Vibration Analysis Manual Page 1 of 143
INDICE
INDICE 1
CHAPTER 1 4
1.1 INTRODUCTION ... 4
1.2 CONDITIONS FOR SUCCESS ... 4
1.3 DEFINITION OF GOALS AND OBJECTIVES ... 5
1.4. MANAGEMENT'S SUPPORT ... 6
1.5. PERSONNEL IN CHARGE OF THE PREVENTIVE-PREDICTIVE MAINTENANCE SYSTEM ... 6
1.6. IDEAL CHARACTERISTICS OF A VIBRATION ANALYST ... 7
1.7 IDEAL CHARACTERISTICS OF A PERSON IN CHARGE OF MAINTENANCE ... 8
CHAPTER 2 11 2.1 INTRODUCTION ... 11
2.2 FORMATION OF THE PREDICTIVE MAINTENANCE GROUP ... 11
2.3 PLANT'S MAINTENANCE DIRECTOR ... 11
2.4 VIBRATION ANALYST ... 12
2.5 THE PERSON IN CHARGE OF MAINTENANCE ... 13
2.6 TECHNICAL DEPARTMENT ... 14
2.7 CONCLUSIONS ... 15
CHAPTER 3 17 3.1 INTRODUCTION ... 17
3.2 MINIMUM TRAINING REQUIREMENTS ... 17
3.3 BASIC LEVEL IN VIBRATION ANALYSIS ... 17
3.4 INTERMEDIATE LEVEL IN VIBRATION ANALYSIS ... 18
3.5 ADVANCED LEVEL IN VIBRATION ANALYSIS ... 19
3.6 TRAINING IN THE USE OF INSTRUMENTS AND THE PREDICTIVE MAINTENANCE SYSTEM ... 19
3.7 VIBRATION ANALYSIS QUESTIONNAIRE ... 20
3.8 ADDITIONAL TRAINING ... 20
CHAPTER 4 28 4.1 INTRODUCTION ... 28
4.2 SELECTION PROCEDURE ... 28
4.3 PRIORITY 1, VERY CRITICAL EQUIPMENT ... 28
4.4 PRIORITY 2, CRITICAL EQUIPMENT ... 29
4.5 PRIORITY 3, EQUIPMENT WITH NORMAL PRIORITY ... 29
4.6 PRIORITY 4, EQUIPMENT WITH LOW PRIORITY ... 30
4.7 CONCLUSIONS ... 30
CHAPTER 5 35 5.1 INTRODUCTION ... 35
5.2 COMMENTS ABOUT THE FORMATS ... 35
6.1 INTRODUCTION ... 55
6.2 DIFFERENT TYPES OF SPECTRAL BAND ALARMS ... 56
6.3 VIBRATION-MOVEMENT, SPEED AND ACCELERATION PARAMETERS ... 56
6.4 PROBLEMS THAT CAN BE DETECTED WITH VIBRATION ANALYSIS ... 58
6.5 VIBRATION GLOBAL VALUE (GV) SPECIFICATIONS ... 58
6.6 ALARM LEVELS AND SPECTRAL BAND WIDTH SPECIFICATIONS ... 60
6.7 CASE A - GENERAL EQUIPMENT WITH COG TOOTH OR BLADE BEARINGS ... 60
6.8 CASE B - GENERAL EQUIPMENT LIKE FLAT STRENGTHENING PLATES WITHOUT COG TEETH OR BLADES. ... 61
6.9 CASE C - GEAR BOX, HIGH FREQUENCY POINTS WITH A KNOWN NUMBER OF TEETH ... 62
6.10 CASE D - GEAR BOXES, HIGH FREQUENCY POINTS WITH AN UNKNOWN NUMBER OF TEETH ... 62
6.11 CASE E - MEASUREMENT POINT FOR THE ROTOR ROD PASSAGE FREQUENCY IN INDUCTION MOTORS ... 63
6.12 CASE F - LOW FREQUENCY MEASUREMENT POINT FOR THE DETECTION OF ELECTRIC FREQUENCY. ... 63
6.13 CASE G - SPECIAL EQUIPMENT ... 64
6.14 THE DETECTION OF HIGH FREQUENCY IN THE BEARING CONDITION DIAGNOSTICS ... 65
CHAPTER 7 74 7.1 INTRODUCTION ... 74
7.2 THE PRINCIPLES FOR CORRECT MOUNTING OF VIBRATION TRANSDUCERS ... 74
7.3 SELECTION OF MEASUREMENT POINTS ON THE EQUIPMENT ... 77
7.4 EFFICIENT TRACING OF MONITORING ROUTES ... 79
7.5 DEFINITION OF MONITORING PRIORITIES ... 80
CHAPTER 8 82 8.1 INTRODUCTION ... 82
8.2 SELECTION OF THE OPTIMAL PARAMETER FOR THE LOW FREQUENCY MEASUREMENTS (ACCELERATION, VELOCITY AND MOVEMENT) ... 82
8.3 REQUIRED EQUIPMENT FOR LOW FREQUENCY ANALYSIS ... 83
8.4 BEARING EVALUATION IN THE EQUIPMENT WITH LOW SPINNING VELOCITY. ... 86
8.5 SPECIFICATIONS FOR THE ALARM LEVELS IN THE SPECTRAL BAND FOR THE LOW SPINNING VELOCITY EQUIPMENT ... 87
CHAPTER 9 88 9.1 INTRODUCTION ... 88
9.2 DEMODULATION BASIC PRINCIPLES ... 88
9.3 FUNCTIONS OF THE CSI DEMODULATOR 750 ... 89
9.4 EXAMPLE OF DEMODULATOR 750'S USE ... 91
9.5 CONCLUSIONS ... 92 CHAPTER 10 95 10.1 INTRODUCTION ... 95 10.2 MAINTENANCE INDICATORS ... 95 10.3 CONCLUSIONS ... 96 CHAPTER 11 99 11.1 INTRODUCTION ... 99
11.2 VIBRATION ANALYSIS REPORT ... 99
Vibration Analysis Manual Page 3 of 143
CHAPTER 12 106
12.1 INTRODUCTION ... 106
12.2 PRECISION ALIGNMENT ... 106
12.3 PRECISION BALANCING ... 107
12.4 BASES AND ANCHORING ... 107
12.5 DOCUMENTING THE PRECISION CORRECTIONS ... 109
12.5 DOCUMENTING THE PRECISION CORRECTIONS ... 110
12.6 FINANCIAL SAVINGS ... 110
CHAPTER 13 113 13.1 INTRODUCTION ... 113
13.2 MANAGEMENT SUPPORT AND PLANT'S CULTURE ... 113
13.3 PROGRAM ORGANIZATION ... 114
13.4 PREDICTIVE MAINTENANCE TECHNOLOGIES ... 114
13.5 PROACTIVE MAINTENANCE ... 114
13.6 TRAINING DEVELOPMENT ... 115
13.7 MAINTENANCE INDICATORS ... 115
13.8 EXAMPLES OF THE EVALUATION QUESTIONS. ... 115
CHAPTER 14 117 GLOSSARY ... 117
CHAPTER 15 123 ANNEXES ... 123
CHAPTER 1
Definition of the effective
organization of the personnel
assigned to the
Preventive-Predictive Maintenance (PPM).
