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Erik Hupje

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Erik Hupje last won the day on January 15 2021

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  1. I wanted to let you of some upcoming changes to the Road to Reliability Community site. First of all, I am very excited to announce that work has commenced on a Road to Reliability app that will become available in Q2 2021. This will make all courses offered through the Road to Reliability Academy available to you on the go via a native iOS and Android app. More to follow on this in Q1 2020. In preparation for this, the free online community will merge with the Road to Reliability Academy site later this year or very early in 2021. This is so that we can offer the community through the Road to Reliability app in 2021. The community will remain free for anyone to join whilst each course will continue to have its own dedicated student discussion forum. You will not need to do anything, all existing members will be automatically moved across to the new community site as part of the Road to Reliability Academy and you will receive an email in due course with all the necessary details. Thank you for your continued support and I hope that in 2021 we can take this community and the Road to Reliability Academy to a whole new level.
  2. Hi @Doug Shortt apologies for the late reply. Also just re-reading I should have use "RIME" instead of RPN which I have no fixed. I've attached a sample of both the RIME and RAM methods which are slides from the online Maintenance Planning & Scheduling course
  3. Thanks for sharing your SAP journey with us @Hadwll When you train your staff make sure you do not just train your staff in SAP transactions, but that you train them in the business process so they understand what they're being asked to do, how to do it and why.
  4. Sorry @Raul Martins and @Herr Schneider missed this topic. I do not have direct experience with what is referred to as Risk Based Work Selection, but I have been actively involved in scope reviews for major turnarounds and these were very much risk based. And very similar to what is described for RBWS in the Becht article in that it was a facilitated review of all turnaround scope with all technical experts in the room and consisted of a risk review of doing the scope in the outage, or not. What worries me in the article by Becht is that they look at benefits vs costs, but very often in heavy industry the turnaround scopes are around addressing integrity and process safety risks which can be hard to express in monetary benefits or people often find themselves risk assessing these risks away because the chance of them happening is so remote. Instead I would simply use a 'standard' 5x5 risk assessment matrix and look at the risk reduction achieved by executing the scope during the outage and then qualitatively compare that against the incurred cost. And then look at the scenario where the scope is not executed in the outage.
  5. Welcome back @Phil Kluetz the more people we have and the more topics / discussions are raised the more valuable the community becomes. It is what we make it!
  6. Just wanted to share a brand new video presentation that I just released: Increase Your Workforce by 33% Without Hiring Anyone How Maintenance Planning & Scheduling allows you get get more work done with less people, reduce costs and improve morale.
  7. This has been something I have experienced plenty of times, at different plants and in different parts of the world. In all cases the best approach I found was to really get Operations involved in the development of the Frozen Weekly Schedule and then have them present as part of a short, daily meeting where you review the work that was completed yesterday, is due to be completed today and what is scheduled tomorrow (we called it the YTT Meeting with YTT = Yesterday Today Tomorrow). And then at the end of each week report out what works was completed as per the Weekly Schedule and what did not get completed and what the main factors where e.g. extensive permit delays etc. Just as Raul says make sure you stick to data and facts and avoid issues becoming personal.
  8. Hi @Derek Brown when you install a new piece of equipment a large number of failure modes will indeed be random and not age related. The percentage of random failures depends on the equipment and also the operating conditions for example many corrosion mechanisms are age related (but not all!) which is why for example the submarine data quoted from the SUBMEPP study in 2001 shows a lot more age-related failures (pattern C) versus the original United Airlines (UAL) Study from 1968 (see https://www.roadtoreliability.com/reliability-centered-maintenance-principles/) And it also depends on your maintenance practices - if you install bearings really well, lubricate them exceptionally well and operate them just perfectly you may indeed experience age related bearing failures. Most organisations don't manage to do that and they never get to age related failure modes on bearings instead they experience random failures because a defect is introduced by e.g. poor lubrication practices. What you'd want to do is to determine the dominant failure modes for that new piece of equipment, determine the consequence of failure and whether the impact warrants a maintenance action. Then look at the characteristics of the failure mode and whether it is likely to be random or age related. It it's clearly age (or cycle) related than a time based PM can be very cost effective, if it's likely to be random then indeed you want to look at a condition monitoring task. Bear in mind that a condition monitoring task needs to be practical, cost effective and that the value of knowing that a failure is likely to occur needs to be worth it. If the consequence is really limited a run-to-failure strategy can be perfectly acceptable. You don't need to go through a full RCM you could develop a relatively simple FMEA in a workshop with your engineers, maintenance technicians and machine operators. There is likely to be a wealth of knowledge there. And bear in mind that if you are really installing a like-for-like then you can use your historical failure data to determine your dominant failure modes (and then add to that list during the workshop). Hope that helps?
