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Plant Wellness Way Method Explained

CONTENTS
1. Introduction .............................................................................................................................. 3
2. Asset Lifetime Details.............................................................................................................. 4
2.1. Asset Failure Frequency Distribution ............................................................................... 4
3. Asset Criticality ....................................................................................................................... 6
3.1. Sub-Assembly Criticality ................................................................................................. 6
4. Asset Engineering Design, Drawings, Manuals and Parts Lists .............................................. 8
5. Identify the Critical Parts ......................................................................................................... 9
6. Critical Part Life Cycle Threats ............................................................................................. 10
6.1. Answer the 8 Lifecycle Questions .................................................................................. 10
6.2. Risk to Critical Parts Operating Life .............................................................................. 11
7. Physics of Failure Reliability Analysis .................................................................................. 13
8. Reliability Strategy by Equipment Part ................................................................................. 14
8.1. Reliability Growth Cause Analysis ................................................................................ 16
9. Maintenance and Installation Strategy by Part (Deformation Management) ........................ 17
9.1. Develop Maintenance Procedures .................................................................................. 17
9.2. Identify Work-Around on Failure................................................................................... 17
10. Operating Strategy by Part (Degradation Management) .................................................... 19
10.1. Develop Operating Procedures ................................................................................... 19
10.2. Identify Work-Around on Failure ............................................................................... 19
11. Spares Selection by Part ..................................................................................................... 21
12. Supporting Business Processes .......................................................................................... 22
12.1. Design and Operating Costs Totally Optimised Risk (DOCTOR) ............................. 23
13. 3-Factors Risk Analysis of Processes................................................................................. 24
14. Build Process Robustness................................................................................................... 26
15. Chance of Success Analysis for Processes ......................................................................... 27
16. Pilot Test Trials .................................................................................................................. 29
17. Document and Imbed Final Process Design ...................................................................... 30
17.1. Continuous Improvement............................................................................................ 30

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Plant Wellness Way Methodology Process Map

Asset
Asset
Details Criticality
Engineering
Details I
Determine
Specifics how The design,
about the important maintenance
asset and its the asset is and operating
use to the information
business

Critical
Parts
Life Cycle
Threats
Physics of
Failure
Reliability
Strategy
Maintenance
Strategy
Operating
Strategy
Spare Parts
Selection
Supporting
Processes
ONIC
The ways Provide
Identify the The ways Identify the
The specific Build Build business
parts that critical parts critical parts insurance
activities to maintenance operating processes
stop the can fail are parts to have
do to create procedures procedures that support
asset if they during their protected available
reliability for reliability for reliability operational
fail life cycle from failure upon failure
reliability

Process Process Chance of

Pilot Trials
Final S
Risks Robustness Success Process

Include Identify how Check how Fully

Identify and
necessary to maximise the process document
remove the
strategies to the chance operates and measure
risks in the
create of a process and look for each process
business
robust being ways to fine and its
processes
processes successful tune it performance

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1. Introduction
The Plant Wellness Way is business paradigm to create world-class performance and results in
any operation by the correct selection and use of engineering, operating, maintenance, and
reliability strategy and practices.

The six IONICS steps are used to develop lifecycle asset management, reliability improvement
and maintenance management strategy and activities needed for endless operational excellence.
Simply identify where you are in the above process map, come in at that point, and then continue
on through the process to the point where your answers are available.

There are a range of worked tutorials available at the LRS Global website that further explain and
describe various aspects of the Plant Wellness Way methodology. Use them in conjunction with
this manual and with the training presentation slides to better understand why and how the
techniques of the Plant Wellness Way are used.

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2. Asset Lifetime Details

The Plant Wellness Way produces highly reliable plant and machinery because it identifies how
to create individual equipment component health and insures the required means and actions are
applied. As each part in each assembly is made to work properly at the least material-of-
construction stresses it is highly reliable for its entire operating life and so the whole equipment
item becomes highly reliable for its entire service life.

Describe the asset and understand its required duty and service life.

