In our facility, we have multiple instances of "installed spares" that could benefit from regular rotation into operation. Implementing a rotation schedule based on equipment and process needs is key to optimal maintenance practices. However, getting the operations group on board with this idea has been a challenge. Can anyone share insights on industry best practices and personal experiences with this strategy?
Achieving full consensus on the topic of rotating online and standby equipment may be challenging, but there are different opinions within this forum. Some suggest running primary and backup equipment without rotating them, while others recommend running the primary most of the time and the standby online for short periods at specific intervals. Personally, I advocate for regular rotations. In our power plant, most "balance of plant" equipment has an installed spare. We switch between the A and B systems monthly, with the A side running during even months (Feb, Apr, Jun...) and the B side running during odd months (Jan, Mar, May...). This schedule ensures that equipment run times are evenly distributed, and gives us a good understanding of the standby side's condition. Despite the occasional need for close-overhaul occurrences, such as vertical turbine pumps running over 60,000 hours each within a year, our approach has proven successful over the past 20 years. While not everyone may agree with our method, it has worked effectively for our power station operations.
I completely understand your predicament! Having been in a similar situation, I found that it's essential to effectively communicate the potential cost savings and improved operational efficiency this strategy offers: reduced downtime due to maintained equipment health, lower risk of unexpected equipment failure, and optimal utilization of both installed and spare equipment. When putting forward my case, I used case studies of organizations that had benefitted from this methodology and also carried out a simulation of potential cost and time savings for our operation. The numbers did the talking and we gradually started to observe a shift in the mindset of the operations group.
I fully understand your dilemma. I was in the exact same situation in my previous job at a manufacturing plant. In my experience, it's crucial to first show the operations group concrete evidence (preferably data) on how equipment rotation can extend the lifespan of these assets and potentially save on costly repairs or replacements in the long run. Moreover, having a well-crafted, predictable rotation schedule also minimizes the disruption to the overall operation, which could be another selling point. Involve them in creating the rotation plan so they feel ownership and part of the process. The key is to frame it as an operational efficiency and cost-saving measure, rather than merely a maintenance practice.
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Answer: - Implementing a rotation schedule for installed spare equipment is important because it helps ensure that the spare equipment remains functional and ready for use when needed. By rotating the spares into operation regularly, you can prevent issues such as deterioration due to lack of use and ensure that the equipment is in working condition.
Answer: - Industry best practices for implementing a rotation schedule for installed spare equipment typically involve assessing equipment and process needs, establishing a schedule for rotating spares into operation, and gaining buy-in from the operations group. It is important to consider factors such as equipment usage frequency, maintenance requirements, and criticality when developing a rotation schedule.
Answer: - Getting the operations group on board with implementing a rotation schedule for installed spare equipment may require clear communication about the benefits of the strategy, such as improved equipment reliability and reduced downtime. It can also be helpful to involve the operations group in the development of the rotation schedule and address any concerns or challenges they may have. Sharing personal experiences and success stories from other facilities can also help demonstrate the value of the strategy.
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