Académique Documents
Professionnel Documents
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November 2014
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AMMJ
Contents
November 2014
ASSETS, EQUIPMENT,
SERVICES, AND PEOPLE
41 HAZOP for Machinery Packages
& Related Facilities
MAINTENANCE AND
RELIABILITY
And Forget?
STORES, PURCHASING,
PARTS AND MATERIALS
Management Problems
RESEARCH PAPERS
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AMMJ
Important Changes for
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Figure 1.
With Fluke Connect,
you can transfer asset
data from the plant
asset or field to the
maintenance log and
from the individual
to the team to help
ensure knowledge
sharing.
Figure 2.
Proactive maintenance measurements arent that different from troubleshooting tests.
Youre looking for baseline data points related to failure modes.
Note: These recommendations are not a complete set of predictive maintenance (PdM) measurements or practices.
5
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Arms Reliability
www.armsreliability.com
needs to take place and that delivers clear
support in terms of time and people to achieve
the desired outcome. Without support for the
chosen process the expected outcomes are
rarely delivered.
VISIT WEBSITE
ENQUIRE NOW
For more information please contact us
armsreliability.com | info@armsreliability.com | +613 5255 5357
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New!
1. Set-up
Guided user interface
with step-by-step
instructions for easy
setup.
2. Measure
Rotate the shaft
and receive instant
measurement
verification.
3. Diagnose
Four-level severity
tolerance scale gives
you fast actionable
answers to correct
misalignment.
www.fluke.com.au
auinfo@fluke.com
7
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Six Maintenance
Planning Principles
The ISO
55000
series comprises three standards:
What
is ISO
55000?
Estimates based
On Planner Expertise
Planners use their experience and skills
along with file information to determine
time estimates for work orders. The time
estimate should be a reasonable idea of
what a capable technician might require
to complete the proposed job without any
unusual problems.
Planners should possess excellent craft
skills, organizational data skills, and
communication people skills and be trained
in planning techniques.
IS0
55002 provides guidance for the implementation of such a system.
Our
Tools
Our
Tools
Our Tools
November 2014
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Our Tools
Raising initiatives
so
practitioners
Appointing coordinators Provides clarity on the scope of
can
self-assess or consultants can use
Where there are multiple assessors Analyzing the situation
the ISO 55000
suite of standards,
Recommending actions
TM
from the same site, responses
as
a
diagnostic instrument.
Vizion4
TRACKER
(shown
There are 70 compliance criteria
Approval and budgeting
can be aggregated so that the
Assists with interpretation of the
overleaf) is a system to manage
broken into seven topics that are
Implementation and control
impressions of all assessors can
Where there are multiple assessors
requirements of the standards,
be viewed on the one dashboard. Re-audit review and close out
an organizations ISO 55000
must comply status in ISO 55001.
or consultants can use as a
criteria
listed by topic
diagnostic instrument.
www.vizion4.com
For more information please
contact Vizion4 Global
Catherine Ryan
193 Maidstone St, Altona, Victoria, Australia 3018
Mobile: +61 411 453 254 Telephone: +61 3 9315 0330
catherine@vizion4.com
www.vizion4.com
Catherine Ryan
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193 Maidstone St
www.amcouncil.com.au
987060
280
to print.in
dd i
20/06/2
014
10:47:3
1 AM
AMMJ
Introducing Vizion4 AUDITTM audit and assessment tool for ISO 5500x
BUILT BY
BUILT
BY
Seeking
Internat
perform
focus on
measur
Internat
using P
Achieve Ulti
wit
Do It This Way
The planner sat down to estimate ten
jobs. Lynn had been a certified mechanic
with over 15 years of experience. He
had competed for the job of planner
when it became available since it was a
promotion. Lynn had been able to pass
the test and interviews successfully. The
first job was a pump alignment. He had
aligned most of the pumps in the plant
in his 15 years including this one. He
looked in the file and was able to find a
previous alignment work order for this
very pump. The previous work order
had estimated 10 hours for the task and
the actual field technician had reported
taking 10 hours.
There did not seem to be any unusual
reasons the alignment had taken so
long for the last person. Lynn thought
that most good mechanics ought to be
able to align the pump in about 5 hours.
Lynn used 5 hours for the estimate. The
second job required rebuilding a fan
and there was no previous information
available. Fortunately, Lynn had
personally been involved in two rebuilds
of either this same fan or its redundant
spare nearby in the same service. He felt
very confident that the job should take
two persons a total of 2 days. Lynn used
that for the estimate. Lynn continued to
estimate times for the remainder of the
jobs.
