Improving Machinery Reliability 3 Episode 10 ppsx

Maintenance for Continued Reliability 379 e Independent contractors tend to be more aggressive, and this may give the service supervisor the idea that the OEM isn’t interested in “winning” his business. Original Equipment Manufacturer Service Organization * The OEM designed and built the original equipment; he respects his product and knows it inside out: in effect, the “pride of authorship” factor. e The OEM has the comprehensive backup of his entire organization behind him to solve a problem-his engineering, testing, and manufacturing departments. e Many of the OEM’s service employees have spent time working for more than one manufacturer and have detailed knowledge of more than one manufacturers’ equipment. Further, the OEM has a comprehensive grasp of the entire process, or system, within which his equipment was engineered to operate. This helps ensure an understanding and appreciation of all major system components, offering the added flexibility of being able to service or repair related equipment. * As the process industries continue to expand around the world, OEMs have been reacting positively to the challenge of building and improving their global service organizations. It’s no secret that “the sale of new apparatus tomorrow depends in great measure on the service you’re giving today, for the equipment you sold yes- lerday.” While it is true that the peak shaving maintenance principle is often thought to be the most logical and practical system to use today in petroleum and petrochemical plants, there are some pitfalls to consider also. Very often, the OEM’s “Peak Shav- ing Maintenance Contract Division” will man your turbomachinery turnaround with one or two qualified service technicians or supervisors; but the millwrights or machinists making up the bulk of the work force are frequently hired from the avail- able local labor pool and may not have sufficient familiarity with the OEM’s equip- ment to work to the equipment owner’s fullest satisfaction. True, the OEM may have capable personnel at his nearby satellite repair facility; however, these personnel can hardly be expected to become available to a petro- chemical plant scheduled to perform turnaround maintenance on five or six major trains in the span of three or four weeks. Modified Peak Shaving Maintenance Must be Considered. In view of the stat- ed inadequacies of OEM-type peak shaving maintenance, a number of U.S. utilities and European process plants have found significant advantages in forming and main- taining teams comprised of a number of highly trained machinery technicians or mechanics at each of their separate affiliate locations. Thorough familiarity with large turbomachinery trains at their home location and continued exposure to machinery overhauls, advanced training, and occasional troubleshooting keep these teams proficient. They are high performers and take pride in their workmanship. Their work output is in the spotlight and a good job is rewarded accordingly. The local team travels to an affiliated plant location across country, state, or nation- al borders when the affiliate embarks on a major turnaround. The team leader-usual- ly a working foreman-arrives at the affiliate plant location early enough to take an 380 Improving Machinery Reliability active part in turnaround planning. When the local plant schedules a turnaround, the roles are reversed and the affiliate teams travel to the local plant site. This concept is graphically illustrated in Figure 10-2, which superimposes teams from affiliate plants B, C, D, and E on the resident turbomachinery turnaround team A. The efforts of these teams or crews are supported by solid documentation and detailed planning, and have resulted in highly satisfactory performance from time, cost, and reliability points of view. Detailed Task Descriptions Improve Maintenance Effectiveness* Renowned efficiency expert W. Edwards Deming noted that 85% of failures are the result of problems with the system, not the people. The percentages may be even higher for failures in a predictive and preventive maintenance program. Ineffective predictive and preventive maintenance can be attributed more to how the program is managed than to any lack of technology. With all the information tools and technolo- gies available today there are still disconnects between the person performing a maintenance task and the supposed benefactor-the equipment. A multimillion dol- lar information system still requires a person to walk out to the motor and grease the inboard bearing. Who performs this task? How often? With what type of grease? How do we know it was done? How do we know that it has been effective? These are the simple questions that the people “responsible” for the work, surprisingly, cannot always answer. These answers require more attention to detail than to capital investment, but can have a significant impact on the effectiveness of a maintenance organization. Job procedures are an extremely useful tool for outlining specific tasks and the order in which they should be performed. That level of detail is also useful for outlining entire maintenance programs, such