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Team Members

Reduce Steam Trap Failures at Chambers Works GB/BB Name: Cyndi Kouba Mentor/MBB : Andrew Degraff . Team Members

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Team Members

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  1. Reduce Steam Trap Failures at Chambers WorksGB/BB Name: Cyndi Kouba Mentor/MBB: Andrew Degraff Team Members Michael Crowley(Site Energy Lead), (Charlie) Flanigan (Aramids-maintenance), Ben Snyder (Aramids-ATO), Michael Scruggs (Central Maintenance Mechanic), Rick Ragsdale (Fluor), Joyce Finkle (PC), Denis P Humphreys (Fluoroproducts), Jack Hemmert, Charlie Brown

  2. Steam trap failures are nothing new • Steam trap programs are nothing new What do you have learn from this HOW HOW we went about finding a solution WHAT makes this program have such a huge impact and How is it sustainable WHAT

  3. Six Sigma Methodology was KEY to success Savings: $1MM annualized in only 6 months!

  4. Define: Project CTQ’s • Customer:Chambers Works site • Voice Of Customer (VOC) data: • Wasting energy • High variable cost due to steam losses. • Use full service maintenance contractor for this work • Need sustainable process • Take into account other work streams • Safety Create a sustainable steam trap program that reduces steam loss and lowers failure rate.

  5. Define: Project Charter • Problem Statement: • 2007 Survey showed 14% Failure Rate. • Project Goal: • Reduce steam trap failures from 14% to 4.2% • Steam loss (lbs/hr) from 15203lb/hr to less than 3000 lb/hr • Expected Benefit: • Net variable cost savings of $450,000 (based on achieving goal) • Process Owner: Chambers Works Maintenance Unit Manager • Process Sponsor:Chambers Works Site Manager Actual savings ~$1MM annualized in only 6 months!

  6. Analyze Analyze • Mapped existing process • Generated process X’s • What is needed for a successful program • Gained alignment • Issues • Potential Solutions

  7. Analyze: Impact Control Matrix Focus efforts on key items for success

  8. Improve: Proposed Solution Summary • Have a steam trap team • Surveyor • Repair mechanics • Work Order to do survey created automatically within SAP • Survey performed and work orders created • Surveyor/Team Leader coordinates repair work • Use backlog of work to justify number of mechanics • Prioritize work for mechanics • Repair Mechanics work across the site • SAP Work Order history updated for individual traps • Surveyor updates excel spreadsheet with repair history • Monthly reports sent to area and site management

  9. Piloted Solution Key Learnings • SAP Cumbersome and slows repair process • Use SAP to generate survey timing • Fundamental issues with SAP that cannot be addressed with this project • Use excel to track repairs and do repairs • Crew charges to same functional locations WO that surveyor uses • Some areas need dedicated trap work • One crew member dedicated to a critical area • All members can work across site for trap repairs and other significant work

  10. Sustained Solution Survey Log Sheet Reports

  11. Control Plan Sustained Solution: Control Plan • Control Plan is KEY to sustainability of work • Control Plan identifies who, what and when for critical steps • Process Owner agrees to control plan • Control Plan is evergreen

  12. Key Learnings to Share • Multi-functional team to brainstrom X’s • No one person understands all the issues and problems • Communications raise awareness and highlight savings • Management needs justification to continue funding efforts • Dedicated crew needed to survey and make repairs happen • Doing repairs is more effective when it is a full time job versus 25% of a job • Support from key leadership is critical • When industry standard is met, work is not over • Will have continued failures that must be found and repaired routinely • If site team is not fully utilized, leverage them with smaller sites nearby • Leveraging is not straight forward • Each site needs to examine why steam trap repairs are a problem • Other site had different X’s – eliminate welding to reduce manpower required to repair

  13. Thanks!

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