers)thatthejobiseverybitasdemandingas
thoseofmaintenancecrewpersonnel
FailuretocreateandmaintaincurrentaPdMprogrammasterplan(discussedinthenext
sectionofthispresentation)
Failure(ofmanagementsameforallotheritemsbelow))toestablishanddefendoverthe
longtermanadequatebudgetforallaspectsofaPdMprogram
Failuretoeducateandorientmanagement,supervisorsandcoworkersonthebenefitsofa
PdMprogramtothemcollectivelyandindividually
Failuretocontinuouslycalculatefinancialjustification(returnoninvestment)anddocument
othertangibleandintangiblebenefitsofaPdMprograminordertoseeitstrueworthyear
afteryear
FailuretoprovideforretentionofPdMtechniciansaftertheybecomecompetentin
assignedtechnologies
FailuretoestablishasuccessionschemeforPdMteampersonnelwhoretireorwhowill
moveontojobshavinggreaterresponsibilitywhentheincentivesortimeisright.
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Thelastitemaboveisparticularlyimportant.Iftheidealcandidate(s)areselectedforaPdM
team,managementmustexpectthatsoonerorlateratleastsomeofthemwillbeabletomove
tobetterpaying,higherlevelpositions,also.Ideallythiswillbewithinthecurrentorganization,
wheretheyshouldbecomechampionsofPdM.Intheworstcasetheyleavewithonlyatwo
weeknoticeandgoelsewhere,andittakesmonthstoidentifynovicecandidatesorhirepartially
experiencedorevencertifiedreplacementsandgetthemuptospeed.Inthemeantime,
monitoringlanguishes,reliabilitymaydeclineand,ifitstrueworthhasntbeendocumented,the
PdMprogrammaybeabandoned.Thiscanresultindeclinesinavailabilitywhilethe
maintenancestrategyrevertstomorecostlyapproachessuchasreactivemaintenance.
Tomitigatethisrisk,MSDwillcontinuetohavearelationshipwiththePdMcontractortosupport
theprogramwhenrequired.
AnotherpitfalltoavoidisdecidingthataPdMprogramcanbedoneonthecheap.Forexample,
simpler,easytolearnPdMtechnologytoolsareacquired,butmoresophisticatedsuitesare
neverapplied,evenwithcontractorsupport.Insuchcasesthediagnosticandlongterm
analysiscapabilitiesofadvancedPdMsoftwareandthefullpotentialofacomprehensivePdM
programarenotrealized.
Or(asoccurredatMSD)sophisticatedandcostlyPdMtoolsareacquiredandputinthehands
ofmaintenancecrewpersonnelwhoweregiventrainingtheydidntapplysoonaftertheclasses
(sotheylosethebenefitofit),orhadtoofewopportunities(insmallplantswithfewassets)to
learnonthejobhowtoapplythemorweretransferredtootherdutiesnotincludinguseofthe
toolsuponwhichtheyhadbeentrained.
InchoosingaPdMmentoringorganizationitisimportanttoassuretheadvancedtechnology
hardwareandsoftwaresuiteswithwhichmentorsarefamiliar(especiallyforvibrationanalysis
andmotortestingbutlesssoforinfraredthermographyandultrasonicanalysis)areascloseas
possibletowhatwillbeacquiredforusebytheinhouseteam.Thissimplifiesthementoring
processbylimitinglearningtotheteam,ratherthanbothparties.
ConsultationwiththecontractorcurrentlyprovidingPdMmonitoringservicesmayhelpinthe
questtoselecttherightvibration,infraredthermographandothertechnologysuitesforthein
houseprogram.Asageneralrule,monitoringcontractorsselectfortheirownusepackagesthat
arethemostproductiveandefficientinmeetingboththeirneedsaswellasthoseoftheir
customers.Theymayalsobeabletohelpbyprovidinginsightonhowgoodhighendhardware
andsoftwarevendorsareatprovidingpostsalecustomersupport,animportantfactoratall
stagesofdevelopmentofaninhousePdMprogram.
ElementsofaPlanThatCanBeUsedtoStart,CreateMajorChangesuchasBringingIn
houseand/orConverttoaTwotiered(oranytypeof)PdMProgram10ThequoteFailure
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toplanisplanningtofail,iswidelyattributedtopublisher,inventor,statesmanandsignerofthe
DeclarationofIndependence,BenjaminFranklin.Theadviceitprovidesisasapplicabletoa
predictivemaintenanceprogramasanyotherimportantinitiative.Belowisalistofitemsthat
arerecommendedtobeaddressedinwhatattheMetropolitanSewerDistrictofGreater
CincinnatiiscalledthePredictiveMaintenanceMasterPlan,Withinthebodyoftheplan
ProgramOverviewandHowItMeetsMaintenanceStrategyGoalsandObjectives
PredictiveMaintenanceTeamDescriptionandResponsibilities
PredictiveMaintenanceasPracticedbyOthersintheOrganization(e.g.,local
maintenancecrews)
PredictiveMaintenanceProcesses
Overall
DataCollection
PostMaintenanceTesting
BaselineDataCollection
PredictiveMaintenanceCostAvoidanceDeterminationProcess
PredictiveTechnologiestoBeEmployedOverviewDetailsinAnnexestothePlan
PredictiveMaintenanceReportManagement&Communications
IncludingPublicizingProgramAccomplishments
KeyPerformanceIndicatorsForOverallMaintenanceProgramandItsPdMPortion
PredictiveMaintenance(5Year)Budgetsfor:
AnalysisandCommunicationsComputers,Software(includingPDMMS)andPeripheral
EquipmentPrinters,SmartPhones,Tablets,etc.,AsRequired,Dependingon
GeographicAreaandNumberofPlantsandAssetstoBeCovered)
PdMHardwareandSoftwareAcquisition/Replacements/Upgrades
PdMHardwareCalibrationandRepair
Training,MentoringandCertification
ContractorsSuchasforLubricantandWearParticleLaboratoryServices
Transportation(e.g.,DedicatedVehiclesasRequired)
Consumables

