The sheer number of infographics in the condition monitoring field is staggering; they show up on social media, and in conference presentations, whitepapers, websites and books. Infographics are effective at helping people comprehend difficult concepts that integrate an array of variables and factors.

My soon-to-be-published book, “Inspection 2.0,” covers a host of different condition monitoring methods, including sensory inspections. I was looking for an infographic to illustrate failure modes and detection methods in the time domain for different types of machines and applications but was unable to find a graphic that fit my needs.

Necessity is the mother of invention. Left without choices, I decided to construct my own graphic, naming it Condition Alarm Mapping (CAM). The final product is shown in the figures on the following pages. However, the number of variations and uses of the CAM graphic is extensive and goes far beyond the scope of this article. As an introduction, I can show and describe what it is, why it is needed, and how it is used.

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Optical particle counters (OPC’s) have a long history of use in industrial hydraulic applications. Traditionally, their success has been limited to scientific laboratories and other highly controlled environments. However, in recent years, attempts have been made to apply the use of OPC’s to the particle counting of used hydraulic fluids and industrial lubricants. As a result, serious concerns have been raised regarding the accuracy and reliability of OPC’s in such applications. The objective of this bulletin is to present important facts from reliable and documented sources for the general benefit of existing or prospective users of OPC’s. As particle counting moves into the mainstream of machine condition monitoring, users must have reliable information to identify and select appropriate technologies.

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The most common methods for initial detection of abnormal levels of wear debris in used oils include elemental analysis, ferrous density analysis (DR, etc.), particle counting and patch testing. For some users, because of the criticality of the application, all of these screening tests for wear metals are integrated into the routine test slate.

In such cases, when sampling is done correctly, it would be rare for the abnormal production of wear metals to go undetected. However, when only one or two of these methods are routinely deployed, there is a distinct risk that an incipient (early stage) failure condition may be missed.

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Inspection, in its most basic form, has been around forever. However, like most things in life, what you get out of an activity depends entirely on what you put in. This column is about radical reinvention of the whole concept of machine inspection. It has little to do with conventional practices of doing daily machine rounds.

With Inspection 2.0, you don’t just “look” at a bearing, seal, coupling or pump. Instead, you “examine” these components with a keen and probing eye. Inspection 2.0 is intense and purposeful. It seeks to penetrate and extract information from what’s been referred to as machine sign language. Inspection 2.0 requires polished linguistic skills to translate this sign language into prescribed activities and instructions that stabilize reliability.

The technologies of machine condition monitoring have been advancing at a near break-neck pace in recent years. These innovations will continue for decades to come. Still, for the vast majority of machines, there is currently no fault-detecting technology more effective than the razor-sharp and relentless focus of a human being.

The potential of a human being as a condition monitoring instrument is enormous. This potential depends on transformation, specifically from the going-through-​the-motions inspections of the past to mission-intensive detective work inspections of the future. That is the essence of Inspection 2.0.

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No warning or short-warning failures are the worst kind. Think of a tire. It can wear out slowly over thousands of driving miles or rupture suddenly, at full highway speed, from a random piece of road debris. You can monitor tread loss over time and conveniently schedule a tire change. Conversely, who could predict the sudden appearance of a sharp piece of iron?

Fault bubbles are sudden-death conditions in waiting. They haven’t ruptured, but they are about to. Similar to a tire, fault bubbles can burst instantly. Unlike the tire, most fault bubbles in industrial machinery can be revealed by condition monitoring, which includes the careful examination by a skilled inspector. Once detected, the root cause can be arrested or at least mitigated.

In past columns, I’ve mentioned the P-F interval. As a review, “P” is the point at which a failure (in progress) is first detected, while “F” is the end point of functional inoperability. Although the P-F interval is a theoretical concept that has useful application, it is rarely applied in real-world machines. This is because the real world comes with many variable events. These events distort the predictability of the P-F interval.

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In the world of maintenance, there are two kinds of companies – those who are modernizing their maintenance programs and those who will. Companies on the trailing edge face one of two risks depending on their industry and geography:

Losing revenue to competition as demand for production capacity heats up.

