4 levels of asset reliability at steelmaker ArcelorMittal

Effective planning leads to effective maintenance, which ArcelorMittal learned during the economic downturn

10/29/2013


In building its World Class Equipment Reliability System at global steelmaker ArcelorMittal, USA maintenance division manager Scott Piech noted that the company had to teach some old dogs some new tricks.

“There was a lot of winning over folks who were doing things a certain way for a lot of years,” said Piech at the 2013 Bentley Systems Year In Infrastructure event in London on Oct. 29. “It takes a lot of coaching to convince them that it’s the right thing to do.”

Overcoming worker skepticism and a recession that slowed the process, the message seems to have taken hold. ArcelorMittal was one of three finalists for the Bentley award in Asset Performance Management.

Changing management always is a challenge, and it was for this company as well. “We thought the journey of going from reactive maintenance to proactive maintenance would take three to five years. It’s going to take seven to 10 years,” Piech said. The 2008 recession slowed their efforts to convert all U.S. plants to the WCER System, and the effort was streamlined to focus on critical areas.

“When we started the program,” Piech said, “the market for steel was red-hot. Tried to implement in all departments, but then the downturn hit and we didn’t have the resources. We just couldn’t do it for everything, so we focused on critical areas within the plants.” 

Piech said there were four primary levels of reliability at ArcelorMittal:

  • Planning and scheduling
  • Autonomous maintenance
  • Pareto and root cause failure analysis (RCFA)
  • Proactive maintenance  

While all were important, planning and schedule were the keys, especially in the retraining effort. “Planning and scheduling is the backbone of what you do,” said Piech. “If you’re not doing effective planning and scheduling, you’re not really doing good maintenance. We trained everyone at our USA plants to do this.

“Now have operators doing inspections. We were trying to get rid of that old idea where operators operate and maintainers maintain. We want everyone to own the equipment.”

They also rerouted maintenance workers from predictable routes to ones based on the analysis of data through the Bentley Ivara system. While some workers migrated to work orders through handheld or tablet devices, others continued to use paper. While the system didn’t require a preference, Piech has seen an uptick with tablet use lately. “When workers are going to be doing their inspection routes, the information can be downloaded to the tablets.”

Piech made several other key points:

  • There is a manager for proactive maintenance separate from a manager for planning and for corrective maintenance. “Firefighting always seems to come first, especially in maintenance,” he said.
  • The company knows some of its maintenance personnel have upwards of 30 years of experience. That experience will be retiring soon. “The people we hire as maintenance personnel will require a lot of training,” he said. That’s why standardizing training, maintenance and metrics was so important to the overall rollout of the WCER System at ArcelorMittal.
  • And as in most cases, good maintenance often goes overlooked. Maintenance only becomes visible when something breaks. “If you’re doing great maintenance, you’re there to support production,” Piech said.


Anonymous , 11/15/13 08:38 AM:

1. What is 'autonomous maintnenance'?

2.Is 'proactive maintenance' = TPM?
Anonymous , 11/15/13 08:49 PM:

I am trying to change 100 years of reactive maintenance into planned maintenance in one of the biggest mining company in the World and I think that I perfectly understand to Mr. Piech when he said that they "...had to teach some old dogs some new tricks". Is a very hard work!...I would like to know if it is possible that Mr. Peach come to south america for a conference?
The Top Plant program honors outstanding manufacturing facilities in North America. View the 2013 Top Plant.
The Product of the Year program recognizes products newly released in the manufacturing industries.
The Leaders Under 40 program features outstanding young people who are making a difference in manufacturing. View the 2013 Leaders here.
The new control room: It's got all the bells and whistles - and alarms, too; Remote maintenance; Specifying VFDs
2014 forecast issue: To serve and to manufacture - Veterans will bring skill and discipline to the plant floor if we can find a way to get them there.
2013 Top Plant: Lincoln Electric Company, Cleveland, Ohio
Case Study Database

Case Study Database

Get more exposure for your case study by uploading it to the Plant Engineering case study database, where end-users can identify relevant solutions and explore what the experts are doing to effectively implement a variety of technology and productivity related projects.

These case studies provide examples of how knowledgeable solution providers have used technology, processes and people to create effective and successful implementations in real-world situations. Case studies can be completed by filling out a simple online form where you can outline the project title, abstract, and full story in 1500 words or less; upload photos, videos and a logo.

Click here to visit the Case Study Database and upload your case study.

Bring focus to PLC programming: 5 things to avoid in putting your system together; Managing the DCS upgrade; PLM upgrade: a step-by-step approach
Balancing the bagging triangle; PID tuning improves process efficiency; Standardizing control room HMIs
Commissioning electrical systems in mission critical facilities; Anticipating the Smart Grid; Mitigating arc flash hazards in medium-voltage switchgear; Comparing generator sizing software

Annual Salary Survey

Participate in the 2013 Salary Survey

In a year when manufacturing continued to lead the economic rebound, it makes sense that plant manager bonuses rebounded. Plant Engineering’s annual Salary Survey shows both wages and bonuses rose in 2012 after a retreat the year before.

Average salary across all job titles for plant floor management rose 3.5% to $95,446, and bonus compensation jumped to $15,162, a 4.2% increase from the 2010 level and double the 2011 total, which showed a sharp drop in bonus.

2012 Salary Survey Analysis

2012 Salary Survey Results

Maintenance and reliability tips and best practices from the maintenance and reliability coaches at Allied Reliability Group.
The One Voice for Manufacturing blog reports on federal public policy issues impacting the manufacturing sector. One Voice is a joint effort by the National Tooling and Machining...
The Society for Maintenance and Reliability Professionals an organization devoted...
Join this ongoing discussion of machine guarding topics, including solutions assessments, regulatory compliance, gap analysis...
IMS Research, recently acquired by IHS Inc., is a leading independent supplier of market research and consultancy to the global electronics industry.
Maintenance is not optional in manufacturing. It’s a profit center, driving productivity and uptime while reducing overall repair costs.
The Lachance on CMMS blog is about current maintenance topics. Blogger Paul Lachance is president and chief technology officer for Smartware Group.