Un - UD04-Administración Del Mantenimiento Predictivo

Curso: Gestión de Equipo Pesado
Especialidad: Mantenimiento de Maquinaria

Pesada
6to Semestre
Profesor: Darío Frías

TECSUP 2018
Mantenimiento de Maquinaria Pesada 1

RESUMEN DE LA SESIÓN
WHAT IS
PREVENTIVE CUADRO DE
MAINTENANCE PRELACIONES
CALENDARIO
DE GRAFICO PERT
EJECUCIÓN
PREVENTIVE
MAINTENANCE
PERT
DIAGRAMA
TIEMPOS PERT
DE GANTT
PM PROCESS
OVERVIEW
• 2.1. STRATEGY
• 2.2. PLANNING & HOLGURAS Y MATRIZ DE
SCHEDULING CAMINO
• 2.3.
CRITICO ZADERENKO
METODOLOGIA
PERT

UNIDAD 5
MANTENIMIENTO BASADO EN LA CONDICIÓN (M.
PREDICTIVO)
SESIÓN: 7
CAPACIDADES TERMINALES
• Diseñar sistemas de gestión de la producción y
disponibilidad del Equipo Pesado; planificando,
controlando y administrando los equipos con el
objetivo de lograr su máxima productividad al menor
coste
• Elaborar el planeamiento eficaz del ciclo operacional
de los equipos pesados, proyectando los costos
derivados de la operación.
• Evaluar la factibilidad técnica y económica para la
adquisición y reemplazo del equipo pesado.

COMPETENCIA ESPECIFICA
• At the end of this module you will be able to :
Define & explain what Condition Monitoring (CM) is and
why it’s important to your mine site
Identify & describe the (5) elements of Condition Monitoring
and how your site teams can benefit from them
Identify & explain the performance metrics that pertain to
Condition Monitoring
Backlog Management process
Backlog Management metrics

CONTENIDOS DE LA SESIÓN
• Why is CM Important?
• What is Condition Monitoring?
• CM Process Overview
• Managing the Process
• Backlog Management process
• Backlog Management metrics

Why is CM Important?
• The First Step in Problem / Failure Avoidance is
Awareness of Potential Problems.
• CM is a Key Contributor to Support Equipment
Availability & Reduce Operating Cost.
• Close and Regular Monitoring Enables:
• Contribution to Maximize MTBF.
• Maximize Equipment Component Life
• Unscheduled Repairs:
• Cost More People:
• Increase Resource Needs Exponentially.
• Cost More $$$$:
• Can be up to 15x more than Similar Scheduled
Repairs.
• A CM Based M&R Strategy Provides Opportunities to:

• Increase Productivity
• Reduce Costs
• Control Risk

What is Condition Monitoring?
Global Mining definition of Condition Monitoring :
“Processes that facilitate timely and accurate
detection of changes in equipment health,
operation and application severity in support
of a repair-before-failure maintenance strategy”.

CM Goals & Objectives
“Timely detection of abnormal conditions to support Failures
Prevention and the Optimization of Component Life”
Support Failure Prevention by timely detection of conditions

Support MTBF results
Effective prioritization to enable Planning & Scheduling to
manage and control the impact of failures
Constant and Effective contribution to planning through
precise / accurate recommendations
Effective and focused detection of potential failures
Quantifiable positive contribution to M&R cost results

CM: What is included?
Operator Inspection
Equipment Field Inspection

Pre PM Inspection
Inspections
During PM Inspection
Post PM Inspection
Electronic PCR Inspection (Pre, During, Post)
Machine Data Machine Systems Performance Tests (TA1/TA2)
Fluid Analysis
Site Conditions /
Application E q u ip . No :
T y p e of I ns pec t ion :
S ym p t o m :
A c tio n :
S ys tem :
E q u ip . N o :
BAC KL O G R E CO R D F OR M
O p er at or
D ate
F ie ld
BAC KL O G R E CO R D F O RM
D ate
R ef e r e n c e N o .
W . O r de r N o .
P rev e nt iv e M a in t. O th er
R ef e r e n c e N o .
W . O r de r N o .
1 000 E ngi ne T y p e of I3 ns
101pec
T ortque
ionC:on v. O p e r at430
or 0 S teerin g F i eld P rev e n tive
7000 B asi c M ach. 950M0 aVin
artious
. O th e r
1 400 E lect rical
S ym p
3 000 Tr ansm ission
4 050 Fi nal D ri ve
t o 4m250: Br akes B AC KL
505 0 H yd r auli c
550 0 T ir es
7200OG R nsE CO R
S usp ensio
7320 A /C
960 D FO
0 F actor y MRM
odif.
A c tio n : Eq u ip . N o : D ate R ef e ren ce N o .

P r io r ity : Ur g e n t N e xt P M W he n P o ss ib le M on ito r
W . O r de r N o .
S y stem : E st i m a t e o f Re p a i r T i m e s
1 000 E ngi ne 3 101 T orque C on v. 4300 S teer in g 7000 B asi c M ach. 950 0 V ar ious
M a ch in e H o ur s T y p e of I ns pe H ct
r. i on : O p e r a to r M a n H ou rs F i eld HPr. re ve n tive M ai nt . Oth e r
1 400 E lect rical 4 050 Fi nal D ri ve 5050 H yd r auli c 7200 S usp ensio ns 960 0 F actor y M odif .
3 000 Tr ansm ission
S y m p t o 4m250: B rakes 5500 T ir es 7320 A / C
P ar t s R e q ue st
It em Q u an tityP r io r ity
P a :rt N um
Acb er
tio n : U r ge n tD e scr ip tio n Ne xt P M P ag e W he n
Item P oss
O ib le rva ti o ns
b se M on ito r
1 E st i m at e o f Re p a i r T im es
3 S y ste m :
Work Order History

