Professional Documents
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Sponsored by:
Joining us today:
Bernie Price CEO Polaris Veritas Inc Renard Klubnik Applications Engineer Meggitt Sensing Systems
Sponsored by:
TYPICAL ACTIVITIES FOR THE FOUR Lead/Com 75 % STABLE OPERATING STATES Planned work 85%
Error Rate 1: 40
Pd/M based 50-75% BP/RCA implemented 12-24/yr +Action Teams Lead/Com 30 Planned work 50-65% PdM based 10-50% BP/RCA implemented 6-/yr
Lead/Com 100% Planned work >95% PdM based >75% BP/RCA implemented / shared >24/yr.
OPERATIONAL PERFORMANCE
PROACTIVE PRECISION
Lead/Com - 0 Planned work <20% PdM work <10% BP/RCA implemented <X/yr
PLANNED
REACTIVE
Planned Work
NATURE OF BEHAVIOR
February 21, 2013 Operational Efficiency
OEE
90%
COMPLACENCY
WE INVENTED IT HERE !
DANGER ZONE
80%
75%
DEVELOPING A PROBLEM SOLVING CULTURE THE COMMITMENT THRESHOLD IT ALL SEEMS TO BE WORKING ? ENTHUSIASM AFTER EARLY WINS EMPLOYEE EMPOWEREMENTGETS STARTED
ERROR PROOFING
ACCEPTANCE
65 %
< 60%
START PLANNING & SCHEDULING IMPROVING COMMUNICATION FORMING TEAMS & EXPLAINING PROCESS NON AWARENESS ACCEPTANCE STARTS HERE
UNAWARE
>
FATALITIES
SERIOUS
PROCESS INTERUPTION
UNSAFE BEHAVIOR
MINOR DEFECTS
EXTENDED PLANT S/D SERIOUS PROCESS UPSET MINOR DEVIATION AFFECTING OTHER PYRAMIDS POTENTIAL ERRORS UNDETECTED
Sources of Defects/Errors
Published research at MIT, DuPont and others discusses five sources of defects and their ratio to one another: Maintenance materials Maintenance workmanship Raw materials Equipment / Process Design
7% 18% 5% 25%
Operational Accuracy
45% +
Creating Awareness
Limbic response Anger, Fear, Jealousy etc. Our addiction to the adrenaline rush Action and thriller movies, etc. The lightning fast limbic system will seek and create balance when there is none. Frontal Lobes Rational Thought, Sense of Purpose, Aesthetic Appreciation Like computers, the brain uses complex task sharing, short cuts and pastes information to speed operation (schema). At any point in time, it might have multiple mental processes going on that you are not aware of and have no control of. We have little personal control of how and why the brain does all of this. Limbic responses frequently seize control of your mind - (cerebrum) rather than you control it. Frontal Lobe Hijacking Process Worry (Preoccupado) Stress, Fatigue And Boredom makes the (downshifting) and error rate increase.
February 21, 2013 Operational Efficiency
Polaris Veritas, Inc
See Book Reality Check What Your Mind Knows but Isnt Telling You by David L. Weiner
Baddeley & Longman [1973] Chedru & Geschwind [1972] Dhillon [1986] Dremen and Berry [1995]
Entering mail codes. Errors after correction. Per mail code. Grammatical errors per word. Reading a gauge incorrectly. Per read = 1 : 200 Percentage error in security analysts' earnings forecasts for reporting earnings. 1980 / 1985 / 1990. That is, size of error rather than frequency of error. Errors per medication in hospital, based on data presented in the paper. Per dose. = 1 : 60 Error rate per keystroke for six expert typists. Told not to correct errors, although some did. Per keystroke. S sample (speech errors). Per word W sample (written exam). Per word 10 undergraduates write for 30 minutes, grammatical and spelling errors per word Keypunch machine operators, errors per character February 21, 2013 Operational Efficiency
Edmondson [1996] Grudin [1983] Hotopf [1980] Hotopf [1980] Hotopf [1980] Klemmer [1962]
WHEN
THE FREQUENCY OF OPERATING ERROR (THERP)
LOW STRESS MODERATE STRESS HIGH STRESS EXTREME STRESS AND THREAT
INATTENTIVE BLINDNESS
When?
