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Asset Management Past, present and future October, 2018 Jim Kelly
Asset Management
Past, present and future
October, 2018Jim Kelly
Introduction
Shift Manager
Shutdown Manager
Reliability & Planning Engineer
Maintenance Manager
Maintenance & Utilities Senior Manager
Transformation Senior Manager
API Reliability Lead
Asset Management Director
Contents
1. The Past - the Reliability journey2. The Present – the Asset Management journey3. The Future – Industry 4.0.
Contents
1. The Past - the Reliability journey2. The Present – the Asset Management journey3. The Future – Industry 4.0.
Our CredoWe believe our first responsibility is to the doctors, nurses and patients, to mothers and
fathers and all others who use our products and services. In meeting their needs
everything we do must be of high quality. We must constantly strive to reduce our costs
in order to maintain reasonable prices. Customers' orders must be serviced promptly
and accurately. Our suppliers and distributors must have an opportunity to make a fair
profit.
We are responsible to our employees, the men and women who work with us
throughout the world. Everyone must be considered as an individual. We must
respect their dignity and recognize their merit. They must have a sense of security in
their jobs. Compensation must be fair and adequate, and working conditions clean,
orderly and safe. We must be mindful of ways to help our employees fulfill their family
responsibilities. Employees must feel free to make suggestions and complaints.
There must be equal opportunity for employment, development and advancement
for those qualified. We must provide competent management, and their actions must
be just and ethical.
We are responsible to the communities in which we live and work and to the world
community as well. We must be good citizens-support good works and charities and
bear our fair share of taxes. We must encourage civic improvements and better
health and education. We must maintain in good order the property we are privileged
to use, protecting the environment and natural resources.
Our final responsibility is to our stockholders. Business must make a sound profit. We
must experiment with new ideas.Research must be carried on, innovative programs
developed and mistakes paid for. New equipment must be purchased, new facilities
provided and new products launched. Reserves must be created to provide for adverse
times.When we operate according to these principles, the stockholders should realize a
fair return.
The reliability circle
Reliable Equipment
Maintenance
Operations Design/Build
Key contributors to reliability
10-30%
40-50%30-40%
What happens when you get design, operations and/or maintenance wrong?
We need to manage the equipment life cycle
Equipment life cycle1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Design
Procurement
Construction
Commissioning
Validation
Operation
Maintenance
Redesign
De-commissioning
All of these activities contribute to equipment reliability throughout it’s life cycle
What is our Life Cycle?
Business Need
Design
Specify/Procure
Construct
C&Q
Handover
Operate
Maintain
Improve Reliability
Refurb/Replace
Common misconceptions
Asset management = Maintenance management
Reliability management = Maintenance management
Maintenance own downtime
Calling equipment issues “maintenance issues”
Improved reliability means
– Less unplanned breakdowns• Target is < 10%.
– More right first time
– Less accidents and incidents• Most reliable plants have lowest accident rates
– More output at lower costs
11
We need asset management and reliability at the top table
EHS Quality Output
Better Business results
EHS Quality ReliabilityOutput
13
You need a high level Policy signed off by Senior Leaders
How Engineering and CC&Q can impact Reliability?
14
Engineering Reliability
Analysing need for new
equipment
Designing in reliability and maintainability
Life cycle costing
Reliability Specification MTBF, MTTR
Standardisation
FATs with weld inspectors
Storage pre. installation
Precision installation
Commissioning and Validation
Reliability Run
Handover process
How can Operations impact reliability?
15
Operations Reliability
Equipment SOPs
Operating within design
parameters
Checklists
Alarm response process
Operator 1st
line maintenance
Trending of process
parameters
Fault diagnosis
Trouble-shooting
Equipment disassembly
Equipment assembly
Shift handover
How can Maintenance impact reliability?
16
Maintenance Reliability
CMMS asset hierarchy
Equipment criticality
assessment
RCM/ FMECA based PM
programme
Condition based PMs
Identifying poor performing equipment
Root cause analysis
Failure analysis
Measuring reliability
The Janssen experience
How we drove down breakdowns
1. Minimized PMs to most critical equipment.
• PMs – 50%, CMs – 40%, BMs – 10%
• i.e. Planned 90%, Unplanned 10%.
2. Eternal vigilance “Look listen and feel checklists”.
3. Condition based PMs – “Replace if necessary”
4. Got to the root cause of breakdowns through determined root cause analysis. Our Mantra:
• “Always have to have a preventive action, to stop the breakdown from re-occurring, not just a corrective action.”
5. Had a big say in the design, construction and commissioning of the plant
Reliability business processes - 2011
Reliability business processes - 2014
0
50
100
150
200
250
300
350
Strategy DesignConstruction, Commissioning and HandoverOperations Maintenance Totals
Best practice
Average practice
Reliability Practices Scorecard. All Sites.