1.1 IntroductionThe decision to establish a Preventive-Predictive Maintenance System in the plant is the first stage in obtaining the total cost of the maintenance and substantial improvements in the efficiency of the production process.
There are a great number of plants today, which operate successfully with the predictive maintenance system. However, there are factories that have failed during the first three years of the operation, coming to the point of abandoning completely the Predictive maintenance systems.
The primary causes of the failure are the lack of programs' formal, clear objectives and goals before its initiation.
The primary purpose of the first chapter is to give to the reader general rules for the definition of the objectives and goals. The reader will also learn about the general bases for personnel selection, which will form the Predictive Maintenance Group and the manner in which they will be organized.
1.2 Conditions for success
A successful Preventive-Predictive Maintenance System should be able to quantify obtained advantages. This could be achieved only if the program was established appropriately, if the adequate predictive maintenance techniques were used, and if an
effective evaluation system of advantages is put to use.
The success or failure will depend directly from the effort realized in the beginning of the program's implementation.
An appropriate implementation of a Preventive-Predictive Maintenance System should include the following elements:
- Clearly defined objectives and goals - Recording system of advantages obtained - General support
a) Human resources b) Financial resources c) Long term planning
- Effective organization of the PPM personnel - Dedicated personnel which is independent from the plant's operations
- Various persons' blend of experiences - Teamwork
- Training strategies a) Training program b) Continuous training
- Efficient procedures for the collection and analysis of the obtained data
- Practical work a) Precision alignment b) Precision balancing
- Implementation of precision corrections - Establishment of standards of acceptance for suppliers
- Perseverance
- Communication programs - Obey for the main PPM
In the following chapters most of these elements will be explained in detail. With respect to this chapter, we shall concentrate on the definition of the objectives and goals and on the efficient organization of the personnel that will be assigned to the Preventive-Predictive Maintenance system.
Vibration Analysis Manual Page 5 of 143 The predictive maintenance uses various
techniques; however, we shall refer only to the analysis of vibrations program because it is the technology with the fastest implementation and it provides the best investment returns.
1.3 Definition of Goals and Objectives
Every constructive action comes from a well-established purpose. The Preventive-Predictive Maintenance System's goals and objectives should be developed and adopted by the work groups in the operative areas in coordination with the plant's general advisors.
It is important to remember that the PPM should not be an ideal excuse for the purchase of sophisticated equipment in the area of data collection and analysis, or the justification for employing a numerous group of people in charge of taking data from various types of equipment.
The real purpose of a PPM is to minimize equipment failures, maintenance costs and the unplanned stoppages. The PPM should also try to increase the efficiency and the quality of the plant's product.
This will be achieved through the periodic monitoring of the equipments' mechanical condition, equipment and process' efficiency, as well as a close observation of other parameters, which define the plant's operational conditions.
This manual focuses on the mechanical conditions of the equipment through the vibration analysis.
The objectives and goals vary from plant to plant; however, as the information pertinent to the actual situation is needed, it will be necessary to determine the conditions for the
most important maintenance indicators, such as:
- monthly maintenance cost
- maintenance cost per production unit - time percentage of extra labor - plant's availability
- monthly electric consumption - total cost of parts' stock - etc.
In chapter 10, these indicators will be explained in detail. As the reference data pertinent to these indicators will be used to evaluate the PPM, the following data will be the minimum required: maintenance personnel's labor cost and maintenance personnel's extra time.
As in some plants the adequate observation of the indicators is not correctly recorded, the calculation phase of the reference values causes great difficulty in the implementation of the PPM because it is necessary to obtain the information generated in the administrative files.
The long-term objectives of the Preventive-Predictive Maintenance system are:
- Eliminate unnecessary maintenance
- Minimize the production loss caused by equipment breakdowns
- Reduce the inventory of replacement parts - Increase the process efficiency
- Improve quality production
- Prolong the utility of different components of the factory
- Increase the production capacity - Reduce the maintenance total cost - Increase the factory's total profitability All the objectives previously mentioned are measurable; consequently, value references should be acquired before the implementation of the PPM and realistic goals should be established for each element.
1.4. Management's support
The implementation of the Preventive-Predictive Maintenance System involves the capital investment in taking data and acquiring equipment, as well as in personnel. In order to implement the PPM and to reach its goals, it is necessary that management make a commitment to provide the necessary resources.
The management should also facilitate the communication ties between different departments in order to promote the exchange of necessary information for the registration and calculation of maintenance indicators. In some cases, the information is not found directly in the maintenance department, for example: the energy cost, the total processed products, etc.
It's important to mention that in the factories that failed in its Predictive Maintenance systems, the management provided for the initial purchase of measuring equipment. However, the necessary resources were not invested into the PPM staff, the personal training and the independent consultants; and they are all necessary components in the successful implementation of the program. One of these programs, with deficient administration, will fail within the first year. Programs have failed because the management was not informed correctly of the PPM way of operation.
It is essential that the manager know that the most important benefits are obtained in the long term. The absence of this information could make the manager pressure the personnel because of the investment and lack of results.
An important aspect to consider is the fact that during the first year of the system's
operation, the personnel in charge will find equipment with the most failures and problems. These personnel will generate corresponding reports for the solution of the equipment problems.
After the first year of the system's operation, the most serious problems will be completely resolved, and the personnel's reports will show few or no major corrective actions.
In order to realize initial corrective actions it will be necessary to invest resources for the solution of the problems. As an example we can cite: precision balancing, precision alignment, improvements in consolidation and support mechanisms, hiring of independent consultants, etc.
If one does not have a clear view of this implementation stage, the management will probably conclude that the program is not succeeding in obtaining the benefits which justify the assigning of major human resources and an investment in additional technologies, as are precision balancing and alignment.
1.5. Personnel in charge of the Preventive-Predictive Maintenance System
All the successful Preventive-Predictive Maintenance Systems dedicate full-time personnel to form the PPM group. In some cases, these groups cover various areas of the plant, and in others, several factories at the same time.
In any case, a successful PPM will need a selected group of persons dedicated exclusively to the tasks of predictive maintenance in order to fully concentrate on the achievement of goals and objectives established at the beginning of the program.
Vibration Analysis Manual Page 7 of 143 Even though some successful plants have
assigned part time personnel to these tasks, this approach is not recommended. It is very probable that due to an excessive workload, the personnel cannot maintain the proper monitoring frequency and equipment analysis.
The continuity in monitoring and analysis is critical for the success in a predictive maintenance program.
It is important to remember that the Predictive Maintenance Group will be the plant's profit generating center from the moment the system is implemented.
The factories that have implemented successfully the MMP report production increase from 10% to 30%, the typical cost maintenance reduction from 25% to 50% and the total profits increase of 50% in the most favorable cases.
In all the factories that have successfully implemented the PPM, it was noted that the management has offered a great support, which contributed to these results. Its protagonist roll is based on the assignment of economic and human resources to promote the program's development. The management also has the roll of a mediator in the interaction between the maintenance department (provider) and the production (client) with the purpose of programming the repair work in the most efficient way.
When we talk about World Class Maintenance, we can only talk about an organization with high proficiency in the maintenance department and the precision correction in equipment. In the beginning, the precision corrections will take longer than usual repairs.
