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Rooted in Reliability: The Plant Performance Podcast
28 minutes | 10 days ago
244 - RAM Modeling with Fred Schenkelberg
RAM Modeling with Fred Schenkelberg We’re pleased to have Fred Schenkelberg back with us. He’s a reliability engineering and management consultant with a background in product development. He’s also been a manufacturing engineer and shift supervisor working in a factory and helped found AccendoReliabilty.com. Fred will give us more insight into RAM Modeling. Fred will give us insight on: What is RAM Modeling? Which stage of the life cycle does RAM modeling apply? Where to learn more about RAM modeling … and so much more! What is RAM Modeling? It can be described as reliability and maintenance, or it could be reliability, availability, and maintainability, among other descriptions. However, they all mean the same thing. When modeling a system from a reliability standpoint, RAM is a way to say this is how something works or doesn’t work from a performance view. Then how do you gather the data to simulate and calculate its performance? Models are used to answer several questions, allowing the possibility of doing ‘what if’ scenarios. They’re especially useful with complex systems as they help justify making various changes by enabling simulations of such effects. You can also use the model to check if your preventative maintenance program is working. Where to find data for the model Without good data, the model will not achieve the standards you had in mind. As you begin, keep in mind that the model will always be wrong at the start. That’s the nature of modeling. However, you can improve it till it’s good enough for what you’re trying to do. Creating a model relies on the purpose you’d like that model to serve. It needs to help: Answer some questions Inform some decisions Once you create a reasonable RAM model, it finds all other kinds of questions it can address. You then get the investment to improve on it more. It’s a major decision tool. A RAM model can also get represented as a reliability block diagram, which is a very common way of modeling. You can add distribution data to it, making it a very powerful simulation tool. However, there are times modeling is more complex, meaning your system can run in a degraded mode. RAM modeling is a spectrum of tools to address different questions, ranging from simple back of the envelope estimates all the way up to Petri Nets, and such. It can go all over the map, depending on what you’re trying to achieve. Which stage of the life cycle does RAM modeling apply? A RAM model is most effective in the design phase. During this phase, there’s minimal information, yet we can: Do FMEAs Have modeling or sims Have experience from similar equipment Sometimes, it’s much more than a guess. But it allows us to at least get a sense of where we’re having trouble or not. From there, we can get better data. A lot of design development programs use various reliability models. It’s just a question of whether you’re going to meet your objective. So, in case a forecasted failure occurs, will the machine still be able to deliver the expected output. It helps answer questions like: How do you make maintenance easier? How do you make the system more robust so that it doesn’t fail as often? These types of questions are in the development process to meet your throughput objective. Yes, you don’t have a lot of data. However, you still need to answer the questions. What do you need to improve so that you’re more likely to hit your objectives? It could be that the data’s there but a bit sketchy, forcing you to guess. But where it becomes critically important, such as in million-dollar decision type questions, you’ll need to go get the data. Set up experiments to sort it out that way. When you’re looking to create a reliability model for your system, you need to start where you are and start building it out to solve the problems you currently have in front of you. Even if you’ve got a warehouse full of data, it may not be appropriate to populate your model for the type of questions you’re going to have. You rarely get the data sets that you need for the question at hand. That’s why you ask the developer to work on it so that you can get a handle on it. Modeling is a tool to help you and your organization make decisions. So, the model has to fit the ability to inform those decisions. It’s unlikely you’ll do it once and never have a repeat of the process. You may create a master model that you can use several times for different kinds of questions in different scenarios. But often, you might do a system model, then have to do different models for different pieces of equipment. It’s a constantly evolving skill set that we have to use to create simulations and models to inform the questions addressed. What makes the biggest difference in being successful with the RAM? It’s understanding what you’re trying to solve for. You’ll never have perfect data. You’ll make a bunch of assumptions along the way. If you don’t have sufficient data in the model to help get an answer, you have to solve that problem. But it’s in the context of how well do you need to know this. If you’re early on in the concept phase, it’s basically figuring out what the difference is in running it in series or parallel and what’s the risk. In series, if one part fails, the whole system goes down. In parallel, some complexity gets added to it. So, there’s a higher chance of some failures but you’re more resilient because you have the parallel structure. So, a simple model will allow you to compare those two and just use the same failure rate for your equipment as a starting point for it. The actual failure rate in that case, since you’re doing a comparison, isn’t critical. You may want to explore what the range of likely repair rates for that equipment is. But by being a comparison, it allows you to look at structures and design decisions early in the concept phase. Then as you’re getting to where you have data and you’re looking at, for instance, a line optimization question, having better data from your factory’s maintenance program is more informative to do an optimization type of thing on the floor. Where to learn more about RAM modeling Accendo Reliability has got the basics about series and parallel, k-out-of-n. Chris Jackson is doing a third on a series of webinars covering the Monte Carlo Markov modeling. It describes how to model a system without a lot of ambiguity, and to do it efficiently. You can also send us a note to get assistance with what you’re doing. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Fred Schenkelberg Links: Fred Schenkelberg Linkedin Accendo Reliability Speaking of Reliability Podcast Past Fred Schenkelberg Episodes Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 244 – RAM Modeling with Fred Schenkelberg appeared first on Accendo Reliability.
48 minutes | 24 days ago
242 - Am I ready for AI with Geraldo Signorini
Am I ready for AI with Geraldo Signorini We’re pleased to have Geraldo, the principal consultant at Eruditio. He spends a lot of time doing reliability activities like instructing and consulting, among others. He started his engineering career in 2008 and spent more than ten years in oil and gas in roles related to reliability and maintenance engineering. He’s also talked at presentations and contributed to articles on Machine Learning and Artificial intelligence, which is the topic we’ll dive into. In this episode, we will be discussing: What is AI or ML More prerequisites to prepare for AI or ML What are the roles you need in place for AI or ML Are any more fundamentals necessary …and so much more! What is AI or ML? There are several different definitions and approaches to answer this. However, Geraldo defines it as a concept that means a machine will be able to make decisions and adapt to the environment it’s in, enabling it to create influence for better decision making with the given parameters it measures. However, most people talking about AI actually mean Machine Learning. This is a set of algorithms and techniques performing data analysis to identify patterns and relationships to create insights that lead to better decisions. It’s basically trying to teach computers to make better decisions. How do you know if you’re ready for ML or AI? Most tasks dedicated to assets are related to data-driven decisions. However, you’ll find that more than 90% of the data plants and industries generate doesn’t get used. So, are you using data to make decisions? Besides KPIs, that includes any data that your machines, facilities or even work orders and the data technicians generate. So, to know if you’re ready: Start by identifying the data you want to utilize Assess the data quality From that point, you’ll need to check data: Consistency Accuracy Completeness Auditability Orderliness Uniqueness Timeliness More prerequisites to prepare for AI or ML You need to understand the physics of failure of what you’d like to analyze. Then, to complement the quality of the data, you need to understand the asset’s functionalities. What are the roles you need in place for AI or ML? You don’t need to have everything to start. Worrying about creating a whole structure from the beginning will wind up wasting time. Have the engineers that help you with solving day to day issues or perform the Root Cause Analysis and such tasks to look into the data. Use the basic statistical tools available to help them analyze how the data behaves before a failure occurs. Most of the insights and knowledge to start an AI project comes from failure analysis in the fail investigation phase. You need a person that knows the equipment to be able to translate that to the algorithm you want to build. So, the model for your AI or ML project to be able to identify failures or to help make better decisions will come from the knowledge that you build. The roles you would need to get started would be the ones you already probably have. That includes the engineers, technicians and subject matter experts you have in your facility. They are in the best position to start bringing insights. Once you’re ready to scale up, you’ll need knowledge and understanding of programming languages and such to enable you to build your model. Are any more fundamentals necessary? Without fundamentals in place, scaling up later becomes difficult. The fundamentals of reliability and maintenance engineering in terms of hierarchy, criticality analysis, a good FMEA or RCM can give you an easier way to look into this project and automate it later on. They make sure you understand what you’re doing and what you’re looking for. Examples of where AI or ML has been deployed successfully The concepts of AI have been around since the 40s and 50s. Alan Turing is considered as the father of computer science, and he proposed the first question on whether a machine can think. Seventy years later, we’re still trying to understand the best process to follow to answer that question. There are several successful cases, such as fault finding and failure identification in the oil industry. Some projects Geraldo has worked on have produced 75% – 80% accuracy on failure identification, with at least a week or two of advance predictions on the failures. It also applies in areas like parts usage. You can use AI or ML to help you know when to buy parts based on the parameters and sensors in the facility. In mines in Brazil, the availability of carts and trains got increased by 90%. That’s by analyzing the carts and deciding whether they need to get cleaned before they head back to the mine. One of the fundamentals you need to understand is what is your problem and how to formulate it. Your accuracy on that will help you define which data is necessary, before you work backwards to look at the data, data quality, and physics of failures, among others. Do companies have to develop their own ML algorithms, or can they purchase readymade options? It’s a challenge for every company to have SMEs or personnel dedicated to a single project. Often, you’d want that person to use their knowledge to support different projects at the same time. These days, sacrificing one of your SMEs or specialists to create something from scratch isn’t necessary. Different platforms are ready to use, like Azure, Google Cloud, and Watson. There are also companies providing data scientists or subject matter experts to help you, as a service, with your project development. The industry is moving towards having specialized service companies that support you in your project. You don’t have to start perfectly. However, you will become better as you continue. There’s a lot of experts and expertise available that you can leverage on. What makes ML or AI successful? Knowing the physics of the failures Know the failure modes that happen the most Assess how good your Root Cause Analysis has been Assess the quality of your failure investigations Recheck the information in your failure reports What to change about a typical ML project? The methodology is sound. However, as you get to data collection and data quality assessments and such, it can become overwhelming. The three things that cause most failures are: Having a problem that wasn’t properly formulated Ensuring you have good data quality Understanding the physics of the failure and the knowledge that people have Geraldo also feels it could be made more fun. He would make it in a way that: Creates smaller results Has the team participating more Gets the data scientists to the field to see how the asset works Although everything gets done from a machine, about 70% of the knowledge you need is in the field with the asset. 30% is algorithms, data processing and what comes after. In summary Get resources from industry leaders that define the fundamentals and applications to create a good project. These will give you insight into the steps you need to become a success at your plant. Then get into statistics books and classes to see that not many software is necessary to process the data. From there, you can move into ML algorithms. You’ll notice a lot of free programming languages like Python that you can start practicing with. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Geraldo Signorini Links: Steve Richmond LinkedIn Projetech Inc. MORE Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 242 – Am I ready for AI with Geraldo Signorini appeared first on Accendo Reliability.