Later the mechanical supervisor who later was about to assign several of the jobs
looked at the pump alignment and fan rebuild work orders. Brittany had not had a
chance to see the jobs in the field and was inclined to accept the estimate of the
planner who had. She had confidence in Lynns ability to estimate the jobs.
The technician received the pump alignment work order and knew right away
that the alignment would take 4 or 5 hours. Dana spent the morning setting
up and aligning the pump. No unusual delays came up and she reported to
her supervisor an hour after lunch. The job had taken 6 hours instead of the
estimated 5.
Meanwhile, Scott and Fred had received the fan rebuild assignment. The total
job had run over about a half day because there had been several unexpected
delays. Fred had been temporarily reassigned for several hours at one point.
One bearing had also been damaged beyond repair and a new one had been
obtained from inventory. Scott, the lead technician, carefully explained the delays
on the work order after the job was completed.
Several days later Lynn received the completed work orders for both jobs for
filing. The alignment had taken an extra hour Lynn observed and the fan rebuild
had run into problems according to the feedback. An extra hour shorter or longer
was not unusual nor was a problem for most jobs since estimating was not an
exact science. The bearing damage was a concern, however, and Lynn knew
that it would be advisable either to have the bearing inventory number available
or stage the bearing the next time the crew rebuilt the fan.
The experience of the planners makes a big difference in
the success of planning.
Planners should have the skills of a top-level technician to create timely, useful
estimates necessary for increasing labor productivity.
This discussion has concentrated chiefly on the general scope and time
estimates of the job plans. The following principle addresses the specific content
of the job plans regarding maintenance procedures and specific details. Although
top-level technicians should be utilized for planners, there is still a great reliance
on the craft skills. The utilization of superior skilled planners does not mean that
unskilled technicians are acceptable in the workforce.
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Planning Principle 5
crew supervisor had not taken the plans advice to rewind a motor in-house.
Instead the supervisor had agreed with the technician to send the motor out
to a local motor shop. The planner wanted to know why the supervisor did not
understand that in-house work could provide better quality. The planner asked if
Hosea would bring the matter to the plant manager to resolve.
This Way
Typically, it seemed the crews worked about four out of five jobs on a planned
basis. This was acceptable to Hosea, the supervisor of planning. The problem
was not so much that the supervisors did not want the planned work, but that
sometimes the supervisors directed technicians to unplanned work.
The unplanned work was pressing and did not appear to require much planning.
Hosea knew that after becoming more used to planning, they would want even
more of their jobs reviewed by planners before starting them. There were ample
planners. There were five planners for only 100 technicians.
Condition Monitoring
Solutions
The apt Group provide
a comprehensive range
of portable & on-line
instruments, along with
software, for predictive &
preventive maintenance on
industrial equipment.
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November 2014
Measure Performance
With Work Sampling
The Wrench time is the primary measure
of workforce efficiency and of planning
and scheduling effectiveness. Wrench
time is the proportion of available-to-work
time during which craft technicians are
not being kept from productively working
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________________________________
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Figure 1
5 Keys to
Lean
Maintenance
& Improving
Maintenance
Productivity
Sandy Dunn
Assetivity
www.assetivity.com.au
Part 2
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13
www.assetivity.com.au
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Monitoring the performance of the whole Work Management Framework will assist
with the identification of any waste that can be minimised through the process of
Continuous Improvement. In our next article, 5 keys of Lean Maintenance and
Improving Productivity Continuous Improvement, we will discuss the how monitoring
and measuring the Work Management Framework can assist with minimising waste
and improving productivity.
Stay Safe
S E E T H E H E AT AT F L I R . C O M . A U / T G 1 6 5
1 3 0 0 7 2 9 9 8 7 N Z : 0 8 0 0 7 8 5 4 9 2 i n f o @ f l i r. c o m . a u
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Part 3
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Figure 3
A growing understanding of how (and
how often) equipment fails, and the
consequences of those failures
Introduction of new technologies for
predicting or preventing failures
All of these changes require us to review and
improve the Preventive Maintenance program
on a regular basis. Doing so will ensure not
only that desired equipment reliability levels
are maintained, but will also ensure that
Maintenance labour is performing the required
Preventive Maintenance, and not spending
time on unnecessary Preventive Maintenance.
