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RCM - Maintenance RCM - Maintenance Philosophy of the Future? Philosophy of the Future?
by Peter Ormond, Strategic by Peter Ormond, Strategic Corp., AustraliaCorp., Australia
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Reliability Centred Reliability Centred MaintenanceMaintenance
Original paper by Nowlan and Heap, Original paper by Nowlan and Heap, 19781978
Major re-work in RCM II by John Major re-work in RCM II by John MoubrayMoubray
SAE Standard JA1011 in 1999SAE Standard JA1011 in 1999
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Maintenance PhilosophiesMaintenance Philosophies
Breakdown Maintenance
Industrial Revolution
Preventive or Change-out Maintenance
Second World War
Predictive or Condition
Based Maintenance
Mid ’60’s
Reliability Centred
Maintenance
Mid ’80’s
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BHP’s ExperienceBHP’s Experience
Steel Industry World Wide ReviewSteel Industry World Wide Review Man-hours per Liquid Tonne of SteelMan-hours per Liquid Tonne of Steel Four Best Practice OrganisationsFour Best Practice Organisations Biggest difference – Maintenance Biggest difference – Maintenance
treated as a PROFIT CENTREtreated as a PROFIT CENTRE BHP was managing Maintenance as BHP was managing Maintenance as
COST CENTRECOST CENTRE
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BHP Action PlanBHP Action Plan
Understand ProblemUnderstand Problem Set Overall TargetSet Overall Target
Target 40% Reduce in Maint. Cost Per Target 40% Reduce in Maint. Cost Per Tonne in 5 yearsTonne in 5 years
Develop Approach for SolutionDevelop Approach for Solution 7 Step Plan7 Step Plan
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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EducationEducation
Develop a new technique for Develop a new technique for applying training - SBLapplying training - SBL
Develop a high level training Develop a high level training packagepackage Introduction to Maintenance and its Introduction to Maintenance and its
ManagementManagement Apply training package to ALL Apply training package to ALL
employeesemployees
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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Roles & ResponsibilitiesRoles & Responsibilities
New understandings required new New understandings required new definitionsdefinitions
Some changes to organisational Some changes to organisational structurestructure
Once-off exerciseOnce-off exercise
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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MeasurementsMeasurements
The only way to make permanent change The only way to make permanent change is to change the way things are measuredis to change the way things are measured
Split measurements between KPI’s and Split measurements between KPI’s and the PI’s that feed themthe PI’s that feed them
KPI’s are ALL Historical, Summary and KPI’s are ALL Historical, Summary and UNCONTROLLABLEUNCONTROLLABLE
Measuring is not enough, interpreting the Measuring is not enough, interpreting the measures is the important stepmeasures is the important step
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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Processes and SystemsProcesses and Systems
Follow-on from all the previous stepsFollow-on from all the previous steps Includes fully developed processes, Includes fully developed processes,
procedures, documentation, etc.procedures, documentation, etc. Also includes adequate computer Also includes adequate computer
systems, both hard and software, as systems, both hard and software, as well as appropriate trainingwell as appropriate training
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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Strategy Based Strategy Based MaintenanceMaintenance
Understand Profit Centre Understand Profit Centre MaintenanceMaintenance
Travel World looking for solutionsTravel World looking for solutions RCM recognised as fitting exactly with RCM recognised as fitting exactly with
required philosophyrequired philosophy Love results – Hate effort requiredLove results – Hate effort required
Develop Methodology to enhance Develop Methodology to enhance RCM (RCM Turbo)RCM (RCM Turbo)
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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Continuous Maintenance Continuous Maintenance ImprovementImprovement
Appoint responsibilityAppoint responsibility Formalise processFormalise process Recognise shortcomings of P-D-C-ARecognise shortcomings of P-D-C-A Change Act to AUTHORISEChange Act to AUTHORISE
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BHP’s 7 Step PlanBHP’s 7 Step Plan
1.1. Re-EducationRe-Education
2.2. Re-Define Roles & ResponsibilitiesRe-Define Roles & Responsibilities
3.3. Re-Develop MeasurementsRe-Develop Measurements
4.4. Provide Processes and SystemsProvide Processes and Systems
5.5. Apply Strategy Based MaintenanceApply Strategy Based Maintenance
6.6. Formalise Continuous ImprovementFormalise Continuous Improvement
7.7. Focus on Waste ReductionFocus on Waste Reduction
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Waste ReductionWaste Reduction
Very similar to Continuous Very similar to Continuous Maintenance ImprovementMaintenance Improvement
Look outside ‘normal’ Maintenance Look outside ‘normal’ Maintenance spheresphere
Same structure but less frequentSame structure but less frequent
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BHP Steel’s ResultsBHP Steel’s Results
Achieved Achieved 50%50% reduction in reduction in 6 6 years years Pointed to two factors having greater Pointed to two factors having greater
impact than anticipated:impact than anticipated: Re-Education of all employees into Re-Education of all employees into
common understanding of Maintenancecommon understanding of Maintenance Implementation of RCM (RCM Turbo)Implementation of RCM (RCM Turbo)
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World Wide ViewWorld Wide View
Late ’80’sLate ’80’s Paper based analysesPaper based analyses Several successful exercisesSeveral successful exercises No PC ToolsNo PC Tools Almost no-one had heard of RCMAlmost no-one had heard of RCM
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World Wide ViewWorld Wide View
Mid’90’sMid’90’s Many heard of RCM but few Many heard of RCM but few
knowledgeableknowledgeable Several ToolsSeveral Tools ‘‘Other’ systems claiming to be RCMOther’ systems claiming to be RCM SAE Standard JA1011SAE Standard JA1011
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World Wide ViewWorld Wide View
Current 2000+Current 2000+ Few organisation not heard of RCMFew organisation not heard of RCM Most organisations have some-one with Most organisations have some-one with
detailed knowledgedetailed knowledge Many organisations have Reliability GroupMany organisations have Reliability Group Many others trying to start projectsMany others trying to start projects RCM Incorporated into University CoursesRCM Incorporated into University Courses
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How does it all fit How does it all fit together?together?