47 minutes | a month ago
240 - Manage All Failures, or Else with James Reyes-Picknell
Manage All Failures or Else with James Reyes-Picknell We’re excited to have James Reyes-Picknell, the author of Uptime, Strategies for Excellence in Maintenance Management, back with us. He’s also written Reliability Centered Maintenance Re-engineered and Paying Your Way which is his latest book. James also trains and consults in maintenance, reliability and asset management areas across different sectors. In this episode, we will be discussing: What is a failure Why do you need to manage failures How do you forecast failures not yet experienced Which strategies are available for managing failure states …and so much more! What is a failure? One common explanation is that your equipment is trashed. However, failure is a loss of any function you want your physical assets to perform. Every asset has multiple functions it performs, which also needs different standards of performance. If you drop the performance in an asset, you’re in a failed state even though it might still be running. What is managing failures? Managing doesn’t mean you’ll prevent all failures from occurring. You can’t. What we manage is the consequences of the failure. You can, in some cases, prevent failures applied to assets that fail with age, usage, throughput, or wear. So, before it gets to that state, you can change out the necessary parts to bring it back to the original performance. In the majority of cases, failures occur randomly, which makes preventing them tricky. You don’t know what or when it will happen. Failures are a natural thing that we have to accept. Prevention means you’re managing the failure. However, predictive maintenance and condition monitoring get used for random and age-related usage failures, to give a sign that the failure has started and is progressively getting worse. So, you’re managing how you act on the failure, as well as the severity of the consequences. Can you only manage past failures or potentially possible failures as well? You can do both. If it’s happened in the past, then you’re sure it could happen again. That brings about the necessity of forecasting based on past events. You can also forecast what could happen in the future through making reasonable assumptions around your operating context and the stressors put on the equipment. That helps you determine how it might fail even if you’ve never experienced such failures. To do this, you’d look at what happens to similar equipment. Why do you need to manage failures? When you forecast a failure, you’re unaware of what the consequences might be unless it’s already occurred. When identifying failures, you acknowledge what could happen. That helps you decide on whether you should do something about it. In other cases, looking at the potential maintenance approach will help you decide if a proactive maintenance strategy is worth doing. You have to look at all failures and understand them before making any decisions. That’s not to say something will get done. But decisions have to be made based on the costs versus benefits, as well as other factors. What risks are you exposed to if you don’t manage failures? The default maintenance strategy is always ‘Run to failure’. So, if you don’t manage the consequences and the failures that lead to them, you’re sure to suffer their consequences. It’s important to know that the risks you’re exposed to go beyond the physically losing an asset. They could include: Business losses Safety impacts Environmental impacts The fines that may get levied Loss of life How do you forecast failures not yet experienced? It takes a lot of common sense as well as on the job experience. So, someone that’s unfamiliar with the equipment and how it could potentially fail will struggle with forecasting failures. Start by looking at your maintenance history for past failures. You can then check your PM program if you have one since it’s probably already avoiding some failures. These may or may not be dealt with appropriately, so frequently reviewing them helps. Then look at the things that could potentially happen even though you haven’t seen them. Looking at similar equipment failures could also help you forecast for potential failures with your assets. You can even base it on failures from site equipment from the same manufacturer. Where to find resources to manage these Resources refer to the people or funds to redesign or put online systems, redundancy, or design changes in place. Your workforce is one resource. Other resources you might need are predictive technologies. It boils down to making intelligent decisions to using the available money. In the design phase, you need to decide whether you need a return on the investment or a return on the asset. Return on investment tends to lead to cost-cutting decisions since you’re initially justifying the project. Meanwhile, return on asset leads to better decisions around costs and revenues. Which strategies are available for managing failure states? Design changes are quite obvious. Preventive changes are time, usage, or throughput-based interval intervention, where you restore the condition of the asset or replace it. This tends to be expensive and gets done early in an asset’s life before it gets to its meantime between failures, which have a normal distribution. Predictive maintenance, condition monitoring, condition-based maintenance, or on condition maintenance looks at the performance of the equipment against its performance parameters, or the condition of the various components of the asset. That’s by looking at signals that they generate when they start to fail. When you find a problem, you’ll see the early signs of failures in your system, allowing you to act on those warnings. There’s testing or failure finding tests which deal with backup, safety, or alarm shutdown devices which get tested periodically to see if they’re working. To avoid having it not working when you need it, you need short testing intervals. There’s also running to failure which applies when you’ve got minimal consequences of failure. Redesign changes. These are one-time changes that eliminate the causes of failure related to human error or organizational issues resulting in human errors. Procedural, process and training changes contribute to eliminating the causes of some failures. Rarely is human error the result of an individual. A lot of factors come into play. The better we manage us, the better we manage our assets. What translates to success with managing failures? Have a proactive reliability mindset that keeps the reliability in mind. With that in focus, you’ll start asking what you can do to: Improve reliability Reduce downtime Eliminate failure You need to focus on the end result, not the activities. The activities are simply the methods and tools that get you there. What’s missing in a lot of companies today is a focus on reliability. You’ll hear talk of the maintenance that can be done rather than the achievable reliability. Remember, what matters is the consequences, not failures. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report James Reyes-Picknell Links: Accendo Reliability Reliability.FM Book: RCM2 Book: Uptime: Strategies for Excellence in Maintenance Management Book: RCM-R Book: Paying Your Way James Reyes-Picknell Linkedin Conscious Asset Reliability Improvements with James Reyes Picknell An Asset Management Discussion James Reyes-Picknell; Part 1 Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 240 – Manage All Failures or Else with James Reyes-Picknell appeared first on Accendo Reliability.
27 minutes | 2 months ago
238 - Marketing with Ashley Larrimore
Marketing with Ashley Larrimore We re excited to be joined by Ashley, a marketing expert at Eruditio. She has been there for 2 years and handles all the marketing e.g., emails, products, websites, conferences, etc. Overall, she has amassed a wealthy 8 years of experience in marketing. She ll be our guide on discussing the common themes around marketing including: Marketing and its importance How you can get started Measuring the effectiveness of your marketing strategy Some of the common hurdles and possible solutions So, what is marketing? Marketing can be defined as the action of promoting products and services, including advertising. It is present in all the business stages from as little as sending emails to big billboards. It is all-important in the long run for the success of businesses. Importance of marketing Maintenance reliability people need marketing because spreading vital information, communicating great things about the organization. It helps with bringing positivity and promotes clear communication. To create a good marketing plan, the first and most crucial step is to understand your target audience, find ways to communicate with them, and implement timelines. The HR team in your organization would be one method to try to find your potential target audience, so make sure to keep them involved. How do organizations get started with internal marketing? To start, you do not need to be an expert. If you are an organization with no internal marketing, you can outsource someone to do the work or assign someone simply to just spread the word to relevant people. This can be done with simple blog posts, emails, etc., and does not need a lot of expertise. It does not need a lot of resources and requires someone with excellent leadership and communication skills. It can literally be done by someone who simply has the interest. For that matter, you can recruit people who are doing any of the following; everyday groundwork, a public relations person, graphics team, communications team, executives, etc. They might all find excellent value in promoting certain information. Types of marketing Posters (for example, on ROI or safety implementations) Brochures Partnering with the outreach team Social media Website Press release; newspaper Advertising How do you know if it is effective? Stick with the plan – make sure you follow through with any project/plan that you have to see if it would work Follow-ups – it is vital to get feedback to leverage your performance. For example, you could have a poll on your website, takeaways, etc Listening to the clientele – ensure that you take their suggestions and recommendations into consideration to also see what you can do next. Success vs. Failure Consistency is one of the most significant determinants of internal marketing. Always sharing and working on ways to improve and tweaking strategies is very important. It helps reinforce a message and helps contribute to effectiveness. On the other hand, a lack of creativity might be the downfall of your marketing plan. It is critical to keep things fresh and make sure the audience stays engaged. Personal marketing Marketing yourself is a significant thing in ensuring that people/recruiters notice you. It does not have to be perfect, but starting from somewhere is better than not doing anything. Personal marketing and branding is an excellent way to create awareness about what you are doing. Getting active and creating a sense of community is also a method that can help you connect, get assistance, and come up with solutions. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Ashley Larrimore Links: Ashley Larrimore Linkedin The Start-Up of You by Reid Hoffman Atomic Habits by James Clear Ashley Email Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 238 – Marketing with Ashley Larrimore appeared first on Accendo Reliability.
15 minutes | 2 months ago
236 - Machinery Installation: Planning with Roman Megela
Machinery Installation: Planning with Roman Megela It s a pleasure to have Roman Megela from Easy-Laser join us on this deep dive into Machinery Installation. He’s worked with rotating equipment for over 20 years, particularly in service, installation, assembly, and commissioning for gas compression, glass production, and stainless steel. So far, we’ve looked into how strategy and integrity fall into the Machinery Installation process. We’ll now get a look into the role Planning plays in Machinery Installation. Roman will give us insights on: What is Planning? Are there technical specifications for planning? How does Planning impact installation? … and so much more! What is Planning? It is a fundamental function which involves deciding beforehand: What is done? -Is it a maintenance job, an assembly job, a new building, etc. When it’s to be done? – it is a time scale of when the job gets done. How is it to be done? – defines the procedure going to be used Who is going to do it? – refers to the team or individual in-charge Are there technical specifications for planning? Planning is information that needs to be included in the job’s detail. It’s extremely important that the planning is adopted to the company’s standards. So, with the installation, these standards need to be in place. How does Planning impact installation? Timing is everything when considering planning. If your plan is lacking, you’ll not get the results you’re looking for. Planning requires you to be responsible for the decisions you make and don’t make. What are the three elements of planning? Establishing the standard Training the teams Documenting the work What type of standards do we need for planning? There are standards, such as ANSI, ISO, and APIs. So, it’s up to the organization to find the most suitable standard for their needs. For instance, with the offshore industry, you need to follow the same standard as your customers. If you don’t, you won’t get accepted into the vendors’ list. What type of training is required? The team needs to be familiarized with existing planning procedures. After that, they’ll get introduced to other small crucial tasks. You can then increase the planning production slowly until they’re capable of taking on the entire process. How can you improve your planning to become successful? You must start by setting the standard then train hard to get the needed knowledge. From there, document each step you take. What makes the biggest difference with the elements of Machinery Installation? You can only make a difference by successfully combining the three elements. That’s because they’ll help you create safe and reliable teams. When you then transfer that to the time and the people, your team will more likely succeed in their work, since they’ll get to see properly installed and reliably operating machinery. This will make them proud of their job and create a culture that brings organizational wealth in the standard. Final words It would be best if you took responsibility for the decisions you make, and those you don’t make. So please do not assume that things will be as you expect them to be. Always measure and calculate to analyze. Without data, you can’t analyze anything. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Roman Megela Links: Easy Laser Roman Megela Linkedin PEMAC.org API 686 Recommended Practice for Machinery Installation and Installation Design MaintWorld Knocking Bolts Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 236 – Machinery Installation: Planning with Roman Megela appeared first on Accendo Reliability.
21 minutes | 2 months ago
235 - Preparing for the CMRP with Bobby Lee
Preparing for the CMRP with Bobby Lee We’re excited to welcome Bobby Lee on this episode. He started in the maintenance field in his early twenties. He got a two-year degree in Industrial Systems Technologies, after which he worked at Baxter Healthcare. He then proceeded to work for American Zinc Products as a reliability engineer for nearly one and a half years. From there, he joined Eruditio where he’s currently a reliability engineer. During those years, Bobby got involved with implementing reliability engineering programs, FMEAs, RCAs, among others. He’s also managed to get his CMRP, which is what we’d like to know more about. In this episode, we covered: What is the CMRP? Why would you want a CMRP certification? Other Benefits of having the CMRP And much more! What is the CMRP? It is the Certified Maintenance and Reliability Professional Certificate from the SMRP organization. It’s a professional designation that requires continuous education to maintain it. Why would you want a CMRP certification? For Bobby, the main reason for wanting the certification was to attain credibility in the field. When he travels to talk about reliability, the certification gives him more credibility with his audience. He also has an RMIC from the University of Tennessee, so the CMRP just added to it since he didn’t have a four-year degree. Other Benefits of having the CMRP Apart from the credibility aspect, the CMRP also helps you continue to learn and press forward. If you don’t keep growing and learning, then the certification is only good for about three years. So, it serves as continuing education as well, to keep your knowledge current. The test will also show your weak spots since you get feedback on your scores for each of its five pillars: Business and Management Process Reliability Equipment Reliability Organization Leadership Work Management Which preparations do you need for the CMRP exams? Eruditio has the BOK, Book of Knowledge, course that really helps. It’s a lot of informational whitepapers and courses to prepare for the test. There are also a lot of books available. There’s the Toyota Way which describes how Toyota designs, as well as their ‘stop and fix it now’ mentality. Also, being in the field for several years, working on reliability projects, being a part of work management, and laying the groundwork for all of that helps. Another good book is the Maintenance and Reliability Best Practices 2nd Edition. It covers everything so well. Bobby loves leadership, so learning more about it through the book made him see how much he enjoys it. Which other resources can you use to prepare for the exams? They’re SMRP. So, once you join the SMRP, they give you the Body of Knowledge which lays the groundwork for what the test entails. They have a lot of resources there as well. While going through the program with Eruditio, Bobby had whitepapers as well and found that it was good to go back and refresh his memory on those topics. The BOK guide is a good starting point to identify your strengths and weaknesses so you can focus more on them. Recommendations for those preparing for the CMRP exams According to Bobby, you should: Know and focus on your weak spots Study up on the things you’re familiar with but don’t spend too much time on them Refining your weakest link will help you get to goals For those struggling with work management, the Maintenance Planning and Scheduling Handbook by Doc Palmer is probably the best reference for that topic. It’s a big book that would allow you to go deeper if you’d like. Rabbit holes to avoid while preparing Bobby got stuck in leadership because the topic of leading people intrigued him. He was also in the process of learning more on leadership at that time for church using the books H3 Leadership and Designed to Lead. The latter option talks about culture change and delves into how to relate to people to help the culture change to what it needs to be. In reliability, we sometimes forget that to get people on board, we have to figure out what’s important to them. Is it spending time with their families? Is it getting a little bit more overtime? Whatever it is, you need to be able to help them see how the benefits of reliability engineering can help them achieve those goals. Although it was a rabbit hole, it brought out some good points relating to the culture change while leading people. That is non-technical stuff that a lot of maintenance and reliability professionals don’t fully grasp, but it’s how to get the whole program going. That is one area that people agree needs a lot more understanding so that the program’s successful. Words of wisdom for those seeking their CMRP One of the biggest issues for Bobby was the fear of failure. But he decided to stop hesitating and take the test since he had already studied for quite a while. By taking the test, you’ll get an idea of where you are, what you need to study up on so you can improve any weak points you have. So, rather than looking at it as a failure, it’s a way to see where you need to grow. Don’t be afraid to take the test especially, if you’ve already studied for a while. Just take care of it. How to be successful with preparation for the CMRP exams The COVID pandemic forced Bobby to stay home more, so he had more time to read through the study material. You’ll need to sacrifice time from the things you can afford to take a break from. It’s hard, but the end justifies the means. Also, try to schedule small chunks of study time rather than big blocks. Shorter study sessions help you retain more information better than cramming for four or even eight hours straight. Another option is having a cheat sheet or flashcards of the areas you’re not too confident in. So, as you get closer to the exams, you’re no longer reading the books but rather, going through the cheat sheets. These are briefs of the information you need to retain. You can carry them with you and review them whenever you have a few minutes to spare throughout the day. What to do differently With CMRP preparations Do not be afraid of the test. Know that you can go and prepare adequately for the tests. There are a lot of resources out there to help you get ready and succeed. The thought of doing the test might be intimidating but if you’ve studied hard and prepared the best way you can, then believe you’ll reach the goal you want to achieve. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Bobby Lee Links: Eruditio BoK Class iBL Program Book: The Toyota Way Book: Maintenance & Reliability Best Practices Book: Maintenance Planning & Scheduling Handbook Book: H3 Leadership Book: Design to Lead Book: Dare to Lead Book: Daring Greatly SMRP.org CMRP Certification BoK Guide Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 235 – Preparing for the CMRP with Bobby Lee appeared first on Accendo Reliability.
