RCM - Maintenance

Philosophy of the Future?

by Peter Ormond, Strategic Corp.,

Australia
Reliability Centred Maintenance
 Original paper by Nowlan and Heap, 1978
 Major re-work in RCM II by John Moubray
 SAE Standard JA1011 in 1999
 Maintenance Philosophies
Predictive or
Preventive or Condition Reliability
Breakdown Change-out Based Centred
Maintenance Maintenance Maintenance Maintenance

Industrial Second Mid ’60’s Mid ’80’s

Revolution World
War
 BHP’s Experience

 Steel Industry World Wide Review

 Man-hours per Liquid Tonne of Steel
 Four Best Practice Organisations
 Biggest difference – Maintenance treated as a
PROFIT CENTRE
 BHP was managing Maintenance as COST
CENTRE
 BHP Action Plan

 Understand Problem
 Set Overall Target
 Target 40% Reduce in Maint. Cost Per Tonne
in 5 years
 Develop Approach for Solution
 7 Step Plan
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Education

 Develop a new technique for applying

training - SBL
 Develop a high level training package
 Introduction to Maintenance and its
Management
 Apply training package to ALL employees
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Roles & Responsibilities

 New understandings required new

definitions
 Some changes to organisational structure
 Once-off exercise
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Measurements

 The only way to make permanent change

is to change the way things are measured
 Split measurements between KPI’s and
the PI’s that feed them
 KPI’s are ALL Historical, Summary and
UNCONTROLLABLE
 Measuring is not enough, interpreting the
measures is the important step
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Processes and Systems

 Follow-on from all the previous steps

 Includes fully developed processes,
procedures, documentation, etc.
 Also includes adequate computer systems,
both hard and software, as well as
appropriate training
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Strategy Based Maintenance

 Understand Profit Centre Maintenance

 Travel World looking for solutions
 RCM recognised as fitting exactly with
required philosophy
 Love results – Hate effort required
 Develop Methodology to enhance RCM
(RCM Turbo)
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Continuous Maintenance
Improvement
 Appoint responsibility
 Formalise process
 Recognise shortcomings of P-D-C-A
 Change Act to AUTHORISE
 BHP’s 7 Step Plan

1. Re-Education
2. Re-Define Roles & Responsibilities
3. Re-Develop Measurements
4. Provide Processes and Systems
5. Apply Strategy Based Maintenance
6. Formalise Continuous Improvement
7. Focus on Waste Reduction
 Waste Reduction

 Very similar to Continuous Maintenance

Improvement
 Look outside ‘normal’ Maintenance sphere
 Same structure but less frequent
 BHP Steel’s Results

 Achieved 50% reduction in 6 years

 Pointed to two factors having greater
impact than anticipated:
 Re-Education of all employees into common
understanding of Maintenance
 Implementation of RCM (RCM Turbo)
 World Wide View

 Late ’80’s
 Paper based analyses
 Several successful exercises
 No PC Tools
 Almost no-one had heard of RCM
 World Wide View

 Mid’90’s
 Many heard of RCM but few knowledgeable
 Several Tools
 ‘Other’ systems claiming to be RCM
 SAE Standard JA1011
 World Wide View

 Current 2000+
 Few organisation not heard of RCM
 Most organisations have some-one with
detailed knowledge
 Many organisations have Reliability Group
 Many others trying to start projects
 RCM Incorporated into University Courses
 How does it all fit together?
Business Plan
Plant Strategy
 Operating requirements
 Inventory plant items
 Life Plans for critical plant items
(RCM analysis)

CMMS Document Retrieval System

Task lists
Maintenance plans  Work instructions

Work orders
 RCM-Turbo The Versatile Tool
Improvement Steps

Review
KPI
Scheduling
Resource Bal
Grp Tasks
Opt Freq
Task Analysis
Fail Analysis
Equip Codes

Reactive Maintenance Systems Maturity Proactive

 RCM-Turbo The Versatile Tool
Improvement Steps

Review
KPI
Scheduling
Resource Bal
Grp Tasks
Opt Freq
CMMS
Task Analysis
Fail Analysis
Equip Codes

Reactive Maintenance Systems Maturity Proactive

 RCM-Turbo The Versatile Tool
Improvement Steps

Review
RCM KPI
Scheduling
Resource Bal
Grp Tasks
Opt Freq
CMMS
Task Analysis
Fail Analysis
Equip Codes

Reactive Maintenance Systems Maturity Proactive

 RCM-Turbo The Versatile Tool
RCM-Turbo RCM-
Turbo
Improvement Steps

Review
RCM KPI
Scheduling
Resource Bal
Grp Tasks
Opt Freq
CMMS
Task Analysis
Fail Analysis
Equip Codes

Reactive Maintenance Systems Maturity Proactive

 Frequency Optimisation
MTBF
Total
Annual Cost of Failure
Business
Cost of
Maint.
Cost of Inspection

Time
Optimum
Frequency
FTM - Optimum Frequency based on Probability of Failure in MTBF
Warning Time
P

F1 F

70% Confidence non-failure

92% Confidence non-failure

Warning Time
 Frequency Optimisation
MTBF
Total
Annual Cost of Failure
Business
Cost of Cost of Planned Repair
Maint.
Cost of Inspection

Time
Optimum
Warning Time
Frequency
CBM - Optimum Frequency based on Confidence of non Failure in Warning Time
Frequency Optimisation Graph
 Benefits Obtained from
Frequency Optimisation
 Many Tasks Increase in Frequency –
Increasing Reliability
 Many Tasks Reduce in Frequency –
Reduced Costs without Compromising
Reliability
 Average Cost Reduction 10% – 15%
 Assists ‘What If..?’ Scenario Testing
 Justification of Maintenance Decisions
 Benefits of RCM

 Changing Organisations to Profit Centre

rather than Cost Centre Maintenance
 A Methodology to apply Business Decision
to Maintenance Planning
 Supports all Current Maintenance
Techniques
 Consistent with and sub-part of TPM
 Title Question

 RCM – Maintenance Philosophy of the

Future?

YES !