1 / 19

Five to Ten Year Vision for CBM

Five to Ten Year Vision for CBM. by: John S. Mitchell for: ATP Fall Meeting -- Condition Based Maintenance Workshop November 17, 1998, Atlanta Georgia. CBM -- Key Points. Overview part of larger process (Asset Management) focus on highest value activities integrate information systems

paul
Download Presentation

Five to Ten Year Vision for CBM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Five to Ten Year Vision for CBM by: John S. Mitchell for: ATP Fall Meeting -- Condition Based Maintenance Workshop November 17, 1998, Atlanta Georgia

  2. CBM -- Key Points • Overview • part of larger process (Asset Management) • focus on highest value activities • integrate information systems • improve value and productivity • Pathways being pursued in industry • Challenges and barriers • Future directions

  3. Definition of CBM: • Maintenance action based on actual condition (objective evidence of need) obtained from in-situ, non-invasive tests, operating and condition measurements. • does not include RCM, TPM or PM (RCM and TPM establish requirements and processes) RCM -- Reliability Centered Maintenance TPM -- Total Productive Maintenance PM -- Planned (time based) Maintenance

  4. Value of CBM: • Condition Measurements required for CBM uniquely predict ability to meet mission requirements on time, cost and quality • Increase ability to capitalize on opportunities • Reduce lifetime cost of ownership • assure optimum efficiency • minimize failures; threats to safety, direct and collateral damage to equipment • safely reduce / eliminate PM (Planned Maintenance) • identify chronic defects, individual and class • provide guidelines for new equipment purchase • effectively prioritize decreasing resources

  5. Part of larger process: • Optimized lifetime ownership: • begins at design • includes procurement, installation, operation and maintenance • CBM, PM and operate-to-failure utilized in optimum combination • financial prioritization -- EVA (Economic Value Added) • necessitates training and focus on quality • demands continuous improvement • information is crucial

  6. Focus on high value activities: • Understand business drivers • requirements to gain business acceptance • Prioritize scarce resources • what and where are most costly problems • Prognosis, remaining lifetime • functional failures • optimum time to repair, including financial • spare parts (logistics) management • Statistical mining to identify common defects • Increase reliability

  7. Integrate information systems: • Construct strong, common platform and interoperable communication conventions to serve as a foundation and enabler for decision support • Demand open access • Utilize optimum cost commercial technology and components • shared infrastructure • sensors • software tools

  8. Improve value and productivity: • Increase reliability • design changes to eliminate defects, chronic problems and maintenance requirements • improve materials and coatings • Maintainability • safe, quick access • simplify tasks • Task instructions • safety precautions, spare parts, tools

  9. Pathways being pursued: • Increasing awareness of relationship between economics, business drivers and value -- EVA (Economic Value Added) • Greater integration between and within machine control and information systems • use of existing infrastructure • Integrated CBM to include more variables • Utilize CBM to safely extend interval and/or eliminate some PM

  10. Pathways being pursued, cont.: • Increase reliability • prioritized RCFA (Root Cause Failure Analysis) • Improved metrics -- EVA • Open systems: • OPC (OLE for Process Control) • STEP (STandard for Exchange of Product model data -- ISO 10303) • MIMOSA (Machinery Information Management Open System Alliance -- www.mimosa.org)

  11. Opportunity: • Providing accurate, actionable decision support to multiple levels in an organization is largest unfilled opportunity in manufacturing and process industries. • planning and scheduling (MRP/ERP) • process operations and control (DCS) • maintenance, Asset Management • Constructing an open platform and interoperable infrastructure on which to build comprehensive decision support is greatest unfilled requirement for effective CBM.

  12. Challenges and barriers: • Terminology differences • CBM • diagnostics • Cultural differences between communities • difficulty to accept alternate perspectives • Demonstrate value in a cost directed world • economic model -- EVA • mission effectiveness • spare parts management • Installed cost per machine for permanent monitoring • manual CM: <$100-150/machine/year

  13. Challenges and barriers, cont. • Inter and intra community coordination • align concepts and objectives (CBM, CMMS, Control, Enterprise Information Technology) • agree on information model and boundaries • interoperability standards • Detail required for effective CBM • array, image • Technology timing • overrun technical capability -- risk • utilize commercial components

  14. Future direction: • Open, interoperable systems • Data fusion • Computer-aided decision support • self learning • built-in economic alternatives • Standardized, high volume, components • commercial platform • low cost sensors • embedded monitoring • Distributed intelligence • smart sensor • Wireless sensors

  15. Summary: • Reduce lifetime cost of ownership • eliminate defects • design improvements • improve maintainability • optimize lifetime care -- CBM, PM, run-to-failure • demonstrate results in terms of compelling financial benefits

  16. Summary, cont. • Focus on highest value requirements • economic model • reduce installed cost of permanent monitoring • distributed intelligence • smart sensor • Open systems • Computer-aided decision support • accept complex, broad source information • built-in economic analysis • actionable alternatives with financial options

  17. Summary, cont. • Use developing industry components and standards • Windows NT, COM/DCOM, Java COM -- Component Object Model DCOM -- Distributed COM • industrial infrastructure, programming, C++ • OPC, STEP, MIMOSA OPC -- OLE for Process Control STEP -- Standard for Exchange of Product model data ISO 10303 MIMOSA -- Machinery Information Open Systems Alliance • smart sensors; pIEEE 1451.1,2,3,4 • Safety Instrumented Systems / Safety Integrity Level dIEC 61508

  18. Some closing comments: • Infrastructure before components • Connectivity does not assure communications • telephone -- language • Interoperability drives technology • Capitalizing on opportunity creates far more value than cost avoidance • profit center -- cost center • Technology unification is mandatory

  19. The End -- Thank You For Your Attention

More Related