0.1.1.

A Guide to Asset Efficiency Optimization

Summary
Achieving asset efficiency is a significant challenge Optimizing the efficiency of equipment has a
significant impact on profits – and shareholder value. It affects productivity and quality. In some
cases, it may even determine a company’s ability to compete, or survive. Corporations that focus on
overall equipment efficiency find that they can add capacity without large capital investments.
Very often, management is aware of the significant benefits that can be achieved from a well run
asset management program. However, in some organizations, actually achieving asset efficiency can
present a major challenge. Few companies have the resources or expertise to implement the rapidly
developing new technologies, processes, and cultural changes that are so important to achieving
timely, long-term success. Many begin the process but are hindered by an incomplete strategy or
insufficient planning or benchmarking. The result is inefficient utilization of capital and maintenance
resources, and ultimately, failure to achieve efficiency objectives.

SKF @ptitude Exchange MB09002

SKF Reliability Systems SKF
5271 Viewridge Court 38 Pages
San Diego, CA 92123 Published August, 2009
United States
tel. +1 858 496 3400
fax +1 858 496 3511
email: [email protected]
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A Guide to Asset Efficiency Optimization © 2009 SKF Group

 Table of contents

1. Transforming asset management into a competitive edge ...........................4

1.1. The Asset Efficiency Optimization concept .......................................................4
2. Improving machine and process performance ................................................4
3. Creating shareholder value through enhanced factory efficiency ................5
4. Shifting maintenance practices from reactive to proactive ...........................7
5. Emerging Strategies.............................................................................................7
6. Maintenance maturity ..........................................................................................8
7. The Financial Impact of AEO ...............................................................................9
8. Critical factors for success ................................................................................ 11
8.1. Corporate culture............................................................................................... 11
8.2. Technology .......................................................................................................... 11
8.3. Processes............................................................................................................. 11
9. The AEO process ................................................................................................ 12
10. Assessment ......................................................................................................... 13
11. Setting a course for success ............................................................................ 15
11.1. RCM – Reliability-Centered Maintenance ...................................................... 15
11.2. SRCM® – Streamlined Reliability-Centered Maintenance......................... 16
11.3. RBM – Risk-Based Maintenance..................................................................... 16
12. Proactive Reliability Maintenance (PRM) ....................................................... 17
12.1. Predictive Maintenance..................................................................................... 17
12.2. Diagnostics and Root Cause Failure Analysis (RCFA)................................... 18
12.3. Key Performance Indicators............................................................................. 18
12.4. Operational Review............................................................................................ 18
13. Operator Driven Reliability (ODR).................................................................... 19
13.1. The MARLIN® system for Operator Driven Reliability................................ 20
13.2. ODR implementation ......................................................................................... 20
14. Managing and applying knowledge................................................................. 20
14.1. Advanced decision support............................................................................... 22
15. Comprehensive service programs for rotating machinery ......................... 24
15.1. Precision alignment ........................................................................................... 24
15.2. Precision balancing ............................................................................................ 24
15.3. Lubrication management ................................................................................. 24
15.4. Bearing failure analysis..................................................................................... 24
15.5. Technology advice and machine upgrades.................................................... 24
15.6. Bearing installation............................................................................................ 24
16. Machine improvements..................................................................................... 25
16.1. Design engineering ............................................................................................ 25
16.2. Refurbishment of bearings and assemblies .................................................. 25
17. Supply process ................................................................................................... 25
17.1. Trouble-free supply........................................................................................... 26
17.2. Electronic supply ................................................................................................ 26

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18. Training................................................................................................................ 26
19. Integrated Maintenance Solutions .................................................................. 27
20. An Integrated Platform for AEO ...................................................................... 28
20.1. Decision support................................................................................................. 28
20.2. Condition monitoring......................................................................................... 28
20.3. Tools and lubricants .......................................................................................... 28
20.4. Component innovations .................................................................................... 28
21. e-maintenance ................................................................................................... 29
21.1. An example of e-maintenance at work.......................................................... 30
22. Real Conditions. Real Solutions ....................................................................... 30
22.1. Application: Gas-turbine-driven power generation. .................................... 31
22.2. Application: Integrated Condition Based Maintenance System.................. 32
22.3. Application: Inlet gas compressor/engine system at a major refinery...... 33
22.4. Application: Twenty-seven operating units at 15 power plants. ............... 34
22.5. Application: Pilot program a chemical processing plant.............................. 34
22.6. Application: Primary dust control fan, cement plant ................................... 34
22.7. Application: Centrifugal pump, Oil Refinery................................................... 35
22.8. Application: Paper mill....................................................................................... 36

A Guide to Asset Efficiency Optimization © 2009 SKF Group 3

1. Transforming asset benefit from nearly a century of experience in
developing solutions for optimizing machine
management into a and process performance. Through the
competitive edge business area called SKF Reliability Systems,
SKF offers unique and highly effective methods
Achieving asset efficiency is a significant to help corporations improve asset efficiency
challenge Optimizing the efficiency of and manage maintenance costs more
equipment has a significant impact on profits – effectively.
and shareholder value. It affects productivity
and quality. In some cases, it may even
determine a company’s ability to compete, or
1.1. The Asset Efficiency Optimization
survive. Corporations that focus on overall
equipment efficiency find that they can add
concept
capacity without large capital investments. SKF’s Asset Efficiency Optimization (AEO)
Very often, management is aware of the concept picks up where plant asset
significant benefits that can be achieved from a management programs typically stop. AEO
well run asset management program. However, enables a plant to increase production while
in some organizations, actually achieving asset maintaining or even decreasing costs. It is a
efficiency can present a major challenge. Few system of organizing and applying assets –
companies have the resources or expertise to from personnel to machinery – bringing
implement the rapidly developing new knowledge and technology together to achieve
technologies, processes, and cultural changes the greatest return on investment. By applying
that are so important to achieving timely, long- the power of SKF’s technology and service
term success. Many begin the process but are solutions, you can benefit from a program
hindered by an incomplete strategy or which assists in achieving your organization’s
insufficient planning or benchmarking. The overall business objectives. These include
result is inefficient utilization of capital and reduced costs, greater productivity, better
maintenance resources, and ultimately, failure utilization of resources, and as a result,
to achieve efficiency objectives. increased bottom line profitability.

Typically, machine and component

manufacturers stand at the forefront in 2. Improving machine and
developing and implementing new technologies. process performance
SKF for example, has traditionally invested
significantly in research and development, and The bearing is the heart of the machine. From
is committed to the application of new huge rolling machines to the smallest motors, if
technologies and materials to enhance the there’s a potential problem with the equipment,
design and quality of our products. the bearing “knows.” As the key interface
between moving parts, the bearing is literally
Today, reliance on supplier expertise is often the diagnostic heart of the machine:
recognized as one of the most practical and misalignment, unbalance, looseness, and
cost-effective means to enhance internal friction are all telegraphed through the bearing.
competencies. SKF enables customers to Understanding the information coming from
this diagnostic pulse, and then applying the

A Guide to Asset Efficiency Optimization © 2009 SKF Group 4

latest and best technologies to correct or avert goal is to help reduce total machine related
a problem, is critical to raising machine costs, enhance productivity and strengthen
productivity and lowering operating cost. profitability.

