sk anyone working at a cement plant
and all would agree that reliability
~ of equipment, of the process, of
production output, of product quality
= is critical. FLSmidth would alse agree: In
fact, the company even provides a reliability
centred maintenance (RCM) service
ee for reliability and they would
_—= probably all point to the maintenance
team, And here, FLSmidth would
disagree.
| ie true that the maintenance
~ teamis atthe frontline of delivering
rwliable performance: the RCM
approach ie predicated on that
x
al rer ao} = EeBut unless the other business functions — from
management through to sales and production ~
also consider reliablity in their activities, it can
become very diffcul, if not impossible, for the
maintenance team to deliver
What is reliability?
One of the problems that FLSmidth often
encounters when called in to perform reliability
studies is a fundamental misunderstanding of
what reliability is, how itis achieved - and how
itis lost. So, before exploring any further, it
is worth taking a step back to consider what
reliability actually is.
One definition of reliabilty is that a particular
piece equipment simply runs without failures
or faults that result in unplanned downtime.
However, this is short-sighted because it does
not take into account how well that equipment
is running, simply that itis running at the
moment. In this scenario, a plant that meets
its annual production target, but has to run
10% longer to do so than its performance
specifications indicate it should, or consumes
10% more energy in the process, is still
reliable.
Is this reliability? No, Reliable equipment
not only runs continuously without unplanned
downtime but performs well when doing so.
‘Achieving this is more complicated - but much
more profitable in the long term. Several key
factors go into it:
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ey
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doing so.
16
Reliable equipment not only runs continuously without unplanned downtime but performs well when
> Setting production targets that are
deliverable by the equipment available.
> Operating the equipment within realistic
limits.
> Developing a proactive, preventative and
properly funded maintenance strategy.
> Ensuring the right people have the right
skill, time and understanding to deliver that
maintenance strategy.
‘The quest for reliability thus begins not with the
maintenance team but in the upper echelons of
company management.
Don't forget the maintenance team
The goal of all cement manufacturers is to
produce more cement at less cost. In a hot
market, there is even more pressure to do so.
‘Seeing a chance to cash-in on rising demand,
the management team calls for a 10% increase
in production. The sales team immediately
jumps on this and starts to sell that extra
production. The plant operations team is now
6n the backfoot and pushes the equipment
to get every possible tonne out of it, even if it
means operating for longer, at a higher load,
than the equipment was designed for.
Who is missing from this picture? The
maintenance team! This relatively small group
of people are then suddenly tasked with
delivering reliability in a scenario where the
equipment is being pushed too hard and too
World Cement ivoverbey 2028long, not only increasing the risk of unexpected
failure, but also cutting into the time available
for maintenance. As a result, inspections
are performed only perfunctorily, or skipped
altogether. Inevitably, at some point, something
breaks.
The key point here: if management does not
understand the impact they have on reliability, it
becomes very difficult ~ if not impossible ~ for
those below them to deliver it. Targets should
always consider the ability of the equipment
and personnel to meet them, otherwise any
short-term gains in production will likely be
Performing maintenance on a Ful-Vane™ compressor.
outweighed by the long-term cost in equipment
wear and replacement. This long-term cost will
threaten a plant's ability to meet commitments
to customers and thus damage its competitive
position. It may also create a highly stressful
‘work environment that pitches the plant
operations team against the maintenance team.
The position of management will also feed
down to the sales team. In an extreme example,
FLSmidth encountered a sales team teling plant
personnel when they could and could not stop
for maintenance in order to keep production
cn top of orders. This may not be common, but
when sales volume is set over and above
all other considerations, reliability will fall
by the wayside.
Spend to save
IF it is important that the management
team understands reliability, the same is
true of finance. It is all well and good to
develop an effective RCM strategy on
paper, but unless those responsible for
approving expenditure and procurement
also buy into i, it will remain on paper.
This can be a difficult conversation to
have, as maintenance is too often seen as
a cost, rather than an investment with a
return. But that is what reliabilty-centred
maintenance is: an investment. True
roliabilty will ultimately deliver a return
in terms of higher uptime, prolonged life
of parts and equipment, and improved
productivity. The cost is thus far
outweighed by the long-term gain.
The same principals also apply to
having the correct personnel in place
to implement an RCM plan. If the skils
are not available to effectively implement
roliabilty-centred maintenance, it will
not happen. Simple as that. These skis
should be nurtured and developed ~
land should not be bogged down by
other unrelated tasks. Too often are
reliabilty engineers so distracted by other
responsibilities that they simply do not
have the time to spend on the essentials
of their job.
This should demonstrate that reliability
is as much the responsibility of those
‘soft’ job functions in management,
sales, finance, and HR. Without an
understanding of what reliability is and
needs within these roles, it becomes so
much more difficult to deliver at the plant
level.