In practice, there should be three triggers for
review of the Preventive Maintenance program
on any equipment item or system:
1 A change in equipment operating
context, failure consequence or
configuration (generally triggered as
part of a Configuration Management/
Management of Technical Change process)
2 An unexpected equipment failure
(we will discuss this further in the Part
of this paper)
3 Failing either of the above, a periodic
review at some predetermined frequency
(generally either annually or biennially)
Eliminating Defects
The most effective and sustainable way of
improving Maintenance productivity is by
eliminating the need for maintenance altogether.
This is generally achieved through a Defect
Elimination Process.
Defects are those failings in our processes and
systems which generate unwanted equipment
failure events. They can be manifested in:
Deficiencies in our Preventive Maintenance
program
Deficiencies in Maintenance
repair/overhaul procedures
Deficiencies in the way equipment is operated
16
Conclusion
The Institute of
Asset Management
CPD HOURS
Media partners
The Institution of Engineering and Technology is registered as a Charity in England and Wales (No. 211014) and Scotland (No. SCO38698).
#IETasset
IET_2318_ASSET_MANAGEMENT_HALF_PAGE_v2.indd 1
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How to Overcome
Typical STO Management
Problems
Dick Ertl
Interplan Systems
SOLUTION 1
SOLUTION 2
www.interplansystems.com
Problem :
PROBLEM 1
PROBLEM 2
PROBLEM 3
SOLUTION 3
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Keep it Simple!
SOLUTION 5
PROBLEM 4
SOLUTION 4
PROBLEM 6
SOLUTION 7
PROBLEM 5
PROBLEM 8
Since project scheduling programs lack
STO-specific reports, managers want to
see this and that information. Planners
resort to exporting schedule data into
spreadsheet programs and preparing
ad-hoc reports, that frequently change
in format, making it difficult to interpret
the data. Sometimes these reports end
up being so full of numbers that they are
confusing. Worse yet, they allow room for
enhancing the data to make it look better
than the reality. No wonder most STOs
end up being unmanageable!
SOLUTION 8
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The
Evolution of
Maintenance
Sean Stayner
Preventative Maintenance
A popular solution is to check machinery
to avoid the failures. Historically this has
meant dismantling the machinery to survey
the condition of the parts. In this programme
however, you are encouraged not to do this
because historically you can still expect
a 10% start up failure caused by human
error regardless of the level of skill in your
maintenance staff.
Instead this step in the process should be
used to collect information on equipment
and to determine the overall condition of the
machinery.
Simply record the following for each
machine:
1. Check drive belts
2. Listen to gearbox and motor bearings
3. Check gearbox oil level
4. Check for oil leaks
5. Check motor & gear box temperatures
6. Check torque of slide arm bolts
7. Measure motor running Amps
8. Mega motor winding
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evidence. These Cat 1 items are often neglected due to being overwhelmed by the
volume of Cat 2 and Cat 3 items that appear to need more urgent attention.
This will inevitably overwhelm your planner and lead to avoidable Cat 1 failures
causing downtime.
By completing this step properly you can take control of the scope of the input
from your condition monitoring providers, and better still, you can use this scope
to get quotes to complete this work. You will be surprised how much maintenance
money this will save you.
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Using Smart
Grid data to
power
end-to-end
asset
health
management
ABB lnc.
Asset Health Center
www.abb.com/smartgrids
Complicating matters:
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Integrating data
End-to-end AHM utilizes information that is
likely already being collected. Often, these
data streams represent distinct information
silos - each supporting a specific process
or function not originally designed to be
integrated with other systems.
Relevant information may reside in bestof-breed point systems such as workforce
management or asset management;
enterprise systems such as ERP or EMS;
and operations technology systems
such as SCADA. It almost certainly
exists as well in internally developed
subsystems and routines, and even basic
spreadsheets. Because of its distributed
nature, such data are notoriously difficult
to locate, understand and share.
But all of these streams provide vital
information that, when integrated and
effectively analyzed, offers the promise
of a quantum leap in value through
improved management and execution of
asset health initiatives. For that reason,
implementing an end-to-end AHM strategy
requires an approach to extract data from
functional silos and - more important
- convert it into actionable intelligence
instantly accessible to every corner
of the enterprise in functional formats
and views tuned to individual roles and
responsibilities.
Realistically, most utilities will have gaps
in the available data. Significantly, this
includes field data from transformers,
relays, breakers and other components
across the transmission & distribution grid.