SKF expertise extends far beyond bearings As a 3. Creating shareholder value

world leader and innovator in bearing
technology since 1907, SKF has developed a through enhanced factory
unique understanding of not only how a efficiency
bearing performs in an application but an
intimate knowledge of machine components, To many, increasing productivity means
systems and related processes – allowing us to building more factories. Yet, one of the biggest
create and provide realistic solutions for opportunities today for creating profits, positive
optimum machine and process reliability and cash flow and, ultimately, shareholder value is
productivity. The evolution of SKF machine through improved factory efficiency. In fact,
knowledge over nearly a century has enabled capitalizing on improved efficiency – as
the company to become a leading supplier of measured by Overall Equipment Efficiency (OEE)
condition monitoring and maintenance – may reveal the bottom line equivalent of a
diagnostic systems, hardware and software. new factory “hidden” within many companies
These tools, and the knowledge of how to best today.
use them, enable us to monitor operations and
identify problems. Achieving optimum reliability is essential to
maximizing OEE – and maintenance plays a
Our experience includes virtually every industry critical role in meeting reliability targets.
Close working partnerships with customers Reaching these targets, however, requires a
worldwide have provided SKF with an extensive shift from traditional maintenance activity,
knowledge of applications in virtually every which is reactive and functional, to a proactive
industry. As a result, we have learned to apply process that is fully integrated into overall plant
the most relevant of today’s emerging activity.
technologies to industry-specific applications.
SKF Reliability Systems is uniquely qualified to
SKF is taking the underlying competencies that construct a comprehensive, customized change
have been behind our product success, and plan for the maintenance organization that is
putting them ‘in front’ of our customers. We ready to be transformed from a cost center to a
view our manufacturing and research profit opportunity. Our seasoned asset
capabilities as ‘portable’ expertise that can be management “pragmatists” work in true
transferred to other manufacturing operations partnership with our clients, sharing risks as
– enabling you to benefit from our success. well as benefits in the quest to achieve
optimum OEE. SKF works with clients to
SKF’s near-century tradition of excellence in develop effective maintenance and asset
bearings and machine reliability has evolved in management strategies and helps companies
response to industry need. Through SKF transition to even higher levels of efficiency.
Reliability Systems we now provide a single From streamlined analysis services to factory
source for a complete productivity solution. Our floor automation tools, SKF Reliability Systems

A Guide to Asset Efficiency Optimization © 2009 SKF Group 5

has the breadth and depth to help its clients leading bearing supplier with 80 factories
make practical, lasting changes with significant worldwide, we have learned how to optimize
financial benefits. asset efficiencies to have an impact on our own
bottom line – regardless of market conditions.
In today’s economic environment, shareholders The bearing industry is an extremely
are taking a closer look at how companies competitive market driven by the classic
manage asset efficiency.Wherever you stand, commodity supply model where the cost of
whatever your goals, SKF Reliability Systems production is one of the main determinants of
can help you enhance productivity and value. company profitability. The profitability and
The results could have a very positive effect on financial stability of SKF demonstrates that
your company’s financial spreadsheet. employing the Asset Efficiency Optimization
process is a viable route to increased
Our experience in the area of Asset Efficiency shareholder value.
Optimization is not just limited to the successes
we have helped our customers achieve. As the

Figure 1. Maintenance efficiency

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4. Shifting maintenance practices The goal, of course, is to optimize plant
efficiency by shifting as much as possible from
from reactive to proactive traditional, corrective activities to a fully
integrated, proactive approach to reliability.
Developing a reliability-focused maintenance
There are a wide range of scenarios to be
program is an ongoing process that begins with
considered, depending upon where your
determining where your reliability and
maintenance program is in the range, and what
maintenance practices lie in the range of
your business goals are. The chart below
reactive to proactive maintenance, and then
illustrates the range of maintenance practices.
adjusting them to improve efficiency. While in
A business-supported dynamic blend of all of
theory, this process is complete when you
these will generate the best results.
achieve optimum efficiency, in reality the
process is never finished. A successful program
is dynamic in nature, incorporating and 5. Emerging Strategies
retaining the most efficient mix of reactive,
preventive, predictive, and proactive In the 1960’s, it was common practice to wait
maintenance, as well as measures enabling for equipment to fail, and then repair it –
operator driven reliability. known today as “firefighting.” Generally
speaking, management regarded maintenance
as a necessary cost of doing business.

Figure 2. Emerging maintenance strategies

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 systems can often complete the transformation
Over the decades, this standard way of working of maintenance from a cost center to a profit
– and thinking – began to change. During the center.
1970’s most plants had some kind of
preventive maintenance program. By the 6. Maintenance maturity
1980’s, the best run facilities were employing
predictive maintenance strategies and, by the In an ideal world, every plant could make use of
1990’s, diagnostic tools and software were all the best new technologies for enhancing
providing maintenance personnel with machine machine reliability. In reality, this is not possible.
condition information that would have been
unthinkable a generation earlier. Why? Because many techniques and
technologies are appropriate only for plants
Today, it is clear that maximizing the efficiency that have reached a specific stage of
of a plant and its equipment requires a shift maintenance maturity, and that have the
from traditional – or repair focused – necessary culture and processes in place.
maintenance activity, which is both reactive and
functional, into a proactive maintenance (or Other practices, ideal for facilities in the early
reliability and risk focused) process that is fully stages of maturity, offer little additional value
integrated into overall plant activity. to plants that are in the advanced phases of
asset optimization.
The evolution of predictive to proactive and the
integration of industrial decision support

Figure 3. Drivers, behaviours and rewards

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The graphic above illustrates the drivers, cost cutting through layoffs or downsizing over
rewards and behaviors experienced by a plant a period of about five years:
as it moves through the four phases of • Only 33 % showed profit improvement
maintenance maturity: firefighting, maintaining, • Only 50 % showed productivity
promoting and innovating. The first step toward improvement
the goal of improved asset efficiency • 88 % experienced a serious decline in
optimization is to accurately identify your morale
plant’s current situation and then construct and A more sustainable reduction in cost of goods
implement a program to achieve the optimum sold is achieved if maintenance processes are
level of maintenance maturity. designed to take into account the entire life
cycle costing of the asset. A maintenance
process improvement can be targeted to
7. The Financial Impact of AEO reduce the level of unnecessary and
preventable work and can often mean doing
Improved asset efficiency and reliability can less maintenance just as much as it could mean
have a direct impact on a company Statement doing more. The key is to optimize the process
of Income in three distinct areas: so the right amount of maintenance is done at
1. Cost of Goods Sold the right time and for the right reason. The
2. Cost of Capital result will be a measurable improvement in
3. Sales increase through improved Operating cost of goods sold.
Equipment Effectiveness (OEE)
2. Reduction in Capital
Effective application of maintenance strategy
1. Increase in Income and practices has been shown to reduce the
Because the expense of maintenance is need for capital by improving the reliability of
accounted for as a part of the cost of goods existing assets and extending asset life. This
sold, it is often a tempting target for reduction. reduces the amount of capital tied up in assets
However, if the impact of asset reliability and overall including spare equipment and parts
risk are not properly recognized, history has inventories and has a significant influence on
shown that short term savings will need to be Economic Value Added (EVA). It also can have a
repaid multiple times in the following years to very significant benefit of allowing the
regain the ability to produce. postponement of investment of new capital due
to improved utilization of existing assets.
The Wall Street Journal reported that for
several hundred companies that engaged in

A Guide to Asset Efficiency Optimization © 2009 SKF Group 9

Figure 4. Financial impact

3. Increase in Sales
Another direct contribution to profitability can However, to simply “improve” the efficiency of
come from producing more with the same an asset is an open-ended target and will at
assets or producing at the same level with some point bring a diminishing return. The
fewer assets. The most direct way to calculate term “Asset Efficiency Optimization” means
this level of asset reliability is through the what it says: to achieve an optimized level of
measurement of Overall Equipment asset efficiency. The decision about which level
Effectiveness (OEE). Improvements in OEE are is correct for your firm should be driven by the
an indication of an increase in asset reliability. A overall business strategy of your company.
more reliable asset will make more products Linking this strategy to an appropriate
available for sale by: maintenance strategy and supporting it with a
• Being available to produce reliably when suitable blend of maintenance processes and
needed practices can create profit opportunities that
• Producing at a higher run rate or for longer would otherwise be overlooked.
periods of time
• Producing more products within the
required standards for quality and
consistency.

