Machinery Lubrication

Machinery Lubrication - Reliable Plant - Anniversary Edition

Machinery Lubrication magazine published by Noria Corporation

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16 Reliable Plant Anniversary Edition | www . CONDITION-BASED PLANNING AND SCHEDULING BEFORE CBM As we saw, for CBM to be an effective strategy, early intervention is essential. is requires an efficient and effective process for gathering data, analyzing that data, making decisions based on the data, and intervening in a timely manner. It is this last step, timely intervention, where reactive organizations typically fall short. These early inter ventions just don't survive in the daily reality of many organiza- tions; they aren't seen as urgent enough until it is too late. For your CBM program to be effective, you need to have a stable working environment with: • A manageable amount of reactive break- down maintenance. • Clear and objective methods to prioritize work requests. • An accepted way to load work into a Frozen Weekly Schedule. • A Frozen Weekly Schedule that is adhered to and actively protected. In other words, you need an effective planning and scheduling process in place before you implement a CBM strategy. It's like building a house; you need to have the foun- dation in place before you add anything else. In the same way, you must have planning and scheduling in place so that when you specify CBM as part of your PM program, you can guarantee that any required interventions will be executed on time. When I speak to CBM and PdM solution providers, I hear this issue repeatedly — their technology is flagging impending failures, but the maintenance teams are not getting to them in time. As a result, their clients are not getting the value they expected and are not happy. PLANNING AND SCHEDULING REDUCE WASTE In most maintenance organizations, productivity is often poor, typically around 20% – 30%. is means that during a typical ten-hour workday, your technicians only spend two to three hours doing actual maintenance work, sometimes even less. is is not because people don't work hard enough; it's because our systems and processes are inefficient and ineffective. Our day-to-day maintenance work is full of all kinds of waste, such as: • Poor quality work instructions that lead to delays and lost time during the comple- tion of jobs. • Incorrect identif ication of materials resulting in false starts, delays, or make- shift repairs. • Poor coordination between work groups resulting in excessive waiting and idle time (e.g., waiting on equipment isola- tion). Maintenance organizations are often tightly resourced as it is, and then having a typical productivity of only 20% to 30% means our maintenance teams really struggle to get the work done. at eventually leads to a vicious cycle of reactive maintenance where the work that gets done first is the work that is shouted about the loudest — and guess what: that won't be our CBM work request because nobody is super excited about an impending failure that is three, six, or even nine months away. But with an effective maintenance planning and scheduling process, you remove a lot of this waste. My experience shows that with relative ease, you can increase productivity by 30% to Failure Patterns & Distributions Age Related Random Figure 2.

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