 Tag or Equipment Number

 Asset description
 Asset Criticality (highest rating from Step 2 – Asset Criticality)
 Asset location
 Asset purpose and required operational output(s)
 Installed new or second-hand? If second-hand, where was it used prior to this operation?
 Date installed in the operation
 Frequency of use during current service life
 Sub-assemblies (Children)
 Sub-assemblies Tag or Equipment Number (if used)
 Sub-assemblies description
 Histories of failures in this Asset
o At the operating site (list in PM10 spreadsheet format)
o Types of failures similar assets experience in the industry (list in a separate
spreadsheet)

2.1. Asset Failure Frequency Distribution

 Create the failure run chart, i.e. the failure timeline, for each important asset for its entire
service life to-date. Where possible identify the cause(s) of each failure event. You may
need to look at the operating history in log books, the maintenance history in the CMMS
and shift logs, and even conduct interviews with knowledgeable operations and
maintenance personnel.
 Develop a failure event frequency distribution curve for the asset using the failure history
timeline
 Identify which failure types and/or causes occur too often

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3. Asset Criticality
Because the use of organisational resources need to be prioritised so as to maximise the benefits
from their use, it is necessary to know the degree of importance each item of equipment has in an
operation.

Identify the business-wide impacts of each asset’s failure. Develop the Criticality Analysis using
the worksheet titled: Equipment_Risk_Assessement_Spreadsheet

 Risk based analysis using ISO 31000 Risk Management Guidelines

o Ensure the client’s risk matrix is mathematically correct and if not convert it to one
that applies log10-log10 in a mathematically correct fashion
o Expand the client’s risk matrix into at least a 16x13 log10-log10 layout; preferable
use proper log10-log10 axes.

 Develop an ‘operating risk window’ on the client company’s risk matrix from worst
possible impact event to least impact event. Consider range of business impacts from its
failure, including safety, financial, environmental, operational, etc.
o Use DAFT Costs of each event in the criticality analyse
o Downtime from each event (least to maximum duration)
o Include ‘acts of God’ where such are possible, e.g. lightening, floods, earthquake,
tornado, etc.

 Take into consideration the knock-on impacts of an asset’s failure

o What else stops when the asset fails?
o Would subsequent harm to personnel, environment, etc. also occur?
o What redundancy exists for the asset?
o Time taken to supply failed parts once order is placed?

3.1. Sub-Assembly Criticality

Due to the size and complexity of an asset it may be necessary to separately investigate its sub-
assemblies.

o Repeat the above for each of the sub-assemblies (Children)

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4. Asset Engineering Design, Drawings, Manuals and Parts Lists

It is necessary that the construction, use and correct performance of an item of equipment is fully
understood at the design engineering level.

Gather together all the technical, maintenance and operational information about the asset, such as
equipment manufacturer’s information, manuals, drawings, etc.

 Service duty when in use

 Design data, e.g., max/min pressures(s), max/min flow(s), max/min temperature(s), max/min
hours of operation, etc.
 Operating and Maintenance Manuals
 General Assembly Drawings
 Identify all sub-assemblies
 Identify all parts
 All parts materials-of-construction

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5. Identify the Critical Parts

Identify the parts in an asset where their failure would stop the asset operating—these are called
critical parts. They are often the working parts, or the moving parts, in the asset. They can also
be the structural components and/or the fastening components.

Record this information using the Physics of Failure (PoF) spread sheet titled:
PoF_Strategy_with_8_Lifecycle_Questions

 Identify on the Bill of Materials list those parts that cause adverse production impacts if
they fail
 Rate each critical parts’ risk to the operation using the method in Step 2 – Asset Criticality
– using the asset’s failure history and DAFT Costs

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6. Critical Part Life Cycle Threats

No failure happens by magic. Equipment is failed. Every plant and equipment failure event in an
operation is never caused by only one reason, always there are many more than one cause for the
failure. Every failure will have definable and clear scientific explanations for its causes. But the
latent causes of a failure are not so easy to find and fix as are the scientific causes.

A root of failure can happen anywhere in the life cycle and remain a defect to cause a failure at
any future point in the life cycle when the necessary trigger events occur.

You now need to identify if failures can happen to each critical part in the Client’s operation due
to normal usage, random events, infant mortality, human error, and wear-out aging. If a part can
fail it becomes necessary to explore what events across its lifecycle could happen to become the
root causes of the failure (this will be done in the following Step 7).