A Guide to Asset Efficiency Optimization © 2009 SKF Group 10

Figure 5. Overall equipment effectiveness

8. Critical factors for success willing to invest the time and energy to re-train
employees and bring them emotionally and
The experience gained by SKF Reliability intellectually into the culture.
Systems in real world conditions in a wide
range of industries shows that achieving 8.2. Technology
competitive productivity and increased
profitability through machine asset Successful companies use technology as a tool
management depends on a balance of key to facilitate improvements in products and
factors: productivity. In addition, they commit the
financial, educational, and personnel resources
8.1. Corporate culture necessary to make the best use of new and
emerging technology initiatives.
It is important to have a culture that is willing
to embrace change. With regard to improving 8.3. Processes
reliability, the required changes may involve the
shifting of responsibilities among plant To be most effective and to achieve longlasting
personnel. This means a company must be results, technology must be supported by

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updated and enhanced processes. In the case of management process designed to achieve
machine asset management, incorporating new maximum efficiency and effectiveness from
technology into the data collection, knowledge work management activities focused on
management, and decision making processes is business goals for the facility.
critical to achieving success.
The AEO process encompasses four key
Logically, each process connects to or has a elements: Strategy, Identification, Control and
relationship to others, so the health of one area Execution. Within each of these elements, the
affects the overall system. coordination and participation of three essential
factors within the organization – process,
Our experience has shown that most culture, and technology – is paramount to the
companies have one or more maintenance overall success of the AEO process.
programs in place. It is actually a rare situation
where these are integrated into the overall Maintenance Strategy involves the evaluation
plant activity, and thought of as a strategic of work activities in relationship to a facility’s
component of the enterprise. business objectives, a procedure that creates
the documented basis for the maintenance
Viewing reliability maintenance from the asset program.
management standpoint means that all
improvements are important, and can be made Work Identification is where “work” is
at any and all levels of the plant. Whatever your identified from the evaluation of a
current machine asset management strategy, comprehensive flow of data in conjunction with
SKF Reliability Systems has the knowledge to an integrated decision-making process. Key to
help you identify the areas that can be the success of Identification is a comprehensive
improved to help you meet your company’s CMMS (Computerized Maintenance
business objectives. Management System).

Work Control involves establishing procedures

9. The AEO process for planning and scheduling the work identified
by the CMMS. Tasks are organized based on
A key aspect of any world-class asset several parameters, including time and
management program is a proactive, efficient condition; job plans or procedures; man-hours
work management process, designed to ensure required; data feedback; special requirements;
the effective performance of maintenance on and many other factors.
critical assets. To achieve maximum return on
investment and maintain the greatest degree of Work Execution is where identified, planned
productivity, it is pivotal that organizations have and scheduled work is performed. Once work is
a process that effectively translates asset completed, feedback from the field plays a key
information to knowledge, and ultimately gain role in measuring the overall effectiveness of
value from that knowledge. the AEO process and making refinements for
even greater efficiency in the future.
To help organizations achieve these goals, SKF
offers Asset Efficiency Optimization (AEO), a

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Figure 6. Asset Efficiency Optimization Work flow process

The AEO process transforms conceptual asset however, users can focus on first one area then
management to tangible competitive edge. SKF another in progressive stages.
can help plan a course of action to align your
reliability and risk focused maintenance 10. Assessment
strategy with your organization’s business
objectives. Maximum return is achieved when The most common reason for the failure of an
all parts of the process are implemented; asset management change initiative is the
failure to establish if there really is a problem –

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and when, why and how it matters. Planning a Assessments vary from a three-hour facilitated
shift to an integrated reliability and risk-based Client Needs Analysis to situations where we
asset management strategy starts with a deep deploy multiple subject matter experts at the
understanding of where you have been, where client’s site for periods of four to five days.
you truly are today and where you really need
to go. The purpose of an assessment is to gain The Client Needs Analysis can be completed in
this understanding and then to use it to put just a few hours and asks 10 assessment
together a detailed, structured improvement questions for each of the four main facets of
plan that includes realistic, achievable, and the AEO process: maintenance strategy, work
necessary actions. To achieve and measure identification, work control, and work execution.
success, there must be clear and objective These 40 questions are designed to investigate,
documentation of what the AEO process is quantify, and visualize the situation at your
intended to accomplish. facility. Results are displayed in a graphical
“spider chart” format which provides a visual
Every assessment is unique. We make sure that footprint of a particular plant’s assessment in
we clearly understand a client’s needs before accordance with international standards /
recommending the type, depth and complexity models of business excellence.
of the assessment.

Figure 7. Graphical display of assessment results

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 pragmatists who are skilled at developing and
executing strategies based on their knowledge
Each assessment is conducted via a and a real world understanding of all current
standardized and proven process that uses maintenance techniques.
our detailed AEO model as a baseline from
which to work. At a practical level, assessments In addition to more than 15 years in the
can use purely quantitative (discrete / business of reliability maintenance, SKF
numerical approach), purely qualitative Reliability Systems also has acquired several
(descriptive / questioning / interview approach) firms recognized in the field of maintenance
or a composite approach. engineering to complement our capabilities
with in-depth first-hand knowledge and
Our assessment teams are made up of understanding of reliability issues.
specialists selected for their knowledge and
understanding of your specific industry, type of With this knowledge and experience, we are
plant, and the equipment it uses. Their job is to able to identify what is truly needed for each
interview plant personnel to collect information client and then create a maintenance strategy
that will be used to pinpoint problem areas, and which most effectively combines the right
serve as a benchmark for improvements. They technologies to meet those needs. The
will also provide recommendations for following is a brief discussion of the most
streamlining processes and implementing the commonly applied maintenance techniques:
most cost effective practices.

11. Setting a course for success 11.1. RCM – Reliability-Centered

Maintenance
Maximizing the efficiency of a plant and its
machine assets requires a shift from discrete This is often recommended for equipment
maintenance activities to a strategic process where criticality is high and confidence in
that is embraced company-wide. Properly existing maintenance is low. The role of RCM in
structured and implemented, a well thought- most cases is to provide a defensible base for
out maintenance strategy transforms specific equipment where there is limited
maintenance from a cost to a profit centre. knowledge and history. While RCM can be quite
effective for reliability improvements in specific
A comprehensive maintenance strategy is likely areas, in general it is inappropriate for the rest
to employ a number of techniques working to of the plant. This aspect of RCM has led to the
support each other. Choosing the right development of other similar maintenance
technology tool, or combination of tools, techniques which are more appropriate on a
requires a sound understanding of the plant plant-wide basis.
and the relative data that may or may not be
available. SKF Reliability Systems has
assembled a formidable body of expertise in
the field of maintenance engineering and
employs seasoned asset management

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Figure 8. Typical maintenance strategy model

11.2. SRCM® – Streamlined Reliability- in the maintenance culture within the

Centered Maintenance enterprise needs to be made, which also makes
it a good option for new builds.
This enhanced version of RCM focuses on the
dominant failure modes of equipment and the 11.3. RBM – Risk-Based Maintenance
significant effects of those failures such as
production losses, personnel safety, This is a financially based analysis technique
environmental releases, etc. A key benefit of an which focuses on establishing the relative worth
SRCM program is developing the understanding of maintenance. It was originally developed as a
of plant personnel on the value of a modern- means of reviewing existing maintenance
based maintenance strategy. As such, SRCM is programs, and in this mode it works well as a
particularly appropriate where a major change continuous improvement tool. RBM defines

