# Presentation: 670285

## Five to Ten Year Vision for CBM

- by:
- John S. Mitchell
- for:
- ATP Fall Meeting -- Condition Based Maintenance Workshop
- November 17, 1998, Atlanta Georgia

## CBM -- Key Points

- Overview
*part of larger process (Asset Management)*
*focus on highest value activities*
*integrate information systems*
*improve value and productivity*
- Pathways being pursued in industry
- Challenges and barriers
- Future directions

## Definition of CBM:

- Maintenance action based on actual condition (objective evidence of need) obtained from in-situ, non-invasive tests, operating and condition measurements.
*does not include RCM, TPM or PM (RCM and TPM establish requirements and processes)*
*	**	**	**RCM -- Reliability Centered Maintenance*
*	**	**	**TPM -- Total Productive Maintenance*
*	**	**	**PM -- Planned (time based) Maintenance*

## Value of CBM:

- Condition Measurements required for CBM uniquely predict ability to meet mission requirements on time, cost and quality
- Increase ability to capitalize on opportunities
- Reduce lifetime cost of ownership
*assure optimum efficiency*
*minimize failures; threats to safety, direct and collateral damage to equipment*
*safely reduce / eliminate PM **(Planned Maintenance)*
*identify chronic defects, individual and class*
*provide guidelines for new equipment purchase*
*effectively prioritize decreasing resources*

## Part of larger process:

- Optimized lifetime ownership:
*begins at design*
*includes procurement, installation, **operation **and maintenance*
*CBM, PM and operate-to-failure utilized in optimum combination*
*financial prioritization -- EVA** (Economic Value Added)*
*necessitates training and focus on quality*
*demands continuous improvement*
*information is crucial*

## Focus on high value activities:

- Understand business drivers
*requirements to gain business acceptance*
- Prioritize scarce resources
*what and where are most costly problems*
- Prognosis, remaining lifetime
*functional failures*
*optimum time to repair, including financial *
*spare parts (logistics) management*
- Statistical mining to identify common defects
- Increase reliability

## Integrate information systems:

- Construct strong, common platform and interoperable communication conventions to serve as a foundation and enabler for decision support
- Demand open access
- Utilize optimum cost commercial technology and components
*shared infrastructure*
*sensors*
*software tools*

## Improve value and productivity:

- Increase reliability
*design changes to eliminate defects, chronic problems and maintenance requirements*
*improve materials and coatings *
- Maintainability
*safe, quick access*
*simplify tasks*
- Task instructions
*safety precautions, spare parts, tools*

## Pathways being pursued:

- Increasing awareness of relationship between economics, business drivers and value -- EVA *(Economic Value Added)*
- Greater integration between and within machine control and information systems
*use of existing infrastructure*
- Integrated CBM to include more variables
- Utilize CBM to safely extend interval and/or eliminate some PM

## Pathways being pursued, cont.:

- Increase reliability
*prioritized RCFA **(Root Cause Failure Analysis)*
- Improved metrics -- EVA
- Open systems:
*OPC **(OLE for Process Control)**  *
*STEP **(STandard for Exchange of Product model data -- ISO 10303)** *
*MIMOSA **(Machinery Information Management Open System Alliance -- www.mimosa.org)*

## Opportunity:

- Providing accurate, actionable decision support to multiple levels in an organization is largest unfilled opportunity in manufacturing and process industries.
*planning and scheduling (MRP/ERP)*
*process operations and control (DCS)*
*maintenance, Asset Management*
- Constructing an open platform and interoperable infrastructure on which to build comprehensive decision support is greatest unfilled requirement for effective CBM.

## Challenges and barriers:

- Terminology differences
*CBM*
*diagnostics*
- Cultural differences between communities
*difficulty to accept alternate perspectives*
- Demonstrate value in a cost directed world
*economic model -- EVA*
*mission effectiveness *
*spare parts management*
- Installed cost per machine for permanent monitoring
*manual CM: <$100-150/machine/year*

## Challenges and barriers, cont.

- Inter and intra community coordination
*align concepts and objectives (CBM, CMMS, Control, Enterprise Information Technology)*
*agree on information model and boundaries*
*interoperability standards*
- Detail required for effective CBM
*array, image*
- Technology timing
*overrun technical capability -- risk*
*utilize commercial components*

## Future direction:

- Open, interoperable systems
- Data fusion
- Computer-aided decision support
*self learning*
*built-in economic alternatives*
- Standardized, high volume, components
*commercial platform*
*low cost sensors*
*embedded monitoring*
- Distributed intelligence
*smart sensor*
- Wireless sensors

## Summary:

- Reduce lifetime cost of ownership
*eliminate defects*
*design improvements*
*improve maintainability*
*optimize lifetime care -- CBM, PM, run-to-failure*
*demonstrate results in terms of compelling financial benefits*

## Summary, cont.

- Focus on highest value requirements
*economic model*
*reduce installed cost of permanent monitoring*
*distributed intelligence*
- smart sensor
- Open systems
- Computer-aided decision support
*accept complex, broad source information *
*built-in economic analysis *
*actionable alternatives with financial options*

## Summary, cont.

- Use developing industry components and standards
*Windows NT, COM/DCOM, Java*
*	**COM -- Component Object Model*
*	**DCOM -- Distributed COM*
*industrial infrastructure, programming, C++*
*OPC, STEP, MIMOSA*
*	**OPC -- OLE for Process Control*
*	**STEP -- Standard for Exchange of Product model data ISO 10303*
*	**MIMOSA -- Machinery Information Open Systems Alliance*
*smart sensors; pIEEE 1451.1,2,3,4*
*Safety Instrumented Systems / Safety Integrity Level dIEC 61508*

## Some closing comments:

- Infrastructure before components
- Connectivity does not assure communications
*telephone -- language *
- Interoperability drives technology
- Capitalizing on opportunity creates far more value than cost avoidance
*profit center -- cost center*
- Technology unification is mandatory

## The End -- Thank You For Your Attention

***The End -- Thank You For Your Attention***