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Approach to Zero Breakdown – A Challenge of Multi Management Aspects

Approach to Zero Breakdown – A Challenge of Multi Management Aspects

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Published by ypchawla

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Published by: ypchawla on Oct 10, 2010
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05/12/2014

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Approach to Zero Breakdown – A Challenge of Multi Management AspectsYP Chawla – Hd. Energy Sector Apollo Tyres
Abstract: 
Today’s Drivers of the Economy & its parameters have changed drastically 
.
The 
 
Plant Top Management is under pressure to give higher returns, higher growth, higher productivity, with increased wage bills, fast changing technologies, new competing Plant Capacities coming up, laced up with slow down in economy etc. Concepts like Zero Wastage,Zero Defect and Zero Breakdowns with updated technologies, processes have come into play.Improving the existing plant productivity are the challenges of today. The Maintenance Manager or an Engineer is no more a person with a Picture of Greased hands but a dynamic,well educated, well read of latest knowledge, seamlessly knowing all the aspects of the complete Plant Operation , right from indenting the plant requirements, to design , to operation and getting the best returns on the Asset. This is, what is expected from an Asset Manager. But is the Management aligned to this concept and provides Asset Managers all the opportunities to give their best? Do the Personnel Department help them to have the best team? Does Finance Man provide them Funds at appropriate time? If all this is available, then what an Asset Manager can give the organization is attempted here.
Can we really achieve zero breakdowns at our plants or facilities? Is it conceivable-or even desirable-tohave zero breakdowns? Is it not a Political Statement only? It is similar to quality initiatives, the goal iszero defects. While most companies may never achieve this goal, but do develop strategies ormethodologies approaching to very close to Zero defect - a six sigma quality aspect. Such can be anaspect of Six sigma reliability – an approach to Zero Breakdown where the cost of equipment or assetreliability benefits achieved exceed the Cost of six sigma reliability. It is like a ‘F1’ Tyre ReplacementBenchmarking approach. An Attempt has been made through this Paper to project a picture of the
‘PlantMaintenance’
on a much larger Canvass as
“Asset Management”
thus elevating the MaintenanceEngineer to an
“Asset Manager”
to a
“Business Leader”
 
Asset Management–a Business Objective
 Asset Management is an Overall Equipment Effectiveness, picturing the equipment or assetsperformance, its availability, the performance rate, as well as the quality rate cumulating to the Asset’scapacity.The Role of Asset Manager gets enlarged in this competitive world, ensuring that nowhere in this world,another company having the same assets which produce greater capacity from those similar assets thanhis Assets –thus getting the most out of the assets, through application of an holistic approach to thePlant Performance by blending the availability, Performance rate & the Quality, at least utilization ofResources in terms of Money and Manpower thus benchmarking the
Return on Net Assets (RONA) orReturn on Fixed Assets (ROFA) –
the Banker’s requirements.Focusing on the above Key Result Areas (KRAs)is to optimize the utilization of the assets byimplementation of such strategies that eliminate allbreakdowns of the Asset. In reality, whether afunction loss or a function reduction breakdown, allbreakdowns impact a company financially. Zerobreakdown strategies are designed to provide costeffective solutions to equipment problems, allowingcompanies to realize the maximum return oninvestment of their assets.
Asset Manager’s Role
is to get into the shoes ofthe other Managers to achieve the above, andtake them along in his journey for Asset Management. In many organizations Role of AssetManagement starts with the first training on the new asset being Installed or intended to be installed andis out of the loop till this stage, even if an Asset manager attains a leadership role and is a part of themanagement committee.
Performance
1Preventive maintenance time-and usage-based strategies
XX
VibrationOilNoiseHeat
XXXX
3Corrective maintenancereactive-based strategies
2Predictive maintenance condition-based strategies
Time
FailureoccursFailurereportedRepairscheduledRepairinitiatedParts, manuals& toolslocated
Aligning -maintenance strategies to Breakdown curve
 