Losing profits to competitors who export from low-cost labor markets abroad.

Averting these risks requires a process called change. Perhaps you’ve heard of it. Change can be evolutionary or revolutionary. Evolutionary change is incremental, more manageable and lower in risk.

However, for those laggards who have put off the inevitable, time may be running out. For them, the end to business- as-usual has arrived.

Catching up to already fast-paced competitors who are further along in the maintenance evolution may require sizeable short-term budgets for training, new tools and knowledge technologies.

Some of these companies may have to leapfrog over evolutionary and move straight to revolutionary. This would involve rapidly reinventing their work environment, maintenance practices, metrics and culture.

Instead of controlled and well-managed incremental improvements, breakthrough innovations may be required instead. Revolutionary change can be disruptive and often a source of stress and distress in the workplace.

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I have written several articles on inspection recently, as I strongly believe it is foundational to condition monitoring, machine reliability and asset management. My last Machinery Lubrication column introduced the term “Inspection 2.0” to differentiate conventional inspection practices from the intense, probing and purposeful methods needed to optimize benefits. As common as inspection activities may be in any plant, Inspection 2.0 is largely untapped in my opinion. In fact, it is delusional to imagine world-class reliability without the coexistence of world-class inspection.

Inspection 2.0 borrows from many battle-tested philosophies, including the practice of autonomous maintenance advanced by total productive maintenance (TPM) doctrine. However, not detailed in these philosophies is the “how-to” to move an organization past the inspection status quo to the real game-changing opportunity that eludes their view. I plan to address these differences and the “how-to” tactics in several upcoming Machinery Lubrication articles.

This article introduces the concept of machine readiness as a critical enabler to Inspection 2.0. An inspector who is eager to determine the state of machine health – good or bad – needs help from the machine. What hurts, where does it hurt and what are the symptoms of being hurt? Information exchange, like basic communication, is a two-way street. There is a need to enhance the quality of machine-transmitted conditions so the inspector gets a clear and complete picture of the state of the machine’s health.

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Condition monitoring should never be limited to a single technology or method. Instead, it should combine and integrate an optimum selection of purposeful tools and tasks. Condition monitoring can be largely technology based but can also be observation or inspection based.

Most machines share condition monitoring and inspection needs with many other types of equipment. This is because they have components and operating conditions in common, i.e., motors, bearings, seals, lubricants, couplings, etc. At the same time, their operating conditions and applications may demand unique inspection requirements. These influence failure modes and machine criticality.

As discussed in previous columns, inspection should be viewed with the same serious intent as other condition monitoring practices. In my opinion, a world-class inspection program should produce more “saves” than all other condition monitoring activities combined. It’s not an alternative to technology-based condition monitoring but rather a strategic and powerful companion.

The technologies of infrared thermography, analytical ferrography, vibration analysis, motor current and acoustic emission are generally used to detect active faults and abnormal wear. Conversely, a well-conceived inspection program should largely focus on root causes and incipient (very early stage) failure conditions. Detection of advanced wear and impending failure is secondary.

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The well-known KISS principle (keep it simple stupid) was first coined in the 1960s and began widespread use in the U.S. Navy shortly thereafter. While it started as a design principle for engineers, it has since been applied to any activity or creative endeavor that has had the propensity to become unnecessarily complicated.

What becomes overly complicated also becomes, by default, poorly understood and sparsely used. Conversely, the greater genius in design and engineering lies in achieving the design objective through simplicity and pureness of form.

This can be applied to the world of oil analysis in many ways. Increasingly, oil analysis has become engulfed by complex analytical chemistry and mathematical algorithms. This science is successful when it takes the complicated, such as an array of particles of varying shapes, sizes, textures, colors and compositions, and puts their formation into plain English (e.g., cutting wear on cylinder walls).

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The best maintenance techniques for mechanical machinery are condition-based techniques. Condition-based maintenance is maintenance prescribed by the real-time needs of the machine according to changes in specific operation conditions. These conditions fall into two categories.