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opportunities for incremental improvement method to benchmark asset productivity and
through the elimination of tasks of low value implement corrective actions that will reduce
and the introduction of tasks which address total life cycle costs. In short, it enables an
high commercial risk areas. As such, RBM is organization to take complete control over what
also valuable in transferring knowledge from is happening on the plant floor.
existing installations to provide a baseline for
new builds. While traditional Predictive Maintenance (PdM)
processes form a sustained maintenance loop,
the PRM process forms a continuous
improvement loop.
12. Proactive Reliability
Maintenance (PRM) The SKF Proactive Reliability Maintenance
process is based on four key steps:
SKF Proactive Reliability Maintenance
addresses failures and implements the
processes necessary to prevent recurrence. At
the foundation of the process is a systematic

Figure 9. Elements of Proactive Reliability Maintenance

12.1. Predictive Maintenance the amount of time before failure occurs. To do

this, sophisticated condition monitoring
Predictive Maintenance (PdM) is a process technology is used to gather data such as
aimed at detecting a machine condition that will machine vibration, thermography, lubricant
eventually lead to failure and then estimating

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condition, motor current analysis, process personnel needed to maintain asset
parameters, etc. performance, and what qualifications those
individuals need in terms of specific skills (e.g.
While most PdM programs stop at detecting a lubrication, mounting, alignment). Where
problem and making a residual life prediction, possible, once a KPI is achieved, a new target is
SKF uses this information as the basis to set to facilitate continuous improvement.
diagnose the problem with the objective to
determine which proactive tasks are necessary 12.4. Operational Review
to achieve an extension of machine life.
Achievement of Key Performance Indicators is
monitored through a periodic review of the
12.2. Diagnostics and Root Cause total PRM program. Results are documented
Failure Analysis (RCFA) and presented at performance review meetings
between plant management and SKF Reliability
SKF Reliability Engineers use applied Systems. These meetings also help to assure
knowledge and its accumulated experience to that the process is continually refined to
diagnose collected data. This may lead to the achieve the best asset performance and PRM
recommendation for actions such as precision process activity cost.
alignment, precision balancing, alterations in
lubrication management, redesign of machine
or critical components, etc.

To complement the knowledge derived from

the diagnosis of data, detailed machine and
component diagnostics are conducted on site,
or at a centralized SKF Reliability Systems
center. Damaged or failed components undergo
a thorough Root Cause Failure Analysis (RCFA). Figure 10. Proactive Reliability Maintenance cycle
This information is used to prevent a
recurrence of the problem or, if required, to
assist our OEM partners in a redesign of the An effective decision support system further
machine. enhances the PRM process, allowing for
information and data that is captured
throughout PRM to be fully utilized in decision
12.3. Key Performance Indicators
making processes. The decision support system
Key Performance Indicators (KPIs) are facilitates efficient organization and
performance improvement targets established presentation of data, interprets data based on
jointly between plant management and SKF. user-defined parameters, and then provides
They can cover a range of factors, such as recommended actions for maintenance and
unplanned mechanical downtime, quantity of operations.
product manufactured, plant efficiency,
maintenance costs, and bearing performance. A well-implemented and managed Proactive
KPIs are also used to determine the number of Reliability Maintenance process is the most

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effective method of managing risk, increasing job satisfaction for operations personnel.
reliability and ensuring the best possible return Operations is responsible for process
on plant assets. Depending on your needs, SKF reliability. Maintenance is responsible for
can design, implement and manage the process asset reliability. Together they can generate
for your entire plant or specific sectors, and improvements in process availability.
supply all necessary hardware, software and
technical resources. For those who wish to run • Facilitates total productive maintenance.
the process on their own, we can provide The most competitive companies in any
consulting services and the technologies industry have long ago accepted the
necessary to initiate and manage the process. concept of Total Productive Maintenance
(TPM). ODR augments the TPM process
13. Operator Driven Reliability and extends the cultural benefit by
enhancing liaison between maintenance
(ODR) and operations. In companies where TPM
does not exist, an Operator Driven
The relationship between operations and
Reliability program can be the stimulus for
maintenance is an under-exploited opportunity
adopting it.
in most companies today. The reasons for this
are usually organizational, cultural or historic.
Even in firms where a healthy relationship
exists, the interaction process between the two
departments can be improved. Trend-setting
firms have realized this and are embracing a
strategy called Operator Driven Reliability
(ODR). ODR is built upon the following main
concepts:

• Operators are critical to asset reliability.

Being in close proximity to the machines –
24 hours a day, 7 days a week – operators
Figure 11. ODR improves process availability
are often the first to notice even the
smallest changes in machine condition.
What they do with this information can •
mean the difference between machine • Automates data collection. Manual data
failure and failure avoidance. ODR provides collection by an operator is often inefficient
a process to turn early detection of and prone to error. The increase of
developing problems into prompt corrective dependable handheld computers in the
actions. industrial workplace makes it possible to
• automate most data collection tasks. Clear
• Shared ownership of assets; Most benefits in efficiency, accuracy and job
companies are being asked to produce satisfaction are the result.
more with fewer personnel. ODR creates a •
culture of shared ownership that leads to a • Builds teamwork. Recent advancements in
greater contribution and a higher level of the IT world do not solve the problem alone:

A Guide to Asset Efficiency Optimization © 2009 SKF Group 19

 silos of information still exist in most Collecting and trending each type of data in an
organizations. By linking the two worlds of accurate, repeatable and objective manner has
operations and maintenance, ODR its own direct benefit. And linking operational
increases cross-functional awareness with data to the mechanical condition monitoring
direct benefits to both. data collected by maintenance personnel yields
• a more complete picture of asset and process
• Fulfills Maintenance Strategy Work condition.
Plans. One of the key outputs of the
maintenance strategy process is a Developing a decision from the merged data
recommended work plan and task list for brings the ultimate benefit. The SKF @ptitude
each asset and process. Building an decision support system automates this
Operator Driven Reliability program around process and captures the knowledge derived
these requirements has the benefit of from it for future use.
linking daily activities directly to the overall
strategy. 13.2. ODR implementation

13.1. The SKF MARLIN system for

Operator Driven Reliability SKF has also developed a complete
implementation process to facilitate rapid and
successful deployment of the technology. The
Recognizing this developing trend towards ODR ODR implementation addresses the many
in the mid-1990s, SKF developed a technology cultural and process changes that are needed
solution that fully supports the concept: The to succeed. Let our experience and success in
SKF MARLIN system consists of a customized this field help your company benefit from using
rugged handheld computer and specifically Operator Driven Reliability.
developed application software, allowing
operators to easily collect three main types of 14. Managing and applying
data:
• Process Data (pressures, flow rates,
knowledge
temperatures, etc.) As organizations compete in the global arena
• Machine Inspection Data (visual and seek ways to reduce costs while increasing
observations of machine condition) efficiencies, the ability to gather, store and
• Machine Condition (level of vibration and instantly access essential knowledge is
temperature) increasingly urgent for maintaining and
improving plant productivity. SKF Reliability
As operators make their rounds and collect Systems has recognized the importance of
data, the SKF MARLIN system makes specific cultivating and retaining knowledge and
recommendations when certain machine competencies to ensure the ongoing stability,
conditions are detected. The recommendations effectiveness and continuous improvement of
are pre-determined by the maintenance staff your program. Today’s technology makes it.
and allow the operator to take immediate
corrective action.