as lubrication or vibration monitoring. It demands answers to questions such as: Who gets the report? Why? Where do we store this 8 c m C a e 4. g E, C, D and E represent teams from alliliates. During turnaround at plant “A. they assist “A’. Team from affiliate ”A’ away from home. Months Figure 10-2. Peak shaving by affiliate turbomachinery turnaround teams. Maintenarm for Continued Reliability 381 information? When do we throw it away? and Who should be trained? Detailed task descriptions of maintenance processes do not always receive proper attention, but they are an important ingredient for an effective maintenance organization. A proactive approach to maintenance should be common ground for anyone involved in plant reliability. For that reason, predictive, preventive, proactive, relia- bility-centered, total productive and all other maintenance philosophies that focus on prevention will be referred to throughout this section of our text as proactive mainte- nance or simply PM. This section describes a process for developing a PM program to a level of detail that is really dictated by the equipment itself. There are three aspects to developing the PM program: defining the plant; understanding, evaluating and selecting PM technologies; and documenting the PM program, which is where important details are captured. The next step is implementation, which is accompa- nied by measure and improve. The measure and improve step is an evolutionary process. It is never really complete. Develop The PM Programs Development of PM programs for a plant must begin by defining the plant. In other words, by defining the systems that exist within the plant and the components that make up the system, and then further defining the components or parts that make up the equipment. It is through selective application of PM technologies that preservation of component and thus system function can be ensured. Define the Plant. In a hydrocarbon processing plant, one can typically find systems that provide plant air, electrical distribution, cooling water, boiler feedwater, steam, and nitrogen, just to name a few. This view of the plant might be called the “process sort” because the names of the systems describe the process or function that the sys- tem serves or supports in the production process. Every plant can be divided into its own unique series of systems. Just as each plant can be broken up into systems, every system can be further divided into components. For example, a typical cooling water system might consist of the cooling tower, cooling tower basin, pumps, piping, and water treatment sys- tem. This view of the plant might be called the “component sort,” because it describes the components that make up the system. Advancing this concept one step further, each component in a system can be divided into still another set of components or parts. The cooling tower pump is an assembly of bearings, a rotor, the casing, the seals, a coupling, and the motor. If you are following the logic so far, you are probably asking yourself, “Okay, where does this end?’ The answer to the question is, When you reach a point in the hierarchy where one of the PM technologies applies. For this cooling tower pump example, it is probably not necessary to go any further. . *Contributed by Richard Ellis and Mark Galley, the Dow Chemical Company, Freeport, Texas. Pre- sented at the 5th International Process Plant Reliability Conference, Houston, Texas, 1996. 382 Improving Machinery Reliability If you are thinking in the larger context of all of the systems and components in your plant, you may ask how long it would take to break every component of every system in a plant down to this level. This question is valid to a certain extent. One thing to consider here is that you only have to do this one time, and the work you do can be leveraged across all the units in your facility. After all, a centrifugal pump, or cooling tower, or shell and tube heat exchanger in your plant has the same compo- nents in it as the plant next to yours. Moreover, all of the plants in your company would benefit from understanding equipment to the same level of detail without hav- ing to again go through the same development process. Each level of the plant hierarchy, be it systems, components, or parts, has a specif- ic and measurable impact on the production process. To ensure production, it is nec- essary to understand and document this impact. Defining a plant in terms of its sys- tems, components and parts, and their function in the production process is a prerequisite to evaluating and selecting the PM technologies to be used in the preser- vation of function. Understand, Evaluate, and Select PM Technologies. By understanding a plant’s systems and components, their functions, and the required level of operating performance necessary to ensure production, it is possible to systematically evaluate and select PM technologies to maintain the required performance level. Part of PM program development is knowing and understanding what PM technologies are available. There are numerous books, training courses, magazines, and companies who specialize in PM technologies and it is outside the