The first set of conditions are those that present a risk to a machine’s health if allowed to persist. These are operating and environmental conditions that precede failure, i.e., root causes of failure. They are not failure symptoms, which is after the fact. Examples of root cause conditions are misalignment, lubricant contamination, and overheating. The activity of detecting and correcting root cause conditions is referred to as proactive maintenance. Its singular purpose is to extend a machine’s operating life.

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Condition control is defined as the interactive processes of condition monitoring, condition analysis, and condition response. A model is presented which employs the use of expert systems to achieve real-time condition control of a hydraulic system. The approach focuses on the use of fuzzy logic to achieve machine intelligence to monitor and analyze pre-degradation ‘incipient’ failure and impending conditions. Also discussed are the corresponding real-time ‘reactive’ condition responses, coupling system control with condition control.

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These days, reliability professionals are faced with diverse options related to technologies and methods to detect, troubleshoot and remediate problems. Figure 1 is a simple example of the available options to collect data and arrive at decisions regarding the health of machinery and machine components.

The logical starting point is always to carefully rank failure modes by both criticality and probability of occurrence. For more information on this topic, see my previous column titled “A New Look at Criticality Analysis for Machinery Lubrication.” This method is known as failure modes and effects analysis (FMEA), and has been extensively documented.

The failure mode ranking sets into motion the critical-path process in reaching optimized decisions related to condition monitoring followed by the prescribed response or remedy. This response should not simply be corrective but also incorporate proactive measures to prevent or restrict recurrence. The emphasis is on optimized decisions and actions.

It’s easy to go cheap (penny wise, pound foolish), but there also can be temptation at the other extreme (a state of reliability excess), often driven by fear of the unknown. The optimum reference state is an activity of seeking balanced decisions. After all, you are not trying to maximize reliability. There is no greater source to find this balance than knowledge and education.

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Inspection 2.0 is rooted in some of the most fundamental and time-honored maintenance principles. One of them is total productive maintenance (TPM). Today, it’s hard to play an active role in the field of maintenance and reliability without encountering and embracing TPM. Honestly, it is delusional to think otherwise.

World-class maintenance organizations understand the intrinsic value of a well-tuned and culture-driven TPM program. World-class TPM programs are fundamentally powered by keen observation. You can’t fix what you can’t see. Therefore, all progress hinges on the power of observation. Allowing you to see is the bedrock. Improve the quality of inspection and, by default, you improve the quality of TPM and all the benefits that TPM seeks to achieve. It’s that simple!

The origin of TPM can be traced back to the Japanese automobile industry in the 1960s. It has many similar elements to the quality movement that was advanced in Japan during the same period. However, it wasn’t until 1988 that the western world learned of TPM when two seminal English texts were published on the subject by Seiichi Nakajima. From that point, TPM spread across the vast global maintenance and reliability landscape.

TPM has similarities and overlapping features with other branded maintenance philosophies, including reliability-centered maintenance (RCM), condition-based maintenance (CBM) and asset management (see Figure 1). However, its strongest difference is the active and responsible role of machine operators and small groups toward maintenance prevention and improved asset utilization.

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Condition monitoring can be easily performed by following a few simple principles. Among these principles include monitoring two sets of conditions:

1. The operating and environmental conditions that precede failure, and
2. Early-stage failure symptoms

Several models are presented that show the benefits of monitoring machine conditions, as well as the consequences of ignoring them . Also discussed is the integration of both proactive and predictive maintenance techniques to extend machine life.

The post Interpreting Contaminant Analysis Trends into a Proactive and Predictive Maintenance Strategy appeared first on Tesibis.

By some estimates, condition monitoring has been around for more than a century, but it is only within the last 5-10 years (and particularly the last 2 or 3) that interest has been at fever pitch. Dozens, perhaps hundreds, of companies are involved in manufacturing or selling services or equipment for lubricant analysis, wear metals analysis, and vibration analysis, any and all of which can be part of a condition monitoring program. Within the realm of oil analysis itself are many types of tests that can be performed and many instruments that can be used to measure factors of interest. What distinguishes condition monitoring from other uses of oil analysis is not so much the specific techniques used as it is the repeated performance of testing and (most important) the tracking and trending of the results to determine changes in the health of an equipment-lube system over time. Using this information, the practitioner can take proactive measures to avert damage and downtime, saving money, time, and resources.