Contents
1. The Past - the Reliability journey2. The Present – the Asset Management journey3. The Future – Industry 4.0.
Why Asset Management?
Why we needed asset management in J&J?
1. Wanted to know where our risks were
2. Wanted a life cycle view of how to manage our assets
3. Wanted to predict future capital needs and plan well in advance
4. Most of all, wanted to improve plant performance and safety
The triple constraintsProject Management Asset Management
Asset Management Evolution
28
AM CoE
1. JSC
2. MD
3. CONS
3 approaches to Asset Mgt 1 approach to Asset Mgt
Pre 2014Reactive, Preventive
2014-17Proactive
2018-22Predictive
• Critical asset failures
• Serious accidents• Risks not known
• Better informed Capex spend on asset replacements
• No major asset failures• Asset risk profile
reduced
• Lower construction and design costs
• Lower preventive maintenance costs
• Lower energy usage• Less business
interruptions
Digital approach to Asset Mgt
Where Asset Management fits into J&J
EMEA
EFM
Michel Bolhuis
AMERS
EFM
Tom Sidbury
APAC
EFM
Dan Kum
Facilities
ManagementBev Farrington
EMEA AM
Eugene O'Callaghan
AMERS AM
Cris Rocco
APAC AM
Meng Tong Tan
Strategic
Initiatives
Don DePalma
Global Facilities
Asset Management
Jim Kelly
Engineering &
DesignJose Abreu
Real
Estate
Project
Management
Engineering &
Property Services
Jackie Maestri
Pharma Medical Devices Consumer
Supply ChainLead
Kathy Wengel
Chairman/CEO
Alex Gorsky
Asset Management
Safety Programmes
FM Transformation
Strategy
Operations and
Maintenance
Capital Planning
Technology
Asset Management strategic priorities
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Standardize Life Cycle Business Process
Continuously Improve Asset Management Data, Information and Systems
Assess Asset Risk through Facility Condition Assessment
Mitigate Risk through Asset Safety Programmes
Develop and Deploy Outsource Model for Asset Management
Develop a High Performance Asset Management Organisation
Continuously Improve Asset Management Systems
Mitigate Risk data driven Asset Investment
0
50
100
150
200
250
300
350
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
NSC
SC
2015 Strategy5 Year programme to reach FCI targets, $200M SC Yrly spend, $100M Non SC Yrly spend. Thereafter, $150M SC Yrly spend, $75M Non SC Yrly spend, in order to maintain the target FCI.
Facility condition assessment & Base business capital
Target FCI
Base Business Strategic Compliance
Facilities
Capital
Capital used to maintain Day 1equipment reliability, of current assetbase, at - or as near to - existingcapability.
e.g.•Replacement of worn out equipment or unreliable equipment•Major Refurbishments or overhauls•Replacement of obsolete equipment (including control systems, PLCs, etc.), that are no longer reliable or supported. (Note: PCs, Phones (&Cells) are covered by IT, not Facilities)•Major unexpected failures•Replacement of equipment no longer fit for purpose, due changes in statutory/ regulatory regulations•Compliance findings re. defective facilities, e.g. manufacturing floor / wall finishes•Capital spares
AM Standards Review Schedule
Boiler Safety Programme (BSP)Program Status :
• Overall program consists of 3 elements:
─ Assessment/Re-assessments
─ Major Weld Inspections > 30 years old
─ Replacement of boilers > 40 years old
• All elements are on schedule and we are seeing improvement in assessments year on year
548
2
33
1
23
AMERS Status
Completed
No Date Assigned
On Track
Past Due
Rejected
270
3915
2
APAC Status
Completed
No Date Assigned
On Track
Past Due
29725
69
3027
EMEA Status
Completed
No Date Assigned
On Track
Past Due
Rejected
In summary since 2014
1. No major safety, environmental or quality incident due to asset failure
1. Boilers, Electrical, Roofs, Legionella
2. No major asset failure or business disruption
3. 165 sites assessed
4. Base business capital plan in place ~ $150M/Yr
5. 60 O&M standards developed for Utilities and Facilities assets
6. CMMS alignment
Contents
1. The Past - the Reliability journey2. The Present – the Asset Management journey3. The Future – Industry 4.0.
What is J4?Manufacturing for the Future
CONNECT
NON-DIGITAL
TECHNOLOGY
& MATERIAL
INNOVATIONS
PREDICT
Maintenance
Quality
Output & Service
SELF-LEARN
SELF-CORRECT
HYPER-EFFICIENT
PRODUCTION SYSTEM
The Transformation
Asset Management Evolution
37
AM CoE
1. JSC
2. MD
3. CONS
3 approaches to Asset Mgt 1 approach to Asset Mgt
Pre 2014Reactive, Preventive
2014-17Proactive
2018-22Predictive
• Critical asset failures
• Serious accidents• Risks not known
• Better informed Capex spend on asset replacements
• No major asset failures• Asset risk profile
reduced
• Lower construction and design costs
• Lower preventive maintenance costs
• Lower energy usage• Less business
interruptions
Digital approach to Asset Mgt
E&PS MFF VisionIdentify, test and leverage new and proven technologies into E&PS life cycle activities – Plan-Build-Run – to enable more effective, efficient total cost of ownership; in order to support the enterprise
Manufacturing For the Future initiative.