31 minutes | 3 months ago
In-House or Contracted Oil Analysis with Bryan Johnson
In-House or Contracted Oil Analysis with Bryan Johnson We’re thrilled to have the chairman of ICML, Bryan Johnson, with us. He’s worked at the Palo Verde Generating Station for 30 nearly years as a lubrication engineer. Bryan’s also involved with ASTM, starting about three decades ago. That was due to the creation of an on-site oil testing lab. This became a subcommittee that deals only with the condition monitoring of lubricants. In this episode, we covered: What are the benefits of on-site oil analysis? How do you know you’re getting consistent results from an analysis? What are the standards to follow? And much more! What are the benefits of on-site oil analysis? The primary benefit of this would be to help develop the people to understand oil analysis. By having an on-site laboratory, the practitioner looks at test data. Then they compare it to the color of the sample coming in. They can even go under the plant to have a look at how the machine runs. From there, they’ll compile that data to enhance their knowledge of lubricants, the machine, and the machine’s health. It helps sharpen the skills of the people on-site supporting the lubrication program. An in-house capability also provides almost immediate feedback on engine problems. How do you know you’re getting consistent results from an analysis? There are three ways to check for consistency: Carefully follow the instructions for running the test Understand what the data collected means Have a way of determining the machine’s level of accuracy What are the standards to follow? Most data on machine health is normal. This makes it challenging to do a statistical analysis to determine accuracy. Through ASTM, manufacturers’ instruments can get vetted to determine their accuracy. In other cases, a facility could take samples from their in-house lab and send a bit of it to one or two well-known outside labs. Their results will help you understand your instrument’s limitations if any. There are many avenues to make mistakes, increasing the inaccuracy of the sample. For starters, the quality of the sample itself. The sample should represent the main body of the fluid. It should be taken the same way every time, so it’s consistent. You could have the finest instrument, either on-site or off-site, producing great data. But if your on-site analyzer doesn’t understand the data, you could undermine the validity of the process. What training is available to ensure staff is doing tests properly? There are plenty of training options nowadays. If a company is running ASTM tests, there are training modules available through ASTM. These help you understand how to get your data out of the test. You can do this online. For more formal education, you have options like ICML. After completing training in a topical area, the candidate can take the test. This will demonstrate the knowledge in the training they’ve received. ICML has a list of companies that provide this training. The STLE organization also does training through annual meetings. Other organizations train as well. For engineering, there are opportunities for engineers to get tribology training through universities. That’s through online classes. Where can you set up to increase success rates? The first thing a facility would need to do is look at the chemistry involved in the testing. Some have very minimal chemistry, such as with solvents. Others may need flames and produce gases or smoke. Each of the resultant pollutants needs to be monitored by the facility before the instrument gets sited. As a result, some instruments may go into a corner of the shop, such as an oil change facility. But with an industrial facility, the instruments would likely end up in the corner of the chemistry laboratory. That would help address the fumes and other health hazards. Each facility should look at the instruments they’re considering and have their safety department look at it. That would help them see what requirements are needed before making their determination. Can environmental factors skew some of these tests? Some tests are sensitive to humidity and other environmental contaminants. The FTIR test is commonly used for condition monitoring. It produces a chemical fingerprint of the lubricant. This shows oxidation, depletion of additives, among others. Such a test is sensitive to the humidity and Carbon of the workspace. These contaminants can show as straight peaks on the test results. Thus, precautions need to be taken to ensure the testing process doesn’t degrade the sample. What are the benefits of off-site oil analysis? Each facility has its priorities and level of expertise. They’ll look at their longterm asset management plan. For a larger facility, an on-site capability may be easier to justify than for a small one. A facility with fewer maintenance personnel is unlikely to have a high level of expertise. There are competent people in the larger off-site facilities. Thus, a facility can rely on an off-site vendor for that expertise. To decide how good the data is, you can accept that the off-site vendors produce a quality product. But to be certain, you could do sample splits. A facility could have more than one laboratory to send samples and see if they all come back the same. Also, having a crosscheck program in place, one could assess the quality of that incoming data. You would also gain by having experts who’ve become sensitive to what abnormal samples are. These are a vital resource to help the facility make the right call. How do you cut the risk of bias with off-site facilities? That’s not a factor that can be entirely eliminated. Each organization has its business objectives. This could be to sell more lubricants or do more testing. You can help that by increasing the knowledge level of on-site staff so they can make that determination. How can organizations decide whether to use on-site or off-site testing? One big factor would be the cost. How much gets used for off-site testing? Would it be cheaper to take it on-site? Based on the wealth of expertise at off-site facilities, it would be difficult to cut them out entirely. How do you decide what to do with your testing program? There are industry documents that ASTM and other training organizations have. The ASTM D6224 offers guidance on setting up a testing program at an industrial facility. D4378 also goes along with it. These documents have sampling interval suggestions. They could be based on the types of machines, among other aspects. You don’t want to have a condition monitoring test that doesn’t relate to a failure you’re monitoring. Standards that can help one understand data better are D7669. This is a trend monitoring of data. There’s also D7720, which helps in setting alarm limits. These documents help with what to consider when setting a program on-site or working with off-site vendors. What makes the biggest successful difference with on-site oil analysis? Asset management plays a major role here. But, there are key factors to consider within it, and these are: The culture at the facility Having a champion in the program to ensure the 12 asset management elements are working well A supportive management team In summary The most important thing to do is learn and understand what you’re trying to do. A program without that knowledge will have a challenge in being successful. Become educated. Pull up ASTM standards and use them. That’s in addition to third party trainers and instrument manufacturers’ information. Become as capable as possible to make decisions for your plant. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Bryan Johnson Links: ICML ASTM D7669: Standard Guide for Practical Lubricant Condition Data Trend Analysis ASTM D6624: Standard Practice for Determining a Flow-Proportioned Average Property Value (FPAPV) for a Collected Batch of Process Stream Material Using Stream Analyzer Data ASTM D7720: Standard Guide for Statistically Evaluating Measurand Alarm Limits when Using Oil Analysis to Monitor Equipment and Oil for Fitness and Contamination ICML 55: Lubricated Asset Management Standard What is ICML55 with Jim Fitch ASTM Website Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 234 – In-House or Contracted Oil Analysis with Bryan Johnson appeared first on Accendo Reliability.
37 minutes | 3 months ago
Learning from Failure with Jim Fitch
Learning from Failure with Jim Fitch We’re excited to have Jim Fitch, the CEO of Noria Corporation and the director of ICML, back. He previously explored ICML 55, the standard around lubrication programs. ICML was founded about 18 years ago as a non-profit. It was to provide certification resources for organizations and individuals who needed certificates for completing their training. Noria Corporation is a for-profit services company that’s 22 years old. It provides training and consulting services globally, relating to oil analysis and lubrication. They also offer transformation services. These are for plants moving from their current state to something closer to the greatest reference state. Noria also publishes machine lubrication magazines among other e-publications. They’re also a conferencing company. In this episode, we covered: What has Noria learned about failures related to lubrication? How many failures can be attributed to a lubrication-related issue? Do the employees’ skillsets and training levels contribute to failures? And much more! What has Noria learned about failures related to lubrication? Noria has conducted a lot of RCAs, or failure investigations. All the cases taken need to revolve around tribology, oil analysis, or lubrication. Half the cases are litigation or forensic related expert witnessing. The other half is that a machine or its component failed often, and efforts have been made to try to resolve it without success. You can sum it up by saying success is a teacher but failure is a better teacher. But you have to ask the right questions and be allowed to learn from the failure. Unfortunately, most organizations tend to be in the denial state. If something’s failed then it’s not their fault. Lubrication and lubricants have a lot of information on the cause of a lot of failures. Lubricants are messengers of information to failures, where the root cause is independent of the lubricant. The issue could be a misalignment, overloading, defective design, and installation in an operator of what the root cause might be. So you go to the lubricant’s derivative to analyze what it has to tell you, determining the origin of the failure and its current state. That’s through analytical methods like analytical chemistry. How many failures can be attributed to a lubrication-related issue? Though many, there are failures that are a lot more prominent. Some of the most common causes of failures relate to: Ignorance Human error Human agency The above causes can lead to errors such as: Using the wrong lubricant Mixing lubricants Using the wrong amount Wrong frequency of lubrication Uncontrolled exposures related to heat and decontamination Starvation Varnish and resin cases Moisture, corrosion, and microbial contamination So, you take a failed machine, hoping the customer or client preserved the evidence well. From the evidence, a lot of questions get asked to collect discovery information. The discovery phase can be quite extensive. You have to go to the site and take sludge, deposits, or even varnish samples. These get sent to the lab to help start understanding what is going on. Samples can carry a lot of historical information. They could highlight things that happened before the failure, helping to come up with answers. Do the employees’ skillsets and training levels contribute to failures? Training on all levels is critical in helping to keep up with proactive maintenance. It’s easier to deal with things in a root cause state than in a failure state. If you educate your team on the virtues of contamination control, precision lubricants, and lubrication, and they have the skills, tools, motivation, budget, and support to do those things, you can avoid a lot of future issues. What can organizations do to help investigate failures better? Catching problems early is key. The beginning of the P-F interval is the root cause or proactive zone. You need to find out what the root causes are. You need to understand failure modes and rank them. This helps to develop a condition monitoring program around those failure modes, and the root causes associated with them. The condition monitoring program should have the ability to catch incipient early-stage failure. This could be where debris seems to be at a very minor level, but it still shows up in the oil analysis report. You should also know how to recognize the cause of that. These issues never go away on their own. Instead, the move to a precipitous stage getting worse. Also, know how to secure the crime scene. Don’t destroy, tamper with, or contaminate. If there’s an issue, you don’t want to mess up the quality of the information available. You need as many different pieces as possible to help create a picture of what caused the failure. Data, evidence collection, and fact-finding are all important parts of failure investigation. What are organizations missing that could help prevent failures? Modernized education for all your staff. A lot of people in lubrication use information they learned decades ago, rather than current information. There are better ways of doing things available now than in the past. Ignorance and human agency are also worth looking into. Teach them what they should and shouldn’t do. have the organization in a proactive maintenance state. Understand what would-class lubrication means. For instance, ICML 55 is a standard developed by 45 renowned global experts. It’s a statement of what proactive maintenance is and what good lubrication prevents. What can help mitigate lubrication related failures? Instructors aim to teach things that work. Noria aims to teach competency in subjects they can bring back to their plant. It’s subjects that they can see a chance to take action on, with changes that result in benefits to them. To come up with these subjects, Noria looks at case histories. These are from its conferences and publications. In the process, they get feedback from the user community on what’s worked for them. And these are the topics you’ll find in their courses. Contamination is one of the leading causes of failures. This occurs in different forms which can be noticed and measured through lubricant and oil inspection. Through side glass analysis, a lot of information can be collected. But a large percentage of oil and lubricant inspectors aren’t aware of this. For instance, Inspection 2.0 is a modern approach to gathering this information. Here, the inspector is actually an investigator. The investigator will investigate by taking samples, doing condition monitoring tests, among others. This helps them understand things from an earlier stage. What to change when performing failure investigations? You need to have the ability to tell when you’re in over your head. If a machine has suffered a major failure that you can’t deal with, be willing to seek help from other experts. By providing the information for others to help you, they will also reciprocate when the need arises. It’s impossible to know everything. Words of wisdom If you’re in the condition monitoring or troubleshooting world, you need an all-rounded education. You may have expertise in some areas, but you’ll need knowledge and information on peripheral subjects. You can go to conferences with speakers on different subjects. Buy books that relate to you doing your work well. Listen to podcasts and watch webinars. Get many certifications in peripheral and ancillary areas as well. Machines have many causes and issues that need knowledgeable expertise. Users also need this knowledge because they’ll be performing proactive maintenance. Check industry standards, and use that to assess your organization, people, and levels of competency. It needs to give you a solution to the question of whether you understand what’s in that standard. Can you install different practices outlined within the standard? If not, you need to start learning how to get yourself from your current position, to where you ought to be. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Jim Fitch Links: Jim Fitch LinkedIn ICML Noria.com Noria Facebook Noria Twitter Noria YouTube Machinerylubrication.com ICML55 What is ICML55 with Jim Fitch Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 233 – Learning from Failure with Jim Fitch appeared first on Accendo Reliability.
