Post on 02-Jun-2018
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Welcome you all
tothe Presentation
on
Predictive maint. philosophy
Presented bySh. A.K.Mishra
TALCHER SUPER THERMAL POWER STATION
NTPC-KANIHA
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Business Environment :
Management Priorities
Four thrust areas :
1. Maintenance cost reduction.
2. Efficiency enhancement.3. Forced outage reduction ( 0% by design).
4. Safety.
Knowledge based maintenance conceptdeals with areas 1 & 3 above particularly withreference to maintenance strategy area.
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Maintenance strategiesFour types of maintenance strategies
1. CM(Corrective Maintenance).
2. PM(Preventive Maintenance).
3. PDM(Predictive Maintenance).4. PAM(Proactive Maintenance).
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Corrective Maintenance(CM)
CM refers to maintenance action doneafter an equipment failureis detected.
It is reactive maintenance & alsoreferred as breakdown maintenance
(BD).
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Preventive Maintenance(PM)
It is used to mean regularly schedulemaintenanceactivities (such as inspection orroutine servicing of equipments) or plannedmaintenance activities aimed at avoiding or
reducing failures. Time based preventive maintenance is called
periodic maintenance.
Other names for this include plannedmaintenance, schedule maintenance, routinemaintenance etc
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Predictive Maintenance(Pdm)
Condition based Preventive maintenance iscalled predictive maintenance.
It encompasses condition monitoring,condition assessment & decisions regardingwhen & what maintenance to be performed torestore equipment capability to the desired
condition. Predictive maintenance is a process of
converting data into actionableinformation.
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Proactive Maintenance(PAM)
Proactive Maintenance is the process oflearning from past maintenance problems,
events or maintenance work & determinesthe activities which eliminate or reduce futuremaintenance work & improve equipmentreliability.
Root cause analysis (RCA) is a natural part ofPAM process which is applied on bigger orrepetitive problems.
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Need of the time
Use of alternate maintenance
strategies.
Knowledge based analysis and decision
processes.
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NTPC MAINTENANCE STRATEGY ROAD MAP
Risk evaluation & prioritization
(REAP ensures that maximum risk is mitigated for eachrupee spent on outage.)
Streamlined reliability centered maint. (SRCM)
(Economic mix of CM, PM, Pdm and PAM tasks)
Predictive Maint.(Pdm)(Condition - based)
Proactive Maint.(PAM)(Root causedbased maint.)
Corrective Maint.(CM)Reactive Maint.(Failure- based)
Preventive Maint.(PM)Schedule Maint./ Periodic Maint.(Routine -based maint.)
Plant Maint.
Optimization
(PhasedImplementationof knowledge
informed Maint.)
Present focuson PMHighcost
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Maintenance optimization
objectivesHelp to understand :
Over view of maintenance optimization
How PDM correlates with other maintenancestrategies? The features and functions of a PDM
program.
How to justify the program and evaluate itssuccess? Exposure to PDM technologies with case
examples of actual plant situation.
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Industry trends
Commercial power producers (CPP) goal:
Reduce O&M costs while increasing reliabilityand availability.
Past approach:Reduce O&M budget
Result:Fewer maintenance resources.(Availability and reliability gets affected in longrun.)
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Industry trends (contd..)
Desired result:
Low cost , balanced maintenance strategy,increasedavailability and reliability.
Preferred approach:
*Re-evaluate maintenance strategy
*Optimize physical function of maintenance.
*Time the maintenance:Most jobs in plannedmaintenance than in forced outage.
*Decision based on value and condition assessment.
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Maintenance Optimization
What it does?
* Maintenance optimization aims at the appropriate investment
balance of corrective,preventive,predictive and pro-active
techniques for maintenance and integration of diagnostic
maintenance ,financial and process data into the decision
making process.
Why plant maintenance optimization?
*Maintenance optimization improves the work environment
through enhancement of personnel skills,safety and technology
implementation.