A Guide to Asset Efficiency Optimization © 2009 SKF Group 20

Figure 12. Information network

possible to amass and provide immediate The Factory of the Future is here; e-business
access to essential internal and external has revolutionized the way today’s plants
knowledge from an array of sources, enabling operate. Plant assets (people and machines)
your team to effectively and efficiently apply it are now governed and directed by information
to address your plant’s unique reliability and networks such as planning systems and are
productivity issues. linked to an even smaller number of suppliers
(Figure 12). As e-business continues to evolve,

A Guide to Asset Efficiency Optimization © 2009 SKF Group 21

the majority of transactions – those which are long term. The impact on time, cost savings
typical and repetitive in nature, and require no and enhanced productivity are significant.
human interaction – will occur automatically. As
workers focus only on the exceptions, and 14.1. Advanced decision support
suppliers take on the role of managing
customer inventories, transaction costs are
significantly reduced The SKF @ptitude Decision Support system
Similarly, today’s advanced decision support from SKF is an advanced, multi-faceted asset
systems provide a significant operational and management solution which automates the
financial benefit to plants that implement them. industrial reliability maintenance decision
As predictable events occur at regular intervals making process. The system makes it possible
between the assets and productivity systems in for users to efficiently and effectively utilize the
an enterprise – such as a motor failing every six data made available through plant systems,
months – the system automatically addresses providing a dynamic resource for machine and
the occurrence. This typically consists of a process diagnosis, analysis, reporting and
series of actions ranging from identifying the corrective actions.
problem to providing the specific steps to take
to correct it. The SKF @ptitude system integrates SKF’s
range of competencies with data from other
As exceptions occur, they are analysed, systems such as condition monitoring systems,
corrected, resolved and incorporated into the distributed control systems, computerized
Decision Support System (DSS) information maintenance management systems (CMMS),
base. A series of rules are defined based upon and internet/intranet websites, with your own
information and knowledge derived from organization’s internal knowledge. It
subject matter experts and knowledgeable incorporates the best of the world’s most widely
workers who have provided input to the system. used failure analysis methodologies with SKF’s
As such, a process for identifying and extensive practical knowledge of components
addressing such problems is established for and machinery, and fuses this knowledge with
future occurrences. live data analyzed through the SKF @ptitude
system software.
Each new occurrence provides an opportunity
to add to the decision support information base
so that predictable events are automatically
addressed if or when they recur. Therefore, the
knowledge in the information base is
continually updated, then shared to implement
consistent resolutions to common problems
within a single enterprise or at multiple sites
throughout the country or around globe.

Users of decision support systems dramatically

improve asset efficiency and integrity while
maintaining and enhancing results over the

A Guide to Asset Efficiency Optimization © 2009 SKF Group 22

 linking actions with the plant’s specific asset
management strategy. This helps to ensure
accuracy and consistency in performing such
tasks anywhere in the plant or around the
world.

To facilitate the incorporation of local or

enterprise-specific knowledge, processes and
procedures, the SKF @ptitude system also
includes the ability to add physical information
about plant assets including lists of faults and
symptoms, activity history and document
management folders. The information is
organized and readily accessible according to its
criticality – specifically relative to production,
safety or environment.
Figure 13. Asset knowledge science "tree"
The SKF @ptitude system also includes an
The system is built upon Asset Knowledge online web-enabled knowledge portal known as
Science (Figure 13), which goes beyond
SKF @ptitude Exchange that allows instant
traditional failure analysis models like Failure
access to reliability maintenance knowledge
Modes and Effects Analysis (FMEA), Fault Tree
24/7. Through SKF @ptitude Exchange,
Analysis (FTA), Reliability Centered
customers gain access and share in the wealth
Maintenance (RCM) and others to embody a of knowledge and experience of SKF, and SKF’s
fundamental understanding of the predominant
alliance partners as well. Website content
failure modes of machinery, the measurements includes papers, application notes, best
required to effectively monitor equipment
practices, benchmarking information and more.
health, and the consequences of failure. The
SKF @ptitude Exchange complements the
essence of this capability is knowledge of an knowledge of your reliability professionals and
asset’s components, how they are assembled
provides immediate access to knowledge which
and how the asset is designed to perform, can be instantly applied to support or enhance
allowing for fault detection and resolution prior
your team’s reliability efforts.
to failure.
By integrating data from multiple sources into
The SKF @ptitude Decision Support system
one easy-to use software application, the SKF
includes an expert environment where a @ptitude system applies a structured approach
diagnostic system manages the decisions for
to facilitate consistent and reliable decision
rotating machines. Based on a rule set made of making – enabling personnel to act quickly
asset systems and key features, the SKF
based on meaningful data and a predetermined
@ptitude system triggers notifications to plant
set of procedures and priorities. The system
personnel and recommends appropriate action. replaces labour-intensive data collection and
Should a part need replacement or if a failure
analysis with automatic analysis, fault
analysis is required, the system advises on resolution and even work order notification.
appropriate procedures and optimization, even

A Guide to Asset Efficiency Optimization © 2009 SKF Group 23

 optimize machine running time. SKF Reliability
15. Comprehensive service Engineers, using state-of-the-art
instrumentation, will accurately diagnose
programs for rotating machine conditions and, if needed, provide on-
machinery site precision balancing services.

The bearing is at the heart of all rotating

15.3. Lubrication management
equipment. As the key interface between
moving parts, the condition of the bearing often A concentrated effort to evaluate and improve
reflects how well a machine is running. lubrication issues in your plant will improve
Problems such as misalignment, unbalance, returns on plant assets and lower consumption
looseness and friction are all telegraphed and supply costs. SKF can provide a complete
through the bearing. management process that will focus on
improving lubrication conditions in the plant,
With its expertise in bearings, SKF has the and lower the associated supply and logistic
unique capability to develop the most costs.
comprehensive service programs for rotating
equipment. We’ll help you to combine an asset-
15.4. Bearing failure analysis
aware maintenance strategy, structured
competence and capabilities – including the The process of bearing analysis offers an
best mix of internal resources and external important mechanism for identifying and
specialists – to drive machine maintenance in addressing machine performance issues. SKF
the most cost effective ways. provides a Failure Analysis service with the
most comprehensive analysis report in the
15.1. Precision alignment industry. Each report includes a complete
written account of why the failure occurred,
Misalignment is one of the major causes of plus recommendations for corrective actions
machine component failure. SKF has the needed to eliminate repetitive failures.
competencies to conduct precision alignment of
machines. Comprehensive engineering services
15.5. Technology advice and machine
– combined with the application of products
that quickly and correctly accomplish critical
upgrades
alignment and machinery mounting – can Upgrading machines and processes with the
contribute significantly to the reduction of latest technologies can play a significant role in
machine failure. improving profitability. SKF engineers are
experts at evaluating applications and initiating
15.2. Precision balancing improvements to extend machine life.

Unbalanced components in machinery cause an

increase in load on bearings and on the entire
15.6. Bearing installation
machine structure – all evidenced by high Alignment of the machine, precision balancing
vibration levels. Precision balancing will reduce and a vibration baseline analysis at start up can
vibration, lower maintenance costs and be included as part of the mounting process.