(% Time Risk %) Low Risk - STABLE OPERATION (95% - 5%) Extended uneventful vigilance Getting locked into a sub routine (schema) - Inattentive Blindness Normal activity Boredom Start-Up and Shut-Down Continuous process plants Low level of Engagement Upset Operating Condition Emergency Operation Time of day / night High Fatigue Overtime - extended periods without breaks Counter progressive shift rotation Not warming up after long break lack of practice Unfamiliar Team Make Up Concentrate improvement effort on transitional situations after analyzing error patterns.
February 21, 2013 Operational Efficiency
Polaris Veritas, Inc
Predisposed to rush / hurry. Inadequate level of Engagement Consequence: Ball hit tree and bounced into hazard + 4 Strokes Action to Eliminate Problem
1. Solution Study and practice Conservative Decision Making 2. Take lesson in course management 3. Get more practice
COMPETENT PERFORMANCE
EXPRESSIVE PERSONALITY
SIMPLIFIED PICTORIAL S O P S
VISIBLE
SERIOUS
INVISIBLE
Need error proofing
CORRECTABLE ERRORS
MINOR ERRORS
POTENTIAL ERRORS
Report Observed Actual Situation or Activity with Potential for Error - Example
POTENTIAL OPERATING DEVIATION REPORT SHIFT (Optional) WEEK ENDING DESCRIBE SITUATION OR INCIDENT (50 WORDS) DO NOT INCLUDE NAMES
QHSE OFI Originators Manager Date Reported Reporting System SUMMARY INFORMATION Potential Operating Error Describe in 50 words or less ________________________________________________________________________
Product quality Operational Process >>> Audit Finding Supplier Quality Customer Complaint __________________________________________________________________________________________________________ KEY PHRASE Potential Operating error __________________________________________________________________________________________________________ Remedial Action What it will take to fix the problem Time and Money and when it will get done and by whom KAIZEN TEAM Action Results of Action ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Investigation General comments __________________________________________________________________________________________________________ Root Cause - Quick Phrase __________________________________________________________________________________________________________ Corrective / Preventive Action fill out after job complete Actual Dollars Spent and saved
Vibration
Oil analysis
Wear particle analysis Motor current analysis
Thermography
Alignment
February 21, 2013 Operational Efficiency
It has been stated by more than one source that the vibration signal contains the most non-intrusive information about the condition of a machine
Maintenance programs
Maintenance programs are usually grouped into three categories Reactive Preventive Predictive 55% 32% 13%
Looks at maintenance as manageable cost not necessary evil Run to failure cost $$$ Unscheduled down time Higher wages (overtime) Lost production Unsafe conditions for the machine and personnel
Estimated savings on energy bills of 5-20% for plants that use some form of reliability centered approach
Disadvantages
Predictive maintenance programs Measurements that detect the onset of a degradation mechanism
Advantages Increased component operational life/availability Allows for preemptive corrective actions Decrease in equipment or process downtime Decrease in costs for parts and labor Better product quality Improved worker and environmental safety Improved worker moral Energy savings Estimated 8-12% cost savings over predictive maintenance program Disadvantages Investment in diagnostic equipment Investment in staff training Savings potential not readily seen by management
February 21, 2013 Operational Efficiency
This is opposite of what must studies show to be the actual breakdown of these technologies
Predictive (vibration) programs What types of vibration monitoring programs make sense for your plant?
On-line monitoring Permanently installed sensors with constant data acquisition Ability to store vibration data automatically for historical records Post fault- identify behavior that led to a fault Pre fault- take correction action to avoid the fault Shut down capability real time decision making process to prevent any type of catastrophic failure Costly- >$100,000 in install and maintain Training cost Requires cost of machinery monitored to be >$1MM or lost production to be of equal magnitude
How to implement operational efficiency at your facility Track operations and maintenance activities
Commit to tracking operations and maintenance activities by identifying your troubled equipment and systems Make a list of these systems and prioritize them in terms of criticality Commit to addressing at least one of these troubled systems Begin base-lining System operations and history System maintenance and history System costs, time to service, downtime, resulting overtime, etc. Commit to implementing some form(s) of diagnostic, metering, or monitoring equipment Commit to trending the collected tracking and diagnostic data Take to time to understand the data Develop appropriate cost justification metrics (usually plant specific)
February 21, 2013 Operational Efficiency