Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/629709
22 January - February 2016 | www.machinerylubrication.com • reaction or acting on the problem when it occurs and then forgetting about it until the next time; • adaptation or learning to live with the problem by adjusting to the symptoms; • anticipation, which includes attacking root causes with preventive techniques; and • a proactive approach, which involves changing the condi- tions that spawned the problem in the first place. These four levels merely describe approaches that can be used on maintenance problems. One is not better than the others but must be selected based on the severity of the problem. Of course, if a maintenance department always focuses on reaction, it might consider moving to a higher level for recurring problems. Categories of Objectives Your objectives will determine the problems you experience. Just as there are different levels of sophistication in problem-solving, there are different levels of objectives. These objectives are the ones you set for yourself or your department. The farther down you move on the following list, the smaller the resultant prob- lems should be. Short-term Routine Objectives (Supervision) Routine objectives include maintaining things as they are, handling normal (expected) problems, reacting quickly, having lots of spares and adapting to the problem (learning to live with it). Medium-term Corrective Objectives (Management) Corrective objectives usually involve the elimination of accepted problems or modif ying a design to solve an inherent problem. Long-term Improvement Objectives (Leadership) Improvement objectives might consist of requesting new equipment, changing the way things are done, concentrating on prevention and providing better training. MAINTENANCE AND RELIABILITY SYSTEM PROCESS Strainer alarms OK? Extra water on mill Possible causes Known effects Hole in return line? Change in product mix System extra dirty? Change in nozzle position Bearing seal water deflec. Bearing seals bad Loose spreader bars Loose seats on sleds Extra man-hours to handle alarms System alarms Extra material cost Lost mill time Extra repair shop work Extra oil cellar work Shortened bearing life Too much pressure Bad mercoids Bad mercoids Bad relief setting Too wide pres. fluct. Regulator malfunction Regulator malfunction Poor-quality wire cloth Change in cleaning Change in personnel How many is "too many?" 80" hot mill Repair shop Change in procedure at repair shop procedure at hot mill Wire cloth strength limits Poor supplier workmanship MATERIAL WORKMANSHIP Too many ripped "F" system strainer baskets An example of an Ishikawa diagram of lube oil system strainer basket failures