1. S.C. Kalisz & Associates, LLC Industrial Maintenance & Safety ProgramsSince 1990 S.C. Kalisz & Associates 1994This presentation has automatically preset slide transitions

2. Our Company History 1990: Founded by Stan Kalisz, consulting to the nuclear and fossil power plant industry 1992: Developed OSHA compliant LOTO procedures for the Big Three auto manufacturers 1994: Developed world class preventive maintenance procedures for the auto manufacturers 1995: Developed total equipment databases to support the maintenance efforts for the autoassembly plants and automotive engineering facilities and test tracks 1997: Developed predictive maintenance programs for manufacturing and assembly plants 1998: Began authoring operations, maintenance and safety technical manuals for automatedmanufacturing systems both domestic and international plants 2000: Set up maintenance and safety excellence programs at automotive parts distributioncenters 2003: Set up maintenance and safety excellence programs at childrens and heart hospitals 2004: Set up maintenance and safety excellence programs at open copper mines 2006: Set up maintenance and safety excellence programs in steel coil slit and rolling tube mills 2008 to present: Set up maintenance and safety excellence programs in aluminumcasting, extrusion and flat rolled plants, lithium hybrid automotive battery plant S.C. Kalisz & Associates 1994 3. The Maintenance Circle of ExcellenceDeveloped and perfected over the past 15 years, this is theroadmap to maintenance excellenceS.C. Kalisz & Associates 1994 4. Bubble 1, SafetyLockout: OSHA 1910.147Our personal interest in safety goes beyondthat of just providing a product.We have researched the laws, accidentarchives and the consequences resulting fromnot having a clear and concise program forsafely locking out equipment to performmaintenance and testing.Ultimately, our procedures are developed andimplemented for the protection of not onlyemployees, but for anyone who can come incontact with equipment.Each and every procedure is designed tocover every aspect of a safe work practice in aVisually Instructive way..Level I and Level II LOTOLevel I LOTO provides a zero energy state to acomplete work cellLevel II LOTO drives further down to createzero energy states for sub components of thecellS.C. Kalisz & Associates 1994 5. Bubble 1, Safety continuedLinks in your CMMSOur LOTO procedures are able to be loadedinto your CMMS (Maximo, SAP, etc.) toautomatically accompany your work ordersand PM procedures. We also offer JSP andSOP authoring, elevated work, confined spaceand mobile equipment safety programs.CAUTION!LOTO placards are not all inclusive for thedefense of your company and employees!Check with your insurance carrier or riskconsultant.A LOTO placard will help you be in compliancewith OSHA BUT provides no documentationthat the procedure was performed properly orin its entirety. We have solutions for concreteprotection....its your life, its your right, its the law! S.C. Kalisz & Associates 1994 6. Bubble 1, Safe Maintenance Procedures Nichols Aluminum Alabama-Maintenance, Paint Line (SPL) Analysis Rating LevelsTotalRatingReason For ImprovementCritical Job Risk AnalysisRevision 0, 9/23/2011 1- Minor medical treatment 1- Remotely possible 1- Rare, less than once per year 3 to 4 1 2- No lost2- Possible in2- Occasional Decatur, Alabama time, but timebetween 3 and 5 to 6 2 reportable12 months 3- Lost time3- Probable in3- LikelyA Job Hazard Analysis (JHA) or Job Safety Analysis (JSA) timebetween 1 and 3 months 7 to 8 3 4- Fatality or 4- Likely to 4- At least onceis an effective tool in breaking down specific job tasks permanent disabilityoccurimmediately per month 5- At least once9 to 10 4 www.sckaliszandassociates.com11 or higher5in order to determine the hazards involved in the taskSystem: Cooling towersTASK POTENTIAL LOSS Severity Probability Frequency per week Total Critical Rating Mitigation Step(s)Process water cooling towerand what is required to prevent injuries and/or Remove or install north/south pump motor Cuts, back injury, foot injury, electric 2 2262 LOTO, gloves, lifting devices, proper PPE, high voltage toolsaccidents and/or damage to equipment. Remove or install