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Conclusion
The technology now exists for an
end-to-end asset health management
system that manages the vast amounts
of information utilities generate;
analyzes it to provide actionable
knowledge about how to care for assets
distributed across the grid; and shares
that knowledge in a meaningful way to
maximize its value in every corner of the
utility enterprise. Such a system enables
these activities:
Facilitate repair vs replace decisionmaking with engineering-oriented
intelligence to identify, document and
support performance-based capital
investments - resulting in improved use
of capital;
Aid in the transition to condition-based
maintenance, thus increasing O&M
capacity;
Better predict failures for improved
reliability and fault recovery;
Assist in field force workflow through
improved scheduling, for further
O&M efficiency;
Ease the process of compliance
reporting through
proactive scheduling of inspections,
automated
gathering of data and
population of templated
reports.
End-to-end AHM provides
these benefits by bringing
order to the new data
streams that smart-grid
initiatives generate. That
order is provided through
a high level of integration
for managing data, and by
embedding deep knowledge of field assets
in the business intelligence capability of
the system - thus automating the delivery
of actionable knowledge to any user based
on his or her function in the enterprise. It
facilitates sharing of insight to break down
information silos and extract the fullest
value of any available data, regardless of
where or why those data are generated.
For many companies, the development of
end-to-end AHM is a long-term strategy
that involves implementation and updating
of multiple subsystems, along with cultural
and process change.
Implementation of this strategy is a more
comfortable progression for utilities that
already make high-level use of advanced
operating and technology systems.
But for all companies, the potential
benefits are real: a transparent system to
support repair vs retire decision-making,
significant reduction in O&M expenses,
a corresponding increase in returns from
capital invested, and a tool to enable work
process optimization. End-to-end asset
health management affects cost structures
and efficiencies across the enterprise
from field force to network operations, to
reliability and compliance and ultimately to
finance and the executive suite.
Final thought
Utilities act on end-to-end AHM
In 2011, the McDonnell Group conducted interviews of 34 decision-makers
at 23 of the 100 largest utilities in the United States and Canada. Those
interviewed represented corporate management, IT, transmission and
distribution, and reliability/regulatory compliance functions at companies
accounting for nearly a third of all substations in the United States alone.
The study was commissioned by Ventyx, an ABB company.
Highlights of the results include:
53% of respondents rank ensuring reliability of aging assets as the
No.1 strategic priority for their company, while 94% considered it one
of their companys top three priorities.
Regarding substation O&M and asset management practices for
substations 34kV and up, 35% rank compliance management as
the top priority for the next 2-3 years, driven by concerns about
fines imposed by regulators.
74% said rising costs to maintain aging substation assets is
another top-three priority to address in the next 2-3 years.
Only 29% reported the current level of IT/OT integration at their
company as excellent (12%) or very good (17%).
Of the remaining participants, 100% agreed that achieving a higher level of
IT/OT integration in the next 2-3 years is important - with 83% ranking it as
either very important or critical.
Utilities that have started implementing the vision of a broad-based asset
health management capability report a higher level of receptivity to making
additional investments on asset health - an indication that others in the
enterprise see the benefits once early systems are deployed.
To see the study results, Optimizing Deployment of Next Generation
Maintenance Strategies, visit:
http://resources.ventyx.
com/?elqPURLPage=36.
References:
1. The U.S. Smart Grid Revolution:
Smart Grid Workforce Trends 2011, Gridwise Alliance
ABB lnc. Asset Health Center, Raleigh, U.S.A.
info@ventyx.com
www.abb.com/smartgrids
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A steady flow
www.skf.com/reliability
28
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consequences, and for this reason monitoring is extremely important. As a result were
currently upgrading the condition monitoring system of the turbines at Hojum.
The three turbines are equipped with plain bearings and run at 136 revolutions per minute,
making them relatively slow moving compared with many other types of rotating machinery.
SKF condition monitoring engineer Bjrn Mathiasson explains that the SKF IMx collection
units now need to be upgraded and supplemented. The software Vattenfall uses, however, is
already up to date.
Well finish with accelerometers along with additional displacement sensors, which will
enable a better and more detailed overview, he says as he picks up a sensor that is lying on
a stool, ahead of being fitted.
Hydro power turbine shaft and generator bearing at Hojum Plant
Theres a muffled hum from
the monotonous operation of
the turbines. The space around
them is clean and tidy, with every
loose tool and object standing
or hanging in its marked place.