6.1. Answer the 8 Lifecycle Questions

Complete the PoF_Strategy_with_8_Lifecycle_Questions spreadsheet with the answers to the 8
Life Cycle Questions for each critical part

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6.2. Risk to Critical Parts Operating Life

You want to gain a good understanding of the opportunities and situations when critical parts can
fail and the circumstances that lead to a component’s various ways of failing. It is highly likely
that you will find the same component types in the equipment used in an operation tend to fail in
a limited number of ways and they repeat from equipment to equipment. This means you will
eventually be able to copy and paste the same causes against many assets.

For each critical part identify if they can be failed from:

 Early Life Failures occurring from situations such as;

o Manufacturing error
o Human error during rebuild
o Human error during installation
o Human error during commissioning
 Random events, including:
o extreme stress events
o cumulative stress events
 Failures from asset usage, e.g. filters will block, brake pads will wear-out, etc.
o Causes of a part’s failure during operation
o Hours of operation, number of times used, and/or production throughput between
failure events
 Potential and extent of materials-of-construction fatigue
 Potential and extent of materials-of-construction wear-out (Aging)

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You can show on the client’s risk matrix the risks they carry in their company from their equipment
parts failure when the above situations arise.

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7. Physics of Failure Reliability Analysis

For those parts that currently carry unacceptable operating risk from their failure it is necessary to
identify the situations where excessive stress from deformation during the life cycle and/or
excessive stress from degradation during its operating life can arise to cause each risk event.

For each critical part list all the possible causes of the causes of its failure in the spread sheet titled:
PoF_Strategy_Development_Template

 Use the Physics of Failure guideword list to identify what events can cause a critical part’s
failure from deformation or degradation
 During each life cycle phase
 Do it for each potential failure event identified in the ‘Critical Part Life Threats’ Step

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8. Reliability Strategy by Equipment Part

Your aim is to minimise the stress in critical parts at every stage of their life cycle by selecting
effective mitigations to apply at each phase of life. To identify what can be done to achieve
maximum reliability for the whole operating life we define a zone of outstanding operation for
each critical part based on using the Precision Maintenance criteria noted in Table 1 below. We
want the part to always remain within its world class reliability ‘window’ and we therefore will
select engineering, maintenance and operating activities, practices and monitoring that insure and
prove a component suffers the least stress possible in every situation it is used.

To allow for the effects of probability we set the 3T (Target – Tolerance – Test) quality values of:

 A Target Value (ideally this is world class performance, or else it is a magnitude better
performance than ‘average’ performance)
 A maximum to minimum Tolerance Range (the minimum is that value specified by the
original equipment manufacturer in their manuals).

In the case of dimensions, instead of specifying each part’s specific tolerance values, you can use
International Tolerance Grade Numbering, as this automatically allows for changes in sizes and
distances.

Though the list below applies to mechanical equipment, the intention of each requirement can be
extrapolated to address other types of parts, including electrical and electronic items.

Item Description 3T Quality Criteria

1 Accurate Fits and Tolerance at Operating Temperature
2 Impeccably Clean, Contaminant-Free Lubricant Life-long
3 Distortion-Free Equipment for its Entire Lifetime
4 Shafts, Couplings and Bearings Running True to Centre
5 Forces and Loads into Rigid Mounts and Supports
6 Collinear Alignment of Shafts at Operating Temperature
7 High Quality Balancing of Rotating Parts
8 Low Total Machine Vibration
9 Correct Torques and Tensions in all Components
10 Correct Tools in the Condition to do the Task Precisely
11 Only In-specification Parts

Table 1 Necessary Health Conditions for Mechanical Parts

The answers to these criteria for each critical part in an item of equipment become the operating,
maintenance and reliability strategies to be adopted for the component during its lifetime. The
sum of an equipment’s parts strategies become the asset’s lifecycle management strategy. All the
parts’ strategies will be detailed in the asset’s associated operating, maintenance and reliability
procedures and other relevant documents.

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8.1. Reliability Growth Cause Analysis

This technique is used to identify the entire range of reliability creation options available to make
a part survive for its maximum possible service life.

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9. Maintenance and Installation Strategy by Part (Deformation

Management)
The requirements are to have all equipment parts in their least stress condition when under
operation and to sustain those conditions throughout the equipment’s service life.