north/south pump shock Cuts, back injury,2 2262 LOTO, gloves, lifting devices, proper PPE foot injuryRemove or install cooling fan motorCuts, back injury,3 3173 LOTO, gloves, lifting devices, proper PPE, fallA formal job hazard analysis is a procedure designed tofoot injury, electric shock, fallprotection, high voltage toolsNeed Eng. Eval. for lifting/lowering davitRemove or install cooling fanCuts, back injury,3 3173 LOTO, gloves, lifting devices, proper PPE, fallstudy the job for any potential hazard caused by the foot injury, fallprotectionNeed Eng. Eval. for lifting/lowering davitmachine, the surroundings, or the worker. Remove or install cooling diffusersCuts, back injury, foot injury, fall 2 2152 LOTO, gloves, lifting devices, proper PPE, fallprotection, confined space permit/procedureRemove or install pump gate valves Cuts, back injury,2 3162 LOTO, gloves, lifting devices, proper PPE foot injurySafe Maintenance Procedures (SMP) or otherwiseReplace fuses in disconnects Cuts, arc flash 1 2362 LOTO, gloves, fuse tool, proper PPE and arc flashprotectionknown as Safe Working Procedures are detailed steps Replace motor/pump coupler Cuts1 2252 LOTO, gloves, proper PPEof how to conduct a specific job task. The SMP clearlyoutlines what the task is, steps to execute andNichols Aluminum Alabama-Maintenance, Paint Line (SPL) Safe Maintenance Procedurecomplete the task, special equipment required. Revision 0, September 25, 2011Decatur, Alabama www.sckaliszandassociates.com System: Cooling towersConduct a thorough hazard assessment of jobs orTASK Process water cooling tower Remove north/south pump motorTools, materials, resourcesResources required: 2 persons.Work steps1-Disconnect electrical wires at motor, tape or wire nut ends, secure away from work areatasks, the following three steps are necessary: Develop1-Perform LOTO steps 2-Ensure proper PPE is in use 3-Inspect lifting devices prior to useTools required: insulatedscrewdriver(s) and pliers forelectric disconnections, hand2-Remove motor to pump coupler3-Remove motor mounting bolts4-Determine the weight of the motor, select the proper sling from sling rating charta Critical Job Inventory and assess the risk associated4-Inspect mobile equipment required for lifting prior to use 5-Cordon off work area with safety tape, cones or ropetools, sockets and ratchets, nylonsling, nylon tag rope5-Using an eye-to-eye type sling, install as a choker around the motor6-Attach the lifting eye to a lifting device on fork truck, DO NOT wrap the eye around forks or any device with sharp edges7-Attach a tag line to the motor, guide it to rest point using the tag linewith those jobs.8-Slowly lift until the sling is taught, inspect the sling for any damage to web9-Complete the lift separating the motor from the pump10-When transporting is required, use a cart or pallet that will support the motor weight, DO NOT transport in an elevated position with a fork truck Install north/south pump motor Resources required: 2 persons.1-When transporting is required, use a cart or pallet that will support the motor weight, DO NOTConduct a Critical Job Risk Analysis (also known as Job1-Verify LOTO is in place 2-Ensure proper PPE is in use 3-Inspect lifting devices prior to useTools required: insulatedscrewdriver(s) and pliers forelectric reconnections, hand tools, transport in an elevated position with a fork truck2-Attach a tag line to the motor, guide it to rest point using the tag line3-Determine the weight of the motor, select the proper sling from sling rating chartSafety Analysis (JSA) of each of the jobs in the Critical4-Inspect mobile equipment required for lifting prior to use 5-Cordon off work area with safety tape, cones or ropesockets and ratchets, torquewrench, nylon sling, nylon tagrope, alignment device4-Using an eye-to-eye type sling, install as a choker around the motor5-Attach the lifting eye to a lifting device on fork truck, DO NOT wrap the eye around forks or any device with sharp edges6-Slowly lift until the sling is taught, inspect the sling for any damage to webJob Inventory.7-Lower the motor to the base and pump, install mounting bolts and properly torque8-Reconnect coupler and align shaft with laser or dial indicator, record