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

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Presentation on theme: "Five to Ten Year Vision for CBM by: John S. Mitchell for: ATP Fall Meeting -- Condition Based Maintenance Workshop November 17, 1998, Atlanta Georgia."— 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 u Overview –part of larger process (Asset Management) –focus on highest value activities –integrate information systems –improve value and productivity u Pathways being pursued in industry u Challenges and barriers u Future directions

3 Definition of CBM: u 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: u Condition Measurements required for CBM uniquely predict ability to meet mission requirements on time, cost and quality u Increase ability to capitalize on opportunities u 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: u 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: u Understand business drivers –requirements to gain business acceptance u Prioritize scarce resources –what and where are most costly problems u Prognosis, remaining lifetime –functional failures –optimum time to repair, including financial –spare parts (logistics) management u Statistical mining to identify common defects u Increase reliability

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

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

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

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

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

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

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

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

17 Summary, cont. u 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: u Infrastructure before components u Connectivity does not assure communications –telephone -- language u Interoperability drives technology u Capitalizing on opportunity creates far more value than cost avoidance –profit center -- cost center u Technology unification is mandatory

19 The End -- Thank You For Your Attention

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