However, the time invested is justified because it increases the functional duration
of equipment and decreases considerably the vibration levels.
Due to the fact that the solution to equipment problems requires an analysis before and after the correction, we shall present the ideal vibration analysis attributes as well as the necessary qualities of the personnel in charge of maintenance.
1.6. Ideal characteristics of a vibration analyst
One of the most important attributes in obtaining a success in a predictive maintenance program based on a vibration analysis will be an adequate selection of the personnel who will be in charge of the project. Even though there is very much information about vibration analysis as well as programs and seminars that facilitate the learning, it will be important to select the adequate personnel who will be in charge of the program and which complies with the following principles.
The ideal attributes of a vibration analyst are: - A recognized leader
- Self-motivated
- Experienced in mechanical maintenance - Skillful in verbal and written communication - Decision taker
- With mechanical inclination - Analytical
- Decisive - Competent
- Willing to learning new techniques - Skillful in computer use
- Focused on details
- Always looking for the cause - Good observer
- Consistent in his work
- Capable in making propositions - Gifted in abstract thinking
- Dedicated in report generating tasks - High performer
- Consistent in follow-ups
The key characteristics in this person are: - Willingness to approach the task - Willingness to learn
It is important to mention that the major developments in technologies and training programs are elaborated in the United States and consequently an additional element could be the proficiency in English. However, this requirement should not be absolutely indispensable.
1.7 Ideal characteristics of a person in charge of maintenance
In the majority of successful predictive maintenance programs, we find a person in charge of maintenance who is responsible for precision corrections and retro alimentation to the vibration analyst regarding the work done.
The person in charge of maintenance collaborates with the vibration analyst from the moment the system is implemented. As he will have some similar responsibilities to the ones of the analyst, their profiles will be alike:
- Self-motivated
- Experienced in mechanical maintenance - With mechanical inclination
- Analytical - Decisive - Competent
- Willing to learning new techniques - Skillful in computer use
- Focused on details
- Always looking for the cause - Good observer
- Consistent in his work
- Inclination for meticulous work - High performer
- Consistent follow-ups
The correct selection of the personnel in charge of the system will result in the program's success, which implies the analysis, follow-ups and precision corrections.
The complete success in the predictive maintenance program will not only depend on the vibration analyst, but also on the rest of the team, such as: the management, the person in charge of maintenance and the production department.
The roles and responsibilities of every group member, as well as their interrelation, will be described in Chapter 2.
Personnel Selection Vibration Analyst
Evaluation of Analyst's Diagnostic Ability
Vibration Analyst's training program definition
Training in the use of the instruments andSoftware
Selection of the monitoring Team who will consider the Priorities and Maintenance Costs
The technical data recording of the equipment necessary
for the System
Selection and identification of measurement points
Optimal arrangement of the data bases, space and equipment to be recorded
in the Software
Defining the parameters of the Spectral Band Analysis and Alarm levels for the Critical Equipment
Selection of the appropriate Transducers for each equipment and Particular Measurement point
Data generation in the Predictive Maint. Software: - Space
- Equipment - Measurement Points - Analysis parameters - Alarm levels
- Typical failure frequency - External system
Efficient selection of Monitoring Routes and the definition of monitoring intervals Chapter 4 Chapter 5 Chapter 5 according to the structural organization of the software Chapter 6 Chapter 7 Chapter 7 Chapter 1 and 2
d 2
Chapter 3 Chapter 3 according tothe supplierAnalyst's/Collector's Routing responsibility according to the monitoring duties
Data collection from equipment
Recording of the Additional spectra with an increased resolution, if necessary ,to facilitate the diagnostic, data collection of the phase, resonance testing, etc.
Printing of an Exceptional report
Printing of the "Alarm report" according to priority Computer registration by the Analyst/Collector ї Activated alarms in the field?
2
1
2
Elaborate a report informing about the present situationReduce to one half the Monitoring interval
1
Analyzing the wave spectra and shapes obtained according to the list of the "Alarm priorities"
Elaborate Diagnostics
Compare results with those of the Expert System
Isthere enough
Information to make a conclusion?
2
1
Write a report with Recommendations and Steps for the solution
Schedule the stoppage according to the recommendations and make the repair
Monitoring the initial states to see whether there are improvements
Problem resolved? Is it an urgent problem? No No No No Yes Yes Yes Yes
CHAPTER 2
Definition of the members' Roles
and responsibilities in the
Preventive-Predictive
Maintenance System
2.1 IntroductionIn Chapter 1, we described the importance of the measurable objectives and goals in a Preventive-Predictive Maintenance System, as well as the importance of the ideal attributes of the vibration analyst and the person in charge of maintenance. In this chapter, we shall focus on describing the roles and responsibilities of each member of the group who will be responsible for the PPM implementation and operation.
2.2 Formation of the Predictive maintenance group
The Preventive-Predictive Maintenance System involves each one of the following employees in the formation of the working group:
Plant's Maintenance Director Vibration analyst
The person in charge of maintenance Technical Director of the group
Each member of the group will fulfill his roles and responsibilities in such a way that working together the group will make the program successful.
2.3 Plant's maintenance director
The plant's maintenance director will be a partial member of the Predictive Maintenance group due to his additional responsibilities in the organization. However, he will have the following responsibilities in the Work group:
1. He will be responsible for the acquisition of all the instruments and computer systems necessary for the analyst and the person in charge of maintenance.
2. He will collaborate with the production personnel to define which of the plant's equipment will be observed and to establish its monitoring intervals. The criteria for the equipment selection will be presented in Chapter 4.
3. He will be responsible for the arrangements necessary for the analyst's and technician's training. He should be informed of all the seminars and conferences available during the whole year.
4. In agreement with the analyst, he will define the equipment's codification in order to incorporate it into the system.
5. In collaboration with the analyst, he will define the Spectral Band Alarm Levels for all the equipment in the system (see chapter 6).
6. The Maintenance directors, the analyst and the personnel of the Systems department will define the adequate procedures to make a back up (reserve) copy of the stored information.
7. He will determine what equipment will be included in the Preventive-Predictive Maintenance System, and the technologies that will be used. For this reason, he will have to elaborate a schedule with deadlines, covering all the equipment to which a predictive technology will be applied.
8. He will prepare and publish monthly Preventive-Predictive Maintenance System reports, including the description of the progress and successes achieved by the Program. In order to do this, he should seek
support from the analyst and the person responsible for maintenance.
9. He will make sure that the plant's maintenance personnel know the objectives of the PPM and that he will create the necessary seminars to improve the maintenance, especially in precision correction and precision alignment.
10. He should be subscribed to specialized reviews in Predictive Maintenance in order to be informed about technological improvements and new ways of finding potential problems in equipment.
11. He should be in contact with the Technical Section in order to be informed about available classes and seminars for the members of the Preventive-Predictive Maintenance system.
12. He should have the knowledge about precision alignment, precision balancing, basic vibration analysis and the content of the Preventive-Predictive Maintenance System that is used at the plant.
13. He should elaborate the acceptance specifications for the suppliers' work with respect to alignment and balancing, as well as the acceptance criteria for new machines.
