Five to Ten Year Vision for CBM

1
Five to Ten Year Vision for CBM

• by
• John S. Mitchell
• for
• ATP Fall Meeting -- Condition Based Maintenance
  Workshop
• November 17, 1998, Atlanta Georgia

2
CBM -- Key Points

• Overview
• part of larger process (Asset Management)
• focus on highest value activities
• integrate information systems
• improve value and productivity
• Pathways being pursued in industry
• Challenges and barriers
• Future directions

3
Definition of CBM

• Maintenance action based on actual condition
  (objective evidence of need) obtained from
  in-situ, non-invasive tests, operating and
  condition measurements.
• does not include RCM, TPM or PM (RCM and TPM
  establish requirements and processes)
• RCM -- Reliability Centered Maintenance
• TPM -- Total Productive Maintenance
• PM -- Planned (time based) Maintenance

4
Value of CBM

• Condition Measurements required for CBM uniquely
  predict ability to meet mission requirements on
  time, cost and quality
• Increase ability to capitalize on opportunities
• Reduce lifetime cost of ownership
• assure optimum efficiency
• minimize failures threats to safety, direct and
  collateral damage to equipment
• safely reduce / eliminate PM (Planned
  Maintenance)
• identify chronic defects, individual and class
• provide guidelines for new equipment purchase
• effectively prioritize decreasing resources

5
Part of larger process

• Optimized lifetime ownership
• begins at design
• includes procurement, installation, operation and
  maintenance
• CBM, PM and operate-to-failure utilized in
  optimum combination
• financial prioritization -- EVA (Economic Value
  Added)
• necessitates training and focus on quality
• demands continuous improvement
• information is crucial

6
Focus on high value activities

• Understand business drivers
• requirements to gain business acceptance
• Prioritize scarce resources
• what and where are most costly problems
• Prognosis, remaining lifetime
• functional failures
• optimum time to repair, including financial
• spare parts (logistics) management
• Statistical mining to identify common defects
• Increase reliability

7
Integrate information systems

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

8
Improve value and productivity

• Increase reliability
• design changes to eliminate defects, chronic
  problems and maintenance requirements
• improve materials and coatings
• Maintainability
• safe, quick access
• simplify tasks
• Task instructions
• safety precautions, spare parts, tools

9
Pathways being pursued

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

10
Pathways being pursued, cont.

• Increase reliability
• prioritized RCFA (Root Cause Failure Analysis)
• Improved metrics -- EVA
• Open systems
• OPC (OLE for Process Control)
• STEP (STandard for Exchange of Product model data
  -- ISO 10303)
• MIMOSA (Machinery Information Management Open
  System Alliance -- www.mimosa.org)

11
Opportunity

• Providing accurate, actionable decision support
  to multiple levels in an organization is largest
  unfilled opportunity in manufacturing and process
  industries.
• planning and scheduling (MRP/ERP)
• process operations and control (DCS)
• maintenance, Asset Management
• Constructing an open platform and interoperable
  infrastructure on which to build comprehensive
  decision support is greatest unfilled requirement
  for effective CBM.

12
Challenges and barriers

• Terminology differences
• CBM
• diagnostics
• Cultural differences between communities
• difficulty to accept alternate perspectives
• Demonstrate value in a cost directed world
• economic model -- EVA
• mission effectiveness
• spare parts management
• Installed cost per machine for permanent
  monitoring
• manual CM lt100-150/machine/year

13
Challenges and barriers, cont.

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

14
Future direction

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

15
Summary

• Reduce lifetime cost of ownership
• eliminate defects
• design improvements
• improve maintainability
• optimize lifetime care -- CBM, PM, run-to-failure
• demonstrate results in terms of compelling
  financial benefits

16
Summary, cont.

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

17
Summary, cont.

• Use developing industry components and standards
• Windows NT, COM/DCOM, Java
• COM -- Component Object Model
• DCOM -- Distributed COM
• industrial infrastructure, programming, C
• OPC, STEP, MIMOSA
• OPC -- OLE for Process Control
• STEP -- Standard for Exchange of Product model
  data ISO 10303
• MIMOSA -- Machinery Information Open Systems
  Alliance
• smart sensors pIEEE 1451.1,2,3,4
• Safety Instrumented Systems / Safety Integrity
  Level dIEC 61508

18
Some closing comments

• Infrastructure before components
• Connectivity does not assure communications
• telephone -- language
• Interoperability drives technology
• Capitalizing on opportunity creates far more
  value than cost avoidance
• profit center -- cost center
• Technology unification is mandatory

19
The End -- Thank You For Your Attention