Nowadays, ongoing condition
monitoring is conducted remotely,
meaning its never necessary
to have personnel in the
underground cavern.
By simultaneously measuring
vibration levels in all directions
you get a meticulous snapshot
of how the shaft and bearings
are behaving. The system can
detect the smallest change in
the machine condition and stop
the machine when the operating
conditions are inadequate or
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Managing An
ISO 55001
Implementation
Steve Turner
Vizion4
www.vizion4.com
Introduction
Yes
No
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Summary
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Chart 1:
Chart 2:
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Adrian Hart
Is the Senior Manager of BIS Shrapnels
Infrastructure and Mining Unit. The Unit
undertakes market research, analysis and
forecasts for infrastructure, mining and
maintenance markets across Australia
through a series of regular multi-client
reports. Apart from privately commissioned
research into costs, workforce capability and
demand forecasting, Adrian also provides
presentations and workshops discussing
the outlook for the economy and the
infrastructure and mining segments, and
the implications for business strategy and
planning.
Maintenance in Australia
2014-2029
A BIS Shrapnel Report
www.sirfrt.com.au/cmlnf
This is the premier conference in Australia for the fields of Condition Monitoring, Lubrication and Reliability.
Practitioners share their successes and great ideas about achieving safe, reliable and cost effective management
of assets. It is an unforgettable annual national event with energy filled presentations, discussions, exhibitor
displays & entertainment. Special focus on development the younger generation of reliability people.
Forum
Overview
& Who is
it for?
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News
Maintenance and Reliability
Maintenance
& Reliability
News
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News
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News
Maintenance and Reliability
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News
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News
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News
Maintenance and Reliability
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News
Maintenance and Reliability
Action
Russo decided to investigate CMMS software
that would track and manage facilities requests.
After evaluating several different CMMS
solutions, Russo identified that the best fit for
The Bellevue Club was Proteus MMX, Eagles
CMMS cloud software. Russo explained: It has
so many different functions and attributes and
more features to use than other programs. It is
simple, easy, and intuitive. He was also happy
that Eagle Technology offered comprehensive
support for Proteus MMX, as well as very
pleased with the two day on-site training course.
Solution
The Bellevue Clubs key objectives for
implementing Proteus MMX lay in discovering
where the companys money was going, and
how they were spending it. Knowing where
exactly to put their initial efforts, Russo and
Eagle Technologys experts entered costly
assets into Proteus MMX such as the HVAC
system and kitchen equipment, as well as
seemingly minor costs such as pool chemicals.
Through consistent monitoring and preventive
maintenance, Russo was able to see where the
changes were necessary in company spending.
The pools at The Bellevue Club require constant
upkeep to promote optimum pool health. The
costs of pool chemicals can add up, and through
using Proteus MMX, Russo was
able to see where adjustments
needed to be made in pool
management. This affected how
they purchased pool chemicals
which led to cost reduction. In
addition to directly affecting
company purchases, Russo
observed that using Proteus
MMX preventive maintenance
module promoted equipment
longevity.
WANTED
Your
Maintenance,
Asset
Management,
and Reliability
News for the
January 2015
Issue of the
AMMJ
Send to Len Bradshaw:
editor@theammj.com
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amin.almasi@ymail.com
HAZOP Study
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Welded piping and buried piping is usually not a source of fluid release.
Possible release of flammable, toxic or dangerous material occurs at
flanged or screwed piping joints. Generally screwed piping joints should be
avoided for any services. There have been many leaks for screwed joints
at hydrocarbon and process services. Avoiding the screwed piping joints for
such services is well-established practice; even it should also be avoided
for utility services. There were cases of nitrogen leakage in confined spaces
(such as control rooms) at screwed piping joints; these were caused serious
life threats. This shows how screwed joints at an ordinary utility service
can generate high risks. Hence screwed piping joints should generally be
avoided.
Considering flange joints, a zone 2 hazardous area (with proper radius
say 3-5m) should usually be specified from the edge of all piping routes to
mitigate possible leakage risks across facilities.
Flexible hoses, rubber hoses or similar have been sources of problems,
leakages and danger. They should be avoided. Based on author
experiences, in more than 98% of cases, proper classes of plant piping
specification can be used instead of such problematic and unreliable hoses
saving costs and reduce risks.
