Page 410 - Improving Machinery Reliability

374 Improving Machinery Reliability
cally, patiently, and consistently implementing the many obvious and well-docu-
mented steps and procedures known to result in long-term cost savings.
Again, just to come back to our earlier example: Since it can be readily demon-
strated that the overwhelming majority of centrifugal pump bearings fail prematurely
due to the intrusion of atmospheric dust and moisture, it is economically attractive to
“hermetically seal” the bearing housings with force-compensating (repulsion-type)
magnetic face seals as shown in Chapter 5 (Reference 7). The long-term beneficial
results and bottom-line cost-effectiveness of this upgrading method have been docu-
mented in several technical publications and trade journals. Neither failure mode and
effect analysis (FMEA) nor any other time and resource-consuming investigative or
analytical technique is needed to capitalize on this opportunity. And so we conclude
that in this, and very many similar instances, looking to RCM as the “magic bullet”
is both unnecessary and unproductive.
Indeed, then, RCM is about making the right choices, and these choices are made
by trained, well-read, inquisitive, highly motivated and experienced self-starters who
enjoy both full management support and management’s respect. Every plant function
must support efforts to eliminate the need to perform maintenance. The belief that
these attributes and requirements can be taught in an aerospace-derived training
course is plain wishful thinking. Yes, the highly selective application of RCM can be
a money-making maintenance approach for the realistic, committed refinery or
process plant manager. Likewise, RCM for RCM’s sake will definitely be the wrong
choice for someone who prefers “looking for the quick fix” instead of patiently and
consistently implementing the many known and readily available reliability
improvement techniques. And remember: That’s what this book is really all about.

Maintenance Management Options*
In recent years we’ve witnesses a phenomenal growth of the worldwide petrole-
um, petrochemical, and chemical industries. Industry’s appetite for more sophisticat-
ed chemicals and petroleum products continues to grow in spite of occasional short-
term stagnation, and this increasing global demand for specialty products requires a
corresponding increase in construction and plant expansion by petroleum and chemi-
cal companies. The investment required for new manufacturing facilities today has
become staggering, and the daily financial penalty for having a plant “down” can, at
times, be well in excess of $300,000.
Obviously, then, the plant maintenance managerial responsibility has grown dra-
matically. No longer can general management afford the luxury of a “knee-jerking”
maintenance philosophy. Planned and tightly supervised maintenance is the only
alternative to severe financial damage. In some cases, it can be the deciding factor
between making or not making a profit. Further, there is an increasing awareness on
the part of management that they can no longer determine the most economical type

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*Bolliger, U., and Wright, J. W. D., “Options for Planned Maintenance,” Hydrocarbon Processing,
January 1977. Adapted by permission.