scope of our text to describe them all. Suffice it to say that one should familiarize oneself with the technologies and their application before using them. Select PM Technologies. A non-spared process compressor warrants more atten- tion in a PM program than does a storm water pump. In this and every other case, the criticality of the component in a plant is determined by the function it serves in the production process, and not by its complexity. If the goal is production (and it is), then the selection of PM technologies must be driven by the goal to ensure production capability. One must resist the temptation to preserve the function of every component in every system simply because we can. Consider the following example. A hydrocarbon processing plant knows that it is going to use oil sampling and testing as a PM technology, so it sets out to determine where to apply it. The plant can take either of two approaches. The first approach would be to apply oil sampling and testing to all oil-lubricated rotating equipment. This approach is certainly the easiest, but is also the least cost-effective. The second approach would be to apply the technology only to oil-lubricated rotating equipment that has a direct impact on plant production. The latter approach is obviously more effective. The systematic approach is a combination of the earlier efforts to define a plant, its systems, components and their function in the production process. With the plant component list in one hand and the available PM technology list in the other, the selection process comes down to answering a few questions. Maintenance for Continued Reliability 383 @ Does failure of the component have a negative impact on the system (and thus pro- @ What does the component need, and how do we preserve it? e What PM technology can we apply? duction)? The answers to these questions, repeated again and again for every component in every system, provide the details for a PM program. The list of questions here is not all-inclusive of the issues you may want to address in your plant. The list is provided for illustrative purposes. In the process of developing PM programs you may wish, or be required, to include questions such as: Does failure of the component have a negative impact on safety? Does failure of the component have a negative impact on the environment? The list you use is depen- dent on your goals and objectives. Regardless of the amount of time and effort spent on the PM technology selection process, odds are that PM will be over-applied in some areas and under applied in others. And that’s okay. The process of evaluating and selecting PM technologies is evolutionary, and there are other tools that will be addressed later in this section to help iron out the wrinkles. Documenting the PM Program. Two types of PM program documentation are of interest. The first type, referred to as equipment and PM task information, is the detailed information that results from the work done earlier in defining the plant and selecting PM technologies. The second type, referred to as work process documenta- tion addresses the need for documentation that defines the process by which PM tasks are accomplished. Both types of documentation are a necessary part of any PM program. Equipment and PM Task Information. One-half of documenting a PM program involves writing down all information required by an individual to successfully accomplish a PM task. This information is specific to a piece of equipment and the PM task to be performed. As an example, consider the simple PM task of lubricating a bearing. To success- fully accomplish the task, the following information must be provided to the individ- ual who will perform the work in the field: equipment number, what point is to be lubricated, what type of lubricant is to be used, what lubricant manufacturer is involved, how much lubricant is required, and how often the task is to be performed. Note that the information listed in this example is a combination of equipment and PI\? attributes. Equipment attributes include the tag number and the point that is to be lubricated. PM attributes make up the rest of the list. Generally speaking, equipment and PM task information defines the what, when, where, and frequency of PM. It does not define who is going to do the task and why. It is a function of the PM technology one selects to preserve equipment function and usually resides in a computerized maintenance management system (CMMS). This information must be documented for each and every component in the plant. 