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Failures Cause
Cost Growth
CM
PM+PdM
PdM
CM
PM
PAM
CM - Corrective Maintenance
PM - Preventive Maintenance
PdM - Predictive Maintenance
PAM - Proactive Maintenance
ContinuousImprovement
Present
PMPdM
CM
Revert
to past
Least Cost Power
Maximize Commercial Availability
Option 1 Option 2
Higher Cost Power
COST:
Generating Utilities Options
Economic Mix
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How others have benefitted ?
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Maintenance optimization
What :Advance maint. approach
How :work processWho :skills,work culture,management
Tools :Technologies
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Maintenance key elements
People
- qualification
- training- Inter departmental communication
Work process
- Work identification
- Work class out- Work execution
- Work control
- Work management system
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Maintenance key elements
(Contd.)Technologies
Maint. & diagnostic technology
Information integration tools
Continuous improvement
Management and work culture
Organisation
Accountability
Communication mechanism Leadership
World class approach
Setting goals
Bench marking
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Maintenance Tools
1. Laser alignment toolfor small motors/ couplings/ Fans/Pumps
( probable supplier: M/s SKF, source: internet; cost: approx. 8lakhs)
2. Ultrasonic attachment for grease gun( to ensure adequategreasing, avoid over-greasing)
( probable supplier: M/s PdMA Corp, Cost: $ 1300, source-internet)
3. Boroscope / Fibroscope for internal inspection:being used inNTPC, use may be extended by adding suitable size heads
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Maintenance flow chart
Corrective
Preventive
Condition directed
Plant Maint.Program
Where do technologies fit in Maintenance Activity
Reactive
Schedule
Predictive Root cause
Proactive
Condition Monitoring
Performance
monitoring
Design
Data
Operating
condition
Design sites
Monitoring
Root
cause
Analysis
Evaluation
Maint. Outage
Planning
Maint. Outage
were
Update Maint.
History
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Maintenance optimization.
Move from reactive to plannedPredictive maintenance.
Establish the PDM process.
- Organization.
- Work process.- Communication.
- Training.
Implement technologies including automation
Condition assessment repairing
Continuous improvement Net cost benefit
Equipment commercial availability
Equipment maint. cost
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PdM Process:Information to Action
Communication is 70% of the Issue
AcquireData Infer InformationFrom Data
TakeCorrective
Action
Utilize Field and PersonnelExperience
Utilize Analysis Systems and NeuralNetworks
Maintenance Orders PostMaintenance Tests
Operations & ProceduresAdjusted
Maintenance History
Operators Log
Batch Tests
Design Information
Process Parameters
(Temperature / Pressure / Flow)
Predictive and Condition
monitoring techniques
Performance
(Oil Analysis/ vibration
/ thermography, acoustics etc.)
NDE Inspection
Visual Inspection
FEED BACK
Technologies are fasc inat ing bu t they are on ly too ls
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Predictive Maintenance
Program Elements
PdM Program
Diagnostic &
Process Data
MaintenanceHistories &
Records Data
Batch Testing &
Inspection Data
Design &Historical Data
EngineeringMaintenanceOperations
MaintenancePlanning &Scheduling
ALERTING
ANALYSES
COST BENEFIT
RECOMMENDATIONS
REPORTING
Periodic
Diagnostic
Data
OperatorLogs/Rounds
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Methodology for information to
action
Construction of local PDM group
Group consists of co-ordinators & alltechnologists
Group meets periodically with opn.&maint.group heads
All relevant data is considered informationderived and maintenance actions are discussed.
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Methodology for Information to Action
Constitution of local REAP Team or PdM group
Group consists of Co-coordinator & all technologists
Group meets periodically with Operation & maintenancegroup heads
All relevant data is cons idered, info rmation
derived and maintenance actions are dis cussed
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Key elements of a PDM program
PDM coordinator / supervisor
Illustration of goals
Equipment and condition indicators/ matrix Technology application descriptions
Roles and responsibilities(organization chart)
Communication format- description
Equipment condition status report (format) Trg. Matrix
Program cost table/ return on investment/ cost benefitanalysis
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Responsibilities of a PDM group
Establish the PDM program goals in terms of
Cultural goals
Organization issues
Either or / and availability improvement ,avoided costs , maintenance reduction,maintenance cost reduction etc.
