Reliability Engineering Services Customer Success
A large-scale food processing plant located in the Midwest was performing proactive preventive maintenance activities including lubrication, and using predictive maintenance technologies such as vibration and oil analysis. However, the preventive maintenance program lacked the justification of risk mitigation controls using specific failure modes to prioritize, prevent or mitigate risks of failures during production.
Sugar Cane Grower’s Cooperative (SCGC), a 54-member farmers’ cooperative in Belle Glade, Florida, needed to change. The 60-year-old operation had been a very traditional sugar mill and was not applying modern industrial practices.
Like many industries in the refining and processing sectors, SCGC was experiencing pressures from multiple sources that made transforming their business a strategic imperative. Globalization, variable year-to-year financial results, increasing regulatory complexity, and a lack of long-term focus for the organization were many of the significant issues that required leadership to transform their team, define their values, and equip the organization for a dramatically different competitive environment in which they would be operating. In short, SCGC needed to transform their organization into a highly reliable firm that leverages technology and consistently meets its growth and performance goals.
For a University Hospital, Developing an Asset Management Program Requires Creating a Reliability Program
Thomas Jefferson University Hospitals is a leading academic medical center in Philadelphia dedicated to excellence in patient care and safety. The hospitals are part of the Jefferson Health network that includes 14 hospital locations, seven urgent care centers, one NCI-designated cancer center, 22 rehab specialty services, 19 outpatient centers and 25 testing and imaging centers.
Improving reliability in an asset-intensive manufacturing plant is often described as a journey because it can take multiple years to drive measurable improvements. In the case of this metal products plant, the reliability journey took some twists and turns, but progress continues.
Albemarle Corporation is a global specialty chemicals company with leading positions in lithium, bromine, refining catalysts and applied surface treatments. With a history that extends back to 1887, Albemarle is a leading global producer of catalyst solutions and performance chemicals.
The many benefits of increased reliability are widely understood – improved safety, less downtime, extended asset life. But how does one actually create a culture that values and creates reliability?
A global metals manufacturer needed to take corrective measures to fix their frequent equipment failures from one of their hot mills. The facility realized the issues were beginning to affect their ability to meet customer demand, so they quickly sprang into action and began searching for outside expertise that could help identify the root cause of their equipment failures, develop processes to prevent future downtime, and provide on-site support to oversee the implementation of a new reliability improvement plan.
A premium aluminum supplier experienced a serious failure that shut down their site for an extended period of time, prompting a much-needed review of their maintenance practices. The shutdown soon began affecting their customers’ ability to meet market demand, so they needed assurances that the manufacturer had a plan in place to prevent significant future outages.
A major international pharmaceutical production line had a sound maintenance strategy in place for their custom-designed manufacturing solutions, or so they thought. However, at the request of their client, the business needed to re-think their risk-based asset management and equipment reliability analysis processes that would include a proven reliability-based preventive maintenance (PM) program.
How would you react if your equipment was hanging 200 feet in the air, extended over water? For most facility leaders this might make you feel uneasy, but for one international export team this is an everyday experience.