Glen Fields - Final Project Presentation

What Sets CSI Apart...

What Sets CSI Apart...

GBA 573 Consultants

Company Background

•Located in San Diego, CA

•5 Engineering Consultants

•Established in 2002

•Specialize in Facility Assessment, Strategy Development, and Project Management

How Projects Get Started

Overview

• Project is to:– Perform an assessment at Disneyland– Optimize Maintenance and Reliability Program– Develop Customized Computer Reliability

Software Program– Install Wireless Sensors to Monitor Equipment– Document Findings and Present to

Management

Deliverables• Deliverables of the Project are:

– Assessment and Benchmark prior to Project Implementation

– Equipment and Technology Matrix– Microsoft Project Schedule– Recommended Training Matrix– Identification and Documentation of Park Goals for the

Condition Monitoring Program– Consultation of Work Flow Diagram for Optimized

Implementation of Condition Monitoring Program

Maintenance Optimization

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0Work Execution (Daily-Running Maintenance)

Work Execution Scheduled)

Work Close-out

Work Management Systems

Maint. & Diagnostics Technologies

Information Integration Tools

Continuous Improvement

Accountability

OrganizationLeadership

Global Metrics

Communication Mechanisms

Setting Goals

Benchmarking

Training

Utilization

Inter-Departmental Communication

Qualification

Work Process

WorldClass

People Skills

Technologies

Management & Work Culture

Work process

• Identify Issues That Affect Maintenance Work Process

• Capture “As Is” Work Process

• Develop “To Be” Work Process Diagram

Work Processes:• The CMMS system is used to plan and schedule the work, track machine

history, and to track cost and savings information. Some of the key goals are prioritization of WO’s, elimination of unnecessary PM’s, and program justification.

• A key role of the IT group is the identification of the criticality of plant machinery so the work can be prioritized. Resources and technologies are assigned to plant assets based on equipment or systems importance to the production cycle. Performance of critical equipment is tracked and reported.

• Condition Monitoring plays a key role in acceptance and certification of plant equipment. Formal processes have been established to insure PDM is used on new and reworked equipment, incoming oils are inspected for quality, IR is used before shutdowns, and root cause studies are performed on all critical equipment failures. Feedback loops are in place on all WO’s and regular meetings are scheduled to discuss critical issues.

• Quality and Reliability are a way of life not a periodic process.

Work Process Designed for Maintenance Optimization

WorkCloseout

WorkExecution

PdMEquip. Condition

Directed Feedback

PAMRoot Cause

AnalysisIdentifies Equip.

Condition

MaintenanceOptimization

WhatRM

Equipment Failures

ScheduledPM Tasks

Feedback

Technology

• Identify Which Rides at Disneyland are Critical

• Based on the Criticality of the Ride, Assign Monitoring Technology

• Integrate Information Into an Equipment and Technology Matrix

• Install Monitoring Sensors on Equipment

Condition Based Maintenance Program Elements

MaintenancePlanning &Scheduling

MaintenanceHistories &Records Data Operator

Log Data

Design &Historical Data

EngineeringMaintenance Operations

• ALERTING• TRENDING• ANALYSES• COST BENEFIT• RECOMMENDATIONS• REPORTING

PDM Program

Periodic Diagnostic

Data

Diagnostic & Process Data

Batch Testing & Inspection Data

Technology

• Recommended Condition Monitoring Technologies

– Wireless Vibration Monitoring Sensors

– Wireless Lubrication Monitoring Sensors

– Infrared Thermography

Equipment and Technology MatrixProcess Data

Component Description Vibr

atio

n (P

erio

dic)

On-L

ine

Vibr

atio

n

Infra

red

Ther

mog

raph

y

Lube

Oil A

nalys

is

Wat

er C

hem

istry

Ultra

soni

cs

Acou

stic (

Leak

)

Mill

Fine

ness

Meg

ger &

PI

Hi-P

ot Te

sting

Brok

en B

ar D

etec

tion

Perfo

rman

ce

Pres

sure

(Disc

h)

Tem

pera

ture

Flow

AMPS

DP Equi

pmen

t Own

er

Circulating Water Pump (1A) N1 N4 X X J. DoeCirculating Water Pump (1B) N1 N4 N3 X X M. JonesCirculating Water Pump Motor (1A) N1 N4 N3 E12 N12 N12 X X J. SmithCirculating Water Pump Motor (1B) N1 N4 E12 N12 N12 X X J. DoeHotwell Pump (1A) N1 N4 E E3 X M. JonesHotwell Pump (1B) N1 N4 E E3 X J. SmithHotwell Pump Motor (1A) N1 N4 E12 N12 N12 X J. DoeHotwell Pump Motor (1B) N1 N4 N2 E2 E12 N12 N12 X M. JonesPulverizer (1A) N1 N4 N2 E E3 E2 X X X X J. SmithPulverizer (1B) N1 N4 N2 E E3 E2 X X X X J. DoePulverizer Motor (1A) N1 N4 N2 E12 N12 N12 X M. JonesPulverizer Motor (1B) N1 N4 N2 E12 N12 N12 X J. SmithHP Boiler Feed Pump (1A) N1 N4 N3 E X X X X X J. DoeHP Boiler Feed Pump (1B) N1 N4 N3 E X X X X X M. JonesHP Boiler Feed Pump (1C) N1 N4 N3 E X X X X X J. SmithHP Boiler Feed Pump (1A) N1 N4 N3 N12 N12 N12 X X J. DoeHP Boiler Feed Pump (1B) N1 N4 N3 N12 N12 N12 X X M. JonesHP Boiler Feed Pump (1C) N1 N4 N3 N12 N12 N12 X X J. SmithForced Draft Fan (1A) N1 E N4 N3 X J. DoeForced Draft Fan (1B) N1 E N4 N3 X M. JonesForced Draft Fan Motor (1A) N1 N4 N3 N12 N12 X J. SmithForced Draft Fan Motor (1B) N1 N4 N3 N12 N12 X J. Doe

Work Culture and Management

• Continued Focus on Benchmarking Facility• Establish Vision• Identify Goals• Establish Global Metrics (SMART)

– Specific– Measurable– Achievable– Reasonable– Timely

• Upper Management Visability

Work Culture and Management• Plant managers know the importance of program, understand the

financial impact, invest in the people and technology, and communicate regularly with the maintenance department.

• A formalized plan for plant reliability has been established and the impacted Team members. Performance measures are established, tracked, and reported on a regular basis. All members of the Team are asset owners and the emphasis is on elimination of critical equipment failures.

• Regular meetings are scheduled with all departments to communicate findings, plan strategies, look at WO optimization ,and to optimize resource utilization. . Work Teams are established to break down reporting barriers and equipment ownership is assigned at the crafts level to empower the resources.

People / Skills

• Establishing and Understanding Roles and Responsibilities

• Developing and Maintaining Sponsorship• Event Reporting• Condition Assessment Reporting• ROI Calculations• Correlation of Technical Data• Financial Aspects of Program

Program CostsProduct and Service

Quantity Cost Per Device Cost Per Line Item

Wireless Vibration Sensors and Transceivers

1000 $100 $100,000

Wireless Lubrication Sensors and Transceivers

500 $50 $25,000

Infrared Thermography Equipment

2 $60,000 $120,000

Integrated Software Suite

4 seats $25,000 $100,000

Labor NA NA $60,000 Travel NA NA $5,0000 Report 1 $15,000 $15,000 TOTAL COST $425,000

Schedule

• Detailed Project Schedule Developed

• Project Estimated at 6 Weeks