measurements9-Reconnect electrical wires at motor, remove LOTO, perform post-maintenance test Remove north/south pumpResources required: 2 persons.1-Remove pump mounting bolts Prerequitie: Motor has been removedTools required: hand tools, 2-Determine the weight of the pump, select the proper sling from sling rating chart 1-Verify LOTO steps have been completedsockets and ratchets, nylon sling,3-Using eye bolts with shackles and eye-to-eye type sling, install as a basket rig to the pump 2-Ensure proper PPE is in usenylon tag rope4-Attach the sling to a lifting device on fork truck, DO NOT loop the sling around forks or any 3-Inspect lifting devices prior to usedevice with sharp edges 4-Inspect mobile equipment required for lifting prior to use 5-Attach a tag line to the pump, guide it to rest point using the tag line 5-Cordon off work area with safety tape, cones or rope 6-Slowly lift until the sling is taught, inspect the sling for any damage to web7-Complete the lift of the pump8-When transporting is required, use a cart or pallet that will support the pump weight, DO NOT transport in an elevated position with a fork truckS.C. Kalisz & Associates 1994 7. Bubble 2, Equipment DatabaseWe can provide a thorough equipment Name/type of equipment: Belco/natural gas fired age ovenVendor informationinventory in your plant and a very Location (column):Belco Industries, Inc. Parent equipment: N/A 115 East Main Streetreasonable cost to you.Serial No.: 34491-01Belding MI 48809 Model No.: 8-10-54Tel: 616-794-0410 Fax: 616-794-3424 Type: Natural gas fired billet furnacehttp://www.belcoind.com/ Reference tech manual: 34491-02The Total Equipment Database is an Electric Motor-Combustion Blower Electric Motor-Recirc fan(s) 1 and 2 Electric Motor-Entrance and Exit Doors Liftelectronic compilation ofMotor brand: Motor brand: Motor brand: Model (name):Model (name):Model (name):equipment/component/part Model number:Model number:Model number: Serial number: Serial number: Serial number:description, supplier information andCatalog number:Catalog number:Catalog number: Motor Starter: Square D Integral 18Motor Starter: Square D Integral 63Motor Starter: Square D Integral 18lead times, detailed nameplate dataMotor HP: 3/4Motor HP: 40 Motor HP: 1.0 Voltage: 480VVoltage: 480VVoltage: 480Vand exact location of the componentAmps: 1.3 FLAAmps: 47 FLA Amps: 1.8 FLA Phase: 3 Phase: 3 Phase: 3in your plant. RPM: 3450RPM: 1760RPM: 1200 Frame: 56C Frame: 324TFrame: 145TCZ Stores location: Stores location: Stores location: Main DisconnectMain DisconnectMain DisconnectThe benefits of this program are:Location (column, if available): On wall Location (column, if available): On wall Location (column, if available): On wall Your planner and purchasing has all Brand: Square DBrand: Square DBrand: Square D Model (name): Disconnect Switch-200 ampModel (name): Disconnect Switch-200 ampModel (name): Disconnect Switch-200 amp Model number: 1494VDNL200Model number: 1494VDNL200Model number: 1494VDNL200the necessary information at their Serial number: N/A Serial number: N/A Serial number: N/A Catalog number: N/ACatalog number: N/ACatalog number: N/Afingertips Voltage: 480VVoltage: 480VVoltage: 480V Accurate min/max inventories can Phase: 3 Amps: 200Phase: 3Amps: 200 Phase: 3 Amps: 200be defined for your MRO stores Stores location: Stores location: Stores location: Parts are linked to your assets in theCMMS MTTR (Mean time to repair) isreduced Parts kitting for work orders andPMs time is reduced A foundation is built for the CMMSand optimizing PM procedures S.C. Kalisz & Associates 1994 8. Bubble 3, PFMEAA correctly implemented PFMEA will save future costs and delays to the company by identifying potential failures in theproduction process before they occur. Not identifying potential problems early in the planning stage will lead to costly work lateron.What is it: Potential Failure Modes Effects Analysis (PFMEA) is a planning method that involves thinking about what might gowrong, what are the chances of it going wrong and what might be the consequences of it going wrong, leading to a plan forprevention. PFMEA is a step-by-step systematic approach for identifying all possible failures in a design, a manufacturing