25 minutes | 3 months ago
232 - Machinery Installation: Strategy with Roman Megela
Machinery Installation: Strategy with Roman Megela We’re glad to have Roman Megela, a reliability engineer with Easy-Laser. With over 20 years of experience, he’s been a service manager, assembly manager, and commissioner for gas compression systems. Roman’s also worked in steel and glass production, as well as oil and gas. He’s joined us before, shedding light on different elements involved in machinery installation. We started with Integrity and will look at strategy in machinery installation. To recap, integrity is the practice of being honest. It’s showing consistent and uncompromising adherence to strong moral, ethical values and principles. It means you are doing what you say you’re doing. Roman will give us insights on: What is the Strategy element What does a strategy have to do with machine installation What should you include in a strategy … and so much more! What is the Strategy element? A strategy is a high-level plan to achieve one or more goals under conditions of uncertainty. This is usually the case when it comes to installation work. Installation is getting different teams, machinery, environments, and what’s necessary to work together. What does a strategy have to do with machine installation? A strategy is vital in installation work because it helps in the optimization of the work. The strategy enables you to align different teams with their various respective tasks. When you set up the strategy, you’ll have better optimization of incoming work. A strategy is not planning. It’s more of how you’ll approach the machine installation. What should you include in a strategy? There are a few key things worth adding to your strategy. These are: Anticipation Challenge Decision making Adaptation Learning Who owns the strategy for machinery installation? The strategy gets divided into different levels. Everyone involved in the installation has a part of the strategy and is responsible for the strategy. There are different teams, cultures, languages, and even machinery installation practices. All levels should combine, from the installation technician to the manager in charge of the global strategy development. Within global strategy development, different standards create the strategy piece. This needs to get implemented through all levels by the installation’s manager or commissioner. They need to inform everyone on board. Where do you get the strategy for machinery installation? The organization must have requirements for their machinery. Thus, the standards that everyone follows are usually in the design stage at the beginning. That’s what decides the code or standardization that’s followed. The information is then provided to all suppliers for them to follow as well. For organizations that are new to installation and commissioning, the company policy should define the expected standards. Then they need to collect the necessary information. For the product produced or the service provided, you should be able to tell the standard that satisfies that need. No new standard creation is necessary as the measures already exist. These include ANSCII and ISO standards, standards for flatbeds, and lifting weights, among others. You only need to follow those rules. Between projects with high standards and those without, the latter are the most challenging to handle. Having no standard means the project could follow through on any standardization option. That may lead to the wrong installation of the machinery. How do technicians use strategies in the field? In organizations with high standards, you get informed from the beginning on which standard to follow. There’s no room for you to work outside of that standard as that would break the contract. In most cases, the technician comes up with the strategy, solution, and the standard. Yet, that’s not the best decision. Not everyone is well educated in machine installation. As the technicians learn, they should give feedback to the person in charge. That way, they can update and learn for the future. How do you pick the right standards to build your strategy? The standard depends on the equipment you have. High-speed equipment has different standards from the low-speed machine. Working in a hazardous area is different from working at the water treatment plant. So, focus first on your technical equipment to see what you’re working with. From there, you can adapt the standards that you feel are correct for them. Of the available standards, some are more encompassing of different industries than others. One such example is the API 686. A lot of installation and commissioning professionals recommend these practices. It outlines recommendations based on industry best practices. What else can you add to the strategy? When you talk about the different steps like engineering, design, and procurement, it’s a lot to consider. It would help if you considered the people, equipment, and information to avoid mistakes. As such, the strategy needs to get reviewed often. That’s where the anticipation, challenge, decision, making, adaptation, and learning come in. The strategy is frequently changing. How to be successful with a strategy in machinery installation To become successful with your strategy, you need constant reviews. It would help if you also made it a challenge that everyone is taking part in. From there, you’ll be able to find solutions that help you keep adapting. With the strategy part of machine installation, you mustn’t assume. Always measure and calculate because assumptions kill the workflow. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Roman Megela Links: Easy Laser Roman Megela Linkedin PEMAC.org API 686 Recommended Practice for Machinery Installation and Installation Design MaintWorld Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 232 – Machinery Installation: Strategy with Roman Megela appeared first on Accendo Reliability.
40 minutes | 4 months ago
230 - Ensuring Effective Remote Training with Chris Christenson
Ensuring Effective Remote Training with Chris Christenson We’re excited to have Chris Christenson, the director of education at Noria. He’s been there for seven years and has been in the adult learning and education field for about 16 years. That involved building curriculum courses and programs. He also did training in classrooms for adult learners. Chris became a performance coach which helped him focus on individual performance. That’s helped him at Noria with building more courses for adult learning. It’s also enabled them to upgrade their trainers’ skills. Together we’ll take an in-depth look at: What remote training is When to use it Its challenges over traditional face to face training … and so much more! What is remote training for adults? Adult remote training has different levels. It could be: Getting trained from the corporate or home office through an online conference call A computer-based training Remote training involves interactions between an instructor and a student, utilizing technology. Most right now are video conferencing webinar technologies. Why use remote training? You may have individuals located in different plants that need training. But, it’s not cost-effective to organize training for an individual. Thus, all staff at different plants can join a single virtual classroom to learn together. That organization then has the opportunity to collaborate with each other. In a traditional classroom, a demonstration would need someone to stand at the front of the class. That would mean some people get an obscured view. But with a remote classroom, you can place a camera in front of the demonstration board. There’d be no blocking the view for anyone. Remote classes also allow the attendees to have some level of anonymity. That way they can engage and ask questions they wouldn’t have been comfortable doing in a live class. This increases the level of conversations in the remote environment. Also, the recordings and virtual tools allow attendees to review the training. There’s an idea that training falls under a 70, 20, 10 rule. As you go through course content, you’re only retaining about 10% of that information. By going through discussions and implementation of the training is when you get the 70%. That’s helped by the repetitive nature of going back through the training content. Remote training comes with supporting tech to create an almost blended environment. This further helps with the learning process. Challenges of virtual vs face to face training The challenge with remote classes is you lose the camaraderie from social interactions. For instance, walking with friends could offer a learning opportunity at that time. It removes the instructor, allowing learners to share and assimilate the information. That way, they’d see how the training applies to their situation. Video conferencing technologies like Zoom and Webex have tried to help that but it hasn’t completely replaced it. Different people have different learning styles. There are those who need social interactions to help them along. Yet, someone that needs to see, read, and listen would enjoy the web classes. Content creators get tasked with helping those at a disadvantage to still learn. Ways to improve the effectiveness of remote training Your training has to apply to your day to day environment. Sometimes after a training, learner goes right back to doing things the same way they always did them. The culture at the plant doesn’t make the area conducive for any growth that could come from the training. There’s also training that’s good but that doesn’t have realistic applications. A learner could also have issues with knowing how and when to apply their knowledge on the floor. A coach guiding the training would work best for someone in that situation. The training would not only be theoretical but also practical. As with the 70, 20, 10 model, proper learning only starts to occur when there’s a culture shift. This helps the learner to accommodate and reinforce the training lessons. Trainers can also hold learners accountable for their lessons. That means they’ll pay more attention to applying solutions on the plant floor. Without that, the training won’t have the expected returns. How can leaders help learners manage expectations? The plant manager needs to first know why they are training staff. From that point, they should be able to explain to their employees why the training is important. They should mention what the area of focus is. After the training, it helps to have a KPI based on the results they expect to see in that area of the plant. KPIs could be based on industry standards that apply in that area. That ensures the knowledge gets practically applied. Is offline work and homework for remote learning necessary? Any homework given needs to be effective to promote learning. Homework works best for theoretical lessons such as a leadership course. That’s because it would make sure you’re reiterating your learning. But, for hands-on tasks, you will need homework that is also hands-on. This would serve as a reminder of what they learned and how they should approach the issue. In general, adult homework should be short but to the point. How to ensure the training is effective You’ll need to check if the training provider: Has a mechanism for reinforcement. Has tools to help you go back and track progress Has the ability to help use KPIs to check if the training is being applied Look for a provider giving continuous support to connect your ideas to the training. Those with materials that do that are even better. You could have a list of focus questions before every shift to jog your team’s memory. How to ensure students get the most from the training For starters, they need to get enough sleep in the days leading up to training. That’s especially if the training is not happening during their normal shift hours. Some wind up falling asleep during the training, which means they miss out on a lot. They should also come with questions they’d like answered. Before the course starts, look at the topics it will get into. Then you can plan questions based on how you see it impacting your job for the better. Also, ask yourself what you’d like to learn from that subject so you can improve. Training should make the learner’s work easier. So have questions that will help you achieve your goals much easier than before. How to get an effective trainer This field is very technical which makes most content fact-based. A lot of actual results and facts are used to create the content. Unfortunately, that turns it into a very lecture-based training. This wouldn’t be effective with remote training. You need to have instructors that are facilitators. They should have methods in place to engage their audience to take part. That could be done through: Chats Question and answer areas While the instructor’s in class, they can ask for solutions to theoretical problems. Such activities help create a relationship between the audience and instructors. The trainer could also add a bit of humor to help maintain engagement through the course. How to achieve success with remote training The best way to achieve success would be through building a rapport. The instructor needs to ask themselves whether what they are doing is creating value to the experience. Are you being intentional in creating engagement? Then for the learner, they need to be able to ask questions on how to apply their training. Has the leader made it clear to their learners how they intend for them to apply what they’re taught? What are the expected results? Interactive communication service providers should improve the quality of their services. That’s to better cater to remote learners and trainers. The people appearing on camera also need to be more comfortable. That’s especially for those that learn best through interactive remote video sessions. Final thoughts It’s essential to be accepting of the shifts brought on to communication and training. This method of learning is always growing. That’s because it saves on things like time and money. You need to take a good look at your organization first. See whether you’re putting out fires, or preventing them from ever occurring. The answer to that will help you see how well a training course will advance changes. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Chris Christenson Links: Chris Christenson Linkedin Noria.com ICML Book: Putting the One Minute Manager to Work: How to Turn the 3 Secrets into Skills Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 230 – Ensuring Effective Remote Training with Chris Christenson appeared first on Accendo Reliability.