Establishment of PDM process at the stationas per the following flow diagram
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PdM: Technology & Process Domains PdM does not deal with failure mode.
PdM deals with measurement of symptoms oreffects of a failure mode. Symptoms must be measurable through a
technology.
PdM as a discipline includes:Technology domain: studies how to apply thetechnology, location of measurement, and
interpretation of results. It is the domain of
technologist / specialist / expert.Process domain:conversion of data to actionableinformation. It is TEAM WORK as shown in
earlier slides. It is the domain of PdM
Coordinator, who coordinates this Team Work.
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Flow diagram of predictive
maintenance process Objectives :Determination of equipment condition for incipient
fault detection & maintenance planning, shifting of unplannedmaintenance to planned maintenance.
Data
Source
Data collection
& analysis
Data
integration
Integrated
analysis
Equipment
condition
reporting
Technology
OwnersPdm
coordinator
Reliability
teamPdm
coordinator
Action
Planning
Action Post
Maintenance
testing
Cost benefit
analysis
Complete
case
history
Planning &
scheduling
Maintenance Technology
Owners
Pdm
coordinator
Pdm
coordinator
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Pdm Process : Group
constitution/Role
Vibration &acoustics
IRTOil & Lubricants(DGA, WDA, Oil)
Motor testing(Co-option as
applicable)
Off-line testing(Co-option as
applicable)
Operator logs, process parameters, visual inspection, alarms, operating history,failure history etc.
Maint. History, failure history, NDT history, visual observations.
O&E
(PG test / Performance/outage analysis etc.)
ITOther Groups
(Co-option as applicable)
Technology
owners
Operation
group
Maintenance
group
Enabling
group
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Equipment Condition Status Reporting
(CSR) It enables Holistic view of equipment condition
by monitoring & diagnostics highlighting the
exception
Holistic view facilitates integration andpromotes integrated decision making
Snap shot of equipment condition and option
for viewing detailed report Cost benefit analysis measures the success
and is a vehicle for success communication,
continued management support & sustainability
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Methods to Determine Technology
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Methods to Determine
applicable Technology
Determine observable effects of failure
mechanisms and measurable parameters
List the technologies which can measure
those effects / parameters
Prepare Equipment / Technology Matrix
Shortlist available technologies
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Methods to Determine
applicable Technology
Measure at many locations with
available technologies
Determine most representative
location
Trend the results and correlate withcomplimentary technologies
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Candidate
Machine or
System for PdM
Determine
normal orabnormal
behaviour Determine
observable effect
(temp./ presureetc.)
Determine how and where
data to be taken
and
how offten
Determine
technology
which can detect
the effectData Collection& Analysis
PdM Implementation Steps
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One technology is adequate for diagnostics e.g. DGA for
transformers & vibration for rotating machines
MotorCurrent
Lube Oil
Thermography PerformanceMonitoring
Vibration
Pressure
To ControlRoom
Use Of Multiple Technologies
and integration of data is
essential
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Technologies are fascinating and appear
magical, random use is adequate
Systematic implementation:
Baselining,
Periodic measurements &
Trending
can surely identify problems &
condition
Random application may not always
give useful results
Systems Approach brings magical results
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PdM technologies are very costly
PdM technologies pay for themselves
Cost benefit:
IRT 1:9
Vibration 1:5
Lube oil 1:5
etc.
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Management Does Not Support PDM
By PdM, money is actually saved
Managements generally do notsupport activities that require some
investments & manpower
Support has to be obtained
Management understands language of economics,
Use A Model to calculate cost benefit analysis &
projection to management
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For new technology, measurements or data
col lection by Outside or Corporate group is
best way of implementing a PDM Program
Let us look back on NTPCs vibration
monitoring system
It is a success story, let us replicate
Involvement of Station group is essential.