384 Improving Machinevy Reliability Documenting the Work Process. The second-half of the documentation process involves writing down the process by which task-specific activities are to be accom- plished. When it comes to a work process, there are two choices: the process by which work gets done can be ignored and one can hope that it will achieve the desired results, or, an effort can be made to understand and manage the work process to ensure achievement of the desired results. For PM to be effective, it must be managed. Work process documentation should be written in a way that reflects the day-to- day work process. It should be considered a living document that is continuously revised and updated to reflect changes in the information it contains. In addition to defining who is going to complete the work and why, the work process documenta- tion must contain everything required to ensure that the goals of a PM program are met. As a minimum, the work process documentation should clearly define: the scope of the work process the goal the work process is trying to achieve the expected benefits the work process itself, or how things get done the roles and responsibilities of the individuals involved in the work process the location of procedures, standards, compliance regulations, laws, etc. The documentation is also valuable in that it establishes a benchmark for continuous improvement serves as a training tool for resident workforce members provides continuity within the maintenance function by capturing organizational knowledge and relaying this knowledge to contract personnel and newly hired workers. A significant amount of understanding and eventual improvement will result from the documentation and examination of both the equipment and task-specific informa- tion, as well as the work process. An example of this can be seen by comparing two versions of the lubrication program from Unit A of the XYZ company. The first ver- sion, written in 1993, can be found in Table 10-1. The 1996 version can be found in Table 10-2. Improvements to the lubrication program shown in Tables 10-2 and 10-3 resulted from continuous measurement of program effectiveness, and evaluation of the process by which work was accomplished. The differences between the documents reflect the ongoing learning of the organization. It is important to keep in mind that “best practices” plants have documentation similar to the lubrication program illustrated here. Appropriate documentation is written for each PM program, including alignment, vibration monitoring, steam trap and utility leak surveys, cathodic protection, and crane, hoist, and elevator inspec- tions, etc. The PM program template (Table 10-3) is generally used for guidance. (texr corrtirrued on page 392) Maintenance for Continued Reliability 385 Table 10-1 Outdated Example of Work Process Documentation ~~ ~ ~~ ~ Lubrication Program Purpose The Lubrication Program has been established to ensure that all equip- ment receives and maintains the required levels of lubrication so that no equipment fails as a result of inadequate or improper lubrication. Rmgram Components The Lubrication Program is comprised of the following: regularly scheduled equipment lubrication (PM) an oil sampling and testing program lubrication training Lubrication Services will support the Unit A Lubrication Program as follows: Serve as administrator of the Unit “A” Master Lubrication Schedule, incorporating revisions to the schedule as requested by the Reliability Specialist - Program Support Provide the Monthly Lubrication Schedule Carry out the Oil Sampling and Testing Program Assist in Failure Analysis Program as required Recondition oil reservoirs as required Recondition transformer oil as required * Perform biannual Lubrication Program health assessment Regularly scheduled equipment lubrication will be the responsibility of the Process Technicians. A Monthly Lubrication Schedule defining equipment requiring lubrication will be sent by Lubrication Services to the reliability Specialist who will coordinate with the Process Supervisor to schedule the work to be done. The technician(s) assigned to perform the lubrication shall initial and date the Monthly Lubrication Schedule as work is completed and return the completed schedule to the Reliability Specialist. Regularly Scheduled Equipment Lubrication Standby Equipment Experience indicates that false brinelling may occur in the bearings of standby equipment; a result of foundation vibration. To avoid this poten- tial problem, standby equipment will be lubricated regardless of whether or not it has been operated. Prior to lubrication, equipment shall be “bump-started” using the jog- off-auto IJOAl switch. Equipment History Completed Monthly Lubrication Schedules will be filed in the records room located in building as part of the maintenance history for the plant. Retention period for completed Monthly Lubrication Schedules is cur- rent plus one-year. Grease Lubrication Where applicable, all grease lubricated equipment (specifically motors) shall be equipped with grease fitting(s) and grease relief(s). Prior to lubrication, it is the technician’s responsibility to verify that equipment has been properly equipped. All deficiencies should be forwarded to the Reliability Department for correction prior to lubrication. (table coritirrued 011 next page) 386 Improving Machinery Reliability Table 10-1 (Continued) Training Unit “A” lubrication training consists of the following six modules that cover the types and methods of lubrication used in the plant. Introduction to lubrication Constant level oilers Bath-splash oil systems Circulating oil systems Grease guns and fittings Storage and handling Training is accomplished through the use of self-paced training modules. Lubrication Program Health