Well-run machines need well-run company

It wasn’t so long ago that equipment maintenance was carried out on a purely time based or fixed interval schedule. However, as most machine failure occurs unexpectedly, there has been a steady increase in CBM, which follows the key principle of machine repair only when necessary with non-intrusive maintenance taking place while machines are still in operation. This is more effective both in terms of minimising cost and achieving technical objectives, as well as encompassing regular yet unobtrusive monitoring so that the chance of breakdown is significantly reduced.

So what are the main benefits of adapting a CBM programme, and in addition to the state of the equipment, what are the three essential elements that can support and sustain the programme’s ongoing success?

Condition-based monitoring cannot easily be separated from asset care, as the two are intrinsically linked. As stated, maintenance is carried out under normal operating conditions, which means that any potential faults or failures are detected and acted upon in their infancy, rather than before causing large-scale damage or production downtime.

This careful monitoring and measuring brings into play the three elements necessary for success; culture, process and technology. Putting these into place is the best insurance for CBM to be realised. However, one of the common stumbling blocks is when technology is prioritised over the other two factors, as it appears to offer the most obvious short-term and tangible gains. If anything, culture is the first thing that needs to stabilise as it is this wholesale understanding and adoption of CBM across every business function and role that will enable accepted processes to alter and new technology in support of this to be implemented. 

This trinity is actually mutually dependent and inseparable. New monitoring and analysis tools brought onto the factory floor, whether to measure vibrations or maintain machine health, are ineffective without having a trained user who not only can operate them, but understands what to do with the information and data that is collected. 

Operator Driven Reliability (ODR) from SKF is one such programme that enables operators to use their skills and knowledge to detect and report upon very early changes in equipment conditions, whether that’s abnormal readings, strange sounds, excessive heat or vibrations, through to signs of leaks or pressure drops. By being on the front line, operators are playing a vital role in managing assets and minimising downtime, thus maximising productivity. The cultural aspect is that operators better understand the importance of their role, are empowered to make decisions and can appreciate the significance of their actions and findings.

This is where the process and technology stages come into play. Data collected by operators is then uploaded onto shared software for analysis and of course, to develop improvements. This mining of information is achieved by using a raft of CBM tools and techniques. But it’s only by understanding the causes and consequences of change, that the benefits of the supporting technology can be fully realised. While the short term effects are better run equipment, less occasions for repair and even a lower energy bill, longer term gains are centred on a more transparent cultural environment, with regular interdepartmental collaboration, such as stronger ties between maintenance and operational staff. 

As these key people start communicating more regularly and effectively, this means that the greater business goals are within reach. By creating a common culture that is about the ‘greater good’ of the entire organisation, it’s as much about the smooth running and interactions of people as it is about the equipment. While a CBM programme is designed to anticipate machine behaviour, it’s only by adhering equally to the principles of culture, process and technology, that human behaviour can really play a part in continuous improvement.