Page 22 - Improving Machinery Reliability

operational tests, equipment condition assessment, calendar or time-
based maintenance, integrity tests for components such as safety and
relief vahes, corrosion thickness, cathodic and anodic protection
voltage measurements and reliability records are examples of other
information that must be readily available.
* Work process information is also quite necessary for optimized,
value-directed maintenance. Some facilities have developed com-
plete, verified instructions for every maintenance task. These instruc-
tions include safety procedures and precautions, parts and tools
required, a step-by-step procedure to accomplish the task and unique
task-specific considerations. In addition to greatly improving produc-
tivity, detailed instructions substantially reduce mistakes that result in
post-repair failures.
0 Supplying refined condition-assessment results to operations for dis-
play on the process control system is another much needed improve-
ment. Better, more informative displays create a greater awareness of
condition and the operating variables that influence condition. Confi-
dence to initiate action if difficulties arise and the ability to contribute
observations pertaining to variations are added value gained by ready
access to easily interpreted condition information.
Refined, easily interpreted, actionable information to operations/pro-
duction planning and maintenance management systems is equally
important. Contrasted with operators, these users need predictive con-
dition-assessment information for medium and long-term planning.
Will production assets be available to meet future contractual com-
mitments? The information required includes equipment status, prob-
lem identification, classification, severity and rate of change, compo-
nents affected, time to required action and recommendations for both
Operating and repair action^.^ The timing and length of an optimized
production outage, spare parts and personnel requirements are con-
structed from this information.
e Benchmark measures such as mean-time-between-repair (MTBR)
and availability are valuable management information. Information
required for executive and financial management includes cost-per-
unit output, return on assets, life cycle costs, and operating profitabil-
ity. These, and other measures, are needed to measure effectiveness,
convey value, and justify the ongoing cost of the processes and peo-
ple creating value. If performance measures trend opposite to require-

xix