Realisation of Benefits from Investment in Condition Monitoring and Predictive

Maintenance

25 August 2016

Commercial benefits are realised as the business transitions from Reactive to Predictive Maintenance

B

e

n

e

f

i

t

s

Maturity / Time

from Reactive (high $) .. to Predictive (low $).. to Preventative

• Periodic maintenance based on

experience / supplier

recommendation / break fix.

• Short term maintenance &

planning schedules.

• Limited integration of

maintenance, scheduling and

operations

• Return on asset could be

improved.

• Systematic planned

maintenance based on informed

data source.

• Operating efficiency via

integration of planning and

scheduling.

• Improved return on asset.

• Asset specific decision support

information used to predict

optimal maintenance procedure

& timeframes.

• Fully integrated planning &

scheduling.

• Return on asset maximised.

To realise benefits organisations must focus on three areas of their operations.

Core systems changes and additional tools as required

Work Management

Planning & Scheduling Tools

Condition Monitoring Tools

Data Management

Integrated Systems

+

Health and Condition

Monitoring

Changes to work practices, disciplines and skillsets

Maintenance Planning

Maintenance Strategies

Execute Maintenance

Continuous Improvement

+

Majority of the Predictive Maintenance effort is in these areas

3

Rolling Stock Equipment

Track & Wayside Equipment

Condition monitoring equipment in the field

Signaling & Comms Equipment

In attempting to improve maintenance operations organisations will face challenges.

Complex Integration with existing systems

Multiple systems in use that require integration in order to

support new maintenance processes.

Lack of PdM vision and / or roadmap

Pathway from reactive work (fault monitoring) to predictive

maintenance mapped out and agreed with stakeholders

Alignment with other efficiency initiatives

Changes to maintenance process will have an affect on

other planned or in flight projects and vice versa.

Difficulty altering work practices

Managing the effort required to effect changes required to

achieve benefits is an area that is often underestimated.

Data management and integrity challenges

Difficulties in accessing raw data from monitoring

equipment. Challenges managing and analysing large

volumes of data.

Service intervals stretched

based

from Reactive (high $)

Where are Australia’s heavy-haul industry leaders now in the journey to PdM?

Rolling Stock Assets

Track & Signals Assets

Analytic Tools & Datasets

People & Work Practices

Data & tools auto-match live feeds

with maintenance records

Centralised

maintenance planning /

live monitoring

Single schedule combines

maintenance and production

Asset-centric data-modelsTools to know what will

happen next

.. to Predictive (low $).. to Preventative

Schedule executed

consistently

Continuous improvement

culture

Maintenance intervals

stretched based on

predicted failure points

Real-time status of all

critical components

Near real-time status and

condition analysed remotely

Fault notifications

used to develop

maintenance

plans

Calendar-based

servicing of rolling

stock

Service intervals stretched

Maintenance intervals

stretched based on

predicted failure points

Reduced field maintenance

required

Fault notifications

used to develop

maintenance

plans

Calendar-based

servicing of track &

signals

Normal performance

parameters defined

Australian Heavy-Haul Industry Leaders in 2015

Largely complete

Current focus

Not yet

--- commercial-in-confidence --

TIME

EQU

IPM

EMT

CO

ND

ITIO

N

PREDICTIVE PREVENTATIVE REACTIVE

Wheel Profiler

Vibration Performance drop

Temperature

Audible Noise

Ancillary damage

Catastrophic failure

Visual:Surface

deformation

OEE losses

And $ to repair

Repair $ x 1

+$ Repair

+++$ Repair

++$ Repair

6

An example of how this would apply in practice:Rolling stock wheel degradation

Worked example of the concept:Integrating maintenance into the schedule

Customer Orders (forecast & generate)

Product movement orders and shut coordination

based on customer supply chain needs factoring in the

capacity available from load, unload, track and rolling

stock assets

…thru load point …across Above & Below Rail Network …thru unload point… from stockpile .. to Port Stocks

Rail operations

Network and rolling stock

availability, includes planned

and short-notice maintenance

1

2

Rail Integrated Scheduling

Schedule ALL activities on

the rail network including

loaded, empty, track

machines, buffers,

maintenance

Order fulfilment

Product movements and supply

chain coordination of ‘right

product, right time, right place’

Rail Execution Control

Dispatch work schedules

and monitor safe-working

across the network

Rail field execution

Execute operations and

maintenance jobs as

authorised by Controller

Customers

Rail

(Above & Below)

3 4 5

6

Maintenance is no different to a train – it is a task that will consume capacity

There is a method to apply to remedy the challenges of realising commercial benefits

Operating model (people & process)

Operational readiness & pilots

Engineering (data, tools, equipment)

Concept of Operation development

Roadmap development

Business case validation

Operations transition

Measure & improve

Deliver, embed & improveDetailed design & pilotsVision & roadmap

System enable

• Targeted efficiency and productivity

improvements

• Implementation and integration

sequence

• Develop a concept of operations to be

used as a platform for agreement of

process interface.

• Develop and integrate new processes

into maintenance department.

• Develop roadmap sequence for

implementation to consider

dependencies and maximise benefits.

• Build benefits case and associated

implementation cost case

• Develop cash flow view of initiative

returns over technology time horizon.

• Develop data management plan.

• Select tools to analyse and provide

decision support information.

• Identify equipment required to

automate processes.

• Develop functional specifications.

• Research vendor capability

• Conduct scaled pilots

• Assess effectiveness and iterate

solution requirements.

• Determine process and system

dependencies.

• Assess \existing system processes

ability to support work practices

• Design system data architecture to

support processes.

• Test system processes.

• Parallel run these test cases.

• Review and iterate processes.

• Commission successful processes.

• Review process, adjust to remove

blockages.

• Assess efficiency gains against

business case.

• Adjust processes to ensure efficiency

gains are delivered.

A coordinated, cross-business approach to realise the benefits is required

Systems and processes are integrated

An ambitious and achievable vision is defined

Alignment with other efficiency initiatives

Work practices are aligned

The systems are enabled!

• Develop the concepts – practical representation of the vision

• Develop the roadmap – what will be enabled, when

• Build the case for change – select products, identify efficiency gains, quantify benefits, operational readiness

• Failure Mode Analysis – identify the critical components and the monitoring equipment that informs of defects

• Review KPIs and measurements – operations, engineering, maintenance

• Review how maintenance is planned and scheduled

• Identify process interaction points for maintenance, engineering and scheduling

• Re-engineer the business processes; integrate and simplify

• Identify data sources, establish central repository, define business rules for data analysis

• Align and integrate with enterprise asset management

• Rationalisation and/or cross-skilling of resources – the right skillsets are available

• Centralise / consolidate monitoring functions

• Data from the field and/or on-board monitoring devices is validated, centrally stored

• Rationalise messages – the right messages to the right teams

• Engineers can predict when components need to be maintained and plan accordingly

An honest assessment of the business today and developing a realistic pathway over a realistic timeframe will realise commercial benefits

To fully realise the benefits Condition Monitoring and Predictive Maintenance organisations should:

– Implement operations monitoring technology and also implement new toolsets,

systems and work practices that harness data to drive maintenance efficiency.

– Be prepared to tackle complex issues around integration, work practices vision

and roadmap, parallel initiatives and management of large volumes of data to

achieve an efficient operating model.

– Execute changes via a comprehensive process that encompasses Concept of

Operations, Design, and Delivery and Continuous Improvement.

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