Criteria for CMMS to Satisfy Facility Reliability Needs
written by William C.
Worsham and Charles J. Latino
A special thanks to Reliability Center, Inc. for donating this article.
It does not show up on a company’s balance sheet and is not usually recognized as an asset, but the data that a business possesses is an important asset to the company. A company with good business values can benefit from a reliability program because it generates lots of important data. This data can be used for reliability purposes to improve equipment and process performance, reduce operating costs, and dramatically improve profits. To gather and manage this data, a good Computerized Maintenance Management System (CMMS) is extremely helpful.
To satisfy facility reliability needs the Computerized Maintenance Management System (CMMS) must provide for the collection of data to facilitate Reliability study and analysis. The question becomes how to capture this data and what type of data is needed. The purpose of this paper is to shed some insight into the type data needed and why. From a reliability perspective a CMMS must satisfy the following broad requirements:Help identify reliability deficiencies.
Provide data to aid in the analysis of reliability deficiencies.
Provide reports that measure the effectiveness of reliability corrections.
Help Identify Reliability Deficiencies
For the reliability professional to identify maintenance and operational deficiencies certain information is essential. Much of this information can be obtained by introducing shift notes that are kept by mechanics and operators into the CMMS and analyzing tasks depicted therein for frequency and impact. While there are tools, like computers and software that now make it possible to sort through unstructured data in useful ways, data manipulation and analysis is much easier when a logical coding method is used. A brief example of what is meant by logical coding is illustrated below.
Note: Drop Down Windows Facilitate Logical Coding
Compare this to the illogical coding that follows:
Logical coding will require some training for those individuals who write shift notes. Once training is complete and a logical coding method is adopted, deficiencies can be determined. Some examples of the type deficiencies that can be delineated in this manner are:Repeat pump failures and the amount of production lost.
Repeat sprocket and/or chain failures and amount of production lost.
Chronic or repetitive leaks by service line (e.g., steam, acid, condensate, etc.) and dollars expended to correct these leaks.
Repeat failures of systems or equipment and the amount of production lost in total or per occurrence.
Stores substitutes made and probable production lost if the substitute fails.
Trips to stores to secure parts and dollars expended in this effort.
Number of safety lockouts that occur and the money expended in securing the lockout plus the amount of work or workers delayed while the lockout is secured.
In identifying deficiencies like those above, it is important to not only identify the deficiency, pump failures, but to also identify the cost associated with that deficiency, the amount of lost production. Also, in perusing the above deficiencies, it can be seen that some of the deficiencies are process, leaks, some are equipment related, equipment and system failures, and some are administrative in nature, stores substitutes, trips to stores, and safety lockouts. Typically, process and equipment problems are considered reliability issues whereas administrative situations often are not. This is a fallacy. Administrative issues like substituting for parts in Stores because a substitute part is more easily obtained or costs less often creates reliability issues and should be tracked. Non-value-added situations like trips to stores and safety lockouts, while necessary, are reliability issues and should be analyzed to minimize costs and process interruptions. In addition, there are other reliability deficiencies that must be considered.
Other ways that reliability deficiencies can be identified and analyzed is to keep track of these items in the CMMS. The CMMS should:
Provide Data to Aid in the Analysis of Reliability Deficiencies
Once reliability deficiencies have been identified, it is imperative that these deficiencies be analyzed to determine root cause and corrective measures initiated to improve reliability. The analysis and subsequent solutions can be aided by such CMMS data as discussed in these five major categories:Process Supporting Data
Machinery Supporting Data
Other Supporting Data
Direct Failure Information
Other Supporting Data
Provide Reports that Measure the Effectiveness of Reliability Deficiency Corrections
Once a solution to a reliability deficiency has been devised it has to be tested and tracked on two levels, operational and financial. To do this certain additional data must be available in the CMMS. Briefly, the following operational and financial data is required:
On the operational level, the following data should be stored, maintained, and retrievable from the CMMS:Failure Rates - Failures/year
MTTR - Mean Time To Restore after failure
All Quality Parameters
Quality Reject Rates of Parts and Supplies
Parts Usage Data
Unavailability of Parts from Stores
Infrared Thermography Readings:
- Production Rates
- Operational Pluggage Rates
- Rates of Loss of Heat Transfers
- Flow RatesSlowdowns or Rate Reductions
Most of the above items have been discussed earlier in this paper or are self explanatory. However, a few items are worth mentioning again. For example, whenever an equipment or process failure occurs, the equipment or process that failed, the date and time of the failure, and its runtime to failure should be recorded. Additionally, the time to restore the equipment or process should be recorded. Using this input, the CMMS should tabulate the number of failures, the mean time between failures, and the mean time to restore after failure.
Other than to count incoming stores stock items to ensure against shortages and a visual inspection to spot obvious damage, many companies do not inspect stores stock items against specifications. Where possible and feasible this should always be done. In addition, there should be a provision in the CMMS for recording stock item quality defects.
In addition to quality defects of parts, quality parameters for all products manufactured at the facility should be retrievable through the CMMS. These parameters and how well the products are meeting the parameters should be stored in the CMMS or retrievable through an interface with other plant systems, for example the Quality Control system. This concept also applies to production data for such things as production rates, flow rates, pluggage rates, etc., and to non-destructive testing data for things like vibration data, infrared thermography readings, etc. This type data, which is useful to the failure analyst, does not have to reside in the CMMS, but should be retrievable from the CMMS.
A properly used and set up CMMS is a powerful tool for enhancing reliability efforts. A word of caution though, an improperly setup and used CMMS can have an equally negative impact on reliability. The trick is to do it right in a consistent manner. Like any tool, CMMS must be maintained and used properly to achieve the greatest potential possible.
Worsham is a Senior Consultant for Reliability Center, Inc. Mr.
Worsham has over 30 years experience in the field of Maintenance and
Reliability program management. He has participated in and led teams in
the development, design and implementation of three separate maintenance
management systems. He has also participated in the design and
implementation of specialized reliability inspection programs such as
lubrication scheduling, vibration monitoring, instrument inspection and
preventive maintenance. Mr. Worsham is a practitioner of root cause
analysis in the field with his clientele as well as an educator. He can
be contacted at 804/458-0645 or email@example.com.
Charles J. Latino is president & founder of Reliability Center, Inc. Mr. Latino is a chemical engineer with a background in psychology and human factors engineering. He is a leader in the development of an integrated approach to achieving greater reliability in manufacturing and industrial systems and processes. He has served as consultant to many companies in the United States and abroad. He is the author of Strive For Excellence...The Reliability Approach. Mr. Latino can be contacted at 804/458-0645 or firstname.lastname@example.org