POCKET BOOK ON RCM

the

DIBYENDU DE

pocket guide on RCM “MANAGING UNCERTAINITY AND FAILURES”

CONTENTS 1

WHAT IS RELIABILITY CENTERED MAINTENANCE?

04-05

2

GOALS OF RCM

06-07

3

SKILLS NEEDED IN RCM PROCESS

08-09

4

TEN BASIC DESIGN PRINCIPLES

10-11

5

WHERE IS THE INFORMATION TO START THE DESIGN PROCESS?

12-13

6

WHAT IS THE DESIGN PROCESS?

14-15

7

THE 7 FUNDAMENTAL QUESTIONS

16-17

8

AVAILABLE STRATEGIES

18-19

9

CRITICALITY ANALYSIS

20-21

10

FUNCTION DEVELOPMENT

22-25

11

FUNCTIONAL FAILURE DEVELOPMENT

26-27 2

CONTENTS 12

FAILURE MODE DEVELOPMENT

28-29

13

FAILURE PATTERN OR CHARACTER

30-35

14

FAILURE EFFECT DEVELOPMENT

36-39

15

CONSEQUENCE—RISK PRIORITY NUMBER (RPN)

40-41

16

DECISIONS TAKEN IN MAINTENANCE DESIGN

42-47

17

DESIGN OUT MAINTENANCE ( DOM)

48-49

18

SUMMARY OF THE 12 STEP RCM DESIGN PROCESS

50-53

19

TECHNICAL AUDIT

54-55

20

MANAGEMENT AUDIT

56-59

21

REFERENCES

60-61

3

WHAT IS

1.

RELIABILITY CENTERED MAINTENANCE OR RCM ?

RCM IS A

DESIGN PROCESS!

4

•

• • • •

AN EFFECTIVE MAINTENANCE PLAN THAT IS CONSISTENTLY CAPABLE OF SIGNIFICANTLY REDUCING UNPLANNED DOWNTIME TO ALMOST ZERO INCREASE THROUGHPUT AND ENSURING QUALITY ELIMINATE SUBSTANTIAL LEVELS OF LOW VALUE WORK IMPROVE INHERENT RELIABILITY OF EQUIPMENT AND SYSTEMS PROVIDES THE BASIC DECISION MAKING FRAMEWORK FOR INDUSTRY 4.0

RELIABILITY MEANS “WHATEVER THE USER WANTS THE ASSETS OR SYSTEMS TO DO!” THIS IS WHAT THE MANAGEMENT WANTS OF ITS PRODUCTIVE ASSETS (EQUIPMENT).

THIS SETS THE GOALS AND TONE OF THE ANALYSIS AND DESIGN OF RCM. 5

WHAT ARE

2.

THE GOALS OF RCM?

RCM ACHIEVES

OEE! ||OVERALL EQUIPMENT EFFECTIVENESS||

6

REDUCES THE CONSEQUENCES OF FAILURES TO AS LOW AS ACCEPTABLE (THROUGH TIMELY DETECTION AND PROGNOSIS)

IMPROVES THE MTBF (MEAN TIME BETWEEN FAILURES)

OF THE SYSTEM (THE HEART OF RELIABILITY)

ELIMINATES UNNECESSARY MAINTENANCE TIME, EFFORT AND COSTS. TO BRING ABOUT CULTURAL CHANGE IN THE ORGANIZATION TO COLLATE AND PRESERVE ORGANIZATIONAL KNOWLEDGE OF PLANT DESIGN, OPERATION AND MAINTENANCE. TO HELP EFFICIENT MANAGEMENT OF "SUPPLY CHAIN"

7

WHAT ARE

3.

THE SKILLS REQUIRED IN RCM?

KISS THE MISS! || PROBLEM SOLVING || ||CRITICAL THINKING||DESIGN|| ||COMMUNICATION||TEAMWORK||TRAINING|| ||DOCUMNETATION|| “ INCIDENTALLY, THESE ARE TOP SKILLS OF THE 21ST CENTURY HIGHLY SOUGHT AFTER BY EMPLOYERS ACROSS THE WORLD. “

8

OTHER HELPFUL SKILLS THAT A PRACTITIONER WOULD NEED TO REACH EXCELLENCE :

OBSERVATION SYSTEM THINKING DESIGN THINKING CONDITION BASED MAINTENANCE WITH THE SKILL OF SYSTEM ANALYSIS AND DIAGNOSIS

KEY CHARACTERISTICS OF DESIGN PROCESS ARE:

SLOWINGDOWN ||PRINCIPLE OF SAS -- SLOW AND STEADY||

“BE CONSISTENT AND MINDFUL”

KEEP THINGS SIMPLE ||PRINCIPLE OF KISS -- KEEP IT SIMPLE AND STUPID||

“DESIGN SIMPLICITY”

MAKE THINGS SIMPLE ||PRINCIPLE OF MISS -- MAKE IT SIMPLE AND STUPID||

“AUTOMATE KNOWLEDGE”

9

THE

4.

TEN BASIC DESIGN PRINCIPLES!

SYSTEMS VIEW OF LIFE!

