Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/290460
34 March - April 2014 | www.machinerylubrication.com if the reported defect had been corrected. Since MSD could not allow a machine that wasn't repaired properly to operate (or remain idle) for a full quarter before PdM readings were taken, the organization decided to call in the contractor to perform PMT. If satisfactory conditions were found, new baseline read- ings would be obtained before being turned over to operations. However, getting the contractor to the asset to be tested and having the results analyzed and reported might take several days. In developing this process, MSD discovered that it was calling in the contractor several times a month for PMT on only one item, which was expensive. A work-around was designed to mini- mize cost. The contractor would only be called in when more than one asset was ready for PMT. Unfortunately, this put the organization back in the same sinking boat; now they just had to use a bigger bucket to bail. After several years of trial-and-error and countless meetings to improve the program, MSD decided it needed an effective in-house PdM program. In late 2011, through a series of work- shops with operations, maintenance and engineering, MSD refreshed its shared vision, mission and core values. To support the mission and accomplish its vision, MSD developed a stra- tegic maintenance and reliability plan that had six goals and objectives. One of the goals was to reduce downtime through a centralized and decentralized predictive maintenance program. An expert with more than 40 years of PdM experience was chosen to guide the organization in the program development. A five-year plan was created outlining tools, training, software, workflows and budgets. The result was a two-tiered system of low-end and high-end PdM technology tools and users serving all seven plants. High-level tools such as vibration analysis suites, IR thermog- raphy analysis software, ultrasonic analysis devices, and online and offline motor-circuit analysis suites were placed in the hands of PdM team members selected from the in-house maintenance crews based on their past experience and aptitudes. Previously, motor-circuit testing had been carried out by maintenance crews but with highly variable results across the division. This was due to personnel turnover and the need for substantial training and field experience to become proficient in the use of the equipment and in performing proper data interpretation after testing. Following some research by crew leaders, vibration meters, simple infrared "guns," laser alignment tools and ultrasonic detection devices were purchased based on their suitability for wastewater treatment assets and the maintenance personnel who would be assigned as PdM practitioners. The PdM contractor supported a training, mentoring and certi- fication program with appropriate milestones, number of hours and courses needed for the team to become capable in vibration analysis and infrared thermography. Quarterly contractor visits for monitoring became "shadowing" sessions where the PdM team would observe the data-collection process and learn the basics of the technologies. The contractor also conducted training and certification examinations in visual inspection for both the PdM team and maintenance crew personnel. After one or two quarters, the PdM team started collecting the data. Reaching this point was a huge milestone in the program. Instead of missing equipment each quarter, the team began collecting data on equipment throughout the quarter and sending it to the contractor for analysis. As proficiency was gained in analysis, team members progressively assumed this responsibility also. The PdM team now initiates work orders in the CMMS for crews to repair and conduct PMT. This more complete approach to data collection has been well-received by operations. Ultrasonic sensor-aided grease guns, which had been acquired mAINteNANCe ANd relIABIlIt Y The PdM team at MSD has been essential in promoting a culture that is striving toward world-class maintenance reliability.