Assessment Biannual assessments will be conducted by Lubrication Services to eval- uate the effectiveness of the Lubrication Program. The assessment will include a review of completed Monthly Lubrication Schedules and on- site inspections of lubricated equipment. Program deficiencies noted during the assessment will be prioritized and addressed through changes in procedures, additional training, etc., to continuously improve the program. The result of reviews, as it relates to the performance of the technicians, will be presented to the Process Supervisors as input for technicians in their respective areas. Table 10-2 Up-To-Date Example of Work Process Documentation Lubrication Overview Introduction This document outlines the Plant XYZ lubrication discipline. Refer to the appro- priate document listed under “Elements” for more detailed information about a particular element. Ensure that all equipment receives and maintains the required levels of lubrication so that no equipment fails due to inadequate or improper lubrication. Goal Benefits Reduces friction (wear) Removes heat Protects from foreign material Protects eauioment against corrosion Elements The lubrication discipline, which will be coordinated with Lubrication Services, consists of the following elements: Scheduled lubrication Oil sampling and testing Scheduled Lubrication Introduction Scheduled lubrication refers to equipment that receives routine lubrication Frequency Lubrication frequency is based on the speed (RPM), horsepower (HP), service, and type of bearing. The frequency of lubrication for Plant XYZ equipment is defined in the Computerized Maintenance Management System. Maintenance for Continued Reliability 381 ~~ Step 1 2 3 Table 10-2 (Continued) ~ ~ ~ Action Lubrication scheduled service reports will autogenerate and print from the Computerized Maintenance Management System. The Reliability Specialist picks up the schedule service report(s) and schedules the work for completion by the due date. Each task on the lubrication schedule is initialed and dated by the person who completes the work. The completed schedule is returned to the Reli- ability Specialist who closes the primary PPM work order and forwards the scheduled service reaort to the PM Technician. Documentation Lubrication history will be captured electronically and stored in the Computerized Maintenance Management System. Report Name UAFINFANGREA UAMTRGREASE U AMTRGREASLR UAOILCHGPMPI Unit “A” UAOILCHGPMPZ U AAGITOILCHG UABLOWOILCHG UAGROILCHG UAMTROILCHG UASEALPOT UASEALPOTLR - Document Life of equipment Retention Training All Plant XYZ process technicians will be trained on the following: 0 Introduction to lubrication Constant level oilers Bath-splash oil systems Circulating oil systems Basic operator training and on the job Grease guns and fittings Storage and handling Description Unit “A” - Fin-fan Lubrication Unit “A Electric Motor Grease Load Rack Electric Motor Grease Unit “A” Oil Change for Pumps Load Rack Oil Change for Pumps Unit “A” Agitator Oil Change Unit “A” Blower Oil Change Unit “A” Gear Reducer Oil Change Unit “A” Motor Oil Change Unit “A” Seal Pot Oil Change Load Rack Seal Pot Oil Change Grease Lubrication All great-lubricated equipment shall be equipped with grease fittings and grease reliefs. The process technician should verify that each lubricated piece of equipment has been properly equipped. Work orders should be entered for discrepancies. Scheduled Lubrication Process Below is the urocess for oerformine scheduled lubrication in the Plant XYZ facilities. Work Orders Work order numbers for scheduled lubrication are autogenerated by the Comput- erized Maintenance Management System. (ruble continired on next page) 388 Improving Machinery Reliability ~ ~~ Person Process Technicians PM Technician Lubrication Services Table 10-2 (Continued) Responsibilities 1. Perform scheduled lubrication for equipment in their area as assigned by Reliability Specialist. 2. Return initialed and dated schedule service reports to the Reliability Specialist. 1. Maintain up-to-date status of schedule services, sched- ule service reports and equipment specifications in the Computerized Maintenance Management System. 2. Owner of the Plant XYZ Lubrication Discipline. 3. Assist in training process technicians in proper lubrica- 1. Participate in lubrication discipline reviews as requested. tion methods. Responsibilities This section defines the responsibilities of the individuals associated with the lubrication discipline. Calling Order Person Phone Pager 1st Backup I I I ~~ Plant XYZ Contacts The Plant XYZ contacts for the lubrication discipline are listed below. Calling Order I Person I Phone Primary Contact 1st Backup 2nd Backup Oil Sampling and Testing Introduction Oil sampling and testing refers to the scheduled collection and laboratory analysis of oil samdes taken from suecific eauipment items. Goal Proactively monitor the integrity of lubricating oils in order to improve equipment reliability and prevent unscheduled outages. Benefits Improves equipment reliability Allows for early detection of equipment problems Helps schedule outage repairs by providing insight of where to look for prob- Detects lubricant breakdown or Contamination lems and what to look for Method(s) Frequency Oil samples are taken manually by Lubrication Service technicians. The sample frequency for Plant XYZ equipment is identified in the Computerized Maintenance Management System. Documentation Oil sampling history will be captured electronically and stored in the Computer- ized Maintenance Management System. Document Life of equipment. Retention [...]