A Guide to Asset Efficiency Optimization © 2009 SKF Group 24

 • Design review using finite element
16. Machine improvements modelling
• CAD/CAM design and consulting
To remain competitive, plants must keep pace • Prototype design and production
with new machine technologies. Increased • Structural modelling with modal analysis /
production targets for your existing machines operating deflection shape
and competition with global companies
equipped with newer machines make it hard to 16.2. Refurbishment of bearings and
keep pace using your existing assets. SKF assemblies
Reliability Systems can help – without the need
to invest in completely new equipment. Our Another way of maximizing your existing asset
engineers apply the latest design solutions, investments is through refurbishment and
which are built on a solid foundation of repair. Professional refurbishment procedures
reliability engineering. Their recommendations are used for large or specialized bearings that
can include one, or a combination of actions: have been in operation or stored for some time.
These can often be returned to an “as new”
Upgrade, rebuild and re-design. A pragmatic condition for a fraction of the cost of a new
review of current operating conditions and bearing.
machine history combined with information
derived from a thorough Root Cause Failure A skilled technician inspects each bearing, then
Analysis (RCFA) can lead to a recommendation issues a comprehensive Bearing Failure
for an upgrade of key components or a re- Analysis Report. In addition to providing
design of entire sub-assemblies. These actions detailed information about the bearing, this
can extend asset life or result in an report also contains a wealth of information
improvement of production capability – or a about the operating environment and how it
combination of both – generating significant might be improved to maximize service life.
value at the bottom line. Projects might include:
• Post-maintenance testing • Large size bearings and their housings
• Optimization of paper machine press and • Industry-specific repair and services
dryer section for speed increase • Continuous caster bearings and assemblies
• Conversions of continuous casters or • Backup and work roll bearings for metal
chocks for the metals industry rolling mills
• Upgrade of machine tool spindle design for • Housings, rolls, and complete units such as
high run rates printing cylinders and water-cooled
• Modernization of printing press cylinder housings for continuous casters
systems for improved quality
• Re-engineering of lubrication and sealing
systems for new operating conditions 17. Supply process
16.1. Design engineering Reducing costs associated with purchasing,
supply and inventory management is an
SKF can also provide an extensive range of integral part of increasing profitability.
design services,including:

A Guide to Asset Efficiency Optimization © 2009 SKF Group 25

SKF Reliability Systems works in close for branded industrial goods and services.
partnership with our SKF Authorized Distributors, manufacturers and MRO users
Distributor Network – or your currently benefit from an efficient, streamlined system
contracted supplier – to reduce transaction for buying and selling.
costs, release capital tied up in spares
inventories, and assure that spares are 18. Training
available and delivered when needed. SKF can
also assist you in taking full advantage of
electronic purchasing systems. SKF Reliability Systems offers machine
reliability and asset management training –
17.1. Trouble-free supply from the shop floor to the highest levels of
management. Courses focus on the skills and
SKF maintains the world’s widest network of knowledge your team needs to work toward
authorized distributors who can provide you achieving maximum reliability and productivity.
with supply arrangements for bearings and Our trainers are experts with years of
other industrial components through a single experience in industry, many of whom also
buying channel. teach at universities or trade organizations. SKF
Through trouble-free supply, the management Training is available on a broad range of topics:
of inventory and supply is handled by the SKF
distributor network. Our distributors will • Machine Reliability
determine with you, the precise requirements o Condition monitoring
for each machine so that dedicated inventories o Maintenance management
are available to meet demand. This eliminates o Mechanical maintenance skills
the need to invest in inventory, or manage the o Lubrication management
supply process, and contributes to reduced o Bearing maintenance and service
costs. • Asset Management
o Proactive Reliability Maintenance skills
17.2. Electronic supply o Assessment techniques
o Equipment criticality analysis
SKF has developed electronic supply processes o Maintenance strategy
to facilitate efficient, reliable and cost effective o Reliability and Risk Based Maintenance
inventory management. SKF Authorized o Key Performance Indicators
Distributors are connected to a central o CMMS population and optimization
warehouse and logistics support center, so you o Operator Driven Reliability
can link directly to this system for quick and o Predictive Maintenance program setup
easy access to the latest inventory and shipping and management
information. o Planning and scheduling
o Continuous improvement process
Many distributors are also joining two web “living” program
based industrial marketplaces: Endorsia.com® o management
and PTplace.com.® Endorsed by leading o Spare Parts Optimization
manufacturers, these all-in-one service
networks are dynamic electronic marketplaces

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Classes are held around the globe, or may be time permits with a subscription to @ptitude
customized and taught on-site to meet your Exchange, SKF’s reliability knowledge website.
plant’s specific needs. Many courses are offered
via e-learning and tutor-led interactive web 19. Integrated Maintenance
tutorials. Or, your team can learn at their own
pace or enhance their existing knowledge as Solutions

Figure 14. Overview - Integrated Maintenace Solutions

A Guide to Asset Efficiency Optimization © 2009 SKF Group 27

The Integrated Maintenance Solutions (IMS) ultimately lead to increased bottom line
agreement offers industry a new alternative to profitability for SKF customers. Our focus on
current maintenance practices or full technology and seamless interface with
outsourcing. plantwide systems supports four key areas in
an effective maintenance process.
With an IMS agreement, SKF Reliability
Systems will manage every key component of a 20.1. Decision support
machine asset management strategy, providing
a total system for achieving Asset Efficiency The ability to facilitate consistent, accurate and
Optimization. effective decisions on plant equipment and
processes is a crucial component of a world
An IMS contract brings together all areas of class program. SKF has made a commitment to
expertise offered by SKF, establishing a assisting customers in the retention, storage
continuous process of maintenance monitoring, and utilization of crucial information with its
analysis and improvement. It provides a decision support software.
planned skills transfer program for
maintenance and operations personnel, and 20.2. Condition monitoring
technology upgrades where required. The
services and support best suited to optimize As a leading supplier of condition monitoring
asset efficiency and integrity (safety and products, SKF offers a complete range – from
environment) are all included under one fixed hand-held data collectors/analyzers to online
fee performance based agreement. surveillance and machinery protection systems.
These products offer a seamless interface to
Each agreement is customized to specific condition monitoring analysis software, CMMS,
business needs. You can choose which areas ERP, and other plantwide systems.
you want included, based on internal resources
and current supplier contracts. With an IMS 20.3. Tools and lubricants
contract, SKF plays a significant part in
increasing the reliability and integrity of your Safe and proper machine maintenance is
plant. We share some of the risk as well as the critical when the goal is to optimize equipment
savings, while you receive agreed upon financial running time. The development of SKF tools
returns and technology upgrades without and lubricants is based upon our own
capital investment. experience in field work and includes the latest
(See case history at section 22.8 below.) technologies.

20. An Integrated Platform for 20.4. Component innovations

AEO New component innovations are needed to
achieve productivity goals that were never
SKF’s range of products and services – from
intended by original equipment manufacturers.
condition monitoring and decision support
SKF continues to develop bearing products
systems to bearings and seals – are all
designed to provide the solutions that will

A Guide to Asset Efficiency Optimization © 2009 SKF Group 28

designed to run faster, longer, cooler and for you or put together the infrastructure as a
maintenance-free in many difficult applications turnkey system for your company to run itself.