2.4 Vibration analyst
The vibration analyst is a group member who will be working full time at his responsibilities:
1. Maintaining and updating the databases generated for the vibration analysis:
a. The study of the equipment manuals and their assembling diagrams in order to have all the necessary information for the introduction of new equipment into the system.
b. Selection and measurement marking of the equipment included in the system. c. Incorporate equipment into the system with the person responsible for the maintenance.
d. To establish in collaboration with the maintenance director the alarm levels for the spectral band for each type of machines, which should be included in the system. This information should be included in the computer system (see chapter 6).
e. Elaborate and arrange in the most efficient way the monitoring routes in order to record the equipment's vibration (see chapter 7).
2. He will take vibration data from the equipment and he will write special reports to determine which equipment needs a detailed analysis based on the obtained spectra. He will analyze present and past readings in order to have a complete view of the vibration record and be able to predict potential failures.
3. He will prepare the necessary "action reports" and generate work orders for the corrective maintenance. He will turn in this report and the work order to the maintenance coordinator indicating potential problems. A model report is found in chapter 11.
4. He will readjust the equipment's monitoring schedule according to the changes that take place and he will shorten the period between monitoring sessions for the equipment that presents signs of deterioration.
In the equipment that presents no significant data, he will extend the period between monitoring session; but only, if and
when the equipment in question is not critical for the production.
5. He will contact the maintenance director, the members of the technical section or an independent consultant when he needs a second opinion regarding the vibration analysis.
6. Together with the person responsible for maintenance, he will file maintenance supervisor's reports that contain the description of the work done as was recommended by the analyst or technician. 7. He will collect the information from various sources regarding the savings and benefits in order to annex it to the records. This information will be necessary in the elaboration of the director's monthly maintenance reports. The documentation about achieved goals will be a justification for more support from the plant's management.
8. He will add more equipment to the system when he feels that it is necessary to take readings from additional equipment. 9. He will take samples from the gearboxes for the Ferro graphic analysis from the equipment whose vibration levels are abnormal, especially when the gearing frequency amplitudes increase. The results from the oil analysis will confirm the interpretation of the spectral vibration. 10. He will use other preventive maintenance techniques applicable to equipment's condition. These approaches could be obtained from independent consultants if there is a lack of equipment or necessary experience. It is important that the analyst is familiar with different predictive maintenance techniques in order to use them adequately when they are needed.
11. He will take classes and take part in training seminars in vibration analysis. He should also attend conferences and expositions where the latest market achievements in instruments and advanced analysis techniques are demonstrated. 12. He will need the necessary knowledge in precision alignment and balancing. He will need to realize at least one precision alignment per month. The same should be done regarding precision balancing with all the equipment that needs it. He will record "influence coefficients" obtained during balancing in order to save time in future balancing with the same equipment. The updating of this information will be his responsibility.
13. He will need to check the vibration levels of the new and repaired equipment to ensure that it complies with specifications that were given to the supplier.
14. He will need to write a monthly report with a resolved case that had a positive impact for the plant by decreasing the maintenance cost and/or has achieved a significant decrease in vibration levels. In this report, the information should contain the total vibration tendency of all the equipment that is monitored at the plant. This indicator is crucial in the observation of the precision corrections.
2.5 The person in charge of maintenance
A person in charge of maintenance is included in the predictive maintenance group because it will be necessary to do precision corrections and these corrections will be a port of his responsibilities.
The number of members of this department will depend on the plant's size.
The responsibilities of this department include:
1. The department will be in charge of coordinating, in collaboration with the vibration analyst, the precision balancing at the plant. He should participate in the balancing tasks performed by the analyst in order to obtain the lowest vibration levels. 2. The department will be responsible for the precision alignment of the most critical equipment; the personnel should be at least trained in the modern techniques of precision alignment, either with the reversed indicators or with laser based instruments.
3. It will file the records of all the alignments in order to have them available for future alignments.
4. It will file the corresponding information in par with the equipment's operation before and after the precision alignment in order to calculate energy savings. These results will justify the acquisition of the latest technologies in alignment, such as the laser method.
5. It will be responsible for ensuring the quality of repairs done by independent companies and it should ask for the precision balancing and precision alignment certificates when outsourcing does the work.
6. It should supply the vibration analyst with the most relevant information about the repairs. If necessary, a group member should ask for analyst's help during repairs in order to resolve collaboratively the most critical equipment problems.
2.6 Technical Department
The technical department of will be an additional complement to the predictive group. Even though the technical department will not be an active member in
the every day activities, it will have staff responsibilities, which will have a positive impact on the program's success:
1. They will elaborate implementation strategies for each predictive technique that will be implemented in the , as is the case of this manual. These strategies will have the essential objective to facilitate the implementation and operation of various predictive techniques applicable to the teamwork.
2. They will present to the Director of every plant the elaborated strategies for each technique.
3. They will develop vibration analysis classes and seminars for the whole group in order to train the plant's personnel. The advantage of these seminars is to unify the group's criteria.
4. They will help directly when confronted with equipment vibration problems using their own experience or the help from another plant, as well as with the independent consultants in the field.
5. During the implementation stage, they will offer assistance to all the plants that need it to facilitate the process. For this purpose, the technical department will be able to seek assistance from independent specialists.
6. They will maintain the plant's personnel informed about new technologies in the market, as well as about the most recent and innovative techniques for resolving problems.
7. They will evaluate instruments, services and analysis techniques of various suppliers to achieve group standardization. For such effect, they should be trained in various techniques of predictive maintenance, as are vibration, thermography, oil analysis, ultrasound, etc.
8. They will define the world-class evaluation processes, which will be applied to all the company plants. Thanks to this approach, it will be known which plants in the company are similar to Benchmark's position in order to apply similar strategies in the rest of the plants.
9. They will apply the world-class evaluations in the plants that have the predictive maintenance system in operation for at least six months.
2.7 Conclusions
All the previously mentioned parts of the Preventive-Predictive Maintenance System should work in close collaboration and as a whole. The common goal of this group is the successful implementation and continuous operation of the Preventive-Predictive Maintenance System.
Each integral group should accomplish its responsibilities previously assigned to achieve the common goal. These responsibilities can vary according to the maturity phase of the system and the number of plant members. However, this approximation will be a good start to ensure the program's success.
It is important to remember that one should not temper (politicize) with the system, as it is the essential element for the successful realization of the Preventive-Predictive Maintenance program. The previous comment refers to the necessity to eradicate all types of politics from the fundamental activities of the program. This project requires that all the members of the group focus positively their energy in order to facilitate the system's implementation and continuous operation.
The program's success or failure will be seen sooner or later with the maintenance indicators, pay off indicators and plant's profitability. Even though the actual instruments are sophisticated and provide great advantages in the analysis tasks, they will not resolve communication problems that could exist among the members of the Predictive Maintenance group and the final user, the production department.
The relation between the integral parts of the group is shown in the diagram 2.1.
Technical Department
Maintenance
Management
Person in charge of
Maintenance
Vibration analyst
Diagram 2.1 Operation chart of the Preventive-Predictive Maintenance System.
STAFF
Vibration Analysis Manual Page 17 of 143
CHAPTER 3
Training: Definition, Planning
and Scheduling of the training
requirements
3.1 Introduction
To be successful in the implementation stage of the Preventive-Predictive Maintenance System, the members of the group will be required to have consolidated knowledge about the equipment's operational dynamics in the Preventive-Predictive Maintenance System and about the instruments used to collect and analyze vibration data.