Development
designDesign
&construction
Maintainability
checks RCM
AbandonmentAnalyzeExecuteSchedulePlanImproveEvaluatedevelopment optionsPrepare operational specifications andprocedures, develop maintenance andinspection strategies, prepare input to assetreference plan, develop facility dataPrepare andconsolidate plansand budgetsReview and updatemaintenancestrategies,performance,estimates, referenceplan, FEMCASchedule asset relatedworkIdentify anddefineunforeseenworkORDM Analysisof assetperformance andmaintenancesystemeffectivenessDecide onremedy orimprovement (orabandonment)
Design for Maintainability
DesignDetection
of Failure Sources
ReliabilityAssessmentPlannedReliabilityDecision
Breakdown / Reliability + Design
Networking by the Asset Managers
- A Challenge to network , with other department functionsimmediately on their leadership transition at the inflation point in their careers, is to force them to rethinkabout themselves and their role for an integration with the Organization Goals, to avoid an discomfortafter rising the ranks, which they have achieved by the dint of their strong command on TechnicalAspects of their job role and a nose-to-the-grindstone focus on accomplishing their teams’ objectives.Asset Manager’s Challenge to graduate from Manager’s role to a leaders role and to face situationsbeyond their functional specialties and strategic issues that will involve relational & not analytical tasks – covering a diverse array of Current and Potential stack holders, not to considered as Distractions fromtheir real work, but to be at the heart of their challenging role. This requires a real good networking bythe Asset Manager - a recipe for reaching for a leadership position rather than staying at Manager’sPosition or in succeeding in Leadership Position thus reorienting him towards achieving success in allManagement Functions.Any good Plant Manager is aware of the Reducing Performance as at situation 1 in the graph above andquite often keeps his figures crossed as the Performance deteriorates and goes in for Predictivemaintenance strategies before the Failure and going in for a Corrective maintenance. A good PlantManager is balancing the Asset Performance with that of the Business Optimization meeting thechallenges of the market forces on one hand and the Stake holders at large.
Reliability Growth – Asset Management to start at the Design Stage itself
The Asset Manager needs to understand howMachines are Designed and the Limits thesemachines can be taken to Live within theunforgiving Nature of Machine Design, Strengthof Materials) Nature of Machine Design,Strength of Materials Limitations and theresources the Asset Manager has on hiscommand & where to transit to PlannedMaintenance & Opt for Outsourcing etc.Bottom- Line Maintenance Key Result Areas ( KRAs)Metric Definition TargetIndividual System orAsset is available forProducing out put ofrequired Quality100% orZeroBreakdown% FailureAnalysisDuring Down Time – Events that go throughAnalysis of Failure Mode, Effect & Root Cause85-100%% PlannedWorkCorrective MaintenanceWork Hours - advancedScheduled / planned85-95%% OvertimePlanned Maintenance atOvertime rate5-8%RelativeMaintenancecost% Annual MaintenanceSpending Vs. AssetReplacement1.5 -2.5%TechnicianProductivityProductive Hours vs.waiting for Parts ,Rework75-85%% ReworkRework due to PoorInstallation or incorrectDiagnosis2.5- 3.5 %
 
Y1Y2Y3Y4Y5Y6Y7Y8Y9Y10Y11Y12
Time/Usage
Unplanned costPlanned cost
+
Total cost
Transition to Planned Maintenance
Mapping total cost –the practical side
 
Asset ManagementBusiness ProcessesAsset ManagementPlansStrategicInitiativesAnnual BudgetsOperating BudgetCapital Budgets
 Improving Reliability by Setting Maintenance KRAs
or KeyPerformance Indicators (KPIs) and Measuring Outcomes MeaningfulMaintenance and Reliability Performance Measures
Adopting a Profit Centered Maintenance – A Challenge to AssetManager
By Focusing on the Return on Net Assets (RONA) or Return on Fixed Assets(ROFA) by Moving from Reactive… to Proactive… to Risk Reduction. EachProcess is Part of a Series of Processes -The Process Chain thatBinds Us with our AssetThus Maximizing Life Cycle Profit Maintenance for achievingBusiness Objectives and Optimizing Stake Holders returnsWhile Designing a Plant, it is actually Designing a Business, where Operating Costs areCommitted. The Design Process limits Reliability Design and Operating Cost are to be totallyoptimized for Risk considering the Life Cycle Implications, Life Cycle Risk Management Strategy.Why we Need Defect Elimination and Failure Prevention Problems Waste Time, Money andResources, Identify Defect and Failure True Costs
Electronics & Instrumentation – A Boon & A Challenge
The Instrumentation has made the Life of Asset Manager easier for various Diagnostics. Manualtests are prone to human error, and if tests and inspections are not linked directly into theComputerized Maintenance Management System, then it is difficult to track any missed orinaccurate manual measurements. The end result is that manually recorded results can very easilygo out of date and eventually you may be relying on old data to interpret the condition of an asset.Today's information technologies and processes have improved asset management strategies,advantages and implementation challenges of
M
aintenance,
R
epair, and
O
perations software(MRO). Not all assets are created equal. Plant Manager needs to prioritize by deciding whichassets contribute most to the operation. Some may run to failure, but others can differ in strategy.Predictive strategies and analytics might be applied to the most valuable assets to create more leadtime and flexibility.Sensors can communicate system needs into MRO, a portfolio of assets, providing a solution setfor enterprise, plant equipment, software, fleets of assets and all conditions above.Next generation MRO tools can help Asset Managers:
 
Do more with less, extend the life of current assets, maintain product quality, manage waste(labor raw materials and energy), and grow the business.
 
 
Overcome operational hurdles, such as globalization over multiple sites, cultural changes,scheduling pressures, and the need to transform data into information.
 
 
Better manage risk, related to regulations, health, and safety issues.
 
 
Address technological challenges, such as short and long term data flow, removing silo walls,and justifying focus on MRO tools, to create the most throughputs at the lowest cost.
 
Increasingly the
IT organization is partnering in MRO efforts as a team member
, in part to help"green" become a revenue opportunity. The Asset Manager is required to understand the IT asmuch as a Soft ware Engineer to optimize its results.Wireless technology is a mostly untapped resource in the industry that can have a significantimpact on the way business is done offering a greater degree of connectivity among devices forenhanced monitoring and asset utilization leading to the development of new applications thatimprove productivity, uptime, and overall business performance.Industrial automation is one segment of the global economy that, to date, has failed to take fulladvantage of wireless technology. Major industries such as Rubber, Oil and Gas, Chemical, Power,Steel, and water and wastewater treatment continue to operate their plants mostly with older, hard-wired control systems.

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