4 M1
a 000
ch in Ee ngi
H one
ur s 3 101 HT orque
r. Con v. 4300MSateer
n Hinou
g rs H r.
7000 Basi c M ach. 950 0 V ar ious
5 1 400 E lectrical 4 050 Fi nal D r i ve 5050 H yd rauli c 7200 Susp ensio ns 960 0 F act ory M odif .
6 3 000 Tr ansm ission 4 250 B rakes 5500 T ires 7320 A/ C
P a r t s R e q ue st
7 I tem Q u an tityP r io P art
r ity : N um b er U r g en tD e scr ip t io n Ne x t P M P ag e Item
W h en O bble
P o ssi se rva ti o ns M o nito r
8
1
9 3 E s t im at e o f Re p a i r T im es
10
4
11 M a ch in e H o ur s H r. M a n H ou rs H r.
5
12
6
13 7 P a r t s Re q ue s t
14 8 I tem Q u an tity P art N um b er D e scr ip t io n P ag e It em O b se rva ti o ns
15 9 1
10 3 O r d e r N um be r
4
& Backlog
11
12 5
13 6 To oli n g, C o ns u m a b l es a nd S up por t E qui pm e nt

L ift T ruck 14 L iqui d N 7itr ogen
C ran e Jack 8
15
T ire E qui pm ent W ashi ng9
O rd er N um be r
10
Re q u e ste d b y: 11
E st im a te d A rr iv a l Da te
S u p ervi so r A p p ro va l 12 P ar t s A r riv a l Da t e
To oli n g, Co ns u m a b l es and S up por t E qui pm e nt
13
K e y pu n ch e d LOK
if t Truck L iqui d N itr ogen
C r ane 14 Jack
T ir e E qui pm ent 15 W ashi ng
O rd er N um be r
Re qu e ste d b y: E s tim a te d A rr iva l Da te
S u p ervi so r A p p ro v al P a r ts A r riv a l Da t e
K e y pu n ch e d OK To ol in g, Co ns u m a b l e s and S up por t E qui pm e nt

L if t Truck L iqui d N itr ogen
C r ane Jack
T ir e E qui pm ent W ashi ng
Re q ue ste d b y : E s tim a t ed A rr iva l Da te

S u p e rv is or A p p ro v al P a r ts A r ri va l Da t e
K e y p un c he d O K

Symptom Detection Repair Failure
Planning
?
Time
Regular Monitoring & Analysis
Performance Range
Condition
(Upper & Lower Limits)
Time (Hours) (Use)

CM Process Overview
The Condition Monitoring process is most easily understood
by breaking it down into 6 distinctive stages / phases
1 STRATEGY Plan to obtain specific Outcome(s)
DESIGN &
2 CM routines design, resources allocation &
IMPLEMENT
Implementation
3 EXECUTION CM routines operating and delivering results
4 INTERPRETATION Data collection and Interpretation
5 RECOMMENDATION Deliver Recommendations
PROCESS
6 MANAGEMENT Measure Results - Manage

CM Strategy
1
• Consider when establishing
the Maintenance Strategy
Maintenance Strategy Elements
• Involve
… the entire organization
What … Mission
• Document Why … Goals & Objectives
… written document
How … Precise Instructions
• Give Access With What … Resources
… Provide “Google Access” When … Frequency
Where are We … Control
• Keep it Updated
… Dynamic A clear and comprehensive Strategy is critical
for the implementation, standardization,
execution and sustainability of processes

Design & Implement CM routines
• Design Condition Monitoring 2

routines
• Content
• Frequency
• Procedures
• Resources
• Assign Resources
• People
• Tools & Equipment
• Transportation
• …
• Implement routines
• Test routines – Dry run
• CM Routines ready to operate

CM Strategy & CM Routines
• CM Strategy or SOP (Standard Operating Procedure) 1 2
• “Foundation” of the House
• Without Clear Definition, the CM Process Cannot be Adequately
Executed, Managed, or Improved
Continuous Improvement
CM Performance Metrics
Electronic Data
Fluids Analysis
WO History
Inspections
Application
CM Strategy or SOP (Standard Operating Procedure)

(What, Who, When, Where, How, Duration, Metrics)

CM: Execution
• Many Condition Monitoring Routines
Required Intimate Contact with
Equipment / Machines.
– Climbing On or Under, Connecting To,
Etc.
– “Touching & Feeling”
• It’s Critically Important that

All CM Routines Are
Completed Safely….!!!