Ownershiponly can bring sustainability.
All big utilities follow the local group system,
but Training needs of Station Engineers must
be met
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Present resources are adequate to
enhance the PdM program
PDM program requires commitment of
resources in terms of:
Availability of equipment,
Human resources, and
Training
All progressive utilities have found it beneficial investment
Seeds are to be planted and nurtured to reap the harvest
Program to be run as business and not hobby
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Periodic Condition MonitoringSystems
Thermography
Periodic Vibration Monitor
Acoustic Leak Detection and Corona detection (air-
borne)
Acoustic technology: for mechanical equipment ( contactmethod)
Lube Oil Monitoring Electrical tests (Motor Current Monitoring:Broken
Rotor Bars) DGA in oil for transformers
USE OF MULTIPLE TECHNOLOGY ON EACH EQUIPMEMT
USE OF EACH TECHNOLOGY FOR MULTIPLE EQUIPMENT
A Wh th f IR
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Usable from Coal Yard to Switch Yard
Applications for efficiency improvement:
valves, insulation monitoring, air-in-leakagein boilers, bunker fires, coal yard fires etc.
Rotating equipment: bearings, gear boxes,
pumps & motors etc.
Electrical equipment: Bus ducts, generator,
exciter, motors, transformers, switchgears
etc.
Substation/switchyard: CTs, PTs, Insulators,
Lightening arresters, disconnects etc.
Areas Where the use of IRthermography can Improve
Performance
Areas Where the use of
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Areas Where the use of
Acoustic/Ultrasonic Techniques can
Improve Performance All types of Valves Steam traps
Bearings
Gear Boxes
Lack of and OverLubrication
Steam, Air and VacuumLeaks
Underground Leaks
Vessel Integrity
Air borne corona in SW
Air borne corona inSwitch gears
Partial discharge inTransformers
Cavitation in pumps
Flow restrictions Fluid leaks
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PdM Program Implementation
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Key Elements of a PDM Program
1.PDM Coordinator/Supervisor
2.Illustration of Goals
3.Equipment and Condition Indicators Matrix
4.Technology Application Description (TAD)
5.Roles & Responsibilities (Organization Charts)
6.Communication Formats - Description
7.Equipment Condition Status Report Format8.Training Matrix
9.Program Cost Table/Return On Investment/Cost benefit
calculation
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Pdm Key elements :
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Develop Objectives
CorporateObjectives
Provide quality product at lowest possiblecost
Customer Satisfaction
Provide uninterrupted/ reliable service
Improve competitive position Reduce capital costs
SpecificMaintenance Organization Objectives
Minimize O&M costs
Maximize reliability/availability
Maximize throughput & quality
Extend equipment life
Extend time between planned outages
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Not a Priority
Dont Have
Money
to Fix It
Not Invented
Here
Dont Believe
Your
Information
Its Always
Operated
That Way
No
ManagementSponsorship
Not a Priority
Dont Have
Money
to Fix It
Dont Believe
Your
Information
Its Always
OperatedThat Way
Not Invented
Here
The Invisible Barrier
PDM Challenges
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Approach to Initiate the
Program
Fix priorities as per the immediatecriticalities
Project long term gains & short termgains in Rupee terms for visibility Initiate pilot project with minimum
resource addition
This will ensure management commitment
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Management Commitment
Management commitment means theauthorization of funds, not just verbal re-
assurances Management will become believers that
Predictive Maintenance is an effective tool
Management will be convinced that you knowhow to establish and operate a PDM program.
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Management team
Management team includes-
Head of management
Head of O&M
Operations leaders
Maint. leaders
Fuel site services leaders
Head of finance Head of HR etc.
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Role of management team
Develop and maintain sponsorship of initiative
Lead group organization reassessment processes
on an annual basis Lead in developing roles and responsibilities
Ensure that roles and responsibilities of group arein place and well understood
Require that an annual benefit to cost / ROI reportbe prepared.