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It can take just one breakdown of a critical machine to spin an entire plant into an immediate production halt. At this point, it is too late for the plant manager to do anything but call a service technician, then gasp for air while counting the lost production.

Each time a breakdown occurs, a manager vows to begin a rigid maintenance program as soon as time and money permits. But that never happens. Sound familiar?

With all of the attention maintenance advances have received in recent years in the trade press and through technical shows and conferences, it is hard to imagine that any lant would not have implemented an improved maintenance program. Yet advanced maintenance techniques commonly are neglected. Selecting a program that fits the needs of a particular plant environment can be a difficult task.

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The field of maintenance technology is going through a revolution of change. Gone are the days when a machine had a predictable service life, after which it was replaced, continuing the cycle. Today, machinery and equipment can be maintained to achieve useful operating lives many times that attainable just a few years ago.

Historically we’ve relied on the popular practice of predictive maintenance and condition monitoring to combat rising maintenance costs. Today we implement predictive maintenance with greater confidence and precision. These early warnings have proven effective at reducing the magnitude of failure and amount of unscheduled downtime; however, no real progress has been made in reducing frequency. Any maintenance strategy targeting the reduction of failure frequency must address lhe fundamental causes of failure. Such a strategy of eliminating causes would be “proactive” to failure, not “reactive” to failure.

This approach, known as proactive maintenance, is the latest and most promising wave of new maintenance technology. Its fundamental and logical approach seems likely to gamer deeply entrenched inroads into the cost-driven maintenance industry this decade. Case studies documenting cost reductions exceeding 90% have provided a solid lead for others to follow seeking similar savings.

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When most of us refer to inspection, we are thinking of running machines inspected routinely, say on daily rounds. Unarguably, this type of on-the-run inspection is critical to machine condition monitoring, but other types of inspections are important as well.

At its best, inspection seeks and finds the “precursors” to failure, also known as root causes. This is job one, for sure. Next, inspection must hunt down those elusive incipient failure conditions (the earliest detectable state) that can be as difficult as the sound of a “pin drop” for our senses to detect.

The time horizon when inspection should incur spans from cradle to grave. I’ve emphasized in past columns that Inspection 2.0 is a continuous state of vigilance.

The moment you let your guard down is exactly the time when the enduring Mr. Murphy makes his entrance. To fend off risk and vulnerability, the wise and reliability-intensive organization performs inspection across multiple states.

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Oil analysis is about surfacing problems that were otherwise hidden from view. We’ve all heard the phrase “if it ain’t broke don’t fix it,” but an important corollary is “if it is broke, fix it fast.” The basic problem with this strategy is not knowing when something is actually broken.

For many organizations, oil analysis offers an effective solution, but it works only if users are literate in its language and apply it effectively. While oil analysis is not a panacea for all machine reliability problems, it does offer many special opportunities. For one, the oil is typically the carrier of both the root cause and symptoms of impending failures.

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According to major industries throughout the world, it’s time to throw out your old ideas on machine maintenance. The costsaving trend is toward a maintenance program that targets the root causes of machine wear and failure. Predictive and preventive methods are out: pro-active maintenance is in.

Why? Because proactive maintenance methods are currently saving industries of all sizes thousands, even millions of dollars on machine maintenance every year. This concept of saving large amounts on maintenance, however, may be tough for some to grasp.

According to DuPont, “maintenance is the largest single controllable expenditure in a plant: In many companies it often exceeds annual net profit.”‘ Add to this the fact that up to 90% of some companies’ maintenance work involves expensive (and productivity-killing) breakdown repair, and you can easily see the predicament. The problem of costly maintenance has truly reached a serious level, but as some companies have found out, and more come to realize every day, their maintenance costs can be cut drastically by establishing a “proactive” line of defense.

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