#1: Inspections
• Operator Inspections
• Daily / Period Inspections
Equipment • Pre-PM Inspections
Inspections • PM Inspections
• Post-PM Inspections
• Pre-PCR Inspections
Electronic • PCR Inspections
Machine Data • Post-PCR Inspections
• Machine Systems
• Performance Tests / TA1 + TA2
Fluid Analysis
BAC KL OG R E CO R D F OR M
E q u ip . N o : D at e R e f e re n c e N o .
W . O r de r N o .
O p e r a to r F i e ld
T y p e of I ns pe c t ion :
B AC KL O G R PEreC
v e n tiv e M a i n t.
OR D F O RM Oth e r
S ym p to m :
E q u ip . No : D ate R e f e re n c e N o .
A c tio n : W . O r de r N o .
S y s tem :
1 0 00 E n gi n e T y p e of 3I ns
101pe c t ion
T orq : n v.
ue Co O p e r a 43
to 00
r St e erin g F i e ld 70 00 Ba si c M achP
. re v e ntiv9e50Ma
0 Vi ar
n t.io us Oth e r
1 4 00 E lec t ric al 4 050 Fi n al Dri v e
S y m p t o 4m250: B rak es
3 0 00 Tr a ns m is sion
BAC KL
50 50 Hy d rau li c
55 00 Tires
72 00OG Rio nsE CO R
Su sp e ns
73 20 A/ C
9 60 D
0 F acF OR
t ory M od ifM
.
E q u ip . N o : D at e R e f e r en c e N o .
P r io rity : A c tio n : U rgent Ne x t P M W h e n P o ssi b le M o nito r
W . O r de r N o .
S y s te m : E s t im a t e o f Re p a i r T im e s
Site Conditions /
1 00 0 E ng i ne 3 1 01 T o rqu e Con v. 4 30 0 S t ee rin g 7 00 0 B as i c M a ch. 95 0 0 V ar iou s
M a ch in e H o u rs T y p e of I nspe Hcr. t ion : O p e r ato r M a n H ou rs F i e ld HPr. re v e n tiv e M a i n t. Oth e r
1 40 0 E le ct rica l 4 0 50 Fi na l Dri ve 5 05 0 Hyd ra uli c 7 20 0 S us p en sio n s 96 0 0 F a ct o ry M o dif .
3 00 0 Tr an sm iss ioSny m p t o 4m2 50: B ra ke s 5 50 0 T ire s 7 32 0 A / C
P a rt s Re q ue s t
Item Q u an t it yP rio rity : N um
P a rt Acb etio
r n : Ur ge n tD e s cr ip t io n N ex t P M P ag e W
Item h en P o ss
O ibbse
le rv a ti o ns M o n ito r
1
E s t im a t e o f R e p ai r T im e s
3 S y s tem :
4 M1
a0c 00
h in En
e Hgi on e
urs 3 101 HT orq
r. ue Co n v. 43 00MSat n H ou
eerin g rs 70 00 B asi c M acHh.r. 9 50 0 V ar io us
5 1 4 00 Elec t ric al 4 050 Fi n al Dri v e 50 50 Hyd rau li c 72 00 S usp e ns io ns 9 60 0 F ac t ory M od if .
6 3 0 00 Tr a ns m ission 4 250 B rak es 55 00 T ires 73 20 A / C
P a r t s R e q ue s t
7 I t em Q u a n t it y P art N u m b er
P r io rity : U r g e n tD e scr ip t io n Ne x t P M P ag e I t em O b s e rva tio n s
W h e n P o ss ib le M o n ito r
8
1
9 3 E s t im a t e o f Re p a i r T im e s
10
4
11 M a ch in e H o u rs H r. M a n H ou rs H r.
5
12
6
Application
13 7 P a rt s Re q ue s t
14 8 Item Q u an t it y P a rt N um b e r D e s cr ip t io n P ag e It e m O b se rv a ti o ns
15 9 1
10 3 O rd e r N um b e r
11 4
12 5
13 6 To olin g, C o ns u m a b les a nd S up port E qui pm e nt

L if t Tru ck 14 L iqu i d N 7itr oge n
C rane Ja ck 8
15
T ire E qu i pm ent W ash i ng9
O rd er N um be r
10
R e q u e ste d b y : 11
E s tim a te d A rr iv a l D a te
S u pe rv i s o r A p p ro v a l 12 P a r ts A r ri va l Da t e
To olin g, Co ns u m a b le s a nd S up por t E qui pm e nt
13
K e yp u n c h e d LOK
if t Truc k L iqui d N itr o gen
C ra ne 14 J ac k
T ire Eq ui p m e nt 15 W a shi n g
O rd e r N u m b e r
Re q ue ste d by : E s tim a te d A rr iv a l Da te
S u p e rv i s o r A p p ro va l P a r ts A r ri v a l D a t e
To olin g, C o ns u m a b les a nd S up port E qui pm e nt
Key punc hed OK
L if t Truck L iq ui d N itr oge n
C ran e Ja ck
T ire E qu i pm ent W ash i ng
R e q u e ste d b y : E s tim a te d A rr iv a l Da te
S u p erv i s o r A p p ro v a l P a r ts A r ri v al Da t e
K e y pu n c h e d OK
Work Order History

& Backlog

#1: Inspections
• Many Inspection Types
– Some Complement Each Other
• Different Scope of Work
• Different Time Allowed
– Some Duplicate (Increase Chance to Detect)
• Operator (“Fit-for-Use”)
• Daily / Periodic Inspection • What Manpower Exists?
• Pre-PM Inspection (Prep for PM) • How and When to
Perform Inspections?
• During PM Inspection • What Training is
– Large Window of Opportunity for CM Required?
• How to Get Information
• Post PM Inspection (Quality) to the Right People?
• Performance Tests
• PCR Inspections (Pre, During, Post) Prep &
Quality

#1: Inspections: Operator
• Quick and Easy to Complete
– Goal: Ensure Machine is “Fit for Use”
• Focus / Targets:
– Easy to Perform (Low Technical Content)
– Get the Most of the Operator Expertise
• Guided by Checklists for:

• Clear “Go” & “No-Go” Criteria
• Recordkeeping
• Output:
– Written Output (Not Verbal)
– Capture Visual
– Capture Operational

#1: Inspections: Daily or Periodic
• Goal: Identify Machine Defects Requiring Action
– Backlogs + Critical Faults
• Performed by Technical People

– Training + Focus on Prevention
• Primary Visual (Use Good Checklist)
• Use All Available “Windows of Opportunity”
• Must be Supported by Planning.