For the plants that incorporate for the first time a Preventive-Predictive Maintenance System, it will be fundamental to define, plan and schedule the implementation of the minimum requirements necessary for the program.
In this chapter, the training needs for the initial stages of the program's implementation will be defined, and a proper scheduling will be presented to promote the personnel's knowledge in par with the program's development.
An evaluation questionnaire (test) for the determination of the personnel's proficiency level is annexed to this chapter in order to determine the training needs in vibration analysis. The design of this questionnaire is based on the selection of one answer in order for the results to be calculated by adding all the positive answers. The final score will define the personnel's training needs for the vibration analysis.
3.2 Minimum training requirements
The vibration analyst should have at least the following knowledge:
-Basic level of Vibration analysis
-Personal computer use, Windows and various text processor software.
-Data analyzer/collector's basic functions -The use and configuration of the Preventive-Predictive Maintenance System. To obtain a better training result, it is recommended to plan the training stages according to the previously established schedule. It is possible that one already has the necessary knowledge in vibration analysis and the computer use.
If one already knows how to use computers, this stage can be eliminated from the training plan. If one already has some experience and knowledge in the vibration analysis, he/she will need to answer the questionnaire annexed to this chapter to define his/her training needs. Depending on the results obtained in the questionnaire, the personnel should be scheduled for any of the three following courses:
Basic level in vibration analysis Intermediary level in vibration analysis Advanced level in vibration analysis
The suggested content for each of these courses is presented bellow and an independent consultant or a specialized enterprise in this field of training could prepare it.
This course will have the following content: 1. Basic vibration principles
-amplitude
- phase
- frequency
2. Different types of measuring instruments
3. Different types of vibration sensors 4. Resonance
5. Most common failure diagnostic, using phase spectra:
- unbalance - lack of alignment - bent rotors
- bearing failure - loose machine parts - belt and pulley problems - friction
- gear box 6. Vibration tolerance levels
In general, this is the material that is required for the personnel's initiation into the vibration analysis. The knowledge acquired in the first course will be used in detecting the most common failures at the plant.
However, there will be cases of defective equipment that will require a more advanced, analyst's knowledge. For this reason, an intermediary course on vibration analysis is recommended six months after the beginning of the system's initiation. If a complex vibration problem is presented during the first 6 months, it is recommended to contact an independent adviser in order to find the solution. The plant's personnel will learn the manner in which the problem was resolved, reinforcing the knowledge of the group.
The maintenance director will be very important in the promotion of the continuous training program in order to obtain the maximum results. The number of problems resolved at the plant will depend directly on the knowledge in diagnostics and problem solving acquired by the group.
3.4 Intermediate level in vibration analysis
The content of the intermediary level course:
1. Analysis of the wave shape 2. Analyzer's advanced functions: - synchronous averaging
- negative averaging
- averaging by tracking ordinates - polar diagrams
- demodulation technique - current's spectral analysis 3. Electric problems
- induction motors - direct current motors - synchronous motors 4. Gear box
Identifying lateral bands use of demodulation 5. Bearings
finding lateral bands use of the wave shape demodulation use
Normally, the knowledge acquired in this course will be applicable to the existent technology at the beginning of the Predictive Maintenance. The advanced level course in vibration analysis, that will be seen bellow, will require the acquisition
Vibration Analysis Manual Page 19 of 143 of advanced technology in analysis and
special computer packages.
3.5 Advanced level in vibration analysis
This course is recommended for the plants that have solidified Predictive maintenance programs in which they have obtained favorable results in maintenance. However, the maintenance group has on occasions faced problems that it could not resolve with the knowledge acquired in the first two courses.
To resolve complex problems in vibration analysis, it is recommended to acquire multi-channel analysis technology, which could be used to localize complex equipment failures.
Once the plant has come to this stage of maturity, it is recommended to take an advanced course with the following content: 1. Course in multi-channel analysis
2. Study of transitory events 3. Modal analysis
4. Use of ODS (Operational deflection shape) to observe the vibration mode of an equipment in a computer system.
5. Relative phase between two measuring points
6. Transference function 7. Coherence
It is important to mention that on occasions it is not necessary to pursue the specialization to this point, especially when there are consultants who can resolve these specific problems. However, in this case, additional technology can be acquired according to the specific needs regarding some old equipment problems.
It is recommended that the
plants have among their staff at least two persons with this level of proficiency in
order to resolve the most complex problems. Even though it is possible to have only one specialist in a large plant with the aforementioned qualifications.
3.6 Training in the use of instruments and the Predictive Maintenance System
With respect to the use of the data analyzer/collector, as well as in the use and configuration of the Predictive Maintenance system, the supplier of the instruments according to the stipulated purchase clauses should teach the latter.
However, it is amply recommended to hire an independent consultant to initialize the system, defining the alarm levels for each type of equipment and facilitating the critical equipments' configuration stage in the system.
Additionally, this consultant could realize the first analysis of the equipment that could be a review and practice of the acquired knowledge in the Basic level of vibration analysis by the Predictive Maintenance Group.
Among the basic functions of the vibration collector/analyzer equipment CSI model 2115, we can mention the following:
Data collection in programmed routes Outside of the route configuration mode Information transference
analyzer's routing load PC data loading analysis functions real time spectrum wave shape in real time global value vs. time peak and phase monitoring
The functions and configurations of the Predictive Maintenance system CSI Master Trend include:
data creation archive equipment configuration
measurement points configuration assignation of analysis parameters assignation of spectral band alarms configuration of expert systems report generation
spectral display
communication with the analyzer data base maintenance
information printing frequency failure display
programs for typical frequency calculation in bearings, gears and various types of failure.
Program for recording equipment failure information and follow-ups.
and others.
The estimated time for the training in the use of this technique is approximately 10 days, either at the plant or at the supplier's installations. In case of the training at the plant, the information recording will be swifter because the examples used will include the plant's equipment.
3.7 Vibration analysis questionnaire
As was previously mentioned in this chapter, the primary objective of this questionnaire is to evaluate the actual level of knowledge of the Predictive Maintenance Group members in order to define the initial training needs in vibration analysis.
The questionnaire is presented in Table 1 and the answers in Table II. On the right side of Table I, one needs to mark one point for each correct answer and o points for each wrong answer.
The first 25 questions are used to define the basic level of knowledge in vibration analysis. The questions 26 through 30 deal with a more complex subject matter and
they will serve as an evaluation tool for the members' capacity to make an advanced diagnostic. Based on the results from the first 25 questions, we conclude:
a) If the total score is less than 17 in the first 25 points, the questions 26 through 30 do not need to be answered. It is recommended to take the Basic Vibration course to acquire the content, which was suggested earlier in this chapter.
b) If the score is higher than 17 in the first 25 questions, and the score for the questions 26 through 30 is higher than or equal to 4, it is recommended to take a course in Advanced Vibration.
3.8 Additional training
The original goal of the Preventive-Predictive Maintenance System is to, remembering the content of chapter 1, increase the availability of the equipment and their duration. The diagnostic of the equipment's problem is only one necessary stage in the achievement of this goal. The implementation of the precision correction to resolve the vibration problems, is another necessary stage on the path to plant's operational excellence. For this motive, the personnel of the Predictive Maintenance Group will need to have necessary knowledge in order to support the maintenance personnel in the correction tasks.