37 minutes | 4 months ago
229 - Building Support for FMEA with Fred Schenkelberg
Building Support for FMEA with Fred Schenkelberg We’re glad to have Fred Schenkelberg from the Accendo Reliability website joining us. He hosts the Speaking of Reliability podcast and even does reliability webinars. Fred also has articles and helps create online courses on Accendo. He’s well versed in the product development space of reliability engineering. But among the tools used, he’ll give us an in-depth look into gaining support for FMEAs. Fred will give us insight on: Are organizations willing to give up their resources? What can you do to gain support for FMEAs? Top points for building support for FMEAs … and so much more! Are organizations willing to give up their resources? No, they aren’t. It’s easy to tally up the cost. Some staff members are expected to do more than their duties due to limited resources and time. To meet deadlines, everything needs to keep flowing. That’s why organizations aren’t willing to spare resources as the cost is immediate. Giving without having a clue of the returns is a risky proposition. This element is present in different industries. With FMEAs, there are a lot of amateurs trying to do the job. Yet, even with an idea of what’s expected, execution is usually poor. That’s part of the reason people steer clear from FMEAs. There are several barriers embedded in our cultures. The most prevalent are change and past experience. You also need to take into account where the FMEA will get used. Extra barriers will come up. It brings about the reality of failure, and few people like that topic. What can you do to gain support for FMEAs? The easiest way to gain support is by doing it rather than asking and waiting for approval. Set up meetings without mentioning they’re about FMEAs. When you’re in there, discuss: How things could fail What are the issues? What are the modes? What happens more often than not? By asking all the right questions, you can still do an FMEA. But it’ll take a lot of work, and it is no longer convenient. You also don’t get the level of synergy that comes with having everyone in one room. But this arrangement enables you to start the process without resistance. If you can talk to a few people, focus on the top issues. Then explain why they’re important and what you plan to do, and the support will come. Mention that you’re working on high severity and high-frequency things. This will explain the purpose of the questions you ask. You can then define the possible savings in detail. From there, you can start building a small team with experts from different areas on the floor. That will help you focus on various departments as the need arises. Some companies allow their members to experiment with FMEAs. That’s to a point where they even give funds for the process. But if your company doesn’t, then start small and track your results. Based on your findings, you can make a case on the importance of an ongoing FMEA program. This would work well if you’re leading a team. The informal FMEA would provide you with the tools to resolve arising issues with your team. Then other departments would get to see your progress and show interest in your process. You can then outline your Plan-Do-Check-Act process. Another way to do it is by saying you need other departments involved. With that, you’ll need to call it an FMEA to get the required funding. Ensure the person knows what they’re doing as a facilitator to ensure you get value from it. This method makes it harder as you need a high-ranking person in the company to support the use of resources. But, the most effective method is having a track record that works. Then mention that expanding across groups would work even better. So, start small so that you can practice how to facilitate in a safe space. Unfortunately, the informal method loses a key value of the FMEA. It’s still there, though not as usual. That’s the cross table talk. Those involved should have an open mind and take part. You’ll get to see the various challenges different teams experience. That’ll also help each department understand which area needs to get prioritized first. This process proves to be as valuable as the analysis itself. From there, you can quantify how much of a difference the FMEA made. The company should, however, realize that an FMEA process cannot always get done. It creates the right tool to solve a given problem. It doesn’t sort all issues that could arise within an organization. So before deciding you need an FMEA, think through what the benefits of using one would be. If you already have a list of priorities, the FMEA would only help confirm that. Thus, it would be pointless to do one. Top points for building support for FMEAs Start small and build a case history for success Actively connect the tools in FMEA to what makes a difference A measure of your success in getting support will be when you automatically get support for FMEA meetings. The team you need won’t feel the need to come up with excuses to evade attending. The tipping point is when you have enough of a culture and enough people saying an FMEA is a useful tool. There’s plenty of procedures and standards written on how to do FMEAs. But only a few of them mention the questions you should answer before calling a meeting. They include questions like: What are the criteria to do this? What are the signals that it’s a useful tool for your current situation? These are missing from many organizational documents. You should always include the criteria of when and why you do FMEAs. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Fred Schenkelberg Links: Fred Schenkelberg Linkedin Accendo Reliability Speaking of Reliability Podcast Effective FMEAs by Carl Carlson Basics of FMEAs Inside FMEA articles FMEA resources Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 229 – Building Support for FMEA with Fred Schenkelberg appeared first on Accendo Reliability.
53 minutes | 4 months ago
228 - Reliability Career with Tim Holmes
Reliability Career with Tim Holmes We’re excited to have Tim Holmes joining us. Tim’s presented at conferences and worked with SMRPs. He’s also DuPont Operations’ principal internal corporate consultant for reliability and maintenance engineering. Before that, he was involved in maintenance and reliability as well as Six Sigma. He’s actively involved in SMRP since 2011. Tim’s a Carnegie Mellon mechanical engineer and engineering in public policy graduate with a total experience of 33 years in the field. Tim will give us insight on: How did he get pulled into maintenance and reliability? Roles that influenced Tim’s view on maintenance and reliability What is the difference between maintenance and reliability engineering? Which roles allowed him to better understand maintenance and reliability? … and so much more! How did he get pulled into maintenance and reliability? Tim left college wanting to be a plant manager. But the engineering manager that hired him after college was a chemist by background, rather than a maintenance and reliability person. He had a lot of knowledge on manufacturing and foresight to see what was coming in technology, and maintenance and reliability. This made him hired Tim and trained him on the relevant technologies. He taught him in a way he could implement the lessons across his site. Tim continued to embrace the technologies and even championed for their use throughout DuPont. Roles that influenced Tim’s view on maintenance and reliability For the first seven months of his career, Tim worked as the lone mechanical engineer. He was supporting the maintenance organization in the plant alongside chemical engineers who supported the production side. While there, he learned: The site About the business DuPont’s safety expectations and principles How to use the process history in other operations and tools Later, Tom moved out to the plant to become a maintenance engineer for one of the four process areas in the plant. He was placed at the beginning of the pigment process to support three mechanical crews and one electrical and instrument crew. He handled raw materials. There were solids like coke and ore. There were also chemicals like chlorine. This gave Tom experience in solids handling and handling of toxic materials. Since other mechanical engineers were running capital projects, Tom found himself supporting over a dozen maintenance crews and nearly 200 maintenance technicians. He learned about: Predictive maintenance Laser alignment Balancing Lubrication Pipe Codes Welding Non-destructive testing After about eight months he became a maintenance supervisor. For the first two months, he worked 12-hour shifts. He led four mechanics and one instrument electrical technician during those shifts. Then on the off shifts, they maintained the entire plant. One of the critical roles Tim got with the job was being the on-scene emergency response coordinator in case of a fume release or fire. In the last seven months as a supervisor, he had a day crew. He supervised the raw materials area because the supervisor was on special assignment. So, Tim took over his crew, becoming the site’s official maintenance engineer. In this role, he: Certified in many of the predictive maintenance and non-destructive testing technologies Led those technologies across the entire site by working with mechanics from each maintenance crew to do predictive maintenance in their areas. This was a challenge since Tim worked with a vibration guy in the plant on one day. The next day he’d go work with another guy in another area of the plant. It was an extremely dispersed program that didn’t work well. So Tim requested the leadership to provide him with two full-time mechanics for better results. He got three as well as an instrument and electrical technician. A fourth mechanic was added later based on the progress that the leadership saw. Tim’s team: Implemented vibration analysis across the plant Implemented Laser alignment across the plant Pulled in all the field balancing Started to pull oil samples Started to pull in and modernize the non-destructive testing programs using scan technology While the rest of the team handled the predictive maintenance and NDT, Tim expanded the role. That’s by adding to his skill base: Root Cause Analysis Reliability Centered Maintenance Total Productive Maintenance Autonomous maintenance This is what caused the transformation from a maintenance engineer to a reliability engineer. He adopted the title of a site reliability engineer. What is the difference between maintenance and reliability engineering? Maintenance engineers support the maintenance crews. They do things like: Helping to set up maintenance plans Provide technical assistance for maintenance work With reliability engineers, they try to work ahead of the problem. Instead of repairing issues that come up and maintaining the equipment, the reliability engineer gets into: What’s going on with the equipment? How does it fail? Why does it fail? What can be done to prevent it from failing rather than fixing it when it fails? Tim became the site leader for mechanical integrity and quality assurance. These are elements of process safety management within the OSHA 1910.119. By then he was leading a lot of the test and inspection programs and the inspection and quality control of incoming materials. In 1999, he became one of the first Six Sigma Black Belts at DuPont in the third training class. Tim completed his certification, working solely on reliability and maintenance related Six Sigma projects for about two and a half years. He then went back to being the site reliability leader, where the role had expanded to having three more engineers and two more technicians. The group then had one leader, three engineers, and six technicians doing: Predictive preventive maintenance Reliability Managing the pressure vessel inspection program, and anything around maintenance and reliability technology support Tim then expanded that site role to an unofficial business reliability leader role. He was leading multi-site problem-solving teams to address some of the common reliability issues across the plant. In 2005, Tim left the plant to join DuPont’s corporate internal consulting group for maintenance and reliability engineering. He took over the responsibility of Root Cause Analysis across the whole company. He led the development of a best practice for writing maintenance plans and SAP. He also took on some of the ownership of DuPont’s internal version of reliability-centered maintenance. Tim is now one of two subject matter experts in the company. He: Lead’s DuPont’s global reliability network Sits on the corporate strategic and tactical teams for reliability and maintenance Which roles allowed him to better understand maintenance and reliability? Tim uses the philosophy of ‘bloom wherever you’re planted.’ Every role he was allowed to take on was a chance to grow. It helped him better understand the craft he had chosen. Besides reliability and maintenance, he also got to learn about manufacturing and leadership. Every role has taught him aspects of: People Organizations Work processes Managing systems Equipment Chemical processes Packaging systems Tools and technology In addition to DuPont’s internal work, Tim represented the company to other organizations. As a representative, he was able to gain an external perspective from other companies’ consultants, peers, and vendors involved in manufacturing. These opportunities gave him a broader view of what’s going on in the field, and to bring that back to DuPont. The experiences created value for him both personally and professionally. Always be open to learning. Listen twice as much as you’re speaking. Which role got Tim to understand the people side of things? Tim learned a lot as a first-line supervisor. The role helped him understand that even people from different backgrounds from his could still teach him a lot. And that if he treated them with respect, and acknowledged and valued what they knew, they willingly shared what they knew. That helped grow faster as a supervisor because he had a better understanding of what they did. Tim uses the principle that ‘All of us are smarter than any of us.’ So, in taking perspectives and learning from everyone around, you’ll come up with a better solution than what you would have come up with on your own. Being a program leader also made Tim learn the importance of vision. He was the visionary for predictive maintenance in his plant and business. He saw what it could do and developed a passion for it, and people caught on to that enthusiasm for it. But he needed a plan to influence people and communicate what the value would be for them. He had to be able to show people where the priorities were. Being a consultant also helps you understand people. You learn the importance of relationships and helping to solve the other person’s problem. By helping them, they’ll be more likely to embrace what you’re trying to do, making you more successful. How did Tim decide if a new role was the right move for his career? Tim’s a person of faith, so he relies on prayer to help him make a decision. He also uses the Bible which teaches that ‘Wisdom comes from a multitude of counselors.’ So, he would always talk to people he trusted to find out what they think of the role change. If you have wise counselors, you’re bound to get good guidance. From a technical standpoint, every role change seemed like the next logical step in his career growth. And because he was giving results, the leadership allowed him the flexibility to do what he thought was the next logical thing to make it better. The Six Sigma role as an outgrowth of all the tools Tim was already using as a reliability engineer. The return to a reliability leader role with a larger group was the next phase. Then taking everything he’d learned within the site and business, and making it available to DuPont was the next role. So, if you constantly look at how you can grow yourself and your impact, opportunities sort of present themselves. What personal or professional development made the biggest difference in growth and understanding? The first would be transitioning from a focus on maintenance to a focus on reliability The second is predictive maintenance and FMEA based methods The third is performing Root Cause Analysis What parts of maintenance and reliability are most interesting? For Tim, that would be the technology end of things. The hardware and the methodology behind it are like RCM, like cause and effect mapping in Root Cause Analysis. He likes learning about: Equipment Components of equipment and maintenance practices like alignment and welding How equipment is combined in manufacturing systems to make products Tim also likes to teach and share what he’s learned with others. And in turn, he also likes to learn from them. He likes bringing people together to solve problems. He likes facilitating methodologies and processes that cause people to leave knowing more than what they knew coming in. What part is the most challenging? Tim’s come to learn that the role of a reliability engineer is very much influential. The majority of leadership roles in the maintenance and reliability space are influence roles. That’s because the reliability engineer works with: Management Maintenance personnel Operators Production personnel Materials management people Project engineers Environmental health and safety people Sourcing In the field, Tim realized the importance of looking for strategic partners. These are people you can help accomplish their objectives through the expertise, toolsets, work processes, and programs that you have to offer. So, if you can work together to solve your problem and their problem at the same time, you’re more likely to be successful. What excites Tim most about upcoming advances in maintenance and reliability? That would still be the technology. He sees predictive maintenance in a transition from walkaround, onsite programs, to online monitoring with remote analysis. There are maintenance workers and processes that have recorded the history of work done on a paper checklist. But things are moving to mobile technology and digitization. This allows companies to eliminate paper by electronically connecting to information needed in real-time. There are wearable devices that maintenance and production people can wear in the plant now. These bring artificial intelligence, visualizations, and communication technology to the field. Thus, enabling them to connect with subject matter experts remotely who may be back in the plant, or in a sister plant in another part of the world. There’s also technology that’s transitioning the role of the reliability engineer. In the past, you would spend about 80% of your time collecting data for analysis. You’d then reformat and prepare it for analysis. But today, using the available tools, data hierarchy, structures, and taxonomies needed, you can get data collection and preparation down to about 20% of your time. That way, 80% of your time goes to data analysis and corrective action. What makes the biggest difference in being successful with the maintenance and reliability journey? Be open to external ideas. Do not have a ‘not invented here’ mindset. Evolution is possible from within, but revolution takes an external perspective. So if you want to make a step-change in your performance, you have to have that outside perspective that doesn’t reject something because it came from somewhere else. Final Words In the maintenance and reliability world, the obsession that people have to financially justify every action, purchase, upgrade, or training class is unnecessary. It’s essential to give people time to apply what they’ve learned. The paybacks in the maintenance and reliability field are in the 10:15:1 range. Things are going to pay for themselves if you do them right. Also, never stop learning. Spend some time each day on personal development. The highest value activities are things that leverage benefits in multiple areas at once. So if you can find something to work on today that will contribute to four of your six critical objectives for the year, that’s a high leverage activity. Focus on such things. UE Systems has been the premiere source of ultrasound instruments, technology and support for 45 years. From handheld inspection tools, state of the art (& complimentary) software and now permanent sensors & 24/7 condition monitoring UE Systems has everything you need to take your ultrasound program to the next level. UE Systems also offers 5 unique online courses to further your knowledge and ultrasound program. These courses range from lubrication best practices to ultrasound inspection on mechanical, electrical, or steam systems. Learn more at https://www.uesystems.com/training/online-courses/ Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Tim Holmes Links: Tim Holmes LinkedIn SMRP.org SMRP Annual Conference Air Disasters Chemical Safety Board’s Incident Investigation Videos Think Reliability Examples How It’s Made Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 228 – Reliability Career with Tim Holmes appeared first on Accendo Reliability.