• Machine Ranking, Pending Backlogs, Top Problems Lists
• Primary Point of Contact with Operators

#1: Inspections: Daily or Periodic (Fuel Bay)
• Advantages:
– Opportunity to Use Window of Opportunity
• Use Refueling Stop to Perform Multiple Tasks
– Impact on Fleet KPIs (Availability, MTBS, etc.).
• Disadvantages:
– Limited Time to Refuel
– Need to Clearly Define “Scope-of-Work”
– Need to Appropriately Structure
Resources, Time, & Expectations.

#1: Inspections: During PM
• Location: Shop or Field
• Large Window to Perform
• Requirements for
Effectiveness:
– Detailed Checklists
– Performed by Trained People
– Cleaned / Washed Machine
• Outputs:
– Validate Backlogs (Pending)
– Validate Backlogs (Executed)
– Fix Defects Detailed PM Checklists
– Opportunity to Assess CM
Detection Level

#1: Inspections: Performance Tests (TA1/TA2)
• Machine Systems & Operational Checks

• Starts at Commissioning
• Periodic to Verify Performance
(During Life Cycle)
ERS System
ERS Motor Performance Tests
1) Moving Tests
2) Wear Measures

#1: Inspections: Performance Tests (Checklist)
• Documented Procedures &

Performance Criteria
– Some Tests Included in PM Routines or
Pre-PM Inspections

#1: Inspections: Other Tools
• What Other Tools Can be Considered to Improve CM
Efficiency or Effectiveness?
– Tooling: Conventional or Other
• Temperature Guns?
• Photo or Laser Tachometer?
• Thermal Imaging?
• Other?
Thermal Camera Can “See” a Hot

Joint in TTT Tracks (Dry Joint?)

#2: Electronic Machine Data
• ET (Electronic Technician)
Equipment • VIMS™ (Vital Information
Inspections Management System)
• SIBAS / MIDAS
Electronic • BCS
Machine Data
Fluid Analysis
Site Conditions /
Application
Work Order History

& Backlog

#2: Electronic Machine Data: VIMS + Other
Systems
• Machine & Component ECM Information
– ET: All Cat® Machines
– VIMS: LMT, LWL, Other
– SIBAS / MIDAS: ERS Products
– BCS: HMS Product
ERS Info: Examples of

Machine Information

#2: Electronic Data: Technology Solutions
• Technology for CM (Minestar • Intervention Still
Health™, ECA, Product Link™,): Needed
– Efficiency:
• Data Collection – Define Maintenance
• Data Analysis & Interpretation Activities (Investigate,
• Data Reporting / Recommended Corrective Troubleshoot, Repair
Actions
Planning)
– Effectiveness:
• Data Analysis & Interpretation
“Exception Reports” for Efficiency:
• No Action Needed (No Color)
• Action Needed (Red, Blue, Orange)

#3: Fluid Analysis
• SOS Analysis (Scheduled Oil Sampling)
Equipment • Coolant Analysis
Inspections • Fluid Consumption (Make-Up)
• Magnetic Plug Inspections
• Filter Inspections
Electronic • Screen Inspections
Machine Data • ISO Particle Count
• Ferrous & Non-Ferrous Debris
Fluid Analysis
Site Conditions /
Application
Work Order History

& Backlog

#3: Fluid Analysis: SOS Analysis
• Where is SOS Analysis Performed?
– Cat Lab?
– Dealer Lab?
– External Lab?
• How Long Does it Take to Get Samples to the Lab?
• What is the Turnaround Time for SOS Results?
• SOS Consists of Three Main Sampling Programs

– Wear Metals Analysis
– Oil Condition Analysis
– Chemical & Physical Analysis

#3: Fluid Analysis: SOS Analysis
• Wear Metals • Chemical &
– Copper Physical:
– Iron – Water
– Chromium – Fuel • Oil Condition:
– Lead – Particle Count – Soot
– Aluminum – Filtergram – Oxidation
– Silicon – TBN / TAN – Nitration
– Sodium – Viscosity – Sulfur
– Molybdenum – Particle Quantifier

#3: Fluids: Inspections (Various)
• SOS Analysis Typically Only
Measures Particle Size up to 14
Microns
– Cannot Rely on SOS Only
• Other Actions are Required:

– Inspect: Magnetic Plugs
– Inspect: Magnetic Screens
– Inspect: Fluid Filters
– Inspect: Screens & Strainers

#3: Fluids: Magnetic Plug Inspections
• Inspected then Information Stored for Future Reference
– Photographed, Severity Rating of Material, Amount of Material
– Compartment, Hours: Machine, Oil, and Component
Machine Hours: 840

Oil Hours: 840
Axle Hours: 840
PM Insp: 1
Iso Code: 21/17
Iron ppm: 33
Machine Hours: 569

Oil Hours: 569
Axle Hours: 569
PM Insp: 2
Iso Code: 22/18
Trend
Iron ppm: 30
Machine Hours: 260

Oil Hours: 260
Axle Hours: 260
PM Insp: 1
Iso Code:22/18
Iron ppm: 30

#3: Fluids: Filter Inspections
• Inspected for Large
Debris that SOS May
Not Find.
– Bearing Material
– Contaminants in Oil
– Foreign Debris

#3: Fluids: Magnetic Filters & Screens
• Inspect Filters & Screens for Debris that ERS HydraCrowd™:
Return Screens / Strainers
SOSsm May Not Measure
ERS Hoist Gear: Grease
• Verify Sufficient Removed to Inspect
Lubrication for Gear
Life / Performance
ERS Swing Gear: Insufficient

Grease to Lubricate and Good
Minimize Wear
Good Condition
Ferrous & Wear Band

Poor Condition

#3: Fluids: Keys to Success (SOS Sampling)
• Take & Handle Samples Correctly.
• Correct Bad Practices.
• Submit Promptly to the Lab.