For this reason, the personnel of this group should be trained in the following areas: Multi-plane balancing
Precision alignment
In case the personnel of the group do not do the balancing, it will be necessary to know
Vibration Analysis Manual Page 21 of 143 the balancing techniques in order to solicit
the maximum quality from the suppliers. In chapter 13, we shall see acceptable balancing criteria.
In case of the precision alignment, the most usual arrangement is that each plant has its personnel for these tasks. For this reason, special precision alignment techniques should be performed, such as alignment with the inverted indicators or laser alignment. The selection of a particular
technology will depend on plant's profile. The laser system is easier and has a greater precision.
On the implementation schedule for the Preventive-Predictive Maintenance System, it is recommended to program courses on these topics for the Predictive Group three months after the system is initiated.
TABLE 1. VIBRATION ANALYSIS QUESTIONNAIRE
No. QUESTION ANSWERS Pts.
1 Which of the following elements will indicate
the vibration seriousness? __ a. phase __ b. amplitude __ c. frequency 2 The vibration unit most used to measure the
residual unbalances in the equipment is: __ a. mils peak __ b. mils peak-peak __ c. in./sec. peak 3 The most used vibration parameter to measure
the "health" level of an equipment with spinning frequency ranges from 600 and 10,000 rpm is:
__ a. movement __ b. acceleration __ c. speed 4 The acceleration vibration is most commonly
used to measure the vibration levels in the area of:
__ a. high frequencies __ b. low frequencies __ c. none of the above 5 When an axle spins at 100 rpm the most
suitable method to obtain the phase is: __ a. stroboscopic lamp __ b. optic tachometer __ c. the phase can not be taken
6 The minimum recommended frequency for the
use of the speed sensor, or seismic sensor, is: __ a. 6 cpm (cp.) __ b. 60 cpm (cp.) __ c. 6000 cpm (cp.) __ d. none of the above (cp.)
7 The movement (displacement) sensor is based
on the principle of: __ a. superficial contact __ b. no contact __ c. variable air gap 8 The vertical and horizontal phases are set at 0
or 180° in a ventilator fit with pulleys when there is a problem concerning:
__ a. excessive unbalance __ b. eccentric pulley __ c. misalignment (lack of alignment)
Vibration Analysis Manual Page 23 of 143
No. QUESTION ANSWERS Pts.
9 When a rotor is unbalanced, the phase difference between vertical and horizontal positions should be:
__ a. 0° __ b. 180° __ c. 45°
__ d. none of the above 10 Which of the following options is not
considered to be a cause of vibration: __ a. lack of alignment __ b. unbalance __ c. resonance __ d. all of the above 11 The phase value in the resonance peak in
comparison with phase value before entering the resonance curve will be set at:
__ a. 180° __ b. 45°
__ c. greater than 180° __ d. none of the above 12 If there is a unbalance and the spinning
frequency increases three times, theoretically, the vibration will increase:
__ a. 9 times __ b. 3 times __ c. 6 times
__ d. none of the above 13 The system's natural frequency will be
increased when: __ a. its mass is increased __ b. the spinning frequency increases __ c. its rigidity increases __ d. none of the above 14 The rotors that operate at a higher than normal
frequency are known as: __ a. resonant motors __ b. semi-rigid motors __ c. flexible rotors __ d. none of the above 15 The shock test that is used to calculate the
resonance will help us determine: __ a. the second critique __ b. the third critique __ c. the none bending mode
__ d. none of the above
16 It is possible to distinguish between unbalance and lack of alignment only with the analysis of vibration's global values.
__ a. yes __ b. no
No. QUESTION ANSWERS Pts. 17 When the axial vibration is 50% greater than
the radial vibration, the vibration's most probable cause is:
__ a. resonance __ b. unbalance __ c. eccentricity __ d. none of the above 18 When there is a looseness problem in a gear
box, the typical spectrum will present: __ a. harmonic frequency __ b. high vibration at 1X rpm
__ c. harmonic multiples of 1X
__ d. none of the above 19 If by loosening a screw in a motor that is in
operation, the vibration decreases; it is probable that the problem is:
__ a. residual unbalance __ b. unstable leg __ c. lack of alignment __ d. all of the above 20 . If after 30 minutes of functioning, the
vibration of a screw compressor set at 1X and 2X RPM increases considerably, the most probable cause of this increase is:
__ a. residual unbalance __ b. lack of lubrication __ c. lack of alignment __ d. all of the above 21 If the axial phase readings, taken in the same
direction at each of the ventilator supports, shows a 180° difference, then the most probable cause is:
__ a. lack of alignment __ b. unbalance __ c. looseness __ d. bent axle
__ e. none of the above 22 The instability originated by oil shaking in the
flat strengthening plates will cause vibration in the following range:
__ a. high frequency __ b. very high frequency __ c. sub-harmonic range __ d. none of the above 23 At which of the following bearing failure
frequencies, the axle spinning frequency acts as a lateral belt:
__ a. roller failure __ b. cage (box) failure __ c. internal track __ d. none of the above
Vibration Analysis Manual Page 25 of 143
No. QUESTIONS ANSWERS Pts.
24 In case of a turbulence in a centrifugal pomp,
the vibration will be generated randomly in: __ a. high frequency __ b. blade's frequency __ c. sub-harmonic range __ d. none of the above 25 Will the gearing frequency be similar for each
pair of gears even if they spin at different frequencies?
__ a. yes __ b. no
TOTAL NUMBER OF POINTS IN THE FIRST 25 QUESTIONS
26 The information acquired by the separation of the lateral frequency bands (belts) in the gearing frequency will help us determine:
__ a. the severity of gear's unbalance
__ b. the intensity applied to the gear
__ c. which gear has been severely damaged __ d. none of the above 27 The best way to detect broken gear teeth is to
analyze the vibration wave in the following units:
__ a. mils __ b. g's __ c. in./sec. 28 Which one of the following frequencies will be
presented as lateral belts (bands) around the spinning frequency when there are loose rods in the rotor or an induction motor?
__ a. slipping frequency __ b. pole's passage frequency __ c. frequency of an electric line __ d. rod's frequency in a rotor
__ e. none of the above 29 Which one of the following electric problems in
induction motors causes pulsing and rhythmic vibrations at the spinning frequency of the motor:
__ a. eccentric motor __ b. loose stator
__ c. rotor rolling in short circuit
__ d. none of the above __ e. all of the above
30 Which one of the following averaging techniques is used to obtain spectra in a variable velocity equipment?
__ a. peak maintenance __ b. negative averaging __ c. synchronous averaging __ d. following (tracking) ordinates
__ e. normal with pre-filter
__ f. none of the above TOTAL SCORE OF THE LAST 5 QUESTIONS
Important note: If there is a scoring card with less than 17 correct answers, the person
Code . . .
Vibration Analysis Manual Page 27 of 143
TABLE II. ANSWERS TO THE TABLE I QUESTIONNAIRE
QUESTION # ANSWERS COMMENTS 1 b 2 b 3 c 4 a 5 b
6 d the minimum recommended freq. is 600 cpm 7 b
8 b
9 d the phase difference will be 90° 10 c
11 d the phase difference will be 90° 12 a
13 c 14 c
15 d the first critique is determined 16 a 17 d lack of alignment 18 c 19 b 20 c 21 d 22 c 23 d 24 c 25 a 26 c 27 b 28 b
29 d loose or cracked rods in the rotor 30 d
Code . . .