  9. Sorry to hear that @Jim Vantyghem, hopefully things will start getting back on track in 4 weeks at least to the degree that you can get back to work. take care.
  10. Thanks for your insightful contributions @Raul Martins and @UptimeJim The immediate impact of this pandemic is terrible indeed and I'm afraid we're not out of the woods by a long shot. Many countries are still only at the early stages of this pandemic. As you both mentioned, Australia reacted fairly quick and with strong measures so early indications are that we have indeed flattened the curve - for now. What worries me is what an exit strategy looks like once the curve has been flattened. A vaccine is likely to be 12-18 months away (or more) and how do you re-open a country without a vaccine (or herd immunity)? Huge economic damage has already been done. I'm afraid a lot more is to follow. Job losses have been huge - here in Australia and around the world - I'm worried that a recovery could take many years. But I am also an optimist so we'll have to work through this and for many of us around the world it is important to realise how good we've had it to date. Maybe an opportunity that we come out of this more grateful and more caring for others (and indeed our beautiful planet).
  11. Thanks for sharing @Doug Shortt and @Mike Walker. Indeed it seems that the CMRP is probably the most widely accepted and known maintenance & reliability accreditation. I am keen to support it, and often recommend people to get certified.
  12. Thanks for sharing your stories @Raul Martins, @Cornelius Mpesi and @Bukola. Looking forward to reading more of these! In the mean time here's how I ended up in maintenance & reliability, like most my path was not really a deliberate choice, but more the result of taking an opportunity that presented itself. I joined Shell in the Netherlands back in 1997 having completed a general degree combining engineering and management. Within a few months I was asked to start a development path towards an Instrument Engineer, which was interesting at first, but I did not want to become a technical specialist. After 3 years of working in the UK as a graduate engineer in the instrumentation & control discipline I was offered a broadening role supporting the local management team, which I gladly accepted. Great opportunity and that is how I ended up moving to the Philippines, one of the UK Asset Manager's moved across to the Philippines and several months later asked me to come across too (after i was refused a work visa in Brunei). I initially had a business role in the Philippines and was due to become a project engineer after 2 years, but the project was cancelled. The Asset Manager asked if would be willing to spend some time analysing our maintenance performance as we had some major issues in that area. I thought that maintenance would be a decent choice as it would allow me to work across other industries too... Besides the other choice would have been to leave the Philippines and we had only just been there for 1.5 years. I ended up staying for 7 years in the Philippines, before moving to Oman and later Australia. All the time I was involved in maintenance and reliability improvement of either existing assets or the maintenance build for major projects.
  13. Welcome @Lorna great to have you with us. SAP is a beast that is for sure, hard to tame but very powerful. And welcome to you too @LaWayne Smith There are a few approaches I recommend to breaking that typical reactive cycle and which way you go depends on the state of your plant, but prioritisation of new work requests is key as well as trying to eliminate defects and those repetitive failures. Prioritisation can be a quick win and really give you more breathing space. But getting rid of a defect that has been causing a lot of breakdowns or downtime (i.e. a bad actor) can be a really good way to show to management the value of investing in reliability improvement...
  14. Welcome @GThorpe, great to have you onboard. We'll soon be big enough to have a face-to-face community meet up here in Brisbane!
  15. Welcome @Wirza, @craig and @Andronica Kwapeng. In the case of Wirza and Craig apologies for the sluggish reply, but glad to have you all joined. looking forward to your contributions!
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