#3: Fluids: Keys to Success (SOS Sampling)
• Ensure Samples are

Taken:
– From Recommended
Compartments 11
– At the Correct Frequency
Examples of SOSsm Trays (By Machine).

Clearly Denotes Machine Compartment & Quantity

#4: Site Conditions / Application
• Site Conditions
Equipment • Payload (10/10/20)
Inspections • Haul Road Conditions
• Machine Operation / Use
(Operator Behavior)
Electronic
Machine Data
Fluid Analysis
Site Conditions /
Application
Work Order History

& Backlog

#4: Site Conditions / Application Monitoring
• Understand the Mine / Site

– Current Conditions & Operations
– Future Mine Plans or Expansions
• Identify Operations:
– Permanent + Temporary
• Identify Characteristics of Operational Circuits

– Regular Pit Observations (Measurements, Timing, Data &
Analysis)
– Identify Areas to Improve
• Define + Track + Monitor Operational Parameters

– Operator Practices, Fuel Consumption, Haul Distance, % on
Grade
• Improve Application or Modify Maintenance Strategy

How Are the Operating Conditions of these Machines?
How Are the Machines Being Used?
Are They in Line with dealer Recommendations?
Are They in Line with Your Site’s LCC & Maintenance Plan?

• Observe & Measure:

– Photos, Timing, Electronic Data, Other
• Define Improvement Opportunities
• Change the Plan
– CM and/or M&R Strategy (i.e. PCR Targets)
– Include Actions in Site Improvement Plan
• Application or Training Changes? M&R? Other?
ERS: Propel is ~10.5%
of Total Machine Hours !!
What’s This Mean?

What To Do With This?
Do We Change the Plan?
TTT: Travel Forward Distance

is Much Higher than Reverse

#5: Work Order History (Learning From Failures)
• Learning from Failures

Equipment • Work Order History
Inspections • Backlog
• Pareto Analysis
• Root Cause Analysis
Electronic
Machine Data
Fluid Analysis
Site Conditions /
Application
Work Order History

& Backlog

History Might Be Scary…….
• Analyze Repair History
Maybe It’s Something We Don’t
• But Why? Want to Be Reminded About…
• Learning is Critical to Ensure

History Doesn’t Repeat Itself
– Analyze Failures
– Analyze Effectiveness of
Equipment Management Routines
• What Am I Detecting?
• What Am I NOT Detecting?
– Implement Corrective Actions…!!!
As Improvements are Implemented,
The Scenery Looks Better and Better
Over Time…

#5: Work Order History (Learning from Failures)
• We Have to Understand / Analyze the Whole Picture

• Purpose: Take Action to Modify / Improve Your CM Plan
Learning from Failures

• On-Site
• Other Mining
Condition Monitoring Plan
Operations
• Inspections
• Factory or Regional • Operator, Daily / Periodic
Programs • Pre-PM, PM, Post-PM • Data
Inputs • Pre-PCR, PCR, Post-PCR • Analysis
• Machine Systems Performance Tests
• Interpretation
• Electronic Data • Action
• ET, VIMS, SIBAS, BCS
• Fluids Analysis
The • SOS, Magnetic Plugs, Filters, Screens
Picture… • Site Conditions / Application
• Learning from Failures The
Interpretation…

• Learning From Failures:

– On-Site
– Other Mining Operations
• Repair History: • Repair History

– Pareto Analysis – Analyze Failures:
– Top Issues: • Root Cause of Critical Events
• Top 10: By Downtime (MTTR) – Simplified RCA
• Top 10: By Frequency (MTBS) – Applied Failure Analysis (AFA)
• Top 10: By Cost – Analyze Effectiveness of
Corrective Action:
• Repair Actions (Permanent or
Temporary Solutions)
• Detection Process (Prevention
Plan)
Top 10 Summary
(Downtime Hours)

• Failure Analysis
– Simplified Analysis
– Applied Failure
Analysis (AFA)
• What Failed or Caused the

Shutdown?
• How Did it Fail?
• Why Did it Fail?
• Should We Expect More
Failures?
• How Can We Prevent More
Failures?

• Initiate the CI Process to Improve M&R Execution

– What Adjustments are Needed?
– How Can We Improve: CM Detection, Repair Execution, P&S,…?
Continuous Improvement Process

Managing the Process
Define Process Outcome
(Expected Product)
Measure & Observe Trend Define Goals/Outcomes
Define & Apply Goals

(Goals, Targets, Benchmarks) Measure
Analyze – Detect Deviations
Determine Corrective Actions Analyze
Identify Implementation
Accountabilities Corrective Action
Implement
Follow Up (3W)
Implement – Follow Up
Validate Solutions

CM Product
What do we need to DO to meet the expected How do we Measure (KPI’s)
outcome:
Effective Failures Prevention MTBF

Failure Reduction
Manage Failures Impact

% unavailability due to Unscheduled Events
Effective CM Contribution / Effort Total Backlogs Generated

Backlogs generated by Origin
Effective Detection Detection Level

% of Failures without CM warning
Work on Target % Backlogs generated in Top Ten Problems
Valuable CM Contribution CM Cost Savings

CM Failures - MTBF
MTBF: Average operation hours between Failures. Inverse of
Failure Frequency
Unavailability Unscheduled Repair - MTBF

6% 350
300
Unavailability Unsch Repair
5%
250
4%
200 MTBF
3%
150
2%
100
1% 50
0% -
Failures may be caused by product
Jun-13
Jul-13
Oct-13
Nov-13
Dec-13
Apr-13
May-13
Aug-13
Sep-13
Jan-14
Feb-14
Mar-14
Unavailability - Unsch. Repairs Target

problems, equipment management
ineffectiveness (Maintenance &
Application)