Develop the answers for each critical part in the PEW maintenance and installation strategy spread
sheet titled: PoF_Strategy_Development_Template

Where Laws and Regulations apply to an asset, e.g. cranes, pressure vessels, lifts, etc., include the
necessary maintenance requirements into an additional column in the spread sheet.

 For each critical part identify:

o Necessary health conditions for the part, e.g. precision tolerance range, temperature
range, moisture/humidity range, etc. The information identified in response to the
list of 3T quality parameters required by Table 1 in Step 8 will satisfy this
requirement
o Necessary health conditions of neighbouring parts in contact, e.g. surface finish,
temperature range, etc.
o Likelihood that the health conditions will be achieved during installation
o Likelihood that the health conditions will be sustained during operation
o What installation and maintenance opportunities can arise to cause deformation,
e.g. installation during construction, overhaul during service life, major failure
requiring rebuild, etc.?
o How frequent will the identified installation and maintenance opportunities for
deformation arise?

 Check the Physics of Failure Guidewords to confirm all situations are identified and
covered by a suitable and effective strategy for the part, and also for its neighbours.

9.1. Develop Maintenance Procedures

For each critical part put the required controls needed for each cause of deformation into a written
3T (Target-Tolerance-Test) maintenance procedure to create a component with low stress in a
healthy environment.

In time a library of procedures for component health will accumulate to be used repeatedly in
future for those assets where critical parts suffer the same situations and threats of failure.

9.2. Identify Work-Around on Failure

Where there are means to minimise the production impact of an asset’s failure, then list and explain
the options(s), e.g. redundancy; hire mobile equipment; transfer production to another line; etc.

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10. Operating Strategy by Part (Degradation Management)

The requirement is to have all equipment parts in their least stress condition when under operation
and sustain those conditions throughout the equipment’s service life.

Develop the answers for each critical part in the PEW maintenance and installation strategy spread
sheet.

 For each critical part:

o Necessary operating conditions for the part, e.g. operating pressure range, operating
temperature range, operating moisture/humidity range, etc.
o Likelihood that the operating conditions will always be achieved
o Likelihood that the operating conditions will be sustained during service life
o What operating opportunities can arise to cause degradation, e.g. change-overs,
process disruptions, poor raw material, contamination, etc.?
o How frequent will the identified operating opportunities for degradation arise?

 Check the Physics of Failure Guidewords to confirm all situations are identified and
covered by a suitable and effective strategy.

10.1. Develop Operating Procedures

For each critical part put the required controls needed for each cause of degradation into a written
3T (Target-Tolerance-Test) operating procedure to create a component with low stress in a healthy
environment.

In time a library of procedures for component health will accumulate to be used repeatedly in
future for those assets where critical parts suffer the same situations and threats of failure.

10.2. Identify Work-Around on Failure

Where there are means to minimise the production impact of an asset’s failure, then list and explain
the options(s), e.g. redundancy; hire mobile equipment; transfer production to another line; etc.

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11. Spares Selection by Part

The spare parts required to be speedily available are chosen based on the operational risk from a
part’s failure.

Develop the answers for each critical part in the PEW maintenance and installation strategy spread
sheet.

 Determine the DAFT Cost consequence of a critical part’s failure, allowing for what work-
around is available to the client
 Frequency of a critical part’s failure:
o in the operation
o in the industry
 Time for Supplier to deliver replacement part when ordered
 Risk reduction if part is available in a timely manner.

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12. Supporting Business Processes

We use the ‘Stress to Process’ model to identify who must be involved throughout the organization
to insure the integrity and security of the asset and its critical parts for both degradation
management and deformation management during:

1) Design selection 4) Initial installation

2) Manufacturing 5) Throughout its service life
3) Procurement and delivery 6) Decommissioning and disposal

 Develop the answers for the lifecycle of each asset in the PEW maintenance and installation
strategy spread sheet titled: PoF_Strategy_Development_Template

o By critical part o By Role or Function

o By skill set and minimum o By Department
competence

 Also identify all those documents that are to contain each of the necessary lifecycle
strategies, actions and monitoring, e.g. procedure, work instruction, duty statement, etc. so
ownership of responsibilities are clearly allocated. The same information can be required
to reside in more than one document.

