Plant And Equipment Wellness Way Asset Life Cycle Management Methodology Drives Endless Equipment Reliability Improvement Until You Get World Class Reliability

World class equipment reliability improvement is only possible if you follow particular paradigms, strategies, and practices—they are used exclusively in the Plant Wellness Way EAM methodology.

The following videos cover the presentation slides and explanations in the training session on the equipment reliability improvement methods used in Plant and Equipment Wellness Way EAM.

PEW/PWW EAM Course Day 1 – Foundations Session 8 – Equipment  reliability improvement | How do we to Stop Problems Happening?
Duration 3:14

 

In the Training Course Workbook is a Table titled ‘Human Error Rates’. You will see that it confirms that the ‘human element’, the human error rate, is real and unavoidable. We do not perform well when tasks require care, and we perform especially badly under complicated non-routine conditions. Add stress into that that mix and you get disaster. To deliver equipment reliability improvement you must eliminate human error.

How often do we see managers and supervisors put their staff into stressful situations and then complain that their people are not up to standard? The Table tells us that people simply do not perform well if things get difficult. Foolish and incompetent managers expect great results regardless of prevailing conditions and the real abilities of their staff. But wise and successful managers turn complicated situations into easy and effortless routine through SOPs and training to ensure the best performance from their people. If you want to turn the tasks you do, or those done by your people, into routine simple tasks that hardly ever go wrong, simply write clear and detailed SOPs incorporating the very best failure prevention practices available in the book “Employee Training and Development with Standard Operating Procedures” by Mike Sondalini. Then train your people to them and watch the error rate fall by 100 to 1000 times.

Journey to 6 Sigma: Minimize Variability
Duration 5:45

 

The slide explains the change in business and processes needed to move a company towards excellence. If nothing is done a business ‘naturally’ performs at about 2-1/2 sigma ,with about 20 errors per hundred opportunities for error. When they introduce ISO 9001 quality management, and truly live the 8 quality principles, they will see a reduction in errors. Better than that is to adopt statistical process control which requires continuous feedback from your process and its continual improvement. The best of all is the Accuracy Controlled Enterprise, which combines all the best practices of the lesser methods and asks you to use them business-wide in all the business processes.

Chance of Trouble at Each Sigma Level
Duration 0:44

 

Most Business make their Machines Break
Duration 6:03

 

It is a surprise to learn that most businesses destroy their own machines. The chart in the slide shows the history of equipment breakdowns in a plastic pipe manufacturing business. Once you create the timeline of weekly number of breakdowns ,or the weekly hours spent on breakdowns (as in the plot shown) you can see how stable the process of breakdown generation is in a business. Notice that every week there were breakdowns. Some weeks were a complete disaster, and some were not so bad – only a few lost. The results have been put into a control chart and limits placed at 3 sigma distances (The least number of breakdowns can only be zero, so the lower limit is 0). The fact that all results are within the process limits tells us that this process is stable. It has an average number of 31 hours lost weekly to breakdowns. This company makes breakdowns as one of its products!

PEW SOLUTION: “Chop out the Roots of Failure”
Duration 2:38

 

PEW SOLUTION: Standardised Work Limits Variability
Duration 2:19

 

As soon as there is work to be done the question that arises is ‘How to do it quickly and well?’. Time and quality are important, but equally important is the cost to do the work. You know from the Value Stream Concept that we only want to do activities that add value. We also know that removing ‘waste’ activities reduces the cost because time is not spent doing them. To have least cost work, done in the least time and at the right quality requires you to find the very best way to do the job that gives you all three.

Once you find that ‘best way’ of doing the job you want to make sure that it is always done the same way every time by everyone that does it. By standardising work you intend to produce a repeatable outcome every time it is done regardless of who does the task. Standardised work is a work quality control and quality assurance strategy to deliver equipment reliability improvement.