CM Failure Reduction
Failure Reduction: Unscheduled hours of the period compared
with last 6 months (rolling average)
Failure Reduction - Backlog Generated

20% 800
15% 700
10% 600 Backlog Generated
It quantifies the Trend of Failures

Failure Reduction
5% 500
0% 400
-5% 300
calculated based on Failures Downtime
-10% 200 The result can be Positive or Negative
-15% 100
+ = Positive Result
-20% -
- = Negative Result
Apr-13
May-13
Jun-13
Oct-13
Jan-14
Feb-14
Mar-14
Jul-13
Aug-13
Sep-13
Nov-13
Dec-13
Failure Reduction Target BL Gen P2&P3

Unavailability due to Unscheduled Stops -
Failures
Unscheduled Unavailability : Percentage of unavailability due
to Non-Scheduled Stops
Unavailability Unscheduled Repair - MTBF

6% 350
Indication of the severity of

Unavailability Unsch Repair
5% 300
4%
250
the unscheduled events. It
MTBF
200
3%
150
evaluates the direct impact of
2%
100 Failures in the Equipment
1% 50 Availability Target
0% -
Jun-13
Jul-13
Sep-13
Oct-13
Nov-13
Dec-13
Feb-14
Apr-13
May-13
Aug-13
Jan-14
Mar-14
Unavailability - Unsch. Repairs Target MTBF Target

CM Value Proposition
Saving CM: Total Saving generated as a result of the
recommendations /work of Condition Monitoring
The total savings generated as a result

of Condition Monitoring must be
always higher than the
implementation and execution costs of
running the CM routines / process /
program

Backlog Generation
Backlogs Gen.: Total Backlogs Generated (TBG) in the
Period
Failure Reduction - Backlog Generated

20% 800
15% 700
10% 600
Backlog Generated
This KPI evaluates the Effort and the
Failure Reduction
5% 500
0% 400
-5% 300
“Detection Capability” of Condition
-10% 200 Monitoring
-15% 100
-20% -
Apr-13
May-13
Jun-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Feb-14
Mar-14
Jul-13
Aug-13
Failure Reduction Target BL Gen P2&P3

Backlog Generated by Origin
BGO: Backlogs Generated in the Period classified by
originator (source - area)
Backlog Generated by Source
60
50
# Backlog
40
30
20
10
-
Health - Health - Health - Health -
Filter Cutting Magnetic Plug SOS VIMS-ET-
MineStar
Oct-13 Nov-13 Dec-13 This metric identify the contribution
800
Backlog Generated by Source to failure detection of all the routines
700 and areas involved in the Condition
# Backlog
600
500 Monitoring Process
400
300
200
100
-
Inspection Inspection Inspection Inspection Inspection
- - - - -
Daily + General PCR PM Tire
Oct-13Lubskid
Nov-13 Dec-13 Jan-14 Feb-14 Mar-14

Detection Level
PFD: Percent of Found Defects compared to total
Defects on the Equipment.
This metric is based on the

comparison between the Backlogs
recorded in the System and the
Backlogs identified in a random
inspection performed by a recognized
expert (Random inspection of at least
10% of the equipment fleet)

Working on Target
WOT: Percentage of Backlogs generated in the areas of
problem concerns (Top Ten Problems)
This metric evaluates the capability of

Condition Monitoring to focus their
efforts in the areas that are causing the
“pain”, represented by the Top Ten
problem ranking.
The Top Ten problems should be at
least generated based on Frequency
and Duration of the repairs.

Managing the Process
Define Goals/Outcomes
Measure
Analyze
Corrective Action
Implement – Follow Up

Backlog Management
Equipment Fleet Results
Preventive Repair
Maintenance Management
Condition Component
Monitoring Management
Backlog M&R HR /
Management Processes Training
Planning & Performance

Scheduling Evaluation
Parts Continuous
Management Improvement
Our approach to Backlog Management is to view it as a powerful tool

to proactively prevent failures.

Common Backlog Meaning
Caterpillar meaning of Backlog is NOT:
• Work that has not been completed by the nominated

“Required by date”
• Pending work load for the maintenance department
• Work that was scheduled and not executed
• All open work orders

Backlog Management
What is a backlog?
A defect or abnormal condition

detected in the equipment
where the repair can be deferred
to a more convenient future opportunity
If your machine has a defect that needs to be corrected immediately ….

…… you are already late …..
….. the defect may have an imminent breakdown

Backlog Management Concept
Backlog Management
Symptom Planning Failure
?
3.- Planning define the
plans and actions to
execute the repairs
1.- Symptom of 5.- Learning
Deterioration from Failures
2.- Detection Routines 4.- Repair Execution

(Condition Monitoring) (Repair Before Failure)
Time

PCR *X
….
Downtime Detection Unscheduled Periodic Scheduled Component
Reasons Routines Repairs Services Repairs Replacement
Maintenance Management Process
Preventive Condition Repair Component

First Line Maintenance Monitoring Management Management
Planning & Scheduling
Backlog Parts Human

Support Processes Management Management Resources
Evaluation Performance Evaluation
Correct / Improve Continuous Improvement

Backlog Management Process
The Backlog Management planning process is built around

three distinct areas.
Backlog received & processed Red Phase

in the Planning Area
Backlog waiting for Blue Phase

Resources (Parts)
Backlog “Ready to Go” Green Phase

Backlog Management Process
Red Phase BL enter the Process
Information
Backlog Re fer ence Number

Ge nerates B L a nd BL entere d in to
Request Work Order Number assigned the Da ta Base
Pap er Cop y filed

in Red Binder
Condition Monitoring sta ge
Planning Blue Phase BL waiting for Parts