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Annexestotheplanshouldbeprovidedforeachtechnologyaswellasfortraining
andcertificationofeachteammemberandanyotherparticipant(s)tobeengagedin
predictivemaintenance.Forexample,thefollowingannexesareprovidedintheMSDPdM
MasterPlan:
VibrationAnalysis
InfraRedThermography
UltrasonicAnalysis
OffLineandOnLineMotorTesting
Lubricant&WearParticleAnalysis
LaserAlignmentTools
PredictiveMaintenanceManagement&CommunicationsSoftware(PDMMS)
IndividualTrainingPlansforPdMTeamMembers
GroupTrainingPlansforDecentralizedlocalMaintenanceCrewMembers
Annexesprovidedetailsforemploymentoftechnologiesandgoalsandtargetdatesfor
trainingcoursesandcertificationofPdMprogramparticipantsemployingthetechnologiesforas
farintothefutureaspossible(2to5years).
Accompanyingtheplan(butnotnecessarilyincludedwithinit)shouldbeanactionitemcheck
listthatincludesalltasksneededtoaccomplishwhatsintheplanforthenext3to6months.
Dependingupontheamountofeffortinvolvedtoreachgoalsoftheplanandobstaclesor
barriersencountered,theplanwillhavetoberevised.Inthefirstyearthismayberequired
quarterlyormoreoften,thesecondyeareverysixmonthsandthereafteratleastannuallyor
withkeypersonnelchanges(e.g.,trainingplanfornewPdMteammemberoradditionofa
newtechnology).

Summary
AtwotieredPdMprogramapplyingmultipletechnologieshasadvantagesfor
someorganizations,especiallyforthoseservingmultipleplantsdispersedoverawide
geographicareaand/orwheresemiautonomousmaintenancecrewsareemployed.
ConsiderationshouldbegiveninalltypesofPdMarrangements(teamonly,decentralizedor
twotiered)tohavePdMprogrammanagementandcommunicationsseparatefromCMMS
especiallywhereatriskstatusofassetssubjecttoPdMmonitoringandKPIsrelatedtothe
programareimportantenoughtobetracked.
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StartingupfromscratchorbringinginhouseaPdMprogrambeingconductedby
outsidecontractor(s)hasbenefitsandmanypitfallsthatcanbeavoidedbylearningwhatsin
thispresentation,giventhatitisdonefortherightreasons.
Developingaplanforwhatstobeaccomplishedisasimportantforapredictive
maintenanceinitiativeasitisforanyothergamechangingprogramstartupormajorchange.11
1

