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 3.2 Getting Started)
This section contains practical advice on starting a CBM initiative for your organization. CBM initiatives tend to be journeys rather than projects. CBM is best implemented as a continuous improvement effort. They typically start small and expand over time as process and information become more refined. Treating CBM as a project will often doom efforts from the start. Full CBM often involves a cross-disciplinary group of people; in many cases assembling and organizing 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 and alignment 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 and failure modes 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, and integration paths to CMMS, which tend 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, to determine if it is justifiable. It is often beneficial to start first with the data you have and use that as a basis to justify further investments.
A focus on getting started is vital to developing a successful CBM implementation. Begin by identifying some asset candidates for CBM. They should be 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 the best candidates include:
- 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 – History helps to identify assets whose mean time to repair (MTTR) or mean time between failures (MTBF) are out of prescribed ranges.
- Strong business case (ROI) – When cost per failure is high for particular assets, targeting these assets for CBM presents a strong financial return.