Check arrival
Analyze BL Check
- Repair Action Parts Requested Order Parts / Resources
Existence
- Urgency
- Parts Paper Copy filed
- Other resources in Blue Binder
Reserve Parts for BL BL Waiting for

No Parts Needed Parts / Resources
Parts
Planning Green Phase Backlogs Ready to Go

Backlog is moved
to the Green Phase Feedback to
Planning
Repair
Scheduled
Repair Update
Execution Data Base
Information provided
to use of “windows of
opportunities”

Backlog Generation
BACKLOG RECORD FORM
• The process starts with the Equip. No: Date Reference No.
W. Order No.
generation of a Backlog Type of Inspection: Operator Field Preventive Maint. Other
Symptom :
Action :
System :
• When generating a request you 1000 Engine

1400 Electrical
3000 Transmission
3101 Torque Conv.
4050 Final Drive
4250 Brakes
4300 Steering
5050 Hydraulic
5500 Tires
7000 Basic Mach.
7200 Suspensions
7320 A/C
9500 Various
9600 Factory Modif.
must consider : Priority : Urgent Next PM
Estimate of Repair Times

When Possible Monitor
– Quality and accuracy of the Machine Hours Hr. Man Hours Hr.
information
Parts Request
Item Quantity Part Number Description Page Item Observations
1
3
– Completeness 4
5
6
7
8
9
10
• All planning actions will be based 11

12
13
on the information provided 14

15
Order Number
Tooling, Consumables and Support Equipment

Lift Truck Liquid Nitrogen
Crane Jack
Tire Equipment W ashing
Requested by: Estimated Arrival Date

Supervisor Approval Parts Arrival Date
Keypunched OK

Red Phase
Backlog entered into the process
Condition
Monitoring BL entered into
Red Phase
the Process
Backlog Backlog reference Backlog

Request and Work Order entered into
generated assigned the data base
Planning
Analyse Backlog
• Repair action
Green No parts Parts Blue
• Urgency
Phase required required Phase
• Parts
• Other resources

Blue Phase
Red
Phase
Backlog Waiting
Blue Phase For Parts
Check arrival
Parts Check Order parts &

requested existence Resources
Reserve parts Planning

for Backlog
Green
Phase
Green Phase
Blue Green Backlogs

Phase Phase Ready To Go
Repair
scheduled
Feedback
Repair
to
Information execution
Planning
provided to
use
“Windows of
Opportunity” Update
Red data
Phase base

Key Performance Indicators
Backlogs Age (>30 days?)
Backlogs Status Summary
In Process Waiting Ready to Go
Generation Execution
Backlog Mgmt Database
Backlogs Backlogs
Generated Executed
Total & by Machines
Backlogs Pending
Estimated Time Estimated Labor

to Repair to Repair

Backlog Management KPI’s
What do we need to do to meet the

How do we measure (KPI’s)
expected outcome
Manage effectively the Backlog Total Backlog Pending

Pending Backlogs Pending per machine
Backlogs Generated, Executed &

Maintain the correct balance
Pending
Observe & manage the impact of Estimated Time To Repair (ETTR) &
Backlogs Estimated Labor To Repair (ELTR)
Manage effectively the key stages of

Backlog Status
the Backlog Management process
Avoid risk due to age of Backlogs % of Backlogs > 30 days (Aging)

Backlog Pending
Total Backlog Pending & Backlog Pending by Equipment
Workload waiting for being Scheduled & Executed …

Total Risk and Risk by Equipment of suffering an unscheduled Event

Backlog Balance
Balance control of the Backlogs Generated, Executed & Pending
Indication of the organization’s reaction to maintain the pending

workload and risk of failures within targets
Backlog Management - Generated / Executed / Pending

OHT Fleet
450
400
350
300
Number of Blogs
250
200
150
100
50
Goal for pending Blogs

0
January February March April May June July August September
BL Generated BL Executed BL Pending Goal (pending)

Backlog ETTR & ELTR
Estimated Time To Repair (ETTR) : Duration of required repair
Estimated Labor To Repair (ELTR) : Labor hours of required repair
Quantification of the Severity of the active / pending Backlogs.

Direct relation to the possible impact on the equipment availability and
the available workforce.

Backlog Status
Identification over time (eg. Monthly) of the percentage of Backlogs

in the various stages of the Backlog Management process
Effective visualization of the areas in which attention must be focused

(bottle necks) in order to keep the correct timings of the Process.
Backlog Management - Backlogs Status

OHT Fleet
100
90
80
% Blogs in Red - Blue - Green
70
60
50
40
30
20
10
0
BL in Red BL in Blue BL in Green

Backlogs > 30 Days
Percentage of the total Backlogs pending that has been maintained
in the system for more than 30 days
Indication of the organization’s response to manage the execution of the

Backlogs efficiently.
The higher the percentage of BL > 30 days the higher the risk of
experiencing unexpected events / failures.

