Condition Monitoring

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Joining us today:

Renard Klubnik Applications Engineer Wilcoxon Research Michael Eisenbise Global Reliability Implementation Specialist BP Downstream
Traci Purdum, Senior Editor ChemicalProcessing.com

Andy Page Integration Director GPAllied

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Renard Klubnik Applications Engineer Wilcoxon Research

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Vibration:
The cornerstone of condition monitoring
Renard Klubnik, Applications Engineer Meggitt Sensing Systems Wilcoxon Research

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Benefits of Vibration Monitoring

Equipment is monitored and analyzed while it is running Used to predict failures and schedule maintenance during planned shut downs High potential for return on investment Level of investment can be tailored to budgets and criticality Identifies a variety of machinery faults Can be used on virtually all types of rotating machinery You dont have to be an expert Some of the benefits of vibrations monitoring can be gained with vibration trending, instead of analysis

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Causes of Vibration

Mechanical defects Bearings Impellers Blades Gears Mechanical conditions Imbalance Resonance Soft foot Misalignment Electrical conditions Stator Winding Rotor

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Effects of Vibration

The expended energy from vibration causes wear of components, reduced performance, increased energy consumption and reduced reliability Vibration can excite natural frequencies causing significant vibration at the components

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How to Detect Vibration

Raw signal from accelerometer A/D conversion and signal processing

FFT or spectrum

Digitized waveform

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Vibration Data Collection Methods

4-20 mA trending Portable data collection Online monitoring

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When to Apply Vibration Monitoring

Highly critical (online shutdown protection) Mission critical (portable, online, or 4-20 mA) Balance of plant (4-20 mA) Run to failure (no monitoring)

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Vibration Analysis can Detect Many Common Problems

Machine faults Imbalance Misalignment Bent shaft Mechanical looseness Casing / foundation distortion Bearing faults Motor faults Resonance Machine design Universal joints Asymmetrical shafts, cams Gear mesh Couplings Bearings Pumps and fans Reciprocating machines Motors / generators

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Michael Eisenbise Global Reliability Implementation Specialist BP Downstream

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Disclaimer The comments made in the following presentation are solely those of the presenter. These comments are made under the presenters first amendment rights. The presenters comments do not necessarily reflect the thoughts, policies, opinions, etc. of BP or SMRP

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History of Reliability
Third Generation: Condition monitoring Design for reliability and maintainability Hazard studies Second Generation: Scheduled overhauls First Generation System for planning and scheduling work Fix it when it Big slow computers broke
1940 1950 1960 1970

Small, fast computers Failure modes and effects analysis Expert systems Multi-skilling and teamwork
1980 1990 2000

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Equipment Failures
In the 1960s research at United Airlines by Nolan & Heap found that failures could be grouped into 6 patterns, and they also found a prevalence of infant mortality or early failures (Pattern F)

Conditional Probability of Failure

A B C

4%

7%

2% 14% 5% 68%
5

E F
UAL, 1968

89%

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Equipment Failures
In the 1960s research at United Airlines by Nolan & Heap found that failures could be grouped into 6 patterns, and they also found a prevalence of infant mortality or early failures (Pattern F)

Conditional Probability of Failure

A B C
Age Related

4%

7%

2% 14% 5% 68%
5

E F

Age Related 89% Not UAL, 1968

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there is often little or no relationship between how long an asset has been in service and how likely it is to fail.

John Moubray, Reliability Centered Maintenance II

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Avoid the Age Related Failure Thinking Trap! Follow up studies by Bromberg (Sweden) in 1973 and the U. S. Navy in 1982 produced similar findings to the original United Airlines study. Only 4 20% components showed age related failure characteristics! 77- 92% component failures are random!

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there is often little or no relationship between how long an asset has been in service and how likely it is to fail. However, although many failure modes are not agerelated, most of them give some warning that they (failures) are in the process of occurring or are about to occur.
John Moubray, Reliability Centered Maintenance II

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Time based turn-a-rounds, outages, etc. What does the previous data tell us? Lets tell the assets what we want the assets to do, lets avoid having the assets telling us what they want us to do. Michael Eisenbise

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Predictive Maintenance
Potential Failure P-F Curve
Point where failure can first be detected Point of Functional Failure

P
Condition
Point where failure starts

F
P F Interval
Catastrophic Failure

Time
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For a predictive/conditioning maintenance task to be effective Failures must be detected in the P-F interval and an action taken to prevent the failure. The predictive maintenance activity must be cost effective The sooner the failure is predicted, the optimal failure point can be determined The sooner the failure is predicted, the better the planning and scheduling can be to maximize availability of the asset.

