Engineering & Mining Journal

MAY 2019

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MAINTENANCE 34 E&MJ • MAY 2019 www.e-mj.com first. Partners in Progress (PiP), a global management consulting firm, pointed out that because many large companies have too many pieces of equipment to be able to address them all in the same way, a defined strategy creates stability and mo- mentum among staff as they are able to focus on a manageable number of objec- tives rather than a seemingly infinite num- ber for all equipment. Once equipment has been prioritized, it becomes easier to systematically maintain critical items. This approach prevents management from trying to do everything at once and incur- ring the risk of doing it poorly. Organiza- tions without equipment strategies run the risk of having to manage both breakdown costs and rising over-maintenance costs. Bluefield AMS, another maintenance consultancy, listed in a recent blog the pri- mary reasons for having structured asset management. According to the company, a well-constructed asset management plan actually extends beyond maintenance, and should not be a "set and forget" document that sits on the shelf in a maintenance man- ager's office: It is the core document that enables cross-functional alignment and agreement on how a machine or area of the plant will be maintained and how it will be shut down in a scheduled manner. It should contain several key elements, including: • Asset productive life – It is important from the outset to lay out the targeted productive life and the drivers that con- tribute to it. This should have input from mine planning, production and maintenance as the anticipated life can influence the maintenance strategy to ensure the machines meet the needs without over or under cutting mainten- ance. It is essential that this aspect is reviewed as part of the life of asset and five-year planning process. • Operational context and operational limits – It is essential to understand these aspects in order to build an ap- propriate asset plan. Additionally, opera- tional limits of the machine should be documented here to allow the condition monitoring strategy to monitor any ad- verse operating conditions and report to operations in a manner that enables them to take concrete action. • Scheduled downtime strategy – Details the times the machine will be stopped for scheduled maintenance. It should also include opportune maintenance such as operator pre-starts. A scheduled down- time availability can then be calculated to show the potential of the machine. • Condition monitoring strategy – It is im- portant to clearly articulate all the con- dition monitoring tasks that are expect- ed to be completed on the machine and at what frequency. It is important docu- ment what is achievable and practical for the application. • Component change-out strategy – This should document every component to be changed on a scheduled or expect- ed frequency. Consider this list as a major source of items to be loaded into the maintenance planning system. • Life cycle cost model – A zero-base cost model should be built containing all the items covered in the strategy, with allow- ances for general and unscheduled repair. • Stakeholder signoff – This is the most important part of the document because it is considered a working agreement signed off by all parties involved. These should include the mine planning man- ager, production manager, maintenance manager, and ideally, the OEM representa- tive. The signoff should signify an agree- ment on how the machine will be operat- ed and maintained throughout its life. According to Bluefield, the asset man- agement plan should be a live document that is reviewed at least annually and should align with budget generation. This will ensure any changes in strategy from operations to maintenance can be cap- tured and reflected in site operation. PiP said another critical step in the path toward predictive maintenance suc- cess is to specify well-communicated, simple roles and responsibilities for pre- dictive maintenance personnel and others in the organization that will be involved in the process. For example, a simple RACI chart can be used for communicating the process and clarifying specific roles for all functions associated with the process. RACI is a synonym for who is "Responsi- ble, Accountable, needs to be Consulted, needs to be Informed." This ensures that all actions are implemented — a prerequi- site for effective predictive maintenance. And yet another important step is to set regular and formal reviews of performance using Results-Action-Reviews (RAR) at all levels of the maintenance department. A RAR consists of the following steps: • Review results – Did it work? How are the KPIs tracking? • Review actions – Did we do what we said we'd do? • Agree on future results and actions. • Prioritize future actions. • Assign resources to advance highest priorities. • Communicate key information. RAR implementation creates a closed loop to review performance by tracking ac- tual KPI results against targets, using pa- reto charts to highlight problems and take appropriate actions. This is then followed with supervisors doing effective short in- terval control to ensure, for example, that those actions are performed on schedule. Martin Provencher, industry principal for mining, metals and materials at OSIsoft, noted in a recent white paper that the ul- timate level of predictive maintenance is now "PdM 4.0," a stage that moves from dependence on planned events to being able to take real-time action from actual events. According to Provencher, this rep- resents "prescriptive maintenance" that RACI, explained.

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