21 minutes | 4 months ago
227 - Machinery Installation: Integrity with Roman Megela
Machinery Installation: Integrity with Roman Megela We’re excited to have Roman Megela joining us. He’s a senior reliability engineer with Easy-Laser. Before that, he was a service manager, and he also worked in the service engineering field. Roman’s primarily worked with rotating equipment for over 20 years. He’s dealt with glass production and stainless-steel production. He’s also been involved in oil and gas, mainly dealing with oxygen gas compression systems. He dealt with blowers, compressors, fans, and pumps for oxygen production, among others. Roman’s career specialty, however, lies in machinery installation, assembly, and their placement. He’s also been a commissioner for oil and gas, commissioning these globally in areas such as the US, Asia, Singapore, and Europe. Roman will give us insight on: What machinery installation is Why proper machine installation is important What integrity is and how it can apply during machine installation procedures … and so much more! What is machinery installation? Machinery installation is an essential phase in every machinery’s lifecycle. It’s the first moment of bringing machinery into the production. Why is proper installation necessary? The installation process has a direct impact on the machinery. It’ll determine the operating conditions in the performance and lifecycle cost. How the machine gets installed determines how it’ll behave. Thus, it helps to minimize premature failures once installed. Elements to a proper machinery installation program Proper installation can be broken down into three main elements. These are: Integrity Strategy Planning Our focus for this session falls on integrity. What is Integrity? Integrity is showing consistent adherence to moral or ethical procedures. It’s when you stick to what you say you’re doing. There’s usually a lot of stress, deadlines, and a lot of equipment to install at the site. You have different cultures coming together. That’s because everyone is used to working in a certain way. Integrity thus helps to create trust in the procedures you wish to undertake. It also ensures the people you’re working with are taking their roles seriously. Integrity applies to all involved individuals, from the installers to the project manager. How do you leverage integrity? Integrity must be addressed from the onset of the project. Afterward, you need to give your team the time and space to handle their specific duties. The API Recommended Practice 686 offers recommended practices for machine installation. That means you only need to collect the necessary data as you’re not inventing anything. There are a lot of standards to follow to have the correct procedures. These include ANSI standards, ISO standards, and API standards to outline proper procedures. But you may come across machines or a layout that wasn’t designed properly. Such an issue makes it difficult to install it correctly. For this, you need to inform everyone involved so that you can raise their awareness levels. Those involved in the installation with then be able to tell you the way forward. This helps to mitigate whichever risks could come about. How can you improve your machinery installation process? Some of the top three recommendations for this include: Establishing a standard – a team, company, or organization standard will pave the path for getting things done. Apart from the group you’re working with, ensure the suppliers are also involved. Doing training – once you have a standard, you need to train the entire team on the installation process. Everybody needs to understand and follow the set procedure. Documentation – You need to collect all the necessary data and create reports, following the set standard. These will serve as a future reference point whenever needed. The reports are the only way to understand what happened in past projects Below is a brief explanation of the last two elements for proper installation. – Strategy This is a high-level plan created to achieve goals under uncertain conditions. It’s a key thing in the machine installation process as it defines the standards. – Planning This is a function where the team sits down to outline what needs to get done and by whom. It also decides when and how those processes will get done. Final thoughts on Integrity There’s a lot of assumption in the machine installation process. As engineers, measuring and calculating are essential parts to achieving results. Thus, assumptions need to get done away with because they create room for errors. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Roman Megela Links: Easy Laser Roman Megela Linkedin API 686ISO 13709:2009 Recommended Practice for Machinery Installation and Installation Design ISO 13709:2009 Centrifugal pumps for petroleum, petrochemical and natural gas industries Uptime by James Reyes Picknell Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 227 – Machinery Installation: Integrity with Roman Megela appeared first on Accendo Reliability.
36 minutes | 4 months ago
226 - Easy RCA with Bob Latino
Easy RCA with Bob Latino Bob Latino, an expert on root cause analysis with 36 years of experience, joined us on this episode to discuss Root Cause Analysis and the Easy Root Cause Analysis program that he and his team have developed. We ll go into the nuances of: Defining RCA Features of the programme Hurdles and possible solutions in making the programme a success … and so much more! What is Root cause analysis? Root cause analysis is a method of problem-solving using evidence-based information to come up with the root causes of why certain things happen. Here the proof is deeply analyzed to get accurate results. After that, professionals come up with ways of learning and mitigating these factors. What is Easy RCA? Easy RCA is a program or software that automates the process that individuals or organizations use in root cause analysis. The programme can potentially make work easier and improve productivity. Challenges of Easy RCA Competitors Sticky notes are one of the biggest competitors because these are the most natural and most traditional methods to jot down things, and it is quick. Customers have varying levels of understanding RCA. It could be as complicated as a comprehensive, evidence-based report or as straight forward as just jotting down simple notes. Some people define it as brainstorming, trouble-shooting etc. This is not a comprehensive definition of RCA, and therefore, sometimes it might seem redundant to consider the software. People stop too short. They stop at Root Cause Fail Analysis right at the physics of the failure but don t go deeper into it to find out how to resolve. Sometimes the effect might be people preferring to take shortcuts. RCAs aren t high priorities in organizations until something terrible happens. Root Cause Analysis can be tedious. It sometimes involves trying to solve the same thing over and over again. Sometimes RCA gets seen as a task and not a system. A lot of software make RCAs look more complicated than they already are. What prompted Bob to develop Easy RCA? All the above challenges, together with the fragmentation of user awareness, are what prompted Bob to develop easy RCA. There was also an underserved market that the team saw they could reach out to. Their tool appeals to those who haven t adopted RCA methodology and allows people to do RCA faster and better. It is easy to use without the need for training. The team can help novices to become veterans in using the platform. Easy RCA also avoids rework and general manipulation of data. The analysis is only useful as the analyst. It is versatile enough to suit various operational scenarios. Other features in the RCA program No license needed to use; unlimited oversight Allows you to attach evidence Assign team members You can attach cause labels Analysis Assistance (root cause analysis library), all for extra capacity You can add contributing factors You can add corrective actions Collaboration benefits Easy RCA helps with collaboration and helps people work virtually and doing remote facilitations. When someone is assigned as a team member, they can get access at any time. They also receive email reminders of their tasks. The tracking of work helps in increasing productivity. Everything that is put into the analysis will be put into a comprehensive report. The report is just a click away, in a Microsoft Word format and a logically placed sequence. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Bob Latino Links: Bob Latino – LinkedIn reliability.com easyrca.com email@example.com EasyRCA Informational Presentation (Google Docs) The PROACT® Root Cause Analysis Quick Reference Guide (Due out 9.11.20) The Irresistible Consultant’s Guide to Winning Clients: 6 Steps to Unlimited Clients & Financial Freedom (David A. Fields) Company of One: Why Staying Small Is the Next Big Thing for Business (Paul Jarvis) Root Cause Analysis: Improving Performance for Bottom-Line Results Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 226 – Easy RCA with Bob Latino appeared first on Accendo Reliability.
45 minutes | 5 months ago
225-Maintenance is a Marathon, Not a Sprint with Michael Mazur
Maintenance is a Marathon, Not a Sprint with Michael Mazur We’re glad to have Michael Mazur from Schwan’s Global Supply Chain. With 10 years at that plant, he currently holds the role of a maintenance technician. He’s previously worked as a trainer and supervisor at Schwan’s. Michael started as an electronics maintenance technician in the navy. He was there for 21 years before moving on to Kone Elevators as a customer service analyst. He then became a vocational trainer at Lincoln Technical Institute. His knowledge will help us get more insight into: How easy is it to develop a maintenance program? Why is maintenance a marathon and not a sprint? How do you prepare for this marathon? … and so much more! How easy is it to develop a maintenance program? It’s a difficult process. Each plant and organization have different variables that will dictate: The type of maintenance plan How it operates The functionality The coordination with the operations team, logistics teams, etc. You have to take a long-range look at the picture, not only what you have today. That’s what’s going to dictate how you develop and install your maintenance plan. Why is maintenance a marathon and not a sprint? Maintenance is a marathon. If you look at it any other way, anyone can throw a wrench into a piece of equipment and get it running again. But the concept of having your plant run and your operational efficiency levels higher, before failures lower them, is that you have to be in it for the long haul. But, if you’re looking for fast solutions, you’re not going to be able to have a long-term plan running efficiently. How do you prepare for this marathon? When you run, there’s a lot of preparation that goes into that. So, start by breaking it into thirds. That’s for what comes before, during the first half, and in the second half of the marathon. These are all to prep you on where you’re going and how it’s all put together. It’s going to be more about logistics. On the maintenance side, you’ll consider all things about management, supervision, and what that part of the team is putting together. That way, the runner knows where they’re going. Then you need to ask yourself if you have strength. If you can do everyday activities, then you can start a marathon. The plant is the same. You’ll have pre-existing skills, workers who have knowledge they can bring to the table. Lastly, is the mental aspect. For a marathon, you’ll start to question yourself. Are you on the right path? Do you have the right pace? The same thing happens in the maintenance realm. There’s a long-term plan. You have an idea but it’s not really working. So, you want to quit and do something different. The final stage is the most difficult because it works on intangibles. Things you can’t put your finger on, but they’re on your mind. 1 – What is the management prep? In a marathon, you’d have a race director to put things in place. If you’re looking at a five-year plan, you need to let people know your plans in advance. They need to know the route you’re taking and how you’re planning on getting there. You’ll also need markers that could be progress reports posted on the door or sent in emails. That way, you reach your markers with enough progress to keep moving forward. You’ll then need aid stations. So, as you move on with your plan, you keep reinvigorating your team. That’s with knowledge about how the plan is going, and how it’s implemented. This includes knowledge of the protocols and processes you have on it. You should also have updates on the progress because setbacks are always present when dealing with plants. In a marathon, there’s food somewhere on the route. With a plant, have a barbeque or catered event once you hit one of the milestones you set. This is a great way to get people to sit and talk about what happened, what’s to come, and also get to know each other. A medical team at a marathon event is a must. In your maintenance plan, you should have this in your thought process while you move forward changing what you have in place. What is the safety level? This could be reinvigorating existing protocols. It’s also how you carry out maintenance emergencies that deal with personnel getting hurt or stuck in machines. 2 – What are the skill sets? In a marathon, you need to get excited about the upcoming event. The same applies to a maintenance plan. You’re standing with people who want to go in the same direction as you. It could be a maintenance person involved in electrical, refrigeration or mechanical activities. It could also be the maintainers and the operator. They also have a role in the marathon alongside you. They’ll be there as part of your support team. People come with pre-existing skills. These could be from a company you previously worked at or that you learned at school. To continue to build on that, you need: Coaching – it’s your job to train the other maintenance personnel. Give them tips and ideas on how to plan a job, work through it, finish a job safely and mechanically Training – although management and supervision should provide training, you also need to have your own training. If you rely only on the company’s training, you’re going to fall short. You’re the one who really knows what you want Your knowledge – you probably came in with some knowledge. But make sure you continue to grow it Practice – if you don’t practice your craft and you have a machine that runs for extended periods without any input necessary, you may be out of practice. Re-introduce yourself to your knowledge often so you don’t suffer when you need to perform the action Your tools – once you’ve identified the tools you need, you need to look at aspects like its cost or alternatives to using it. Mechanics need a baseline of tools to do their job, and their supervisors need to oversee what’s getting done. The cleanliness of your tools also matters. Have your tools clean and arranged for easy access when they’re needed Recognition – there should be people that recognize the effort put in to meet milestones. This could be by your superiors or peers Outside help – once you make your plan, you’ll notice you either have people with the skills you need, or you have to hire people to fill in a gap you have. With a five-year plan, you’ll need certain skill sets from the onset to help guide the process. The success of the plan relies on a team effort 3 – How do you avoid negative self-talk? Rather than avoiding it, you’re going to counter it. Believe that you will be able to make things happen for the benefit of the plant. You need to believe that there will be people to help along the way. Believe there will be support for the logistics side. Even if you’re not familiar with the task at hand, believe you can look up the information. Put in the needed effort, and bring in people to assist or coach you so you can get the job done. The workers and management must also have the same beliefs so the plan progresses systematically. Management should also not go with knee-jerk reactions when creating a plan. Stick to the original plan and see it through. There will be setbacks, changes, and variables throughout. But don’t deviate from the original plan. Trust, respect and inner drive also play key roles in the process. You need to trust that you’ll do your best job. When you get trust, you’ll get more help when you need it. This means you’ll get to do your job better and faster. That goes on to drive respect because your team recognizes what you bring to the table. In turn, you also realize what they bring to the table. You have to have an inner drive toward being better. This will help you have more concise PMs, even for the person that comes after you. It’s difficult to create a marker to help someone build their inner drive. This is something that will get fostered by those around you. Some of the effort comes from you. You’ll also need recognition from management, supervision, peers and yourself. Always recognize and appreciate it when you do a good job. Final Words You need to understand that this is a process and you’re going to have fears. So start by following the process of setting up the foundation before creating a new maintenance plan. Then make a list of all the tools you need such as your knowledge, training, coaching, and practice. Take an assessment of yourself, your team, and the plant to make sure you know what you have. If there are any gaps, fill them in because the biggest thing that stops a maintenance plan is the fear of failure. We’re afraid of failure. But if you take into account all the factors like logistics, skillsets, and mental game, the fear of failure reduces. With a maintenance plan, there’s going to be missteps or a trial and error period. But if you aren’t afraid of failure, you’re going to go to the starting line and start. Believe in yourself so that your maintenance marathon continues to grow and become easier. Once you start, you’re going to run through it and get better at it. Believe that each time you follow that route, you’re going to get better, finish stronger, and bring more people on board. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Michael Mazur Links: Michael Mazur LinkedIn Reliable Plant Conference Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant a
