Course Outline: RCM – Reliability Centred Maintenance
Many signifi cant advances in equipment reliability analysis in recent years have been based on RCM. This program will start with a practical model of how RCM fits in with equipment reliability, other maintenance improvement tools and the CMMS/EAM's that we all rely on to deliver these improvements. Many firms struggle with the implementation of RCM, so equally important is to identify the conditions that need to be in place before embarking on an RCM program - how applicable it is to your organisation.
The core of the program will be a thorough review of what RCM is and the process necessary to put it into place. However, traditional approaches to RCM carry a number of pitfalls and diffi culties that you will be introduced to – along with techniques to avoid them.
Attendees will gain a solid understanding of what RCM is, plus how it can be effectively extended to the best maintenance tactics by working through the following step-by-step process:
Day One
- Introduction to Reliability – defining and measuring reliability; why reliability matters. the importance of good data in equipment reliability
- Introduction, history and role of RCM – looking at the background of RCM and how it fits into the range of tools available to the modern Physical Asset Manager. In particular emphasizing that it is not a silver bullet, but can be very effective if used in combination with other tools such as CMMS, Condition Monitoring etc.
- Identifying Critical Equipment and selecting target equipment for RCM. - the equipment hierarchy is broken down into its functional elements or assemblies to make the examination of the effects of failures easier and more effective. Techniques for selecting the critical equipment will be reviewed.
- Determining Primary, Secondary and Protective Functions - each functional assembly, equipment and system is designed to perform specific functions. Understanding and defining these functions in necessary to ensure a complete analysis of the equipment failures. Many familiar examples will be used.
Day Two
- Defining Functional Failures - each function may have several different ways of failing and each may be important to reliability. Key here is a thorough understanding of how “failure” is defined – related to the equipment’s required function, not necessarily a “stop- go” alternative.
- Defining Failure Modes - once the functional failures are identified, we need to define the process that results in the lost performance; i.e. what actually happens to the machinery. Examples will continue to follow the practicality of the workplace.
- Analyzing Failure Effects - Each failure mode can have one or more ways of becoming known to the operator and maintainer; these will be defined and explored. Here we also apply the economic test – is it worthwhile taking any action? If the impact is minimal, then maybe failure is the best maintenance.
- Selecting Tasks and Schedules – now we understand the failures and the effects, we can design the best way to react – i.e. what maintenance action do we now propose? Using a logic tree, Attendees will segregate the failure modes into what can be done, what should be done and how often.
Day Three
- Consolidating Tasks – maintenance plans are built up from multiple tasks. This step will identify and eliminate duplicate tasks, as well as flagging those tasks that are inter-dependent and can be combined to increase efficiency.
- Implementing Tasks - entering the task requirements into, and planning them within the maintenance management system which the plant uses, and training the maintainers in any new techniques with which they may not already be familiar.
- Analysis and Feedback – during task implementation, data is required both for special evaluation of equipment cost and performance, as well as ensuring that the information on which future decisions are made, is kept up to date.
- Implementing RCM – a step by step review of what it takes – from training, to team selection, roles and tasks.
- RCM and KPI’s – how to measure progress towards implementing RCM; how to measure the success of RCM
Day Four
- Beyond RCM to Reliability - a summary of how RCM should be integrated with other tools and concepts to ensure its effective use. In this section, the cost effectiveness issue will be addressed – and tied into ROI (Return on Investment). Some collateral tools will be reviewed – especially with reference to how they will build on and enhance RCM in the workplace.
- Maintenance Tactics – their role in managing failure; how tactics affect reliability, Best Practices in Maintenance Tactics - their selection and use; which tactic fits which failure; conditions to apply in selecting tactics; when is “run to failure” good maintenance; why PM’s are preferred, and when they are not
- Identifying and evaluating the costs of failure – Value in Maintenance, the true objective of maintenance; introducing and measuring risk in maintenance; Measuring the Costs of Prevention and Failure - preventing or allowing failure as a business decision; comparing the costs of different maintenance tactics
- From Reliability to Living Reliability - definition of Living Reliability; how Living Reliability reduces equipment failure; how to implement Living Reliability
Reminder: Each session finishes with an update to the Personal Development Plan. Develop your own plan to identify key priorities and apply new skills when you return to your workplace.
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