orassembly process. PFMEAs help us focus on and understand the impact of potential process risks. A systematic methodology isused to rate the risks relative to each other by ranking & prioritizing the possible causes of failures and eliminating or reducingfailures, starting with the highest-priority ones.Why use it: PFMEAs help us focus on the understanding the impact of the potential process or product risks.1. Identify the relative risks designed into a process.2. Initiate action to reduce those risks with the highest potential impact.3. Track the results of the action plan in terms of risk reduction.The benefits.1- The PFMEA will continue to be a living document in accordance with the TPM "Planned maintenance" pillar.2- The PFMEA revision will launch the "Focused improvement" pillar and provide new opportunities for improvement.3- The revision will support PM and spare parts optimization for focused improvement.4- Identify weak links in the system process and utilize the 80/20 data for KPIs and additional focused improvement.5- Sets the base and pace for your PdM (predictive maintenance) program.S.C. Kalisz & Associates 1994 9. Bubble 3, PFMEA ProcessPhase I-Review of the past 90 days of :1- Unplanned breakdown work orders, and2- Unplanned downtime reportsThe scores of all equipment and components are adjusted to demonstrate real time activities and ultimately provide areas tofocus on further, and/or areas that require less focus.www.sckaliszandassociates.comPFMEA-Potential Failure Mode Effect Analysis, Based on the assumption that all required spare parts are in stockDepartment: Nichols AluminumAlabama, maintenance-Champion:Start DateLarissa Garza-StodgellAug 23,2011 Facilitator:Stan Kalisz, S.C. Kalisz & Associates, LLCEquipment ScoreEquip.Additional ScorePriority TotalCat Output Utilization Quality Safety/Env ScoreFreq. Mean D/t WasteScore ScoreSYSTEM MLS Equipment # EQUIPMENT DESCRIPTION FAILURE POTENTIAL AB C DAxBxCxDE FGExFxG ESxPS A,B or CPaint Line Hydraulics North Hydraulic Skid0 00Main motor/pump 0 00 Motor 34 3 1 361 4416576Dirt, heat, loose, power surge/spike, end of life I/O card cycle failure34 3 1 361 3412432Dirt, heat, loose, power surge/spike, end of life Startercycle failure34 3 1 361 3412432Phase II-Review of the past 90 days of :1- Unplanned breakdown work orders, and2- Unplanned downtime reports, and3- Revised PFMEA scoresIdentifies spare part (min/max) requirements, downtime costs as a result of spare part inventory deficiencies, adjusts frequencies ofand extent of PMs.If none on hand-hours required to Quantity-contact Cost ofRequired on Quantity-Part vendor to downtime (est. hand Deviation? Stores System EquipmentPart Criticality Rating on handstart up$500.00)Cost of part(min/max)+/- Location Part Shared With?Action? Paint Line HydraulicsNorth Hydraulic Skid Main motor/pumpMotor576028 $14,000 1-100%North, paint and south skids This is an example I/O card432$0 Starter 432$0 Transformer 432$0 Fuses (disconnect)432$0 Bearings432Not required$0 Coupler 432$0Pump 108$0 Coupler 192$0 Seals48$0 Hoses 432$0$0 Recirc motor/pump$0Motor 9 $0I/O card48$0Starter 48$0Transformer 48$0Fuses (disconnect)48$0Bearings48Not required$0Coupler 48$0Pump96$0Coupler192$0Seals 48$0S.C. Kalisz & Associates 1994 10. Bubble 4, PM OptimizationThe majority of process plant PMs areexcessive in frequencies and costly in Billet load table and infeed conveyor to furnace-Quarterly PM-Maintenance Mode: Shut down and locked out This is a controlled document; Revision 0, March 3, 2011regards to manpower, parts and supplies.Prerequisites prior to work commencing12 Notify all personnel using P.A. system that equipment is being shutdown for maintenance Verify operator has performed the controlled shutdown3Perform lockout/tagout in accordance with procedure, this is a joint LOTO with maintenance and operations Performed by: ________________ Date:__/__/_____ Time:________hours4After completing LOTO, it must be independently verified by a qualified employeeVerified by: ________________ Date:__/__/_____ Time:________hours5Cordon the work area off with "Caution Tape"6Receive and sign for the PM kit that includes tools, parts and supplies from the store keeper Performed by: ________________ Date:__/__/_____ Time:________hours7Conduct a 5 minute safety tailboard with all personnel working on this equipmentPerformed by: ________________ Date:__/__/_____ Time:________hoursUtilizing what we have gathered in89 10 All repairs performed shall have a work order generated when complete All work orders generated shall include "5 why" or similar reason for the failure All required PPE is used, including arc flash when requiredbuilding the equipment database and Reference materials provided by storeroom with the PM kit12 LOTO procedure MSDS3Safe maintenance procedureresults of the PFMEA we are able to 45 Arc flash procedure(s) Noria lubrication guideRequired tools, parts and suppliesreduce your:123 1/2" drive torque wrench 1/4" drive torque wrench 5/8" socket, 7/16" socket5Screwdrivers, pliers, wire cutters6Scotchlock wire connector set7Flash light824" framing square924" and 48" level1. Required downtime to perform PMs 10 11 12 1 tube multilith grease #2103 and marked with a "blue dot" and grease gun Penetrant die Rags 13CRC cleaner2. Manpower requirements 14 15 16 Broom and dust pan Waste rag container Magnifying glass and mechanics mirror 17FLR filter3. Frequencies of PMs 18Step LOTO lock(s) and tag(s)Action to be taken4. Quantity of PMs Billet load and handling table 1Table and conveyor structures1a) Wipe down (dry towel) the entire structure including vertical, horizontal and diagonal supports, pedestal feet and leveling boltsCorrective actionsUse approved solvent if necessary Initial1b) Visually inspect weldments and steel structure for cracks, dents, breakage, twisting and other signs of weaknessUse penetrant die for suspected breaks or cracks-grind and weld, repair or replace damaged/twisted framework1c) Using a 1/2" drive torque wrench, verify all diagonal support fastening bolts are 119 ft/lbs and hash mark aligned, or mark is repositioned as a result of the tightening to required torqueTighten to required torque, position new hashmarks as required1d) Using a 48" ft level verify the horizontal top of table is level, and vertical supports are plumb Level or straighten as required1e) Using a 24" framing square, verify that the table is square at each vertical supportLevel or straighten as required1f) Using a 1/2" drive torque wrench, verify all leveling bolts are 119 ft/lbs and hash mark aligned, or mark is repositioned as a result of the tightening to required torqueTighten to required torque, position new hashmarks as requiredA fully optimized PM will contain:2 Billet bundle release cylinder2a) Wipe down (dry towel) the entire cylinder including mounting clevices, hoses and hose connections Use approved solvent if necessary2b) Temporarily valve in plant air and listen to verify no air leaks exist at seals, cylinder barrel or hose and hose connections then return to locked out statusMark suspect leaks, resolve then test with plant air again2c) Visually inspect the cylinder barrel for damage Use penetrant die for suspected breaks or cracks, replace cylinder if found2d) Visually inspect the rod for pitting, gouging and use a straight edge to ensure it is not bentReplace cylinder2e) Visually inspect the rod clevices for damage, ensure the connecting pins are in place, properly secured and not damaged Tighten if loose, replace if damaged2f) Visually inspect the rod seal for damage, dirt or potential breaching Replace cylinder1. Parts, tools, materials and supplies required2. Safety instructions3. Step by step instructions for We have successfully. completion1. Reduced the number of PMs in many plants by as much as 40%.4. Reference documents and 2. Reduced the time to complete PMs by as much as 30%. information 3. Increased the number of PMs completed vs. issued to 98%.5. Acceptance criteria 4. Reduced breakdowns with quality PM work.And much more S.C. Kalisz & Associates 1994 11. Bubble 6, MRO StoresWe were contracted to lean out anexisting parts store room in a processplant. After analyzing breakdown workorders we found that the bulk of thedowntime was due to searching forparts, materials or supplies, most non-existent.Utilizing the results of the PFMEA wewere able to determine valid spare partsand their required quantities on hand.1.Obtain an accurate physical count(inventory) of all spare partscurrently in the store room2.Catalog (database) parts including Results!name, part number, vendor,descriptive nomenclature, quantity Safetyon hand, location in stores. 