By: George Santos Norat, PE
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perator Asset Care (OAC) is a well known tool, part of Asset Reliability Programs, closely linked to Total Productive Maintenance initiatives. It consists of the
transfering of simple maintenance tasks to asset operators that are typically performed
by Maintenace Group personnel.
Although it sounds like a simple statement, the reality is that the success in
the implementation of OAC
initiatives is reduced, in most cases, because the team morale during this type
of implementation may drop. This article will provide practical guidance on how to implement an OAC program.
In my
professional career as a manufacturing/engineering team leader, I learned that
the operators/mechanics are your most valuable resource during the
implementation of OAC. They are the
ones who hold the required experience handling the asset under evaluation on a
day to day basis. This knowledge would include most common failures/operational
errors, equipment limitations to process requirements (speed, torque, etc.),
among several others. Most of the time this background is misrecognized,
creating the first pitfall in the implementation of OAC initiatives. At this
point, team building methodology should be closely followed by a team
facilitator to ensure success.
The
engineering side of a TPM program is the easiest one to implement, the “cultural
aspect” is the most difficult to deal with, and failure to close this “abyss”
between maintenance and manufacturing groups is proportional to the success of
this implementation. The focus of the change should be aligned to a methodic
plan assuring the “buy in” of the concept among team members. That’s why it is
recommended to keep the technical side simple, until manufacturing/engineering
team players develop the teamwork environment.
One single
asset should be carefully selected to begin the pilot implementation. This keeps
the team focused in one asset while it is in the learning process of the
initiative. Results are most likely to be achieved and team morale is
sustained. This results in higher probability of success.
Most of the
tasks should be aligned around inspections that would be conducted by the operations
personnel. However, these tasks should be selected carefully, considering aspects
such as why is it important to do it and defining a measurable evaluation of
the inspection being conducted. Relevant information required for the task
should be agreed upon by the team, along with the rationale behind this relevancy.
This rationale will “double check” for the importance of how reliable is the
selected task being performed.
There is one
potential pitfall that I will strongly warn against, and it is that subjective
results should be avoided at all cost as a result of an inspection. However, we can employ tools that can help us
interpret subjective tasks as data that can be measurable. For example, any
operator should be familiar with the typical temperature of a part. How can
this part be diagnosed as being too hot? Instead of touching the part (which
would yield subjective results), temperature indicating tape could be placed
over the part and thus convert potentially subjective data into the measurable
type.
Tasks to include in an inspection should
include:
Visual
§ Oil /
Lubricant level (lack of lubrication)
§ Debris
presence below belts (indicating misalignment)
§ Pressure,
Flow, Temperature within range (measuring gauges should be tagged in green with
proper operational range)
§ Lamp test
(detect blown indicating lights)
§ Oil
presence in equipment (oil leaks, worn seals, loose connector, oil
overpressure)
§ Debris
below belts (misalignment of drive mechanisms)
Hearing
§ “Hissing”
lines Y/N? (Loose pneumatic connection, compressed air/nitrogen leaks)
§ Noise Y/N?
(Loose mechanical components)
§ Arcing
(electrical components)
Tactile
§ Excessive
vibration using a vibration screening tool (loose mechanical component)
§ Overheat
using temperature indicating tape ( overload component)
§ Belt
tension (to avoid wear and tear)
Note that the
rationale for each inspection was added, aimed at demonstrating that the
inspection may lead to detection of faulty components. By understanding the
“why”, the operator will conduct the inspection effectively and properly.
This is the
most critical part of the initiative, because this is the tool that keeps you
and top management updated of the results regarding the effort being conducted.
Metrics should be geared around the established goals and the company’s needs. Examples of typical goals to follow in a
proactive way are:
§ # of
inspections on time
§ # of
potential failures detected
§ % scheduled
repairs
§ % failures
repaired
§ % asset
availability
§ % quality
defects
§ % time
asset performance as per process design
Visible
metrics should be posted; the purpose being that of “advertising” the
initiative and attract potential prospects to the OAC concept.
OAC is a proactive maintenance
initiative that optimizes equipment reliability by means of periodical
inspections to detect potential failures, and although it may look like a
simple process, underestimating its implementation is the most common cause of
its collapse. By employing the most experienced resources as operators/mechanics
and having well defined information handling tools, equipment condition can be
maintained in optimal shape. Careful steps should be followed to ensure a solid
teamwork environment that will ensure the success of the implementation. As with
any team effort, it requires dedication, commitment, and the willingness to begin
improving now.