The choice of Program Manager is cr itical for
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Key Element 1:ProgramManager/Coordinator
Self believer in PDM and commitment.
Good communication skills
Good working knowledge of plant processes
Ability to work with a wide range of personnel
Ability to sell the PDM program
Ability to motivate staff
Ability to be a strong leader
The choice of Program Manager is cr itical for
successful implementation of PDM
Qualifications:
P
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Formulate a clear, concise statement of objectives
Develop realistic plans
Monitor and measure performance and achievement Take corrective action when necessary
Review equipment and system technicaldocumentation to evaluate causes of detected
equipment failures Recommend changes in equipment operating
procedures/models based on failure analysis
Responsibilities:
Key Element 1:ProgramManager/Coordinator
Whi h i t t i t ?
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Equipment Selection Criteria
Determine which components are mostimportant to electricity generation.
Distinguishcritical and non-criticalsystems
Performa maintenance history review to
identify past functional failures
Use Measurable Criteria to Create Ranked Lists ofMachinery that Are Candidates for PDM
Which equipment to mon itor?
PDM T k S l ti
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PDM Task Selection
Performa maintenance history review to identifypast functional failures
Selecta monitoring method (on-line/periodic)
Determinehow often data is acquired and
reviewed
Determinewhere sensors are to be located
Determineacceptance criteria
(Technology?, Frequency of measurement? Location of
measurement? & acceptable l imits?)
Program Costs
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Program Costs
1. Installation costs
2.Operation and maintenance costs
3. Capital investment costs ( PDMequipment)
4. Training costs
There Are Four Cost Elements forPredictive Maintenance Programs:
Benefits through PDM far outweigh the costs
P C t ( td)
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Program Costs (contd)
1. Determine initial equipment costs: installed instrumentation
monitoring instrumentation
analysis and diagnostic instrumentation
2. Determine personnel costs
3. Determine personnel training costs
4. Determine instrumentation expenses (calibration and
maintenance)
5. Determine miscellaneous costs
Develop an Initial Budget Estimate:
Benefits through PDM far outweigh the costs
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Build PDM Program awareness
Entire plant support is necessary for program success
Be Ready to face the Resistance and overcome by:
Change of philosophy
New technology
Communication
Have an Organized Implementation Plan Blueprint your activities ( example GT-PDM Program)
Well defined activities helps to avoid mistakes
Program Implementation Strategy
P I l t ti St
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Program Implementation Steps
Integrate with existing PDM Program
Use commercially available technologies
Uncomplicated and effective technologies.
Target high energy systems.
Document cost-benefit and savings in Rupees.
Follow-up.
Train personnel.
Communication
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Communication( Reporting Formats)
PDM personnel must not only collect databut correlate it , and perform in-depth
analysis when problems occur. Interdepartmental communication is critical
for proper data interpretation.
PDM programs form a structure where thiscommunication occurs.
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Visibility
PDM Program personnel need to share thegoals, procedures, and results with otherplant personnel ( POG presentations to
other plant groups) Personnel need to understand how PDM will
impact their jobs
Memos Meetings
Consultations
I t f
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Interface
The PDM effort must involve all plantpersonnel
Ownership of the program must be in thehands of O&M personnel
Integrate the results from variousdiagnostic tests with O&M information
Create a library of information that can beused for training and simulations
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Pitfalls to Avoid
Loss of management support
Champion is transferred Failure to conduct and report cost benefit
analysis
Loss of visibility Individual Achievement not recognized
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Root cause analysis
Root cause analysis is the process by which the rootcause of a performance problem or event andassociated corrective actions are determined
Root cause analysis answers to :
- What happened?
- Why did it happen?
- Why was it not prevented?
- What can be done to prevent/ minimize severity ofoccurrence
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Cost benefit analysis
Objectives:
To assess the cost effectiveness of the
maintenance task Tool for evaluating the PDM program , impact
analysis and management feed back.
