Welcome to "Asset Reliability Advice"

Reliable Machine and Production Output is our Passion

Asset Reliability is often considered as a project to improve equipment performance, collect information on failures, select a way to avoid these failures, add these actions to the maintenance plan and the project is finished. 

However ... to truely make this a sustainable and effective process requires a "Change of Culture", a change of behaviour for all departments and functions in an organisation. This must include Engineering (define process and build/install equipment and processes), Procurement (to purchase the right materials at the best conditions), Finance/Management (to make the right finance and resources available), Production (to run the processes and machines in the most efficient ways) and Maintenance (to maintain and keep the assets running in the most efficient way)

This all requires:

  • A wel established and accepted organisation and processes in which Reliability is seen as a common goal to minimise cost and optimise production capacity.
  • Correct, updated and detailed machine information
  • Clear definitions and details on impact of machine or process failure on Personal/Food Safety, Environment, Customer Satisfaction and Production Capacity
  • Definitions on the best reliability strategies for each machine related to the expected machine and process output 
  • A well maintained and optimised technical store with just the right spare-parts at the right quantity at the right condition to ensure the importante assets keep functioning
  • A thorough feedback process on all above process steps to ensure a continuous cycle of improvement.

So this requires a "RELIABILITY CULTURE THROUGH THE WHOLE ORGANISATION"

What can "Asset Reliability Advice" do to assist you in this process?

As the company name says.... Advice .. on:

  • Setup, implementation and integration of Reliability as a culture in the organization
  • Optimising production asset (support design, build and maintain)
  • Organise and optimise the use of resources, humans and materials, to ensure only value added work is executed (Work preparation, Planning, Scheduling and Feedback process, combined as "WorkFlow Management))
  • The use and setup of supporting tools, e.g. CMMS systemen (in particular expertice in Maximo, but also on other systems)
  • Optimisation of technical stores, spareparts management and procurement processes. 

 

Organisation and Processes.

The main foundation of a Reliability Culture are the correct processes to ensure the right persons and functions are involved. The main processes are:

  • Roles and Responsibilities, e.g. who is the Asset Owner, who controls the budget
  • Reporting lines, incl KPI's and feedback loops 
  • Which tools to be used and what output is expected

 

Process/Machine information

Before defining the right reliability/maintenance strategies for each of the assets it is important to know:

  • The production processen and their place and possible impact on total production output, incl impact on possible off-spec product
  • An update machine list and technical information on the main equipment. (e.g. design capacity, history)
  • Ensure ALL maintainable machines are on the list, not only the obvious ones, but als e.g. elevators, main hoists, cranes...

Risk Assessment,

What are the consequences when a process or machine fails (functional failure) and how does that impact other processes and possible total production capacity output.

This will use the above mentioned process output and shall dictate the Reliability Strategies. Data can also be used to evaluate early failure detection.

Reliability / Maintenance Strategies

Previous mentioned steps are the pre-requisite to setup a dedicated plan for each machine focussed on the correct actions, interval, time and materials cost estimate.

Important to realise only value added tasks should be executed,  this means not too little, but also not too much tasks. Even RunToFail (RTF) is a strategy

Feedback Proces

All before mentioned steps lose their value when the results are not communicated and a cycle of improvement process is not implemented, so in this feedback loop is is important to:

  • Document machine modifications and technical information (CMMS?)
  • Communicate final results of work preparation back to the planner or person responsible for work preparation.
  • Communicate results of work executed to the reliability / maintenance organisation.
  • Communicate possible issues with spare-parts to the stores and/or work preparation repsonsible persons
  • These feedback loops are important to ensure a proper "Cycle of Improvement" process and the people involved learn and update processes and behaviour for even better results in future situations.

Technical Inventory (Spare-Parts) Management

Important to have the right parts available at the right moment at the right condition against the right price.

This process relies on the previous mentioned steps. The need to keep a part available will be based on the criticality of the asset and process and the impact of the spare-part on the asset.

When availability is required this can mean to keep the part in stock (and ensure the part is useable anytime) or make an agreement with the supplier to have it available for a just in time delivery. However this requires a solid process.

Realise all materials in a technical stores are "dead capital" and cannot be used to invest in other processes. This means only critical parts should be in store and they must be maintained to ensure they are in good condition when required.

Procurement for Technical Stores / Spare-parts

Also procurement can add important value to the reliability process by optimising spare-parts strategy purchases, like:

  • Contact with suppliers on market development of spares / materials and compare between different suppliers.
  • Negotiate and maintain price agreements with suppliers, based on consumption and delivery conditions. Evaluate price contracts.
  • Communicate and challenge users (e.g. maintenance department) on number of spares in store and economic order quantities.
  • Keep track of adherence on promised delivery times, particular important in "just in-time" deliveries and keep in contact with suppliers win performance agreements

On the next page some details