CHAPTER 4
Criteria for the selection of the
critical equipment
4.1 Introduction
When a Predictive-Preventive Maintenance System is implemented, one of the most significant objectives is to minimize the equipment failures in order to reduce the number of unplanned stoppages and to achieve the maximum availability of the production plant. Besides this objective, it is important to reduce the total maintenance cost.
In order to achieve these goals from the very beginning of the system's
implementation, it will be necessary to identify the critical equipment for the plant.
Once the objectives of the Preventive Maintenance Group were defined, the next step in the implementation of the system will be make the correct selection of the equipment which should be included in the program.
There are various criteria for the selection of the equipment that should be included in the system. In this chapter, we shall define them using the selection criteria for the critical equipment, which is based on the plant's importance of production and its maintenance cost.
Both selection criteria will be important in achieving the maximum results during the first months of the program's operation. It is not recommended to initiate the program monitoring all the equipment that
is installed and operating in the plant because it would be wearisome for the analyst who is just starting his analysis, and his attention can be sidetracked to the equipment that is not critical for the process or the maintenance costs.
4.2 Selection procedure
In order to proceed to the selection of the equipment with which the system will be initiated, a list, which includes all the installed equipment in the plant, should be elaborated, and each one of them should be classified in accordance to its priority in the system. The table I, shows the order in which the plant's equipment should be prioritized.
The list can be elaborated in a data base package and afterward a priority list should be made. For the elaboration of the general lists of the equipment, it is recommended to have the plant's layouts at hand. It is very easy to omit equipment or components while elaborating the list; therefore, all the precautions should be taken to ensure that all the equipment that affects the production and its costs is included on the list.
To determine the priorities according to the production and costs, one should take into account the following principles:
4.3 Priority 1, Very critical equipment
PRODUCTION PRIORITY
On this list should be included all the equipment which has to be in operation for a continuous production. In other words, the loss or failure of any of them would result in a total stoppage of the plant or its production line, causing a total loss of
Code . . .
Vibration Analysis Manual Page 29 of 143 production during a major period of time,
12 hours.
COST PRIORITY IN MAINTENANCE
With respect to maintenance costs, the equipment whose repairs and maintenance are excessively high will be included in this group.
We shall include in this category the equipment whose parts or components need to be ordered with great anticipation because of the prolonged delivery time or the need for special parts, even when this equipment does not represent a loss in production when they are idling for the sake of repairs.
Summarizing, there is equipment whose costs of repairs are very low, however the fact that these machines idle has a great impact on the production, as can be the case of a small lubrication pump of a reducer or a turbo compressor.
On other hand, there will be situations in which some teams will not cause a production stoppage; however, their repair costs and maintenance will be very elevated, lowering the company's profits. Consequently, it will be important to take into account both criteria for the classification of critical equipment that should be included in Priority 1.
In this priority section, we can include as examples: furnace components, mills and cement plants' crushers.
4.4 Priority 2, Critical equipment
PRODUCTION PRIORITY
All the equipment that at the moment of a failure has a negative impact of more than 30% of the plant's production should be included on this list.
If there are various production lines, each one should be considered as a separate plant.
COST PRIORITY IN MAINTENANCE
For the evaluation of the critical equipment with respect to maintenance costs, one should include the equipment with high maintenance costs, or the equipment that has required frequent maintenance interventions caused by a design problem or the tasks performed. It will be necessary to review the equipment record to establish its priority.
4.5 Priority 3, Equipment with normal priority
PRODUCTION PRIORITY
In this selection will be included the equipment which does not have a great impact on the production if it stops functioning. A typical example would be redundant systems, or the ones that have replacements, which have the so-called "stand by" status.
However, this equipment will have a considerable maintenance costs. The equipment that could be repaired in less than one hour could also be considered as normal priority.
COST PRIORITY IN MAINTENANCE With respect to maintenance costs, one should classify as normal priority the equipment that has relatively normal maintenance costs, and also the equipment that is repaired by independent personal. For example, a screw compressor which has
Code . . . a redundant system and whose repair would
be provided by its supplier.
4.6 Priority 4, Equipment with low priority
In this group should be included the rest of the plant equipment which has an impact on the production and/or maintenance costs. It is necessary to make an evaluation in order to determine, according to the equipment, the convenience of including it in the monitoring list. In some cases, the replacement costs are smaller than the annual costs required for the monitoring of the equipment in this priority section. There is equipment that operates under the status of preventive maintenance, and there might also be equipment that operates till it brakes down. This does not imply that no sufficient attention has been dedicated to it.
Typical examples of this equipment are cooling ventilators of some frequency converters or direct current converters. In case some of these little ventilators suddenly stop, the panel's temperature monitoring system will send a warning on time and a stoppage could be prevented with another cooling method.
This is only an example; the best selection criteria will depend on the plant's working profile.
4.7 Conclusions
To achieve a successful implementation of the Preventive Maintenance System, the efforts need to be focused on the equipment catalogued as Very critical or
Critical (Priorities 1 and 2) during the first six months of the system's operation. This way, the maximum investment return efficiency will be realized.
As the program matures, the equipment that was classified as Priority 3 and 4 will be annexed.
The Predictive Maintenance Group will have to scrupulously review the initial list that includes all the plant equipment, and it should courteously involve the members of the production and maintenance in this process. The more information one has about the maintenance and repair time, the easier the classification task will be.