Virtual Reality 3D Design
Workplace Utilization
Measurement
BMS AnalyticsCMMS Analytics
Critical Utility Systems
Flexible/ Modular Design
Smart Buildings and Sensors
Handheld condition
monitoring CbM
Value CaseDESIGN & BUILD RUN
WHAT WE WANT TO DELIVER
Lower design and build $Lower Facilities O&M $
Lower Energy $Less business interruptions
HOW WE WILL DELIVER
Smart design Smart buildingsSmart metering, Smart
analyticsSmart ConstructionSmart operations
Smart maintenance
*Source of data for potential saves – Benchmarking – MRO Talk conferences
Next generation construction 3D
printing
FM Machine Analytics model
Existing data sources
2018 Test & Learn focus
areas
2019 Test & Learn focus
areas
Facilities Space
Air Water Fuel WiFiElec
Manufacturing AssetsFacilities Assets
BMS PLCs MetersIoT
Sensors
BMS Analytics
Artificial Intelligence Engine
Mobile technology
Schad
Handheld condition
monitoring
Meter based and alarm based PMs
Smarter CMMS
More Reliable Facilities Assets
More Reliable Manufacturing
Assets
OEM Machine Analytics
Deployment Status – 4 T&Ls in deployment
Handheld condition
monitoring
Space measurement and utilization
3D / VR designCMMS
Mobility
Thermography Flir One thermographic camera attached to iPad or iPhone.Image is taken as a photograph and can be further analysed when downloaded to pc.
UltrasoundPetterson ultrasonic microphone attached to an iPad. Ultrasonic noise patterns are listened to by attaching headphones to iPad. Leaks are detected via specific sound patterns.
WiFi
VibrationVibration (and temperature) data is collected via a handheld sensor and transmitted to an iPhone/iPad. Vibration data is displayed (and also shows ‘traffic light’ condition) on screen. Data can be emailed from iPhone/iPad for more in-depth analysis.
Handheld Condition Monitoring
Plate exchanger - faulty
18.3°C
150.3°C
20
40
60
80
100
120
140
LI01SP01
Plate exchanger - ideal
0.5°C
58.4°C
20
40
LI01
SP01
Thank you!
Backup
What is the role of maintenance?
• To fix it when it breaks?
• To keep it going through thick and thin?
• To put out fires?
or
• TO STOP IT FAILING IN THE 1st PLACE
How to prevent failures?
• Replace at a frequency less than failure rate
– OK provided failure rate is known
– Preventive (time based)
– This applies to only 15% of our equipment
• Monitor the condition to detect onset of failure
– Predictive (condition based)
– For the other 85% of our equipment
Condition Monitoring Techniques
1. Vibration analysis
2. Oil analysis
3. Thermography
AND
4. Look, listen, feel
– Operator walkdowns and checklists
Vibration analysis1. Survey all rotating machines (>50kW)
– Measure velocity/acceleration and spectrum (1 times misalign, OOB; 2 times looseness)
– Highlight bearing wear, misalignment and out of balance
– Initially us outside contractor, specialist in vibrations
2. Repair faults and laser align
3. Select critical machines
– Survey 3/4 times per year
4. Use ongoing analysis to eliminate PMs on rotating machinery (coupling inspections)
Vibration analysis considerations
1. In house v Outsource
2. Taking readings v Analysing readings
3. You must use Laser Alignment in conjunction with Vibration analysis
Oil analysis• Vibration analysis not very accurate for speeds
< 100rpm (i.e. practically all gearboxes in pharma plants)
– Use to detect contamination of oil by metals or water
– Caused by bearing wear or gear wear
• Use for critical machines
– Reactor gearboxes, Centrifuge/Dryer lube oil & hydraulic oil
– Chiller lube oil, large drive gearboxes, hydraulics
• Full particle analysis 3 times per year
– €40 per sample
• Use simple oil analyser for in-house checks
Thermography
• Use for:
– Switchgear
– Motors
– Mech seals, bearings
– Heat exchangers, columns
Use thermography for mechanical equipment
13.9°C
72.7°C
20
40
60
LI01SP01
18.6°C
34.1°C
20
25
30
LI01
SP01
Walkdowns/Checklists
• Should be primary function of the OPERATOR
– Owner of machine, person closest to machine, earliest detector of change in conditions
• Use paper checklist or handheld device for recording readings
• Trend and check