26 minutes | 5 months ago
224-Crossing the Chasm with Patrick Parker
Crossing the Chasm with Patrick Parker Patrick Parker works for Rockwell and prior to that he worked with the US Navy. In the Navy he started as a technician and climbed all the way up. His experience is well rounded in that he touches base with everything. He has been involved in maintenance and reliability for 13 years. Right now he is focused on Industry 4.0 which is the connective enterprise. It is basically leveraging technology and the digital world to be able to connect to get more insight of your business or operation. You integrate it all together to better understand what is happening in your business so as to make better decisions. His knowledge will help us get more insight into: Why are companies not realizing benefits? How does crossing the Chasm relate to Industry 4.0? How do Organizations Cross the Chasm? Is the technology applied in IOT? How do we know what Data we need to make this successfully? … and so much more! Why are companies not realizing benefits? It comes down to several things. Transformational touchdowns. This means that there are several things that will make this successful for instance technology, infrastructure, process, partners, talent and organizational culture. How does crossing the Chasm relate to Industry 4.0? There always tends to be a gap/chasm between the technology piece and reliability piece. It is not reliability as a whole but value realization. It comes from the different transformational touch downs. It s easy to buy and implement the technology from a project standpoint but to actually engrain the other touchdowns is not easy. For instance having partners but they don t see eye to eye. When it comes to talent and you have different platforms, incoming talent find it difficult to adapt. Effectiveness is hindered from the beginning. There is also the issue of the age gap. These different transformational touchdowns all help with the chasm itself. As technology changes faster and faster, organizations need to adapt to it or else it will widen the chasm. There is need to manage a huge influx of data securely. How do Organizations Cross the Chasm? There are different digital elements that can be used to plan out infrastructure. As a business you must figure out what you want to achieve out of Industry 4.0. Do not do Industry 4.0 because everyone is doing it. You have to evaluate your business and find out what you are trying to achieve out of connecting everything within your enterprise and tailor it after that. There are several digital elements The production asset Immigrating the assets to the production line IT, IOT network Data centers Distance Manufacturing executing system AI machine learning The enterprise level Is the technology applied in IOT? The role of technology is that it is a key piece of it. This is because you have to talk about how you will manage your partners using the technology. The technology that you use is important because how it all comes together is important than the technology itself. Everything has to work consistently and collaboratively for the organization. This is where the efficiency out of it is going to come. Technology itself is going to be an enabler where you are going to leverage information but how that technology comes together with partner networks is really the key piece in terms of making that technology successful. How do we know what Data we need to make this successfully? Do not throw technology at it. You will spend a lot of money and all for nothing. You have to get it right from the beginning. Understand where the business can benefit from it by putting a strategy in place. Companies try to implement everything at the same time but not every business can handle this. Choose to focus on an area and work it out. Have a plan for your pile up. How do Organizations close the Skills Gap? The digital elements mentioned are not in-depth as they should be hence the need for improvement. Companies need to get their technicians ready. For Industry 4.0, understand more network databases and how they work is essential. What Role does Culture Play in Crossing the Chasm Technology is an enabler. Culture is what will dictate the adoption of the technology so the better the organization s culture in terms of being effective and meeting goals, the better the technology is absorbed. This will dictate how the technology is adopted into the organization and reaping the benefits. What are the Warnings when Delving into Industry 4.0? Companies should take a look at the touchdowns and assess their organization in terms of where the most improvement is needed. Figure out what you need to tackle first. Understand where you are weak at and see what you can leverage. What makes the Biggest Difference when it comes to being Successful with Industry 4.0? What is really important are the partner networks. Having partners that are going to work with you to make your strategy successful. You cannot just buy technology because the sales guy made a good pitch. You have to see how it will work. Work well with your partners and decide early on who they are going to be. Work with partners who will make you be successful long-term. Understand what Industry 4.0 means to you because it means something different to every organization. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Patrick Parker Links: Patrick Parker LinkedIn Rockwell Automation Culture with Patrick Parker Remote Working with Patrick Parker Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 224-Crossing the Chasm with Patrick Parker appeared first on Accendo Reliability.
33 minutes | 5 months ago
223-Asset Investment Planning with Paul Daoust
Asset Investment Planning with Paul Daoust Back with us is Paul Daoust, the founder of Scio Asset Management. He’s also a member of the PEMAC board of directors. Paul’s helped us tackle different topics on several previous shows. That’s due to his extensive experience in the oil, gas, and energy sectors. He’s also gotten life cycle and investment planning experience. That’s while assembling capital and operating projects on various operations. His knowledge will help us get more insight into: What asset investment planning is How it works Why your organization needs it How proposed regulatory requirements affect it Where to get the necessary data … and so much more! What is asset investment planning? Asset investment planning is the portfolio management of a series of projects. That’s across the boundaries you want in your organization. It could be district capital projects or sites you’d like to apply it. For this particular topic, we can think of it as asset-related investments. So it could be sustaining capital. It could also be competing projects in operations using OpEx dollars. As the organization matures, these boundaries can expand. That will allow the different projects and initiatives to compete against each other. You can have this centrally driven or in combination with sites, to effectively and efficiently divide your resources. That’s to deliver the highest value within constraints. So you might have spend or people constraints. Depending on the organization’s objectives, you may have multi goals to analyze. Optimization is vital, and to work, it needs context. Why are you optimizing? For how long? You have to be clear why you’re optimizing. You can’t optimize for several objectives. But you can make compromises for each one. The way you optimize should be consistent with the organization’s values. Why do you need asset investment planning? Research shows that the difference between what organizations have is their typical practice, versus their best practice. That can be in the range of 8%-20% getting wasted through value leakage. So many organizations have a prioritization scheme to do their asset investment planning. That’s a simple deterministic point estimate, cost-benefit type method for making its decisions. However, another approach is fully probabilistic modeling that takes into account all risks. It may also have multiple variables that go into that assessment. With this method, it’s best to jump straight into best practices. Investment planning and capital allocation is something every organization does. But not all of them do it well. Many of these operations think the way they’re doing it is good enough. But you’re already spending a lot of time and money doing capital investment planning, so it pays to do it well. Research also shows you can reduce your efforts with best practices in place. With value leakage, this is an open system. You can’t prove how much money you’ve wasted because you haven’t achieved best practice. What is the process for performing asset investment planning? The critical difference between good and best practice is whether you have a prioritization or an optimization scheme. Prioritization is deterministic, single-point estimates that give you some cost-benefit rating. It answers the question of which projects can get done within a spend constraint. It helps you understand what your project is worth. That’s in terms of the cost to perform it and the benefits you receive, versus the risks you’d sustain if you don’t do the project. With optimization, you’re using probabilistic methods. You’re evaluating many alternatives to each solution. You’re doing some math to come up with a fully optimized set of projects. With proper inputs, you’ll end up with better project recommendations than with prioritization. Who’s conducting the process? Asset investment planning is best done as a hybrid. That takes into account corporate centralized or enterprise resources, as well as sites. A lot of inputs come from individual project developments. It all starts with excellent problem-solving. With many projects or many alternatives to a problem, first, identify the problem. From there, check different options. With problem-solving, there are several techniques, such as: Risk-based methods for equipment life management ASME book for doing it as the asset level Financial risk optimization for evaluating many risks at once Hubbard Decision Research for probabilistic methods of optimization With the probabilistic methods, you can use the results to understand the sensitivities. You can also solve for different objectives. That’s because it helps you appreciate your confidence in making the necessary decisions. There are also competencies that practitioners need to develop. Not everyone is good at understanding uncertainty. So that’s a skill that needs improving. Also, how to use probabilistic methods and the modeling tools themselves needs experience. Does it help us identify funding excesses and deficits? You can look at your optimization from the time domain. The better tools out there will tell you the ideal projects to go for, as well as the best time to perform them. That can get driven by how it does the optimization, unbounded. Constraints can also define when to perform the analysis. For things that need to get done during a turnaround year, you’ll understand how much value or risk you might be taking on by not performing that task at the optimal year. The optimization approach thus allows you to look at your portfolio investment from a time domain. So the leadership that makes these decisions also acts as the quality assurance keepers. They make sure no shortcuts get taken. They also need to understand: Where the information is coming from The uncertainties about inputs What are the sensitive variables How do the proposed regulatory requirements factor into asset investment planning? Proposed requirements haven’t been implemented. But you can model for them within your organization. It boils down to your confidence in their certainty. If you have a regulatory policy that you’re sure of, you can add that as a must-do. Then you could optimize if more work is necessary, such as frequent inspections. You can also assess the probability of policy changes and what it would mean for the projects it affects. Where does the data for asset investment planning come from? The data and information will come from your life cycle cost analysis. But when you’re starting to roll together different risks and projects into your portfolio, extra parameters are needed. You need to understand facts like: The enterprise’s risk tolerance What are the constraints Are they real or somewhat default constraints Would you recommend a different spend level Depending on your portfolio boundary, optimization may need a series of inputs. But some of them are constants like the cost of capital. It’s also a variable you could use as a default starting point to model around. How often should you do asset investment planning? The frequency depends on the organization’s timeframe for its business planning. The data and information that goes into the modeling should run throughout an extended amount of time. It could be the end of life of the facility or project. But, you can optimize over shorter periods like every 3-5 years. You’d like to optimize your entire life cycle, but long that will be. But sometimes the constraints the organization has doesn’t allow that. Asset investment planning varies based on your business environment. For instance, a regulated utility may take a little longer than energy, oil, and gas. These could have shorter time horizons and a bit more variability on inputs and outputs. In summary For success with asset investment planning, distinguish between good and best practices. It’s a method with a modest investment in your people’s competencies, along with some tools. That makes it possible to step from good, better, to best practice in a single move. That’s because you already spend time and effort in the process. You’re already losing money through value leakage and not making the best decisions. Choose optimization over prioritization. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Paul Daoust Links: Scio Asset Management Paul Daoust Linkedin PEMAC.org Paul Doast on Medium Hubbard Risk Management Books Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 223-Asset Investment Planning with Paul Daoust appeared first on Accendo Reliability.