Assessment based on the costs of
implementation of PDM systems Vs thebenefit derived through its implementation
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Cost reduction Potential
Description No of valves overhauled
existing
practice
based on PdM
Motorisedvalves
160 100
Pneumaticvalves
30 20
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Failure reduction Potential
Introduction of thermography in switchyard
Joints in switchyard : 1000.
Minus one quarter : No hot spot detection.
First quarter : Hot spots35.
Second quarter : Hot spots22.
Third quarter : Hot spots04.
Further : 02 to 05 per quarter.
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Summary (contd..)
Establish PDM equipment condition statusreporting function
Establish a required training matrix
Assess PDM benefits
Communicate success and opportunities toimprove process
Define applicability of PDM process for plantproblems, determine cost to benefit ratio anddevelop implementation plan.
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Goal Exercise
Where are our financial opportunities?
What are our goals?
What are our estimated net savings?
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RCM or SRCM
RCM is the basic process of analyzing anddefining the type of maintenance required fora particular piece of equipment.
SRCM is simplified or streamlined process toreduce the cost involvement inundertaking RCM evaluation.
SRCM l
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SRCM goals
Develop documented basis for maintenanceprogram.
Focus PMs on critical equipment and documentfailure modes.
Emphasize condition based tasks- maximizePdm.
Eliminate unnecessary routine and outage PMwork.
Identify actions that preclude CM/costly failures. Realize maintenance cost savings.
SRCM process
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SRCM processObjective :- Determination of most optimum maintenancefor asystem (economic mix of PM, PDM, CM) results in reduction ofPM and consequent cost reduction.
Equipment classification
(critical/non critical)
FMCA/FMECA Analysis
(Failure modes, function affected,
failure effect, priority)
Task selection
1stPrioritySurveillance
2ndPriorityCBM/Pdm
3rdPriorityPM
ObjectiveMost economic
activity, high reliability.
Scheduling
(Based on component
history review)
Current practice review
(Tasks of PM & Pdm)
Decide optimum Pdm & PM (PM : retain
activity ?, revise schedule ?,
Delete activity ?,
Pdm : revise schedule ?, Add activity ?)
Net result : Reduce PM.
Implementation
(Create/Modify, delete work orders) Review Annually
Step 1: SRCM evaluation process
Step 2: SRCM recommendation implementation
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Pdm / SRCM Relationship
SRCM process (step-1): SRCM evaluation analysis canbe done without Pdm (since it is computer basedanalysis).
SRCM implementation (step-2) : SRCM implementation
cant be done without Pdm as Pdm is defaultmaintenance strategy,.
For SRCM to succeed, mature Pdm program isnecessary.
Pdm can be implemented without undertaking SRCMevaluation.
SRCM process chart
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SRCM process chart
Prioritize system & identify system boundaries Cost, labour, spare,
down time
Data Collection
Identify key / important functions
Perform critical analysis
Perform Non- critical analysis
Perform task selection
Compare results with existing maintenance program
Implementation
Living program
Review plant
history, conduct
plant reviews &
interview
Commandments for RCM /
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Commandments for RCM /
SRCM
1. What are the functions and associated performancestandards of the assets in its present operating context?
2. In what ways does it fail to fulfill its functions ?
3. What causes each functional failure ?
4. What happens when each failure occurs?
5. In what way does each failure matter ?
6. What can be done to predict and prevent each failure ?
7. What happens if a suitable pro-active task cant befound ?
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Pre-requisite for SRCM
Management commitment
Dedicated plant teams.
Predictive maintenance program to be in place
for implementation.
Coaching & training.
Information required during a
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Information required during a
SRCM study System description & literature.
Schematic of system.
Component list for system.
Copies of current PM& tests for the systems.
Testing informationfor the system. Operator log sheets.
Vendor information.
Breakdown history, work done, route cause analysis
reports done for system selected.
Dontassume and donttake things for granted.
