Identify Asset Candidates for CBM

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    To help you with the exercises and your final project, please review below, a guideline to identify asset candidates for CBM. This document is an excerpt from the CBM guide ebook (Chapter 4.1 Getting Started)

     

    The “getting started” is vital to developing a successful CBM implementation. This section contains some practical advice on starting your CBM implementation process. Most importantly, recognize that CBM implementations tend to be journeys rather than projects. CBM implementations will typically start small and expand over time as process and information become more refined. Treating CBM implementation as a project will often doom efforts from the start. As well, full CBM implementation often involves a cross-disciplinary group of people. In most cases, assembling and organizing and an effective team can be the main challenge to expedient CBM implementation. Internationally recognized standards such as ISO 55001 and PAS 55 reinforce the idea that successful programs require participation from all organizational levels so that CBM is aligned to core business missions.

     

    Note that specialized condition monitoring equipment is not necessary to start most CBM initiatives. This equipment does provide benefits for specific assets but is often expensive to install and may require specialized skills to interpret data. Specialized condition monitoring equipment can also create separate user interfaces, notification methods, integration paths to CMMS, etc. which tends to compete with common enterprise goals to consolidate systems, interfaces and integration paths. Carefully weigh the costs against the benefits of specialized condition monitoring equipment and, if determined to be justifiable. It is possible to interface this equipment using the PI System to create one user interface, one integration path to CMMS, one notification system, and one source of condition monitoring data (PI System).

     

    To start, identify some asset candidates for CBM; these are assets that are currently serviced through calendar-based schedules and would benefit by converting to CBM. Some sources of information to help identify equipment that may be best candidates include assuming that leading indicators exist for this equipment:

     

    • Criticality to process – CBM is particularly relevant when assets are critical to the process. Identifying single points of failure within a process can help select assets that would deliver the most value if monitored with CBM.
    • Maintenance history – can help identify assets whose mean time to repair or mean time between failures is out of prescribed ranges.
    • Strong business case (ROI) – when the cost per failure is high for a particular asset, targeting these assets for CBM presents a strong financial return.