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Working on the Reliability Process
by Heinz Bloch, PE., Editor | Mar 15, 2020 | Newsletter Column, Plant Operations, The Bloch
Files
Roughly 25 years ago, a respected colleague, Fred Caspari, had just retired from his reliability-
‘management position with LUSC (Large U.S. Company). Two other colleagues and I heard him
‘speak on “Abandoning the World-Class Maintenance Approach at a Major Multinational
Petrochemical Company.”
Caspari stated that shutdowns were planned in detail at LUSC; a CMMS (computerized
maintenance management system) was implemented; craftsmen were trained to do “it” right
the first time; the latest PM/PdM techniques and tools were being used; a test facility hadbeen built; vibration charts were transmitted to LUSC affiliates electronically. Everything, it
seemed, was in place for the perfect world-class maintenance organization.
‘The numbers, though, told another story. Maintenance cost as a percentage of original plant
assets was high: over 50% higher than those of the company's competitors, and over twice the
2.5% considered world-class at that time.
Matters improved drastically when Casparis employer switched from working on the
maintenance process to working on the reliability process. The reliability process is a focus of
resources from all areas on improving the reliability of the plant—not just mechanical, but
operational reliability of the plant. The process used data-based decisions and incorporated
econor
evaluations. The areas selected were reliability engineering, root-cause
analysis, cost-justified upgrading, and maintenance and operating improvements.
‘The existing maintenance processes continued, even as the need for them declined and the
final outcome was startling. Maintenance costs that had been increasing at 11% annually were
now decreasing at 7% per year. What was once considered world-class maintenance
productivity, ie., a yearly outlay of 2.5% of asset-replacement value, had become a reality in
the mid-1990s. In fact, LUSC expected further improvement.
Years after Caspari made his presentation, we proposed a two-day audit to determine where
LUSC stood. Audit results would be verbally transmitted and would point out where one-day
technology-transfer sessions might be of provable value. Feedback led us to believe that a
‘competent specialist should propose a half-day refresher course in root cause failure analysis.
‘The short course would delve into solutions to problems found during the audit.
Nothing came of our proposals, but LUSC is still in business. They must be doing many things
right.TRR
EDITOR'S NOTE:
For sources of suggested reading on
reliability topics and best practices,
CLICK HERE
for a list of Heinz Bloch’s 22 books.
‘ABOUT THE AUTHOR
Heinz Bloch’s long professional career included assignments as Exxon Chemical’s Regional
Machinery Specialist for the United States. A recognized subject-matter-expert on plant
‘equipment and failure avoidance, he is the author of numerous books and articles, and
continues to present at technical conferences around the world. Bloch holds B.S. and M.S.