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12.1. Design and Operating Costs Totally Optimised Risk (DOCTOR)

The DOCTOR business risk assessment it to be immediately introduced into all capital projects
and plant change projects.

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13. 3-Factors Risk Analysis of Processes

In this step we check to see what situations, scenarios and events can arise in the operation to cause
the failure of any critical parts in an asset. Once potential problems are identified strategies to
SUBSTANTIALLY reduce the risk can be determined and mapped onto a risk matrix to confirm
sure risk reduction will occur when the actions are performed as intended.

In 3-factors risk analysis risk is divided into its three separate components—consequence,
opportunity, and uncertainty—so each element can be more clearly and unambiguously identified
so its effects and business implications are better understood.

The 3-factors risk analysis methodology can be applied to address the risks in:
 A complete asset
 Sub-assemblies
 Parts and components
 A business process and its individual steps
 Work procedures

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14. Build Process Robustness

Following from the 3-Factors Risk Analysis of Processes, additional means to make processes
anti-fragile and robust can be developed and incorporated into current business processes, or new
processes developed to support existing weak processes or where this is process weakness.

 Consequence reduction strategies

 Opportunity reduction strategies
 Uncertainty reduction strategies
 Parallel tasks (application of the Carpenter’s Creed, ‘measure twice, cut once’)
 Convert to 3T (Target-Tolerance-Test) activities
 Monitoring and measuring
o Leading indicators
o Lagging indicators

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15. Chance of Success Analysis for Processes

Once a process is designed we can test and simulate how often it will work correctly, i.e. we can
check its ‘capability’ to work correctly every time. A business process has risks of failure at each
process step. We identify what can prevent a process step being completed correctly. Possible
problems that arise in each process step are recorded and a value of the chance of a problem’s
occurrence is determined from historical data. Processes that have an unacceptably high chance
of not working as designed are weak processes and need to be redesigned so as to be much more
effective. Processes with weak process steps many be improved by a better process step design.

Develop flow chart for each process or procedure in a separate spread sheet showing all its
sequential steps.

 Explain and define the purpose of each step

o Describe the procedure to do the step
o Specify the correct step inputs using 3T (Target-Tolerance-Test) format
o Specify the correct step output using 3T (Target-Tolerance-Test) format
 Identify problems and weaknesses in each process step
o This can be through the use of risk analysis
 Make probability estimates of each existing process step’s chance of success
o High,
o Most likely
o Low
 Calculate the whole current process’ chance of success
o High,
o Most likely
o Low
 Propose how to resolve unacceptably weak process steps
o Introduce 3T (Target-Tolerance-Test) controls
o Introduce redundancies
o Introduce effective technology
o Redesign the step with a more effective procedure
 Make probability estimates of each redesigned process step’s chance of success
o High,
o Most likely
o Low
 Apply Bayes’ Theorem to determine revised estimate of future chance of success
 Calculate the redesigned process chance of success
o High,
o Most likely
o Low
 Continue developing solutions for weak processes until the chance of success for the whole
process is adequately high

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 Mob/Cell: +61 (0) 402 731 563
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16. Pilot Test Trials

So far the process is designed to what seems a suitable degree of outcome certainty. Before
changing an entire business to the new process the design needs to be tested.

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17. Document and Imbed Final Process Design

Specify and define the complete process in sufficient detail to ensure process control and
capability.

For each process:

 Flow chart each level, from top overview down to as detailed as needed to get desired
success rate
 Establish procedures, including detailed instructions when risks in process steps justify the
need to be meticulous.
 Incorporate 3T (Target-Tolerance-Test) quality assurance
 Identify each process step ‘owner’ who has ultimate responsibility to do the step correctly
 Identify each process step ‘buddy(ies)’ where persons are put in parallel for better process
reliability

17.1. Continuous Improvement

 Establish process step KPI’s for self-monitoring by ‘owner’ and ‘buddy(ies)’

o Monitor inputs
o Monitor outputs
o Establish frequency distribution curves of step monitoring KPIs
 Establish process outcome KPI’s for regular Senior Management monitoring
 Establish frequency distribution curves of Senior Management KPIs

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