Business Plan
Plant Strategy
Operating requirements Inventory plant items Life Plans for critical plant items (RCM analysis)
Document Retrieval SystemWork instructions
CMMS Task lists
Maintenance plansWork orders
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RCM-Turbo The Versatile RCM-Turbo The Versatile ToolTool
Equip Codes
Fail Analysis
Task Analysis
Opt Freq
Grp Tasks
Resource Bal
Scheduling
KPI
Review
Reactive Maintenance Systems MaturityProactive
Imp
rovem
en
t S
tep
s
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RCM-Turbo The Versatile RCM-Turbo The Versatile ToolTool
Equip Codes
Fail Analysis
Task Analysis
Opt Freq
Grp Tasks
Resource Bal
Scheduling
KPI
Review
CMMS
Imp
rovem
en
t S
tep
s
Reactive Maintenance Systems MaturityProactive
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RCM-Turbo The Versatile RCM-Turbo The Versatile ToolTool
Equip Codes
Fail Analysis
Task Analysis
Opt Freq
Grp Tasks
Resource Bal
Scheduling
KPI
Review
RCM
CMMS
Imp
rovem
en
t S
tep
s
Reactive Maintenance Systems MaturityProactive
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RCM-Turbo The Versatile RCM-Turbo The Versatile ToolTool
Equip Codes
Fail Analysis
Task Analysis
Opt Freq
Grp Tasks
Resource Bal
Scheduling
KPI
Review
RCM
RCM-Turbo RCM-Turb
o
CMMS
Imp
rovem
en
t S
tep
s
Reactive Maintenance Systems MaturityProactive
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Cost of Inspection
Cost of Failure
Total Annual
Business Cost of Maint.
Optimum Frequency
Time
MTBF
FTM - Optimum Frequency based on Probability of Failure in MTBF
Frequency OptimisationFrequency Optimisation
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70% Confidence non-failure
92% Confidence non-failure
Warning Time
P
F1 F
Warning TimeWarning Time
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Cost of Inspection
Cost of Failure
Total Annual
Business Cost of Maint.
Optimum Frequency
Time
MTBF
CBM - Optimum Frequency based on Confidence of non Failure in Warning Time
Warning Time
Cost of Planned Repair
Frequency OptimisationFrequency Optimisation
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Frequency Optimisation Frequency Optimisation GraphGraph
Frequency Optimisation Frequency Optimisation GraphGraph
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Benefits Obtained fromBenefits Obtained from Frequency Optimisation Frequency Optimisation
Many Tasks Increase in Frequency – Many Tasks Increase in Frequency – Increasing ReliabilityIncreasing Reliability
Many Tasks Reduce in Frequency – Many Tasks Reduce in Frequency – Reduced Costs without Compromising Reduced Costs without Compromising ReliabilityReliability
Average Cost Reduction Average Cost Reduction 10% – 15%10% – 15% Assists ‘What If..?’ Scenario TestingAssists ‘What If..?’ Scenario Testing Justification of Maintenance DecisionsJustification of Maintenance Decisions
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Benefits of RCMBenefits of RCM
Changing Organisations to Changing Organisations to Profit Profit CentreCentre rather than rather than Cost CentreCost Centre MaintenanceMaintenance
A Methodology to apply Business A Methodology to apply Business Decision to Maintenance PlanningDecision to Maintenance Planning
Supports all Current Maintenance Supports all Current Maintenance TechniquesTechniques
Consistent with and sub-part of TPMConsistent with and sub-part of TPM
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Title QuestionTitle Question
RCM – Maintenance Philosophy of the RCM – Maintenance Philosophy of the Future?Future?
YES !