Learnings from SRCM
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Learnings from SRCM
1. SRCM can be applied to plants of all ages.2. We are not switching overmaint.
3. SRCM is not a technology.
4. SRCM is not an on line software.
5. SRCM is not a continuous analysis process.
6. SRCM benefits will accrue by implementation.
7. SRCM will not increase maint. burden.
8. SRCM will free up resources for productiveredeployment.
9. Review of condition Monitoring tools & frequencies will
be part of SRCM analysis.
SRCM Analysis benefits
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SRCM Analysis benefits
Fully documented analysis for plant equipment.
Knowledge captured (overall system).
Identification of Pdm technologies & measurementfrequency for each equipment.
Technology gaps identified.
Information gaps identified (process).
Redundant activities eliminated.
Current activities justified.
Free of PM resources for other priority work (productive
redevelopment). CMMS utilization improvement.
Equipment responsibilities accurately identified.
Improve interdepartmental communications.
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Case Studies
CW Pumps
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C u ps EPRI Practice: Overhaul on as required basis- condition based
NTPC Dadri Practice: Once in 4 years
Summary:
Current Practice: 7 Tasks including overhaul
Recommendation:
Retention: 2
Change in current practice: 4
Deletion: 1
Add Condition Monitoring Task: 1 (Perf. Monitoring)
Potential for improvement:
overhaul at 5 yrs recommended based on review of equipmentcondition & past history.
Potential for undertaking O/H on as required basis in 1 to 2 yrsafter review of condition monitoring data & confidence inmaintenance team.
BFP Motor (HT Motor)
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( ) EPRI Practice: Overhaul at 10 yrs, for severe duty, Harsh env.
NTPC Dadri Practice: Overhaul at 4 Yrs interval
Summary:
Current Practice: 16 Tasks
Recommendation:
Retention: 8
Change in current practice: 7 Extend interval: 1
Add Condition Monitoring Task: 6
Total tasks : 22
Potential for improvement:
Based on condition monitoring tasks and as found condition, reviewprocedure to be established at station to achieve overhauling intervalgradually to 6 Yr / 8 Yr / 10 Yr.
Potential for replication:
150 HT motors at Dadri, based on duty & service condition
Air Transport Compressor
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p p EPRI Practice: Maintenance / Overhaul on as required basis by
condition
NTPC Dadri Practice: 1000 Hrs, 2000 Hrs, 6,000 Hrs, 8000 Hrs Summary:
Current Practice: 7 Tasks including scheduled inspections
Recommendation:
Retention: 6
Change in current practice: 1 Deletion: -
Add Condition Monitoring Task: 4
(basic Lube oil, full spectrum Vib,
Perf. Monitoring, Failurefinding testing)
Total tasks : 11Potential for improvement:
Based on condition monitoring tasks added, the as found condition willbe correlated over 2 years period. It would be possible to changescheduled inspections on hour basis to as required basis to conditionbased Present inspection schedules are maintenance intensive.
Boiler Feed Pump (Motor Driven)
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Boiler Feed Pump (Motor Driven) EPRI Practice: Overhaul as required basis on condition
NTPC Dadri Practice: Overhaul at 1 Yr interval Summary:
Current Practice: 9 Tasks including overhaul
Recommendation:
Retention: 7
Change in current practice: -
Extend Interval 2
Add Condition Monitoring Task: 3
Total tasks 12
Potential for improvement:Based on condition monitoring tasks overhaul can be extended to asrequired basis.
Potential for replication:
Other pumps based on duty & service condition
BFP Breaker ( 6 6 kV)
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BFP Breaker ( 6.6 kV) EPRI Practice: Overhaul as required basis
NTPC Dadri Practice: Overhaul at 4 Yrs interval Summary:
Current Practice: 5 Tasks including overhaul
Recommendation:
Retention: 3
Change in current practice: 2
Add Condition Monitoring Task: 1
Total tasks 6
Potential for improvement:
Based on condition monitoring tasks overhaul can be extended to asrequired basis on condition.
Potential for replication:
Other breakersbased on duty & service condition
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Thereare risks and costs to a program ofaction. But they are far less than the long
range risks and the cost of comfortable
inaction.
-John F. Kennedy
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