High point vents have often been installed at strategic locations in plants
piping or facilities to remove accumulated gases that will collect at high
points. The gas will often be automatically vented on a periodic basis and
hence high point vents are designated as a primary grade of release with
an associated zone 1 hazardous area. In such case, the dimensions of
hazardous area should be properly calculated. As a very rough indication, for
a typical high point vent, it could be 2-4 m laterally, 12-20 m above the point
of discharge and to grade.
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Conditional
Probability
of Failure
Murray Wiseman
www.livingreliability.com
Part 1
Conditional Probability
of Failure - What is it?
The most powerful information
sought by all maintenance engineers
and managers boils down to the
conditional failure probability. It is
the probability of an item failing in an
upcoming period of interest knowing
that it is currently in an unfailed
state. If you knew that the conditional
probability of failure of a given part
or component were unusually high
you could channel your manpower
to intervene propitiously, thereby
preempting the consequences of
a failure in service while avoiding
waste of resources and unnecessary
downtime on items where failure is
not imminent.
Please note:
The means intersection or AND.
So that the numerator can be read: P(A) AND P(B)
which is the probability that both events occur.
2. t X t+t, the item fails in the interval between t and t+t given event 1.
As in the card experiment the probability of the second event depends on the first.
Then the Conditional Probability of Failure is:
44
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Part 2
Conditional
Probability of Failure
vs. Hazard Rate
exactlyoror
exactly,
exactly, or
approximately.
approximately.
approximately.
calculate the approximate
Lets
and exact values of the
conditional probability of failure (by computing the first
term and the first two terms respectively) in the following
table:
[1]
Approx.
k=2
0.3935
0.5
k=3
0.2835
0.333
0.2212
0.25
0.1813
0.2
0.1535
0.1667
0.1331
0.1429
0.1125
0.125
[1]
[1]
randomnew
failure.
brand
item
failing
before
time
t.
be
the case
for
probability
failure
in any
interval
t
is This
equalwould
to the
probability
of
a 1. The
Dont beof
intimidated
by
the
mathematical
symbols
in Eqn.
Equat. 1 [Ref 1]
k=4
(Eqn.
random
failure.
brand
new
item
failing
before
time t. This would
the
case1)
for
equation
simply
states
in mathematical
termsbethat
the
conditional
Also for
random
Where
Xfailure.
= the
failurefailure,
time. we know (by definition) that the
random
probability
of failure in any interval t is equal to the probability of a
k=5
(cumulative)
probability
ofthe
failure
at some
time
prior to tthat
is Eqn.
given
Also be
forintimidated
random
failure,
wemathematical
know
(by
definition)
the
Dont
by
symbols
in
brand new item failing before time t. This would be the case for
by:
intimidated
by of
the
mathematical
symbols
Eqn.
The
1.Dont
The be
equation
simply
states
in
terms
(cumulative)
probability
failure
at mathematical
some time
priorinto
t is1.that
given
Also
for
random
random
failure. failure, we know (by definition) that the
k=6
the
conditional
probability
of failure terms
in time
anythat
interval
t is
equation
simply
states inofmathematical
thetoconditional
by:
(cumulative)
probability
failure at some
prior
t is given
equal
to the probability
a brand
before
probability
in anyof
interval
t isnew
equalitem
to thefailing
probability
of a
by:Also forof failure
randombefailure,
weforknow
(by failure.
definition) that the
time
t.
This
would
the
case
random
k=7
brand new item failing before time t. This would be the case for
Also(cumulative)
for randomprobability
failure, weofknow
definition)
that the
failure(by
at some
time prior
to t is given
random
Now let failure.
MTTF = kt and let t = 1 arbitrary time unit.
(cumulative)
probability
of
failure
at
some
time
prior
to
t
k=8
by:
let by:
MTTF = kt and let t = 1 arbitrary time unit.
is Now
given
Then the
Probability
failure (by
is definition) that the
Also
for Conditional
random failure,
we ofknow
Now let MTTF = kt and let t = 1 arbitrary time unit.
Knowing that
(cumulative)
probability
of failure
someistime prior to t is given
Then the Conditional
Probability
of at
failure
[1]
by:
exactly.
Now
lettheMTTF
= ktProbability
and let oftfailure
= 1 is
arbitrary time unit.
Then
Conditional
Now
let
MTTF
=
kt
and
let
t
=
1
arbitrary
Then the Conditional Probabilityexactly.
of failure
is time unit.
Now lets write e as its infinite series
Then the Conditional Probabilityexactly.
ofexactly.
failure is
Now lets write e as its infinite series
x
itslet
infinite
Now
write=ektasand
Nowlets
let MTTF
t = 1 series
arbitrary time unit.