Interpreting Metrics
Backlogs Generated / Executed / Pending (OHT Fleet)

450
400
350
300
Number of Blogs
250
200
150
100
50
0 Goal for pending Blogs

Generated Executed Pending Goal (Pending)

77 / Caterpillar Confidential: GREEN / WHEREVER THERE’S MINING
Backlogs Estimated Time To Repair & Estimated Labour To Repair (OHT Fleet)
500
400
300
hours
200 Goal= 10% of available labor h
100
0
ETTR ELTRPending Goal

Backlogs Pending > 30 Days (OHT Fleet)

100
90
80
70
Blogs > 30 days (%)
60
50
40
30
20
10
0
BL > 30 Days Goal

Backlogs Status (OHT Fleet)

100
90
80
% B lo g s in R e d - B lu e - G r e e n
70
60
50
40
30
20
10
0
BL in Red BL in Blue BL in Green

Backlog Management Reporting Sample
Backlogs Quantity Blogs > 30 Days (% of Total)

Estimated Time to Repair 240 Ton Truck Fleet
240 Ton Truck Fleet
400
240 Ton Truck Fleet 100
Quantity 1000
Executed 90
300 800
80
Downtime (hrs)
Quantity of BL
Percentage %
600 70
200
60
400
100 50
200
40
0
April June August Octuber December 0 30
April June August October December April June August October December
May July September Noviember
May July September November
Backlog Status Backlogs per System

240 Ton Truck Fleet
100
3.24
80
0.590.77 Engine
2.4 1.47 Electrical
Transmission
Hydraulics
Percentage %
60 0.93 2.44 Steering

Air Sys.
PM
Tires
40 Differential
Final Drives
3.04 1.35 Brakes
20
Suspensions
1.03 F.W heels
Fire Sup.
Accidents
0 4.11 3.04 Air/Cond
April June August October December 0.65
Situation Analysis
- The Benchmarks or Targets for Quantity, ETTR will be established. It is noticeable the increase of Backlogs and estimated time to repair them (ETTR).
This is very dangerous; we have to improve our reaction (clean BL List). The Nbr. of BL executed is low and constant. The quantity of Backlogs waiting for
being process is affected by the location of the warehouse. The BL waiting for parts are affecting directly on the age of them, BL (>30)
Corrective Actions
- Considering the amount of BL "ready to go" (Green) we will start scheduling more BL within the planned activities and instructing the supervisors to
increase the use of the window of opportunities of the unscheduled repairs.
- We are working in the relocation of the warehouse.
- We will increase the scheduling of BL and the shop will be instructed to executed 100 % of the planned jobs.

EVALUACIÓN DE LA SESIÓN
• Resuelva el cuestionario de la unidad 5 del Curso de
Gestión de Equipo Pesado

RESUMEN DE LA SESIÓN
Why is CM
Important?
What is
Managing the MAINTENANCE
Condition
Process PREDICTIVE
Monitoring?
CM Process
Overview

SIGUIENTE SESIÓN
• Responsable: PROFESOR DEL CURSO
• Tema: UNIDAD 6, OPTIMIZACIÓN DE FRECUENCIAS
• Información Previa Recomendada:

Curso: Gestión de Equipo Pesado
Especialidad: Mantenimiento de Maquinaria
Pesada
6to Semestre
Profesor: Darío Frías

TECSUP 2018

Un - UD04-Administración Del Mantenimiento Predictivo

Cargado por

Información del documento

Título original

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

Un - UD04-Administración Del Mantenimiento Predictivo

Cargado por

Copyright:

Formatos disponibles

Curso: Gestión de Equipo Pesado

Especialidad: Mantenimiento de Maquinaria

Profesor: Darío Frías

Mantenimiento de Maquinaria Pesada 1

Mantenimiento de Maquinaria Pesada 2

Mantenimiento de Maquinaria Pesada 4

Mantenimiento de Maquinaria Pesada 5

Mantenimiento de Maquinaria Pesada 6

• A CM Based M&R Strategy Provides Opportunities to:

Mantenimiento de Maquinaria Pesada 7

Global Mining definition of Condition Monitoring :

Mantenimiento de Maquinaria Pesada 8

Support Failure Prevention by timely detection of conditions

Mantenimiento de Maquinaria Pesada 9

Equipment Field Inspection

A c tio n : Eq u ip . N o : D ate R ef e ren ce N o .

Work Order History

13 6 To oli n g, C o ns u m a b l es a nd S up por t E qui pm e nt

K e y pu n ch e d OK To ol in g, Co ns u m a b l e s and S up por t E qui pm e nt

Re q ue ste d b y : E s tim a t ed A rr iva l Da te

Mantenimiento de Maquinaria Pesada 10

Regular Monitoring & Analysis

(Upper & Lower Limits)

Time (Hours) (Use)

Mantenimiento de Maquinaria Pesada 11

3 EXECUTION CM routines operating and delivering results

4 INTERPRETATION Data collection and Interpretation

5 RECOMMENDATION Deliver Recommendations

Mantenimiento de Maquinaria Pesada 12

Mantenimiento de Maquinaria Pesada 13

• Design Condition Monitoring 2

• Test routines – Dry run

• CM Routines ready to operate

Mantenimiento de Maquinaria Pesada 14

CM Strategy or SOP (Standard Operating Procedure)

Mantenimiento de Maquinaria Pesada 15

• It’s Critically Important that

Mantenimiento de Maquinaria Pesada 16

13 6 To olin g, C o ns u m a b les a nd S up port E qui pm e nt

Work Order History

Mantenimiento de Maquinaria Pesada 17

Mantenimiento de Maquinaria Pesada 18

• Guided by Checklists for:

Mantenimiento de Maquinaria Pesada 19

• Performed by Technical People

• Primary Visual (Use Good Checklist)

• Use All Available “Windows of Opportunity”

• Must be Supported by Planning.

• Primary Point of Contact with Operators

Mantenimiento de Maquinaria Pesada 20

Mantenimiento de Maquinaria Pesada 21

Mantenimiento de Maquinaria Pesada 22

• Machine Systems & Operational Checks

Mantenimiento de Maquinaria Pesada 23

• Documented Procedures &

Mantenimiento de Maquinaria Pesada 24

Thermal Camera Can “See” a Hot

Mantenimiento de Maquinaria Pesada 25

Work Order History

Mantenimiento de Maquinaria Pesada 26

ERS Info: Examples of

Mantenimiento de Maquinaria Pesada 27

Mantenimiento de Maquinaria Pesada 28