21. e-maintenance Benefits of an Internet-enabled e-maintenance

solution from SKF include:
Management of a predictive maintenance • Remote monitoring 24/7
program can be a challenging task due to the o Data collected via portable or on-line
amount of data acquired and the time required surveillance devices at remote locations
to reduce it into meaningful information. In can be uploaded to the SKF Diagnostics
some facilities, the personnel who collect Center for analysis and reporting.
machine data are also required to perform the • Centralized data repository
analysis. This leaves little time to focus on o Historical data from all locations is
corrective actions and work order follow-up. It easily accessed by all responsible
then becomes impractical to evolve from PdM personnel. Reports are generated
into a full Proactive Reliability Maintenance centrally and distributed to local
program. workstations electronically.
• Better informed field technicians
SKF has developed a solution for this dilemma o Maintenance and operations have
called e-maintenance, which uses web-enabled access to more complete and timely
technology and integrates SKF @ptitude data.
Analyst data management and analysis • Efficiency and consistency
software; the SKF @ptitude Decision Support o Data is managed more efficiently, and
system; and the SKF Microlog portable in a consistent manner throughout an
vibration data collector. The entire process is organization.
managed by a group of experienced SKF • Minimized investment
reliability engineers. The result is a complete o A centralized location eliminates the
analysis process built upon proven techniques need for redundant analysis centers,
that support your existing infrastructure. And saving on hardware, software and
your PdM program begins to evolve into a true manpower.
PRM program. • Savings through outsourcing
o Users may choose to use the SKF
For companies that do not have a PdM Diagnostics Center; supported by SKF
program or have had trouble in maintaining reliability experts and a dedicated web
one due to lost expertise or investment server.
limitations, the SKF e-maintenance process can
be used to run your PdM program at one
facility. Or, it can also be used to standardize on
PdM processes across multiple facilities. SKF
can manage the entire e-maintenance program

A Guide to Asset Efficiency Optimization © 2009 SKF Group 29

Figure 15. An example of e-maintenance at work

21.1. An example of e-maintenance at (6) Using the SKF @ptitude system, an SKF
work analyst generates reports or work order
requests which are sent to the customer along
See figure 14 above. with the supportive data. This information is
also posted to a web server for future
(1) From a central SKF Diagnostics Center, a reference by the customer. The SKF
data collection route is sent electronically to the Diagnostics Center provides the data repository.
laptop computer of a technician in a remote
location.
22. Real Conditions. Real
(2) The information is downloaded to a Microlog
portable data collector. (3) Once collected,
Solutions
machine vibration or process data is (4) On the following pages are examples of how
uploaded into the remote PC and then (5) sent SKF Reliability Systems has combined its
electronically back to the SKF Diagnostics knowledge, services and products to provide
Center where it is displayed, analyzed and solutions to real-life application conditions. The
stored in SKF @ptitude Analyst software. applications described are only samples from
the multitude of industries in which SKF is
involved.Solutions

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 analysis and data management software. A vital
22.1. Application: Gas-turbine-driven factor was bandwidth limitations of the WAN
power generation. for transfer and/or access of data from a
remote location.

In modern process plants, growing demands

upon the availability and reliability of critical
rotating machinery have lead to requirements
for more complex machine condition data in
automated monitoring systems. The machine’s
monitoring function must be integrated with
the plant’s control and safety functions. In
addition, vital machinery health data must be
available for manual or automated analysis
over the plant LAN (Local Area Network) and
over a corporate WAN (Wide Area Network) for
enterprise-wide analysis. A successful example
follows:

The problem: A series of remote power

stations – some 500 km apart – each relied
upon aeroderivative gas turbines as the prime
mover for the generation plant. The availability
of the turbines had been adversely affected by
compressor section problems, which
manifested themselves as specific sub-
synchronous vibrations. The existing vibration Figure 16. Station 2

monitoring system was unable to react to these

vibrations in order to provide adequate early
Solution: An integrated system combining
warning for corrective action. A more complex
machinery protection, condition monitoring and
approach was required, that would be reliable,
transient analysis was installed at each site.
usable and accessible over a WAN.
The protection hardware was programmed to
track and, through voting logic, automatically
Solution: An integrated system combining
trip on the occurrence of the dangerous sub-
machinery protection, condition monitoring and
synchronous vibrations. The condition
transient analysis was installed at each site.
monitoring system acquired complete FFT data
The protection hardware was programmed to
continuously to gather a full scope of diagnostic
track and, through voting logic, automatically
information for analysis by dedicated trending,
trip on the occurrence of the dangerous sub-
analysis and data management software. A vital
synchronous vibrations. The condition
factor was bandwidth limitations of the WAN
monitoring system acquired complete FFT data
for transfer and/or access of data from a
continuously to gather a full scope of diagnostic
remote location.
information for analysis by dedicated trending,

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Additional options were expansion of the data SKF Reliability Systems implemented an
into the plant control system by modern open advanced on-line monitoring system for a
protocol such as OPC, Object Linking and critical power generation plant distributed over
Embedding (OLE) for Process Control, and a remote region. The system supports WAN
interfacing into a decision support system (SKF operations, and provides machinery protection
@ptitude Decision Support). and continuous condition monitoring –
capturing and archiving critical rotating
22.2. Application: Integrated Condition machinery condition parameters, including
Based Maintenance System steady state vibration data and run-up/coast-
down transient events, for early warning of
mechanical problems that could lead to costly
machine failure.

Figure 17. SKF Reliability Systems implemented an advanced on-

line monitoring system for a critical power generation

Figure 18. Integrated condition based maintenance system

A Guide to Asset Efficiency Optimization © 2009 SKF Group 32

Results: The modern digital monitoring system With unique expertise in RCM, SKF partners
has provided live information to machinery with companies to develop a maintenance
reliability experts at remote locations in a cost strategy that defines:
effective and timely manner. The protection • the right equipment on which to spend
system provides insurance against the known preventive maintenance dollars
compressor problems, and the condition • performing the right maintenance tasks at
monitoring analysis software has given early the right time.
warning of an engine bolt problem, avoiding
multi-million dollar unplanned downtime. With RCM, recommendations are developed in
concert with the business objectives of the
organization. The results speak for themselves.
22.3. Application: Inlet gas
compressor/engine system at a
major refinery

Improving reliability does not necessarily mean

adding maintenance tasks. Sometimes the
opposite is true. The key to optimizing plant
operations and assets, therefore, is to develop a
strategic plan that increases value-adding
activities and decreases non-value adding
activities. This is the core of Reliability Centered
Figure 20. HPI installation decreases unplanned maintenance,
Maintenance (RCM), which demonstrates that
saves $2.4 million per year
the best overall maintenance strategy
improves reliability while meeting business
goals. The problem: In the field, gas compressor
intercoolers were cleaned infrequently and
poorly, as were engines within the igniter
cooling system. In addition, there was no
chemical treatment or operating parameters
established for one of the cooling towers. In the
inlet gas system, the current batch operation
caused daily variations. Plus, the current flows
and conditions failed to adequately remove H2S.

Solution: RCM was applied to all processes

and utility units. SKF ran two studies
Figure 19. Task metrics concurrently. The studies took 24 months to
complete. Implementation included:
• Reducing intrusive-type maintenance tasks
• Increasing condition-monitoring tasks

A Guide to Asset Efficiency Optimization © 2009 SKF Group 33

• Improving compressor/engine reliability 22.5. Application: Pilot program a
• Reducing lost production time chemical processing plant.