Now lets write e as its infinite series
exactly.
Then the Conditional Probability of failure is
x
45
Exact
MTBF/
time unit
[1]
Rearranging,
the-1/k
Conditional Probability is
Then for x =
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Glass:
Kleentec International
The inexorable processes of weathering and air pollution eventually diminish the sparkle
and translucency of new glass. The author explains how this occurs and discuses
the effectiveness, in preventing it, firstly of recent (and so called) self-cleaning nanotechnological treatments, and then of polymer coatings, which have been used for over
thirty years.
There are many misconceptions about glass. It is a commonly held belief that glass is a hard
smooth, product that is easy to maintain. Nothing could be further from the truth. Understanding
a little about glass is the first step to keeping it clean.
Glass surface under the microscope.
Understanding how it gets dirty is the second
The photographs oposite, taken under the microscope,
show that a new surface thats smooth and flat to the
naked eye becomes a mass of pits and craters and has a
honeycomb structure, which is hydrophilic, which means
it attracts and retains contaminants. Each of the millions
of pits and craters provides keys that lock in insoluble dirt
the material left behind after every conventional wash.
No amount of washing with ordinary detergents will
remove this. It will however, go on providing an adhesive
layer for further soiling by airborne contaminants like
exhaust fumes and unburnt fuel from cars, aircraft, and
railway engines, as well as industrial pollutants dissolved
in rainwater.
You will have seen this happen, at home without realising
it. When you replace a broken pane of glass, on the day
it is fitted it sparkles, but the existing pane alongside it
is dull. After a couple of months the new pane is dull like
the old one and no matter how hard you try, you cannot
restore the sparkle.
There has been a lot of interest in so-called Selfcleaning glasses. The reality is that there is no such
thing. Easy clean or Low maintenance is much nearer
the mark.
Above, weathered. Below: new.
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News
Assets, Equipment, Services and People
Mobile-First Design
Applications will be engineered to
publish standard application programming
interfaces (APIs) that further enable Infor
to differentiate on user experience through
responsive design that delivers real-time
data and analytics optimised for specific
mobile devices
Advanced Science
Powered by Infor Dynamic Science
Labs, applications will help companies
make decisions with the predictive power
of science, anticipating problems and
responding with solutions, uncovering
opportunities and recommending
next steps, and helping answer an
organisations most pressing questions
Infor XI builds upon the companys latest
enterprise release, Infor 10x, which was
delivered in 2013 and featured a reinvented
HTML5 user experience (SoHo), the Infor
Ming.le social collaboration platform, and
pervasive in-context analytics embedded
throughout workflows packaged within the
Infor ION integration framework.
Infor is delivering elements of Infor XI now,
and will roll the platform out across its product
suites, including Infor CloudSuiteTM industry
suites, enterprise resource planning (ERP),
enterprise asset management (EAM), human
capital management (HCM), customer
relationship management (CRM), and supply
chain management (SCM).
www.infor.com
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News
Assets, Equipment, Services and People
Innovation in Building
John Portman & Associates Yinchuan
Greenland Center (Yinchuan, China)
Morphosis Architects Emerson College
Los Angeles (California, United States)
MWM Architekci Sp. z o.o. Hotel Aramw
(Ustrzyki Dolne, Podkarpacie, Poland)
Innovation in Construction
Arabtec Construction LLC Fairmont Hotel
(Abu Dhabi, United Arab Emirates)
Jacobs EPC Success Using
ConstructSim (Houston, Texas, USA)
Michigan Department of Transportation
ProjectWise: A Change in Construction
(Michigan, United States)
Innovation in Government
City of Eindhoven 3D City and IFC
Integrated (Eindhoven, Noord-Brabant,
Netherlands)
Kokusai Kogyo Co., Ltd. Disaster
Prevention and Risk Reduction Project
(Nagano Prefecture, Japan)
Ordnance Survey Ireland A New
Authoritative Spatial Data Infrastructure
for Ireland (Dublin, Ireland)
Innovation in Land Development and
Management
Arup Civil BIM Implementation for
Campus Projects in Qatar (Doha, Qatar)
Barcelona Regional S.A. Sediment
Balance of the Beaches of Barcelona
(Barcelona, Spain)
Cathie Associates Montevideo
Multipurpose Harbour (Montevideo, Uruguay)
48
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Assets, Equipment, Services and People
Innovation in Roads
Engevix Engenharia, Themag Engenharia,
and Planservi Engenharia Santos
Guaruj Tunnel (Santos and Guaruj,
So Paulo, Brazil)
Washington State Department of
Transportation I-90: Snoqualmie Pass