1, Do not neglect inspections you want to understand equipreent
condition, you need 1 look att, monitor it, and analyse it
2. Give your technical people the ime to do ther jabs. thoy ar
bing pulled away from technical work to do other tings, you are
undermining thei ably ta help you achieve targeted productivity.
2. Shadow contractors and supplors, 50 that whon thy lave the
plant, ther knowledge stae with you. See every ste vit as an
opportunity to learn from thelr experienc.
4 vest in a preventive maintenance strategy, and eck tit
Prevention realy is better than cure,
5, Productivity ‘at any cost’ will end up costing alot Give your plant
‘epi the freedom 10 tl you wht they need in order to get the most
from your plant.
The reactive maintenance trap
Putting a plant's ability to meet production
targets — to ‘achieve’ reliability — into
18 World Cement hoveoe! 2028Fe cae Sa ET
the hands of one relatively small team of
maintenance workers is the common mistake
made when reliability is misunderstood within
the wider corporate environment. It is also the
reason that so many plants end up adopting a
reactive maintenance approach, stuck with the
cost burden of unexpected downtime because
they were so busy chasing production that they
did not ever give reliability a chance.
In a reactive approach to maintenanoe, a
plant waits too long to fix problems, trying to
‘eke out as much production as possible, even
if this takes longer and costs more to achieve.
Worse: problems may not even be identified
Until itis too late because the maintenance
team does not have the time to make proper
inspections. Data collection and analysis is
also neglected because who has the time to
do that? Ultimately, it becomes impossible to
catch up on all the missed maintenance tasks,
0 they go undone.
This reactive maintenance trap is one that
plants around the world have falien into. It is an
understandable mistake, but there is a better
way.
Reliability centred maintenance (RCM)
ROM is a term that has been around for half
a century. Coined in the airline industry in the
1970s, itis credited with reducing crash rates
from about 60 per milion take-offs to about 0.08
per million take-offs today. The approach involves
establishing levels of asset criticality within a
specific operating context (in this case, that of
the cement plant). Asset-specific maintenance
strategies are then developed based firstly on
an understanding of the risk that the failure of
the asset poses to plant operations, and then
Con the type of maintenance needed to keep
the equipment operational and operating cost
effectively
The upshot is a strategy that takes a
‘component-centric approach to maintenance,
which typically falls into three categories:
> Proactive maintenance: regularly scheduled
procedures (e.g. daily, weekly, monthly).
> Condition-based maintenance: responsive
maintenance performed based on data
gathered through condition monitoring and
inspections.
> Run-to-fault maintenance for components
that are allowed to fail Because maintenance
would have no impact on when or whether
they fal
A final note about digitalisation: when first
developed by the airline industry, digital
technology was basic. Modern digital solutions
are exponentially more powerful and have
delivered a revolution in what RCM can achieve.
November 2028 World Cement
Where previously equipment may have been run
to failure through lack of alternatives, modern
‘online condition monitoring systems now provide
advanced warning of potential problems before
they have the chance to escalate. This increases
the efficiency of the entire maintenance process,
‘enabling plants to predict when maintenance
will be required, and thus to properly plan and
prepare for shutdowns, e.g. by ensuring the
necessary parts are on site.
Other traps that make reliability difficult
to achieve
The first of these has been touched on
earlier: never underestimate the importance
of inspections. These are the foundation
for any effective maintenance strategy, but
they are among the first things to go when a
maintenance team is time-strapped and under
pressure to deliver production at any cost.
Too often have FLSmidth personnel visited a
plant only to find parts that should have been
regularly inspected sitting under a pile of dust.
The other trap relates to knowledge and
skills, There is a global lack of talent that is
affecting all of the heavy industries. Cement
companies are therefore not only in competition
with themselves but with a whole range of
other sectors when it comes to recruiting and
retaining talent. As the example from one plant
shows, this can play out in dramatic fashion:
When another facility ~ not a cement plant ~
‘opened up next door, it poached many of the
cement plant's most skilled people. Such loss
of talent makes reliability almost impossible to
maintain ~ and true enough, when FLSmidth
arrived, the cement plant was performing well
below its potential.
People are not easily replaceable. For the
good of reliability, it is important that cement
companies do as much as they can to hold on
to skilled people. But to mitigate the risk posed
by staff turnover, itis also important to ensure
knowledge is held in common and not only by
‘one expert or champion.
Reliability is everyone's responsibility
If everyone agrees that reliability is critical,
itis only fair ~ indeed, essential - that itis
everyone's responsibility to see it achieved.
That means setting targets that are informed by
reliability; providing the investment in people
and programmes to support reliabilty; planning
maintenance to deliver reliability and not just
react to problems; and preparing people to
understand and achieve reliability. This is
where money should be spent if a plant wants
to escape the traps and deliver sustainable
productivity. It is time to stop pointing at the
maintenance team: itis everyone's job. =