1. Trip and fall hazards are eliminated 2. Heavy parts are stored on low shelves only3.Layout and execute an organized 3. Infrequently used parts are on top shelves to reduce climbing by techniciansand efficient parts storage plan.4. Dust breathing hazards reduced with cleaning4.Attain a 5S (sorting, straightening, 5. All flammable materials are in an approved cabinet, contents clearly labeled on exteriorsystematic cleaning, standardizing,and sustaining) status in all theEfficiency 1. Reduced time for finding partsabove areas. 2. Reduced duplicate purchases with a clear concise inventory in place We separated mobile equipment and facilities parts in their own dedicated places from equipment parts to eliminate mixing. Equipment specific parts are in one place. We gained approximately 2000 square feet of vacant shelving for growth.S.C. Kalisz & Associates 1994 12. *LeaderTechnicianTechnicianTechnicianMaximo clerk Date=Complete Technician Technician Technician KPS Leader NR: Not RequiredDate=Com pleteNR: Not Required Maximo TechnicianMaintenance Planner/Scheduler Maintenance Planner/SchedulerExtPr rusMaintenance Equipm ent Training, Rev 0, Sep 20, 2009es os n ise quElen ec cetrica (L ofl T og op Maintenance Industry Training, Rev 0, Feb 20, 2009Pn ra i c) ere u D ns atm is mio at trib i ss n i c u io Pr BiT ti o n ll e D ran n an og t T is t smd r NR NBe ab ribu i sslelc t ioo EC ama i on n aBi Bil ndnd20 ll e letP NR Ar 08t T F us h cPr ran urneressf acSyFls ee st Br ash Pr Hy r an em NRN es dra d an sLc h FPM uli c oaA Ste s deCe m chr irc 7, D ani cDie NRui 0E um al AlletPSli m Cn r Q de y Bom po Pr oteuelo Al Brn ckne NRle ad ote cti onln Pr chou Syan ntsd Br ey c tio an cs Cad PL ndSa t H temonta C M ley C M Mw ans dl in ra otHinerorea gne ai n Po ainw tE S NRysS.C. Kalisz & Associates 1994 10 i n ten er tenPa xcte -hsp a F a c k ha m in ngou ec nc lex nc eg R r O tio eCa S y ers ig stst giSH n ce em nAs NR rtiSc ing Fa gceficra ll p Op pr rti ati fi c onSc scra ale rae Fo oteat p stioonTr r ens rk ct iou c ce l ifk ip NRtc nR Do t a Eler ad ck ndevias m coordination with manufacturers and vendors Dates for these categories will be scheduled in a t t ific C tionha obed arg de il e M w ti onM e a tec eqan orelui l ifte nd tion pm t c ks La r an sk iment Viaf un dbr era ethc tif ySn der ol d arts IR tion i ca i ffertean t ionCchas La n al ytLo dd ol o si s gg et Ka r s a y H ransom f is efeo ertyC geroniz M r UnpearC sa w rs h i ver ooalsil in MlI tR gwOaxn y sy at e im sti tuD ste r s te ro Fl oss m ys te ui TPH p md M ot res El co nbsC ag hec tr ol tri o ls d ous In caAr bag edi l an go hon uvi ci r d cd a n se d Th ua c uit irc ox elS s uitsyg TP peenMc suE ifi c pp xpTrly er ai e ininc ng eBubble 7, Training needs for additional training become evident, are identified and recommendations are made. The analysis typically also sets team member configuration to make the most of combined skill sets. We have developed career path training programs for existing and new launch maintenance organizations. By analyzing the skill backgrounds, current job requirements and needs for maintaining reliable plant operation the 13. Bubble 8, CI & TPMMaintenance is more than a Department, it is a BusinessWe build your Key Performance Indicators!S.C. Kalisz & Associates 1994 14. The "Visually Instructive Plant"Our Products and ServicesLockout, tagout, tryout proceduresEvacuation ProceduresJSA and JSP placarding, safe maintenance proceduresTotal Equipment Database creationPreventive maintenance procedures, new and optimizingyour existing proceduresLube charts, optimized lubrication requirementsTPM implementation, 5S programsAutonomous care programsTurnkey CMMSPFMEA development and implementationOperator and maintenance training programsO&M technical manual authoringArc flash surveys and detailed proceduresConfined space and restricted area proceduresemail: stankalisz@sckaliszandassociates.comwww.sckaliszandassociates.comS.C. Kalisz & Associates 1994