... inspect and repair 10 4 - Improving Machinery Reliabilio 412 Availability calculations: + MTTR) = 28/(28 + (0 /36 5)) = 1.OOO A1 = 10/ (10+ (4 /36 5)) = 0.999 A2 = 10/ (10+ (4 /36 5))= 0.999 A0 = MTTF/(MTTF Reliability savings calculations: R1 = (A, - Ao)*(L1)* (36 5 days/year)*(PI) = (0.999 - 1.000)*(77,000)* (36 5) *(l.O) =- $30 ,612 R2 = (0.999 - 1.000)*(77,000)* (36 5)* (1.0) = - $30 ,612 Annualized cost calculations:... ofoption)*(A/Pi%,,,)(0)*(0 .33 4) = 0 (A/P,%, @ 20% = ,1 is return over 5 years) C, = (28,500)*(0 .33 4)= $ 93 19 Total saving calculations: TSi = Rl +PI,+ El = -30 ,612 TS2 = R2 - PI2 + E2= -30 ,612 + 0 + 0 = - $30 ,612 + 0 + 0 = - $30 ,612 Net saving calculations NSi = TSl - C1= -30 ,612 - 0 = - $30 ,612 2 NS2 = TS2 - C = -30 ,612 - 9,519 =-$40, 131 Calculations results are summarized in Table 10- 6 The obvious conclusion... Compared to “Option 1” - 73, 899 -70,8 73 259,545 278,284 297,0 63 - 73, 899 - 73, 545 25 1,262 264,924 280 ,36 3 35 4 32 516 1 33 8,8 23 354,261 0 Impact on Safety Nil Nil Nil Nil Nil Obviously, as shown, option 5 , “install a bypass around the exchanger,” is the best option and would be recommended for the turnaround scope In this case, “do nothing” is not a preferred option Case Study 3 Main Fractionator Tower... savings, 4 - 73, 899 -255,8 73 74,545 93, 284 112,0 63 Process impv’t pll 0 185,000 185,000 185,000 185,000 Note: Process improvements are based on having the exchanger clean f o r summer months, which would allow for 144 bpd propane recovery for six months per year 414 Improving Machinery Reliability Table 10- 10 Economic analysis summary for E-92-58A Option Annualized Cost, Cj 1 0 2 3 4 5 2,672 8,2 83 13, 360 16,700... Compressor top half rolled over so it could be cleaned (7 hours into the job) 39 8 Improving Machinery Reliability Figure 10- 9 Compressor rotor being brought to grade (9 hours into the job) Figure 10- 10 Inspection and cleaning of rotor and top half of case (10- 16 hours into the job) Maintenance for Continued Reliability 39 9 Table 10- 4 Partial Table of Contents, Mechanical Procedures Manual Centrifugal pump... bpd at $3. 00/bbl Table 10- 5B shows the results of group discussions Table 10- 5A Design Conditions for E-92-73A Parameters Shell Side Tube Side Design pressure Design temperature Service 34 5 psig 285 psig 520°F Depropanizer feed 430 °F Butane -~ Table 10- 5B RAM Analysis Data for E-92-73A Option MTTF (years) MTTR (days) Option Cost 0 28,500 1 Do nothing 10 4 2 Open, clean, inspect and repair 10 4 - Improving. .. corttinued 011 page 39 9) 39 6 Improving Machinery Reliability Figure 10- 5 Installing hydraulic equipment to remove the compressor coupling half (1 hour into the job.) Figure 10- 6 Kingsbuty-type thrust bearing, OB end (2 hours into the job.) Maintenancefor Continued Reliability 39 7 Figure 10- 7 Removing the thrust disc of the Kingsbuty assembly, OB end (2% hours into the job) Figure 10- 8 Compressor top... in situ 3 Open, clean, inspect and repair 4 Replace bundle 5 Install a bypass around the exchanger 1 0.5 5 IO 10 4 4 4 4 8,000 24,800 0 40,000 50,000 0 Table 10- 9 RAM analysis summary for E-92-58A 4 Prod./ rnain’t cost/ day, Lj Prob of prod’n loss, Pj 0.989 0.979 0.998 0.999 1 47,000 47,000 47,000 47,000 47,000 I I I I I Pred avail., Option Hist avail A0 1 2 3 4 5 0.9 93 0.9 93 0.9 93 0.9 93 0.9 93 Reliability. .. criincs Figure 10- 4 Cover sheet for illustrated machinery turnaround book lines as indicated in the typical table of contents shown in Table 10- 4 Sample sheets from one such procedure, 38 M Elliott Compressor-Re-sealing of Casing Joint” (See Figure 10- 4) are represented in Figures 10- 5 through 10- 10 A similar procedure, “Mitsubishi Steam Turbine Reassembly” was included in Chapter I, Figure 1 -31 Note that... 12,000 bpd (at $3. 00ibbl) production loss and $6,5OO/day due to flaring light ends (propane, butane, etc.) Tables 10- 8, 10- 9, and 10- 10 show group discussion results and RAM and economic analysis summaries Table 10- 7 Design Conditions for E-92-58A Parameter Shell side Tube side Design pressure Design temperature Service 200 psig 150 psig 500°F Cooling water 30 0°F Absorber overhead vapors Table 10- 8 RAM analysis . 'I 6 13 79 Revision 0 ' 13 14 15 16 I7 18 19 20 il 21 23 i4 Figure 10 -3. Detailed bar chart for turnaround task. Maiiztenance for Continued Reliability 39 5 38 M. corttinued 011 page 39 9) 39 6 Improving Machinery Reliability Figure 10- 5. Installing hydraulic equipment to remove the compressor coupling half. (1 hour into the job.) Figure 10- 6. Kingsbuty-type. cleaned (7 hours into the job). 39 8 Improving Machinery Reliability Figure 10- 9. Compressor rotor being brought to grade (9 hours into the job). Figure 10- 10. Inspection and cleaning of