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Total Cost Concept Optimizing PM/PdM Frequency

Lowest Total Cost

Total Cost

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Implement Strategies to Mitigate Consequences of Failures-Assign Tasks Predictive Maintenance (PdM)/Conditioned Monitoring Tasks Preventive Maintenance (PM) aka time or interval based tasks Failure Finding Tasks, Intended to find hidden failures e.g. burned out light bulb, often called functional test. Redesign Run to Failure (RTF), RTF is an acceptable maintenance strategy were applicable e.g. water fountain. RTF is not related to equipment criticality

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Andy Page Integration Director GPAllied

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High

+27%
Business Process and Culture Maturity
Improved Bottom Line Performance Lack of System Support

+75%
Significantly Improved Bottom Line Performance Practices and Systems Aligned

Baseline
Informal Manual Planning Processes Below Average Business Performance

-7%
Systems are not Complemented by Effective Business Processes Significant Inefficiencies

Low Low Technology Maturity

Source: Brynjolfsson (MIT), Wireman, Troyer, Allied

High

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114 OEE (% of Base) 112 110 108 106 104 102 100 98 15 35 55 75 95

Source: The RM Group, Knoxville, TN

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Note: John Schultz to be featured in Ron Moores new book What Tool? When? Selecting the Right Manufacturing Improvement Strategies and Tools

Source: 1997 Benchmarking Study, John Schultz

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Maintenance Costs ($)% RAV

Equipment on PM (%)
Source: 1997 Benchmarking Study in Chemical Processing industry, John Schultz to be featured in Ron Moores new book What Tool? When? Selecting the Right Manufacturing Improvement Strategies and Tools

Source: John Schultz, RM Group

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Coverage by Technology 100% Theoretical 1st Quartile 2nd Quartile 3rd Quartile 4th Quartile

Vibration 3,400 2,720 2,312 1,530 680

Mech UE 3,078 2,155 1,693 1,077 369

Elect IR 5,016 4,815 4,364 3,862 3,260

MCA Offline 2,939 1,470 1,176 882 588

MCA Online 2,939 1,470 1,176 882 588

Oil Analysis 2,869 1,492 1,090 717 344

Mech IR 4,179 2,925 2,298 1,463 501

Elect UE 5,016 4,815 4,364 3,862 3,260

Existing Coverage

220

135

Mech Mechanical UE Ultrasound IR Infrared Thermography Elect Electrical MCA Motor Circuit Analysis

Source: John Schultz

Condition Monitoring PM Task Action Recommendation Non-Value Added (Delete) Reassign to Operator Care Reassign to Lube Route Replace with PdM Re-Engineer No Modifications Required Totals # of Tasks 1,640 1,380 2,856 6,437 5,200 2,487 20,000 % of Tasks 8.2% 6.9% 14.3% 32.2% 26.0% 10.4% 100.0% Man-Hours Represented 6,661 5,605 11,600 28,222 26,221 8,987 87,297

Source: Allied assessment at a Steel Mill

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Criticality Analysis Tool Asset Health Matrix Tool/RCM Blitz OP-1 & OP-2 Standards PM/PdM BP Tool

Walkdown Tool

TEAM

Asset Catalog

Criticality Analysis

Failure Modes Analysis

Corporate Standards

Maturity Spider

Asset Health Report

Meets Minimum Standard

Meets Minimum Standard

Meets Minimum Standard

Meets Minimum Standard

Meets Minimum Standard

Cannot Report Asset Health

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5 4 3
PROGRAM MATURITY and DISCIPLINE

1
NOT ENGAGED

Level EXPERIMENTING Two

Level ENLIGHTENED Three

Level GOOD PRACTICE Four

Level BEST PRACTICE Five

TIME

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Questions for our Panel?

Renard Klubnik Applications Engineer Wilcoxon Research renard.klubnik@meggitt.com Andy Page Integration Director GPAllied apage@gpallied.com

Michael Eisenbise Global Reliability Implementation Specialist BP Downstream Michael.Eisenbise@bp.com Webinar Sponsored by:

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