How To Manage Each Failure Pattern With An Effective Maintenance Strategy

Most maintenance and reliability professionals have seen the six failure patterns (or failure hazard plots), described by Nowlan and Heap.  In case you are unfamiliar with them, you can learn more about them in a previous article on them.   Here is a quick summary to jog the memory, just in case.

• A. Bathtub Curve – accounts for approximately 4% of failures
• B. Wear Out – accounts for approximately 2% of failures
• C. Fatigue – accounts for approximately 5% of failures
• D. Initial Break-In – accounts for approximately 7% of failures
• E. Random – accounts for appoximately 14% of failures
• F. Infant Mortality – accounts for approximately 68% of failures

From the above, you can see that the majority of failures experenced are not directly related to age, but are the result of random or induced failures.   So how does this help when establishing a maintenance program?   First, we must understand what the patterns tell us.

What Types of Failure Modes Do The Failure Patterns Relate to?

Looking at the different failure patterns, we can group the types of failures into three unique groups;

• Age-Related failures – The term “life” is used to describe the point at which there is a rapid increase in the likelihood of failure.     This is the point on the failure pattern before it curves up.  Typically these types of failures can be contributed to wear, erosion, or corrosion and involve simple components that are in contact with the product.
• Random failures  – The term “life” cannot be used to describe the point of rapid increase in the likelihood of failure, as there is no specific point.  These are the flat parts of the failure curve.  These types of failures occur due to some introduced defect
• Infant Mortality – The term “life” cannot be used here either.  Instead, there is a distinct point at which the likelihood of failure drops dramatically and transitions to a random level.

Understanding these unique differences, an effective maintenance strategy can be developed.

What Maintenance Needs to Be Done for Each Failure Pattern?

The maintenance activity selected has to be right for the specific failure pattern.   When looking at the failure patterns, there are three unique types of activities that can be put in place to address all points in the failure curve.

• Age-Related – These types of failures can be addressed through fixed time maintenance.  Fixed time maintenance includes replacements, overhauls, and basic cleaning and lubrication.  While cleaning and lubrication will not prevent the wear out or corrosion, it can extend the “life” of the equipment.
• Random – These types of failures need to be detected, as they are not predictable, or based on a defined “life.”   The equipment must be monitored for specific indicators.  These indicators may be changes in vibration, temperature, flow rates, etc.   These types of failures must be monitored using Predictive or Condition monitoring equipment.    Cleaning and basic lubrication can prevent the defects from occurring in the first place if done properly.
• Infant Mortality – These types of failures cannot necessarily be addressed through fixed time, predictive or condition-based maintenance programs.  Instead, the failures must be prevented through proper design & installation, repeatable work procedures, proper specifications and quality assurance of parts.

Only when a maintenance program encompasses all of the above activities, can plant performance improve.

Determining the Right Frequency of Maintenance Activities for Each Failure Pattern

So with all of the activities taking place, how is it possible to know when each fixed time activity or condition monitoring inspection take place?   The approach to determining the frequency of activities for fixed time and condition monitoring inspections are different.  However, before the approaches are discussed, it should be noted that MTBF should NOT be used to determine the approach… EVER (sorry, the rant is over).

• Fixed Time Maintenance – The frequency for fixed time maintenance activities should be determined using a Weibull analysis.   Also, there may be regulatory requirements which specify the frequency of these activities. This will provide an ideal frequency to perform these types of activities
• Condition Monitoring – The frequency for condition monitoring activities should be determined by using the P-F Curve and P-F Interval.   This approach requires an understanding of the ability of monitoring technology, the defect being monitored, degradation rates, and the ability of the organization to react to the information gathered during the monitoring program.   This will be furthered discussed in next weeks post.

I hope this has provided some clarity around how you should be using the six failure patterns in your maintenance strategy.   Do you have specific activities in your program to address age-related, random and infant mortality failures?  If you only have fixed time maintenance activities in your program, what are leaving on the table?

Remember, to find success; you must first solve the problem, then achieve the implementation of the solution, and finally sustain winning results.

I’m James Kovacevic
Eruditio, LLC
Where Education Meets Application
Follow @EruditioLLC

References;

• RCM2
• Understanding the 6 Failure Patterns
• Weibull Analysis
• www.NoMTBF.com

Ensuring Performance and Long Term Sustainability of Your Maintenance & Reliability Program

Imagine working in an organization that does not provide training or has zero tolerance to taking a risk, trying something new and failing.   Or it is expected that you have all of the answers and do not need any assistance ever.   Sound familiar?  If it does, how is the performance of your plant?   Chances are it is not as good as it could be.   This example is great at illustrating what a learning culture does not look like.

“A learning culture is a set of organizational values, conventions, processes, and practices that encourage individuals—and the organization as a whole—to increase knowledge, competence, and performance.”   A learning culture is vital to the long-term sustainability of any maintenance & reliability program and improving plant performance.

If you don’t have an organization that believes in training, or risk taking or learning from failure, what do you do?  You can take steps to build a learning culture.  The first step is to recognize the concern.  The concern could be around cost, past returns on training, or experience that says the employee will leave after receiving the training.  Whichever it is, it must be addressed.