East, Phase 1A through Phase 2A (Hyak,
Washington, United States)
Well-Connected Alliance The Waterview
Connection (Auckland, New Zealand)
Innovation in Structural Engineering
Beijing Building Construction Research
Institute Co., Ltd.; Beijing Institute of
Architectural Design; National Astronomical
Observatories, Chinese Academy of
Sciences Five-hundred-meter Aperture
Spherical Radio Telescope (FAST)
(Karst, Guizhou, China)
D&H Steel Construction Westgate
Footbridge (Waitakere, Auckland, New
Zealand)
Fitzpatrick Engineering Group
Octapharma Blood Plasma Facility
(Charlotte, North Carolina, United States)
Innovation in Utilities and
Communications Networks
China Southern Power Grid Research
Center Zhaotong Converter Station
(China)
ElectraNet Bentley Substation
Implementation and Integration into
ElectraNet SOP (Adelaide, South
Australia, Australia)
Time Warner Cable An Enterprise GIS
Strategy for Increased Revenue and Lower
Costs Using Bentleys Communications
Solution (Centennial, Colorado, USA)
49
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Assets, Equipment, Services and People
Safety on site:
Carrying out ladder safety audits and inspections
Ladders are an important fixture in any
industrial or commercial environment and
widely used by employees working at height.
Similar to any equipment, ladders will face
wear and damage over a period of time,
posing a risk to the users physical safety.
Ladder inspections at regular scheduled
intervals will identify any damage or
shortcoming, enabling rectification and
repair.
The Australian Standard governing the use
of portable and fixed ladders (AS-1892)
requires ladder inspections to be carried
out periodically to ensure safety for the
user. Regular and timely ladder inspections
can and will prevent injury to workers while
assisting the company comply with OH&S
legislations.
All ladders should be inspected at regular
intervals when not in use and a visual safety
inspection should preferably be conducted
before each use.
Statistics from the United States of America
and Australia on injuries caused by faulty
ladders indicate that more than 90,000
people receive emergency room treatment
for ladder-related injuries every year in the
USA; elevated falls account for over 500
occupational deaths annually; ladder-related
injuries have increased 50% over the last
10 years; and the most common type of
ladder-related injury, accounting for 32%, is
fracture.
50
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News
UAV Applications
Unlike conventional hyperspectral imagers,
which rely on intensive software efforts for
orthorectification, the OCI-UAV-1000 features
innovative True Push-broom where the imager
can move to scan at random speeds. The OCIUAV-2000 is a snapshot multispectral imager
that fundamentally eliminating artefacts caused by
vibrations in flight. These advancements significantly
reduce requirements on UAV/ROV integration.
BaySpec also provides ready-to-fly hyperspectral
total solutions. Augmenting the extreme
compactness with uncompromised performance,
automatic operation and data processing make
the OCI-UAV a straightforward system for
applications, such as: precision agriculture,
airborne mini UAV/ROV, remote sensing, ground
survey, forest survey, environmental studies, law
enforcement, forensics, security and defence,
mining and geology, oil and gas
exploration, ocean monitoring, among
others.
More information here:
http://www.applied-infrared.com.
au/?page_id=2231
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Assets, Equipment, Services and People
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Assets, Equipment, Services and People
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Assets, Equipment, Services and People
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Assets, Equipment, Services and People
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Articles
www.PhillipSlater.com
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Articles
Stores Purchasing Parts & Materials
Steve Landis
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Download
These 3 case studies using SPM systems were done at the SSAB 16 Pages
PDF Size 3.4MB
continuous casting plant in Lule in northern Sweden. Over the
years, SSAB has experienced numerous bearing failures in the oscillation drive
system, with production losses as a consequence.
During the measurement period lasting from September 5, 2013 to April, 2014, four
bearing failures were detected in the drive mechanism of the oscillating mould. At
the time of writing, one of the four bearings has been replaced while the other three
are being closely monitored.
Information on SPM products are available from www.spminstrument.com
and from info@aptgroup.com.au www.aptgroup.com.au/
Download
Download
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General Information
Len Bradshaw
Publisher / Editor
editor@theammj.com
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