For On The Floor: Success in 2015?

Lessons learned in the implementation of a new technology, technique, process, or strategy are worth sharing with others working in the maintenance and reliability trenches. Photo: Gary L. Parr

As we’ve found over the years, readers enjoy learning about other readers’ experiences in the maintenance and reliability trenches. As we reach the end of 2015, we asked Efficient Plant‘s Reader Panelists to describe a new technology, technique, process, or strategy that they, their departments, companies, or a client implemented (or tried to implement) during the year, and why, i.e., what benefits were desired.

We also inquired about any success and/or payoff to date from these implementations, and lessons that might have been learned in the process. Panelists were invited to be as specific or general as they wished. Here, edited for clarity, brevity, and confidentiality, are several responses.

Midwest Industry Supplier…

Implementation: We patented a new additive technology to add to existing turbine fluids with high varnish levels and additive depletion. This undertaking has been ongoing since 2013. More than 70 turbines now use the process. The concept was to extend the life of the incumbent turbine fluid and regenerate the amines and phenols. It has worked very well so far and we continue to gain recognition for it.

Success and/or payoff to date: [This technology] has extended some condemned fluids by years and allowed generation plants to hold off on draining and refilling their turbines, thus extending budgets while resulting in the following benefits: drop in bearing temperatures, elimination of varnish, extended filter life, reduction in hydrogen-seal issues, and reduced manpower hours for servicing the equipment.

Lessons learned: As we continue down this path, new turbine types and OEMs come into play. This has opened the door to many new and exciting things, including [application of] this technology for other industries plagued by the same or
similar issues.

Midwest Maintenance Leader…

Implementation: As far as new technologies go, we continue to get a lot of new machinery into our plant. This will enable us to remove older machines and also allow us to produce more parts for our customers.

Success and/or payoff to date: We implemented new strategies that were put in place by an outside firm. These have improved our response times, downtime, repair times, and preventive maintenance percentages.

Lessons learned: The biggest lessons we learned from having the outside firm in were:

• If you have a new program, listen to the people that will be the end users.
• Let the team have a voice in the procedure.
• Make sure the procedure is followed through, by both middle and upper management.

You will see results. We have, so far.

Midwest Reliability Specialist…

Implementation: We implemented a loss-elimination process. The goal is to find opportunities, using root-cause analysis, to address issues relating to safety, health, environment, production, and costs.

Success and/or payoff to date: The process is working in all areas with successful results.

Lessons learned: The biggest lesson we learned from accomplishing a successful rollout is [to provide] good training.

Southwest Planned Maintenance Supervisor…

Implementation: We started an oil-analysis program on several of our gearboxes and hydraulic units to help us get a better understanding of the condition of our lubricants and machinery.   

Success and/or payoff to date: This effort was not as successful as we had hoped. Mainly because we did not obtain the knowledge we should have to correctly collect our oil samples.   

Lessons learned: We took a few steps back and, at this time, are looking at some formal training in oil-sampling procedures to help us make this process beneficial.

Midwest Consultant …

Implementation: One strategy/culture that I have been trying to help my client implement is Operational Excellence (OpEx).

Success and/or payoff to date: I worked hard at a [North American manufacturer’s] dairy plant [outside the United States], combining OpEx with the basics of TPM (Total Productive Maintenance). I faced a total lack of commitment and, after two weeks of letting them (plant personnel) do the follow-up, I would return and find they had not done anything that had been proposed or that they had offered.

Now, [back home in my area of the U.S.], I find things are not much different. Most of the industries [that I visit] are still working in the dark ages of management and have no interest in evolving.

Lessons learned: The main obstacle to the kind of progress that America needs from every enterprise is conformity. Old-style managers feel terrified to learn that they need to let go of control and ancient authority schemes. The automobile industry has made some limited progress in this regard, especially now that the Koreans have become role models in that business.

One big help in solving this stagnation could probably come from colleges and universities. The main problem is that those institutions have their eyes and interests [focused] far away from the real needs. Being a consultant to industry in America these days is quite frustrating.

About the EP Reader Panel

The Efficient Plant Reader Panel includes approximately 100 working industrial-maintenance practitioners and consultants who have volunteered to answer monthly questions prepared by our editorial staff. Panelist identities are not revealed and their responses are not necessarily projectable. Note that our panel welcomes new members. To be considered, email your name and contact information to jalexander@efficientplantmag.com with “Reader Panel” in the subject line. All panelists are automatically included in an annual cash-prize drawing after one year of active participation.