Also, any organization can start to develop a learning culture by doing the following;

• Formalize training and development plans for each individual.   These plans should include all mandatory training as well as specific training that will allow each person to grow in their current and future positions

• Give recognition to learning by promoting and celebrating those that learn new skills and gain new knowledge.  As recognition is given to those with new skills, other will want to participate.

• Get feedback on the type, quality, and applicability of the training.  This will ensure that relevant and effective training is being provided.

• Promote from within.  This creates a willingness and desire to learn as the staff knows they have an opportunity to grow within the organization.

• Develop a knowledge management process.  It should be a formal process with participation required by all.

I recently had the opportunity to work with two great organizations.  Both organizations had recognized the need for assistance.  They were looking to make improvements in areas in which they had no experience, but they had a willingness to learn.  They did not want a “turn key” solution but instead wanted to build the capability of their internal team, let them develop the solution and implement the solution.

There was and will be some follow-up support, but here are two organizations that are not only investing in their people with training but allowing them to take the risk, learn and grow.  Talk about ownership; these were some of the most passionate people that I have had the pleasure to work with.  It is always a pleasure to work with organizations such as this, and I am truly enjoying watching the team come together and grow.

People are the heart of any improvement, so make sure you invest in them and create a learning culture.   In closing, I ask you to think about the following, “What if we train the staff and leave?”, but the better question is “What if we don’t train them and they stay?”

Remember, to find success; you must first solve the problem, then achieve the implementation of the solution, and finally sustain winning results.

I’m James Kovacevic
Eruditio, LLC
Where Education Meets Application
Follow @EruditioLLC

References

• www.oracle.com/us/chro-docs/june-2013-chro-deck4-1961622.pdf
• https://www.trainingindustry.com/workforce-development/articles/creating-a-learning-culture-for-the-improvement-of-your-organization.aspx

How to see if your Planning & Scheduling program is failing to return value to the organization

Maintenance Planning & Scheduling is one of the most important processes in the maintenance function.  Without it, work will not be completed on time, nor will it be efficient.   So why, is the maintenance planning & scheduling process often ignored, or not implemented successfully?

I feel that it is not implemented successfully for a few reasons.  The first is the assumption that everyone can plan and you can rely exclusively on the skill of the trade performing the work.  All mechanics know how to inspect a v-belt right?

The second and probably the largest reason planning & scheduling is not successful is that many people believe they know what best practice is and that it is simple.   While the concepts may be simple, implementing them is another story.  As a result of this improper implementation, I have listed out the top reasons your maintenance planning & scheduling process is failing.   Failure is part of the learning process, so if you are experiencing any of the issues below, do not worry.  Use them as a learning opportunity;

1. 1. Your planner is assisting with emergency work.  Planners need to be focused on future work, and if they are chasing parts or supporting breakdowns, how are they suppose to plan work for the rest of the technicians?
   2. Your planner(s) have never been formally trained in planning & scheduling techniques.  Imagine never being trained in your job?  How do they know what is expected of them?
   3. When you ask a planner to see their job plan library, you get a blank stare.  The key to sustainable maintenance planning is to utilize feedback and build a robust job plan library.  This reduces the amount of time required to plan work, as well as move to Procedure Based Maintenance.
   4. Your planner(s) can routinely be found “wrenching.”  If your planners are wrenching… enough said.
   5. The work order backlog has work orders dating back ten years.  How do you manage work and priorities with ten years of backlog?  Take some time and clean up the black hole of maintenance, the backlog.
   6. Your job plans consist of “replace a pump” or “inspect for damage.”  Every technician will perform a job differently and to a different standard.  Have a repeatable procedure to ensure accuracy and consistency in the work.
   7. Closed work orders have no time or feedback on them.  So were the work orders completed or just closed?  Feedback is critical to building a job plan library and to cost the work properly.
   8. The kitting area looks like a war zone.  Kitting is all about improving the efficiency of the technicians.  If it is unorganized, chances are so is the communication between the storeroom and your planning team.
   9. The maintenance schedule does not “see” past two days.  I do not mean specific work orders assigned to specific individuals, but you should have a coordinated plan with operations with a list of work orders that will be completed this week and next.
   10. There are no performance measures readily available for planning & scheduling.  You cannot manage what you cannot control.  You can’t control what you can’t measure.  If you do not have performance measures in place, how do you know how well your planning & scheduling process is performing.

If you have any other top reasons that you have experienced or seen in a failing maintenance planning & scheduling process,  please send to info@eruditio.com or leave a comment below.

If you see any of these issues in your planning & scheduling process, stop, and think about what must done to make an improvement.  Failing is ok if you learn from it and improve.  I know I have failed a few times…

Remember, to find success; you must first solve the problem, then achieve the implementation of the solution, and finally sustain winning results.

I’m James Kovacevic
Eruditio, LLC
Where Education Meets Application
Follow @EruditioLLC

References;

• A Smarter Way of Preventative Maintenance – Free eBook
• Maintenance Planning & Scheduling: Planning for Profitability Video Course