30 minutes | 5 months ago
222-Spare Parts Optimization with Rob Kalwarowsky
Spare Parts Optimization with Rob Kalwarowsky Today, we’re welcoming Rob Kalwarowsky from Rob’s Reliability project. He’s currently an asset manager at Enbridge, handling their mechanical assets. Rob was previously a reliability consultant for five years, as well as a reliability engineer at Teck Resources. He’s been on a few of our previous podcasts. But today, he’s helping us look into aspects of spare parts optimization such as: What spare parts optimization is The data necessary to help with optimization The available approaches and formulas to calculate it How often should you review your optimization process … and so much more! What is spare parts optimization? With spare parts optimization, you’re trying to make sure you have the right amount. That’s to help cut the total cost of ownership of your business. So if you’re talking about asset management, you’re maximizing value. Buying too many spare parts, you’re spending too much on holding and purchasing that inventory. If you buy too few, then the cost of the breakdown and waiting for repairs is high. By optimizing, you’ll have the total minimum cost. What data is necessary to carry out an optimization? Once you’re looking to optimize, you would need information such as: The failure data The current age and condition of the equipment The cost to buy Time to get the spare parts from either the vendor, factory, or warehouse The holding cost The downtime cost Extra charges such as the issuing of work orders Should you choose an advanced or simple approach when optimizing? If you’ve just started, an advanced approach wouldn’t be ideal for your company. But it also depends on how far you’d like to go. You can add value by using formulas like Economic Order Quantity (EOQ). You could also do an ABC analysis on the likes of Excel spreadsheets. For a high cost, high lead time component with the data to back it, and the time to do it, a Monte Carlo simulator would work best. It’s not ideal for bolts and other small parts. But with big items like transformers and electric wheel motors, an advanced analytical approach is necessary. For companies dealing with high-value equipment, advanced strategies show higher success rates. It enables efficient collaboration between different departments. That helps in reducing downtimes on this equipment, which also tend to cost a lot. For companies with low-cost equipment, min and max formulas or economic order formulas would do Formulas to help with optimization The EOQ formula is the most common method used. It’s the annual demand, fixed order cost, and annual storage cost. Using this information from your collected data, you can calculate it out. You can also do inventory turns or look at service order levels for parts you use frequently. There’s also the ABC analysis. The A parts account for 80% of all parts but only 20%, or less, of the inventory’s value. The B parts are 25% usage but are 30% of inventory stock. The C parts are 5% usage but account for half the inventory’s share. Spare parts optimization aims to add value. Using methods that take more time for low-value parts brings down your ROI. So focus on equipment that could cost the company more money. How often should you review your optimization? The frequency depends on the amount of work your organization allows you to do. Once a year should be enough for most organizations. But if the operating context changes significantly, you may need to check on the high-cost items. If things remain unchanged, though, you can continue to use the same system, reviewing it every couple of years or so. It’s no different than a criticality analysis. A great way to keep track is to have a list. It should include all equipment you need to review if the operating context changes. What brings about success with spare parts optimization? One of the critical elements with anything in reliability is the implementation. Even with the calculations to show savings, without enforcement, nothing gets done. Have a system for the process. Document the process to make it easier.. That’s by asking questions like: What spares need to get checked? How often does the checking happen? Who needs to do that? Which training do you need for that role? What software do you need for that role? Standardize these processes and make them part of your business. Ensure your operations do not rely on a single individual’s presence in the company. What would make the process easier? The data plays a crucial role in spare parts optimization. With the issued work orders, you need to look out for the failure data, condition data, and the age of the equipment. That includes items installed decades ago with no information on them available. So making the data easy to get would be ideal. With the data on hand, other processes become more manageable. In summary Optimization is more significant than just the spare parts you’re checking. It’s about looking for ways to add value to your company. It’s looking at critical components that when they fail, big things happen. That could be a safety issue, environmental issue, or a production issue. Look at those and figure out how to add value to those specific components. Pick items that are high cost, high value, and follow up on them. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Rob Kalwarowsky Links: Rob s Reliability Project LinkdIn Rob s Reliability Project Website Robert Kalwarowsky s LinkdIn Past episodes with Rob Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 222-Spare Parts Optimization with Rob Kalwarowsky appeared first on Accendo Reliability.
29 minutes | 6 months ago
221-Should I Hire or Build an RE with Bill Leahy
Should I Hire or Build an RE with Bill Leahy I’m excited to have Bill Leahy with us for a deep dive into whether organizations should build an RE internally, or they should hire externally to fill those roles. Bill has worked at Eruditio for the past three years and is currently a senior instructor there. Today, we’re tackling important points such as: What an RE is The educational and professional qualifications that an RE needs to have The pros and cons of internal versus external hires How to train candidates for the role … and so much more! What is a reliability engineer? An RE is someone that focuses on the future of strategy and physical asset management. They’re looking to improve the maintenance program continuously, and how we get the most out of production assets. The RE looks at the data and is in constant communication with people on the floor. They need to understand what is happening. The RE liaises between the various positions in the organization. That enables them to execute plans on the floor and get feedback. They also look at the data to identify trends, reevaluate maintenance plans they had, optimizing PMs, working with the planner’s schedule, etc. They ensure everyone stays within the boundaries set for them. What educational background do REs have? There’s no real prerequisite for that title. So it could be someone that came up through the trades. It doesn’t need any rankings through formal education. But, they should have attributes and motivation to do the job. Or you could have people that have come through the ranks of typical academia. They could be people with Degrees or Master’s Degrees in Mechanical Engineering. You’d just need a solid understanding of how these things work. But that’s something you can get from a variety of sources. So hiring internally has more benefits since it doesn’t limit your talent pool. Having people from different backgrounds, working together, creates a more robust result. Where can you get reliability engineering training? Ideally, you’d want a mentor and a group of trained individuals to help prepare your candidate. But a lot of times, it’s a solitary pursuit. The individual pushes themself to learn more within the field. Most RE candidates come from such people. Then there are those traditional learners who seek out schools. But with reliability engineering, there’s no set way to learn. It’s unique. Should companies hire externally or build up internally? There are costs and benefits to both these methods, making it difficult to land on an answer. When hiring someone, you look at: What will their performance be? How much are they going to cost? If you can look at both of those and see them as being beneficial, then you’re set. But, the benefits with an internal hire are more significant. A study showed that external hires have a higher voluntary and involuntary separation rate by close to 61%. They’re more likely to either leave or get fired. You’ll also need up to 18% more in salary to pay for them, than with internal hires. The higher salary relies on the current culture surrounding this field. The accessibility to a vast talent pool now cannot compare to what was available in the past. So if you’re pulling someone from another company, you need an incentive to get them to join you. Workers promoted internally have better performance evaluations for the first two years. That study also includes those leaving at a higher rate, the external hires. So you can expect performance to get better with internal hires. That’s regardless of their experience. What are the benefits of hiring internally? It’s cost-effective There are also cultural aspects, such as raising morale within the company. Giving people advancement opportunities and even training them, shows that you’re invested in them It makes management look good. That’s by helping the company develop its workforce. It also shows that management is doing an excellent job of developing its people It provides incentives for people to get excited and seek more training in positions of greater responsibility With internal hires, you would need to expose them to external influences. That could be through conferences or external training. They’ll get awareness on other methods to get things done that could benefit the company. Without that exposure, you would have workers that do not bring new ideas to the table. That’s because they’ve always been a part of the company and its culture. How do you build up an internal RE? Start by knowing what your objectives are. Their success rate is dependant on management and the things they have in place to develop their candidate. Knowing where the company’s headed helps you to prepare the candidate for the role better. You can then provide adequate support to help them fit into the plan. There also needs to be a development plan in place with specific performance goals. It should define the training and development of that person. What are some of the limitations of hiring internally? Without a good development plan, young engineering talent may leave In some instances, the role isn’t defined. So there’s no one to train the person on what to expect. That could waste time and lead to setbacks You may have to fight a lot of cultural resistance because it’s a change. People tend to steer away from change even if it’s to progress them What makes the most significant difference in growing REs internally? The most noted factor is having a defined plan. Knowing how you’re going to nurture your candidates to develop them into the contributors you need. You should have a management strategy that’s not just looking at the immediate needs. But one that looks at the retention and performance as well for the company’s future. In summary Before you decide to create a reliability engineering role, have a plan. That will help to prevent false starts, frustration, and gradual change. Have a vision for it that goes 10-15 years into the future. Provide your candidates with the training to develop their knowledge, skills, and abilities. Have resources open to them, as well as an action plan for the interim. Finally, have in place a great way to measure their performance. That way, they’ll know if they’re doing great, or what they need to improve on. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report Bill Leahy Links: Bill Leahy LinkedIn iBL Training.com Twitter Laws of Leadership with Bill Leahy MainWorld article (coauthored with Shon Isenhour): Developing Leadership in Maintenance and Reliability Recommended Books: John Wooden books Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 221-Should I Hire or Build an RE with Bill Leahy appeared first on Accendo Reliability.
45 minutes | 6 months ago
220-How to Sell Reliability with George Williams and Joe Anderson
How to Sell Reliability with George Williams and Joe Anderson Joe Anderson and George Williams started Reliability X. Joe Anderson is the COO and George is the CEO. Reliability X is a consulting organization that offers the implementation of holistic reliability for manufacturing sites. They also offer coaching, mentoring and teaching in a variety of mechanisms. They have partnered with the University of Wisconsin. Both of them have a vast amount of experiencing totaling 55 years. Here, they share with us some of their nuggets. In this episode: What is Reliability Why should we sell Reliability yet it is the right thing to do How do you sell to The Upper Management How do you sell to the Plant Floor … and so much more! What is Reliability? Reliability is an input. It is all the things that we do, processes, procedures and people that give us the ability to achieve the organizational objectives. All these things should create the desired outputs. Why should we sell Reliability yet it is the right thing to do? We all know what we need to do but the question is, how do we do it? The ability to communicate effectively how you will go about doing something can be a problem. The ability to articulate a need is through the hows. Who do you sell it to? Reliability should be sold to the entire plant. It is just the way that it is sold that will be different. When dealing with the upper management, you will have to talk about risk. Understand the audience and handle them accordingly. How do you sell to The Upper Management? Understand the organization and its motivation. Do they want statistics, safety or quality? It all depends on the company goals. The main mistake is everyone tries to narrow it to the dollar. Reliability helps all departments. Reliability improves safety, quality and finances. How do you sell to the Plant Floor? It is more about less stress, less safety risk and working smarter for example if you have a machine that fails frequently and are told that the machine can run without causing you to run around, they will listen because you have shown them how you can get them to a state of less stress. You have to be a good listener so that you can make their issues go away. It is only after this that you can train them and help them eliminate the stress causing factor. What methods are used to sell? The first thing is to visit the plant floor. Get the people to listen, to talk and understand what is happening. The disconnect today is in two parts. The people who are selling reliability are selling it for the sake of the asset instead of the business. This is wrong. You also need to get people with the ability to provide resources and fix issues out of the plant floor. Someone should go to the top floor and explain how they can help. There is a huge gap but it is also easy to fix. What makes the biggest difference in being successful in selling reliability? Educating yourself. Understand the logic behind the business and holistic reliability. Also understand your audience. This is the only way you can demonstrate value in a manner that they find relevant. Learn as much as you can consistently. Find your small core team that wants change. You will get quick wins and people will see that you are not just limited to talking. You will develop the credibility needed. There is no a one size fits all approach. Play your strings according to your strengths and weaknesses. How can Organizations sell Reliability Differently? They should stop thinking of it as maintenance. Most organizations are looking at maintenance related events and trying to correct them. They are focused on reliability for the sake of the asset. Reliability nails all the aspects including downtime, speed time, the quality loss among other things. The unplanned downtime bucket is tied to maintenance and it is the only thing that organizations focus on yet there are different buckets. Not everything is a maintenance issue. People should learn their business. It has nothing to do with the asset. See how the business objectives trickle down to everything and figure out your scope of work in them. This is not limited to what you do, it s a whole network. You should also learn your audience so that you can communicate to them effectively. Eruditio Links: Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report George Williams and Joe Anderson Links: ReliabilityX.com ReliabilityX on Linkedin Joe Anderson – Linkedin George Williams – LinkedIn firstname.lastname@example.org Selling Maintenance as a Profit Center on Plant Services Books by Ron Moore Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 220-How to Sell Reliability with George Williams and Joe Anderson appeared first on Accendo Reliability.
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