Dirección de Tecnología
TABLE 1. PRIORITY ASSIGNATION OF THE PREDICTIVE MAINTENANCE SYSTEM
POSITION EQUIPMENT CODE SECTION PRODUCTION
PRIORITY
COST PRIORITY
1 VERY CRITICAL VERY CRITICAL
2 VERY CRITICAL CRITICAL
3 VERY CRITICAL NORMAL
4 VERY CRITICAL LOW
5 CRITICAL VERY CRITICAL
6 NORMAL VERY CRITICAL
7 LOW VERY CRITICAL
8 CRITICAL CRITICAL 9 CRITICAL NORMAL 10 CRITICAL LOW 11 NORMAL CRITICAL 12 LOW CRITICAL 13 NORMAL NORMAL 14 NORMAL LOW 15 LOW NORMAL 16 LOW LOW
PRIORITY 1, VERY CRITICAL FOR THE PLANT PRODUCTION
PRIORITY 1, VERY CRITICAL BECAUSE OF THE VERY HIGH MAINTENANCE COSTS
PRIORITY 2, CRITICAL FOR THE PLANT PRODUCTION
PRIORITY 2, CRITICAL BECAUSE OF THE HIGH MAINTENANCE COSTS OR FREQUENT STOPPAGE
PRIORITY 3, NORMAL PRIORITY INCLUDES REDUNDANT MACHINES AND/OR WITH MODERATE MAINTENANCE COSTS
SUGGESTED EQUIPMENT FOR IMPLEMENTATION IN THE PREDICTIVE MAINTENANCE SYSTEM
PRIORITY TRITURATION QUANTITY
1 1 1 1 1 PRIMARY CRUSHER SECONDARY CRUSHER VIBRATING SIEVE STACKER RECLAIMER 1 1 1 1 1
GRINDING (RAW MATERIALS AND CEMENT):
2 2 2 MILL TRANSMISSION SEPARATOR'S TRANSMISSION SWEEPING IDF 2 2 2 CALCINATION: 1 1 1 2 2 1 2 KILN TRANSMISSION
TRANSMISSION COOLER GRATE
CLINKER CRUSHER
CLINKER COOLER FANS BURNER'S PRIMARY AIR FANS
PREHEATER IDF. COLLECTOR IDF 1 3 1 7 2 1 2 GENERAL TRANSPORTATION: 2 1,2 1,2 1,2 1 1,2 1,2 1 1 WEIGHT FEEDER FEEDER PLATES CONVEYOR BELT FULLER PUMP HAULING CHAIN FULLER COMPRESSOR BUCKET ELEVATOR BUCKET CARRIER PLATE CARRIER 6 3 6 2 1 2 8 1 1
PRIORITY PACKING PALLETIZING QUANTITY
2 1
ROTARY PACKER TRANSMISSION MOTOR PULLEYS 2 4 SERVICES: 3 2 3 3 3
CENTRIFUGAL PUMP (HORIZONTAL AND VERTICAL)
THERMICAL OIL PUMP
FUEL OIL PUMP
DEEP WELL PUMP
AIR COMPRESSOR 4 2 4 3 8 VARIOUS EQUIPMENT: 2 2 2 2 3 3 LUBRICATION PUMP HYDRAULIC PUMP LUBRICATION COMPRESSOR TURBO VENTILATORS
DUST COLLECTOR VENTILATORS PRESSURIZER VENTILATORS 8 4 1 10 15 10
APPROXIMATE EQUIPMENT QUANTITY 141
THIS EQUIPMENT AND ITS PRIORITY ARE AN EXAMPLE OF RECOMMENDED EQUIPMENT TO BE TAKEN INTO ACCOUNT IN A PREDICTIVE MAINTENANCE SYSTEM FOR A SINGLE PRODUCTION LINE. THIS LIST SHOULD BE MODIFIED ACCORDING TO THE PRODUCTION LINE NEEDS AND THE PLANT'S SPECIFIC CRITERIA.
CHAPTER 5
Technical information by
equipment type.
5.1 Introduction
One of the most important aspects in the Preventive-Predictive Maintenance System is the available information about the equipment parts. The more complete information about equipment components the easier will be the configuration process of the spectral alarm bands, as it will be seen in Chapter 6. In addition, the spectral analysis will be improved considerably with complete data information.
In this chapter, necessary forms will be presented to store the minimum required information of various equipment components. Due to the great diversity of equipment types, the major kinds of the most typical equipment in industry will be presented.
However, the user can elaborate a similar format for the types of equipment that are not included in this chapter.
5.2 Comments about the formats
The formats that are included in this chapter have in the right upper corner general information about the equipment. The first three spaces were designed with appropriate lengths to include the appropriate information into the CSI Master Trend software. We are going to comment on different segments of this format.
EQUIPMENT IDENTIFICATION
The name of the equipment should be registered in alphabetical order with the maximum of 10 characters. CSI Master Trend will locate the equipment thanks to the assigned identification. The same identification will appear in the data collector, as well as in all the system's wave spectra and shapes reports. Consequently, it is very important to identify them according to plant's usage.
SECTION
In this space of 28 characters, one should include the name of the section to which the equipment belongs. For example: Equipment: North Induced Draft Ventilator Identification: 5205-84
Section: Cement Kiln 2 TYPE OF EQUIPMENT
The specific work type performed by the equipment should be selected. This information will determine the way the information is registered. For example, when the velocity is constant and the load varies, it is recommended to record the load at the time of reading.
The Master Trend software requires this information when the equipment is included into the system.
MONITORING FREQUENCY
The schedule for the equipment's vibration reading needs to be determined. This decision depends on the equipment's priority in the process. The usual time sequence for the industrial equipment reading is one month (monthly).
The rest of the spaces is reserved for the specific data of each equipment part. SCHEMATIC DIAGRAM
In addition, a schematic diagram of the equipment is included to show the place where the measurements should be taken. The equipment's nomenclature of the measuring points is shown in each diagram. The letters H, V and A will show the position of the sensor; which are respectively Horizontal, Vertical and Axial.
In case of the induction motors, E1H and E2H points will be added to record the low and high frequency spectra respectively in order to be able to counteract possible electric problems. The configuration of these measurement points will be explained in Chapter 6, Table III, pages 6-18.
In case of the gear boxes, it will be necessary to define additional monitoring points to record the gearing frequency. In the schematic diagrams, these measurement points should be identified. The configuration of these points is shown on Table III, page 6-17.
ANALYSIS PARAMETERS
On the back of each form, the definition of the analysis parameters of the spectral bandwidth is included, as well as the alarm level that each band will have.
In some cases, the analysis parameters will be similar when they are in the same equipment subdivision, and it will be only necessary to refer to the equipment that has its parameters established in order to use them in the information recording. In order to fill in correctly this table, it will be necessary to use the information from tables II and III, which are included in chapter 6.
SCHEMATIC EQUIPMENT DIAGRAM MEASUREMENT POINTS MOTOR INFORMATION: Brand:___________________________ Serial number: _______________________ HP: ________________________________ Plate current: ________________________ Voltage: ____________________________ Motor Type: Induction: Synchronous: RPM reference: __________ No. poles: ______
No. rotor rods (bars) _______ No. stator grooves: ______
No. commutator grooves
Type of support:
1. Free side 2. Loading side
Ball bearing Ball bearing
Brand and no.: _______ Brand and no.: _______
Roller bearing Roller bearing
Brand and no.: _______ Brand and no.: _______
Journal bearing The spectral bandwidth and its alarm levels are on the backside of this form.
Note: If a motor has a cooling ventilator it will be considered as additional equipment.
EQUIPMENT DESCRIPTION: IDENTIFICATION: SECTION:
TYPE OF EQUIPMENT:
CONSTANT VELOCITY, CONSTANT LOAD CONSTANT VELOCITY, VARIABLE LOAD VARIABLE VELOCITY, CONSTANT LOAD VARIABLE VELOCITY, VARIABLE LOAD MONITORING FREQUENCY:
WEEKLY MONTHLY OTHER:
FORTNIGHTLY ANALYST: _________________________________ SPECIFIC FAN INFORMATION
Brand: _____________________________ Serial no: _________________________ CFM flow: _______________________ Operation temperature: _____________ Number of blades: ____________________ Ventilator type: Forced type Diameter of the motor's pulley (Dm): ______ Diameter of the ventilator's pulley (Dv): ____ Groove number and the section type: ______ Distance between axle centers: ________ Spinning velocity:
RPM fan = RPM motor X (Dm/Dv)= _____ Type of support:
1. Free side 2. Loading side
Ball bearing Ball bearing
Brand and no.: _______ Brand and no.: _______
Roller bearing Roller bearing
Brand and no.: _______ Brand and no.: _______
Journal bearing The spectral bandwidth and its alarm levels are on the backside of this form.
F A N MOTOR 1H, 1V 1A, E1H 2H, 2V 2A, E2H 3H 3V 3A 4H 4V 4A
