Page 602 - Subyek Teknik Mesin - Forsthoffers Best Practice Handbook for Rotating Machinery by William E Forsthoffer

Be st Practice 1 1.9 Preventive and Predictive Maintenance Best Practices
)A bad actor is defined as any machine or stationary item the mid-1990s, I have been recommending that all site reliability
that experiences one or more ESDs per year (unscheduled efforts are integrated and definitely include an operations repre-
shutdowns or failures). Note that while this book is devoted sentative who can be a process engineer or senior operator or both.
to rotating equipment, the principles discussed here are This is because all site equipment reliability depends upon the
equally applicable to all the equipment in any plant. process requirements and because, let’s face it, the plant is run by
Why are these characteristics prevalent in most plants? My operations and if there is an element of operations in the reliability
opinion is that the plant management has not been convinced of group who agrees with the group’s recommendation, then ac-
the opportunities available to save considerable operating costs ceptance and implementation have a much better chance. Be-
and increase profits by reducing downtime related to reliability cause . there is now a salesman in the reliability group!
issues and excessive maintenance time. Plant management must Naturally the approach will be different in each plant and
be shown results and the associated savings before they will there are as many possible variations as there are plants.
endorse any plan for reliability optimization. Often, a ‘salesman’ Figure 11.9.1 presents some of the possible structures of a site
that has the ear of management is required. I have found that reliability initiative.
this person is usually a trusted senior operator or a process
engineer. And considering that most reliability efforts are
maintenance based, this salesman is nowhere to be found. Specific, multi-discipline experienced reliability group
A site culture change that makes reliability everyone's
responsibility
Operation, process and instrument reliability group members
Setting up an effective multi-disciplined are on a one year rotation assignment
site reliability initiative
Fig 11.9.1 Site reliability initiative guidelines
I have worked with many site reliability efforts, which have had
different names, different cultures and different levels of
Rotation of the operations, process and perhaps in-
experience. In the early days of my experience with these
efforts (1970s and 1980s) there was but one constant e all strumentation members of the reliability group has shown to be
efforts were strictly maintenance based. Oh, yes, there was a very good idea, since returning members of the group to their
another constant e opportunities for reliability improvement own disciplines will naturally spread the word regarding
that were identified were not implemented. function awareness and the importance of the program. It
The efforts also usually had a name, some of which were: the amounts to automatic function awareness training! Selection of
reliability group, the vibration monitoring group, the failure the members of the group on rotation should be made carefully.
analysis unit, the failure analysis and PM group, etc., etc. I have found that these people should be the ‘believable people’
Regardless of the name, the effort was aimed at improving site (experienced personnel who have the respect of their
reliability of all equipment, not only rotating equipment. They coworkers).
definitely achieved results, but they were usually short term and Remember again that regardless of make-up, the initiative
must be multi-disciplined. The advantages of this arrangement
problems recurred. Over the years, as is natural, the effective-
ness of the program in a certain plant varied as personnel entered are many. The major ones are presented in Figure 11.9.2.
and left it. Those who left usually did so for higher pay, and
those that entered did so for increased experience.
Review of the historical efforts of these groups also showed
an interesting similarity. Every group or plant effort usually had Valuable process information input
identified the root cause of a particular problem, but was unable Process and operation members are salesmen
to gather sufficient, continued management support to imple- Significantly greater degree of function awareness of site
equipment among all site disciplines
ment the identified action plan. As a corporate consultant for Higher degree of ownership among all site disciplines
a major oil and chemical company and later as an independent Less ‘finger pointing’ when problems occur
consultant, I would be asked to review various site reliability
problems and recommend a cost effective action plan. In the
majority of the cases, my end result was very close to what had Fig 11.9.2 Multi-disciplined reliability group advantages
been recommended prior to my study. However the difference
was that my action plan was usually accepted and worked (just It is interesting to note that smaller, remote plants (Arctic
as the site group’s plan would have also been successful!). This is region, New Zealand, Southern Chile and platforms) have
not very encouraging to someone who works long hours, is ‘on consistently out-performed larger units in terms of action plan
call’ and has to attend to reactive maintenance issues at the usual implementation. In these locations, they have to work together!
times e weekends! Incidentally, have you ever noticed that And when they do, since everyone learns something regarding
equipment usually decides to ‘pack it in’ on the weekend other discipline responsibilities and work scope, the results and
everywhere in the world (Thursday, Friday in the Middle East, acceptance of action plans flow smoothly.
Saturday, Sunday in the West, etc.)? Once the decision is taken to include operations and main-
I asked myself, why this was the case? After observing the tenance groups in the reliability program, consideration should
characteristics noted above for a number of years, my opinion is be given to establishing ‘ownership’ in these groups with regards
that the efforts lacked an effective sales program. As a result, since to the program.

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