Results: The problem: The company was seeking to

Results: Savings are conservatively estimated increase profitability by reducing costs from
at 5 cents per barrel of crude oil processed. equipment failures and shutdowns at the five
This equates to sustainable savings of plants.
$2,430,000 per year.
Solution: RCM was applied during a five-
22.4. Application: Twenty-seven month period. SKF analyzed seven processes
operating units at 15 power within the pilot plant. Implementation included:
• Utilizing SRCM® software to unify data
plants.
collection and analysis
The problem: After several years of cost- • Training team on RCM and software
cutting measures, the utility was experiencing • Verifying equipment IDs and updating
reliability and performance problems. There process and instrumentation diagrams
was a clear need to improve performance by • Establishing a methodology to standardize
decreasing equipment failure while ensuring the company’s maintenance practices from
properly focused maintenance resources. plant to plant

Solution: RCM was applied to all key systems. Results: The pilot program demonstrated that
SKF studied the systems over a 30-month each of the five plants could achieve estimated
period. Implementation included: sustainable maintenance savings from $40,000
• Development of documentation for the to $150,000 per year, for a potential company-
maintenance program wide maintenance savings of $400,000 per
• Focusing planned maintenance on critical year.
equipment and dominant failure
mechanisms 22.6. Application: Primary dust control
• Emphasizing condition-based tasks fan, cement plant
• Eliminating unnecessary routine and
outage tasks Industrial fans are an integral part of most
• Reducing maintenance costs plant installations. Often, the very nature of
• Improving availability and reliability their work creates process bottlenecks. Heat,
dust, dirt, gasses and paint are daily
Results: 30 % reduction in equivalent forced environmental factors that can cause impeller
outage rate (EFOR) imbalance and contribute to reliability problems.
• 7 % increase in peak period reliability
• 30–40 % reduction in high priority The problem: Repeated fan failure was
corrective work shutting down the process every six months. It
took maintenance crews six hours to restore
the fan back to operation and one hour to
restart the process. Revenue losses were
approximately $10,000 an hour, and the

A Guide to Asset Efficiency Optimization © 2009 SKF Group 34

problem had been occurring for three years – operators could detect the problem as it began
ever since the new fan was installed. Plant to reoccur and take necessary proactive steps
engineers had tried to solve the problem by during a convenient shutdown period.
themselves, with the help of the fan OEM and
three consultant groups, all with no success. Fan life improved dramatically. The fan easily
surpassed the old MTBF (mean time between
Solution: A Machine Reliability Assessment was failure) and ran for three more years until it
carried out on the fan: was shut down during a major outage, when
• A complete asset history was developed the bearings were replaced and analyzed as
• Maintenance technicians, engineers and part of a design assessment. All showed normal
operators were interviewed for opinions wear with significant residual life remaining.
• A detailed vibration analysis was performed
• The lubrication system and lubricant type SKF provided the following products and
were examined services:
• The bearing arrangement and L10 design • Machine Reliability Assessment
life were reviewed • Condition Monitoring
• Lubrication analysis
SKF Reliability Systems then conducted an • Application engineering
analysis of the fan base structure using a • ODS (Operation Deflection Shape) analysis
vibration analyzer and Operating Deflection • Machine Condition Transmitter
Shape (ODS) Software. It was determined that • Root Cause Failure Analysis
the structure was deflecting considerably. This • Bearing, Seal and Lubricant Technology
caused the fan pedestal to twist, and the upgrade
bearings to become misaligned during
operation. The result was higher than Results: Approximately $420,000 in
calculated bearing loads and excessive seal production gain and a sustainable maintenance
stresses. cost reduction of $50,000.
• Benefit/Cost = more than 20:1
SKF strengthened the base structure; changed • Based on the success of this project, the
the bearing setup from two spherical roller customer opted for a complete Proactive
bearings to a CARB® bearing on the wheel side Reliability Maintenance (PRM) contract for
of the fan and an SKF Explorer spherical roller all plant fans.
bearing on the sheave end; and permanently
installed an SKF Machine Condition Transmitter 22.7. Application: Centrifugal pump, Oil
system to alert the plant DCS to higher than Refinery
normal vibrations. The lubricant type and
delivery system were also upgraded. In the hydrocarbon processing and chemical
industries, centrifugal pumps are a key asset in
It was also determined that periodic dust build- the plant infrastructure. They are of vital
up occurred on the fan blades, causing an importance to production processes, yet they
imbalance condition in the fan. With the operate in a harsh environment with
introduction of the low cost SKF Machine demanding duty cycles that can easily lead to
Condition Transmitter vibration monitoring, the reliability problems. High maintenance

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competencies are required to maximize pump with the goal of reducing bearings and
reliability. mechanical seals consumption.

The problem: The operator of a large refinery, SKF provided the following products and
concerned about the effectiveness of the services:
existing plant maintenance strategy and • Assessment
predictive maintenance program, was • Proactive Reliability Maintenance
interested in improving the performance of • Operator Driven Reliability
pump assets in relation to actual pump • SKF MARLIN and SKF Microlog data
maintenance and operating costs. SKF collectors
Reliability Systems was called in to assess the • SKF Database, analysis and reporting
current strategy and make recommendations software
for improvement. • Seal partnership
• Bearing supply
Solution: SKF conducted a detailed plant-wide
pump audit in conjunction with the customer’s Results: All recommendations were accepted
mechanical seal supplier. The assessment and SKF assisted with the integration of
examined all facets of pump performance, Proactive Reliability Maintenance and Operator
maintenance activities and component supply Driven Reliability into the customers’
logistics, focusing on improvement maintenance practices. This included support of
opportunities that would have the most impact the necessary cultural changes so that the use
on maximizing asset efficiency. of technology and necessary work process
changes would be accepted
A key component of the SKF recommendation
included the refocusing of critical maintenance
activities, including the implementation of a
Proactive Reliability Maintenance (PRM)
strategy aimed at eliminating repetitive
component failures.

Another major improvement opportunity was to

involve operations personnel as the first line of
Figure 21. Key performance indicators
defence in the maintenance program. The use
of the SKF MARLIN data collection process was
suggested, along with training for plant 22.8. Application: Paper mill
operators in using the SKF MARLIN to collect
strategic process and condition information. An The problem: Improve plant-wide asset
ongoing maintenance skills training program reliability, reduce bearing and lubricant
related to bearings and mechanical seals was consumption, reduce unplanned downtime and
suggested for all mechanics. SKF also total maintenance costs.
recommended that we join the mechanical seal
supplier in a reliability maintenance partnership Over 100 hours of unplanned downtime in one
year was incentive enough to prompt the

A Guide to Asset Efficiency Optimization © 2009 SKF Group 36

management of a large integrated paper mill to
recognize the value behind the IMS promise. Included in the terms is a guarantee that SKF
will pay back part of the contracted fee if
Solution: The mill agreed that SKF should first agreed goals are not met along with
conduct a detailed mill-wide assessment. The performance incentive if they are.
result was the identification of a long list of
opportunities to optimize asset effectiveness, Customer Competitive Advantages:
reduce the unplanned mechanical downtime • Fixed costs on bearing and lubrication
and increase overall productivity – and a five products
year performance-based contract including: • Integration of lubrication and vibration
• Supply and installation of an on- and off- programs
line condition monitoring system. Because • Root Cause Failure Analysis for ALL bearing
the cost is spread over five years no capital failures
funds were necessary to upgrade to the • Continuous improvement studies in critical
latest technology. This was very important, areas
since it released funds to invest in urgently • Technology upgrades provided as part of
needed production equipment. contract
• A staff of reliability engineers and • Ongoing training and skills tracking
maintenance technicians to manage the
condition monitoring and lubrication Products and Services provided
program and make the necessary • Mill-wide Reliability Assessment
improvements. • On and off-line Condition Monitoring
• Specialist diagnostic support from two SKF • Decision Support System
support centers. • Proactive Reliability Maintenance
• Application engineering support for • Precision alignment and balancing
mechanical and lubrication redesign, as • Bearing and Lubrication Supply
needed.
• Support on precision alignment and
balancing. Results: In one year, the contract generated
• Training of the customer’s maintenance tangible savings for the mill, which gave the
staff. customer pay-back on their investment in less
• 100 % bearing supply per a declining than one year. Additional progress in meeting
annual fixed price level. the Key Performance Indicators led to a
• Bearing stock management, in partnership contract extension in the middle of the original
with an SKF Authorized Distributor. 5 year contract.

A Guide to Asset Efficiency Optimization © 2009 SKF Group 37

Figure 22. KPIs over a three year period

A Guide to Asset Efficiency Optimization © 2009 SKF Group 38