Hines,J.Wesley,Jesse,StephenEdmonson,AndrewandNower,DanStudyShowsShaft

MisalignmentReducesBearingLife,MaintenanceTechnologyMagazineApril1999,pp1117
2ThebenchmarkingvisitwashostedbyJohnButine,ManagerofFieldOperationsServices

GroupandPdMteampersonnelofTheTimkenCompanyattheirfacilitiesinandaround
Canton,OhioinAugust2012.
3ThevehicleselectedwasTANGOby24/7Systems,Inc.,ofKnoxville,TN.Fordetailssee

http://www.tf7.com
4

Thevibrationanalysisandinfraredthermographyservices,training,mentoringand
certificationsupportcontractorisIVCTechnologiesofLebanon,Ohio.
5

CMMS(MAXIMOVersion4)isbeingupgradedtoMAXIMOVersion7in2013,withsupport
fromBrownandCaldwell.
6

UndertheguidanceofRichard(Doc)Palmer,P.E.,CMRPofRichardPalmer&Associates,

authorofthePlanningandSchedulingHandbookpublishedbyMcGrawHillInc.,
7UnderthedirectionofAnthonyM.(Mac)Smith,P.E.,ofAMSAssociates,Inc.,withTimAllen,

CMRP,ofGraniteReliabilityGroup,LLC,anumberofanalyseshavebeencompletedinthe
pastfour(4)years,manyrecommendationsfromwhichareinprocessofbeingimplemented.
8TheindividualengagedwasJackR.Nicholas,Jr.,P.E.,CMRPanindependentconsultantand

coauthorof10booksonmaintenancesubjects,includingPredictiveMaintenanceManagement
publishedbyReliabilityweb.com
9TheCMMSupgradefromMAXIMO4toMAXIMO7isbeingsupportedbyDavidEveredand

otherexpertsonMAXIMOfromBrownandCaldwell.
10

SeeNicholas,J.R.andYoung,R.KtextentitledPredictiveMaintenanceManagement3rd
Edition(2007)publishedbyReliabilityweb.com
11

Acknowledgement:Asidefromthecoauthorsandothersalreadymentionedinfootnotesto
thispaper,thePdMprogramdescribedwouldnothavebeenpossiblewithouttheactive
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involvementandparticipationofthefollowingpeopleatvariousstagesinitsdevelopmentto
date:
FromMSDofGreaterCincinnatiAndrewBass,DavidBargerstock,CharlieBecker,
ChristopherBingham,AaronConley,KevinCunningham,MichaelDuffy,SethFeatherston,Tom
Goodman,RickHamant,NancyHarrison,JerryHood,RobJohnson,PatKane,StevenKing,
SamuelKlontz,MarkKoch,WillLeveridge,DougLittle,LoganLittle,JeremyMcCleese,Tim
McGrath,RichardMeade,BrentMerwin,RobertMetz,ZenoPerry,RobertPfirrman,
AndrewSampson,LarryScanlan,GlenSmith,MatthewSmith,RobertF.Smith,DanielSoukup,
EricStevens,hardworkingstaffatMSD,MSDExecutiveDirectorTonyParrott,MSDDeputy
DirectorBijuGeorge,andDonLinnWWTSuperintendent.
FromoutsideMSD:PeteEpperson,SteveSmithandtrainersfromIVCTechnologiesSam
PaskefromBrown&CaldwellandnowwithCH2MHillJohnFortinofC2HMHillJaclyn
Gandee,subcontractortoBrown&CaldwellForrestParduefrom24/7Systems,inc.

FocalPoints

ecomeaPartoftheCommunit

5mptomsYourMaintenancetrategNeedsOptimizing

Maintenance org

IRWindows Compareandavewithxiscan

&Trouleshooting

NewAT33INDPerfectforQC

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Upcomingvents

Octoer17 2016 Jacksonville

2016MRPAnnualConference

Octoer18 2016 Philadelphia

Noria sMachinerLuricationITrainingCourse

Octoer18 2016 Philadelphia

Noria sOilAnalsisIITrainingCourse

Octoer20 2016 ristol

OpenHouse DisruptionintheMROupplChain

Viewallvents

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