10

• • • • • • • •

• •

PRINCIPLE OF SYSTEMS' VIEW (A COMPLEX SYSTEM) PRINCIPLE OF INTERDEPENDENCE PRINCIPLE OF INTERACTIONS SYSTEMS BEHAVE THE WAY THEY ARE DESIGNED (INHERENT RELIABILITY) CAUSE AND EFFECTS ARE SEPARATED BY BOTH TIME AND DISTANCE SMALL CHANGES IN INPUT BRING ABOUT LARGE (OFTEN DRAMATIC) CHANGES IN OUTPUT QUANTITATIVE CHANGES RESULTS IN QUALITATIVE CHANGES UNITY OF OPPOSITES (E.G. MOVEMENT VS FRICTION).

FOR EVERY FAILURE THERE IS AN INITIATOR (WHICH STARTS THE FAILURE), ACCELERATOR (WHICH SPEEDS UP THE FAILURE PROCESS) AND RETARDER (WHICH PREVENTS THE FAILURE FROM HAPPENING).

WITH THE ARROW OF TIME, SYSTEMS ALWAYS MOVE TOWARDS FAILURE AIDED BY ENTROPY AND NEGENTROPY CHANGING THE DESIGN OR THE INTERACTIONS CHANGES THE BEHAVIOR OF THE SYSTEM

11

WHERE IS

5.

THE INFORMATION TO START THE DESIGN PROCESS?

NOTICE!

12

FAILURE MODES

THE ONLY INFORMATION BEARING EVENTS OF ANY SIGNIFICANCE TO MAINTENANCE DESIGNERS ARE FAILURES.

CRITICAL FAILURES BEAR THE MOST AMOUNT OF

INFORMATION!

13

WHAT IS

6.

THE DESIGN PROCESS ?

||N.E.M.E ||

14

NOTICE THE CHANGES

ENGAGE WITH THE FAILURES MODES

MULL (THINK) ABOUT THE INTERACTIONS AND INTERDEPENDENCES

EXCHANGE (COMMUNICATE AND IMPLEMENT) THE SOLUTIONS TO IMPROVE THE SYSTEM.

15

THE

7.

7 FUNDAMENTAL QUESTIONS !

RCM

16

1. WHAT ARE THE FUNCTIONS AND RELATED STANDARDS OF PERFORMANCE OF A SYSTEM UNDER PRESENT OPERATING CONTEXT? (FUNCTIONS) – SYSTEM LEVEL 2. IN WHAT WAYS DOES IT FAIL TO FULFIL ITS FUNCTIONS? (FUNCTIONAL FAILURES) – SUB ASSEMBLY LEVEL

3. WHAT CAUSES EACH FUNCTIONAL FAILURE? (FAILURE MODES) – COMPONENT LEVEL

4.

WHAT HAPPENS WHEN EACH FAILURE OCCURS? (FAILURE EFFECTS) – WHAT HAPPENS WHEN FAILURE STARTS TILL THE TIME WHEN FAILURE HAPPENS? (NOTE: SPEND MAXIMUM TIME ON THESE FIRST FOUR QUESTIONS)

5.

HOW DOES EACH FAILURE MATTER (CONSEQUENCES) – SAFETY, OPERATIONAL, ECONOMIC, ENVIRONMENT ETC.

CAN WE PREDICT OR PREVENT THE FAILURE (PROACTIVE TASKS) PM/SCA/CBM/CM 7. WHAT IF WE CAN’T PREDICT OR PREVENT THE FAILURE (DEFAULT TASKS) DOM/DM/ 6.

RTF/CM

17

THE

8.

AVAILABLE STRATEGIES !

ADDRESS CONSEQUENCES & ELIMINATE FAILURES!

18

RUN TO FAILURE (RTF) CONSCIOUS RISK BASED DECISION AGAINST PRODUCTION REQUIREMENT

PREVENTIVE (PM) TO SUSTAIN PERFORMANCE & AVOID UNTIMELY FAILURE (AGE RELATED)

PREDICTIVE (CBM) TO DETECT INCIPIENT FAILURES (RANDOM FAILURES)

SCHEDULED CHECKS & ACTIONS TO PREVENT ACCELERATED DETERIORATION

DESIGN OUT MAINTENANCE (DOM) TO IMPROVE MTBF FOR EARLY OR FREQUENT FAILURES

CORRECTIVE MAINTENANCE IDENTIFY, ISOLATE, CORRECT & RESTORE HIDDEN FAILURES

DETECTIVE MAINTENANCE ENSURE FUNCTIONING OF PROTECTIVE DEVICES

19

THE

9.

CRITICALITY ANALYSIS!

CRITICALITY = # OF FAILURES OF A SYSTEM/ MACHINE X TOTAL DOWNTIME (FOR A GIVEN PERIOD OF TIME)

20

THE PERIOD IS USUALLY TAKEN AS TWO YEARS PERIOD. BUT AT TIMES THREE YEAR PERIOD MAY ALSO BE TAKEN FOR ASSESSMENT. THERE IS LITTLE USE OF TAKING MORE DATA. WORTHWHILE TO REMEMBER THAT PEOPLE WORK WITH THEIR OWN MENTAL MODELS AND NOT WITH TONS OF DATA

21

THE

10.

FUNCTIONAL DEVELOPMENT!

PRIMARY FUNCTION DEVELOPMENT

22

PRIMARY FUNCTION DEVELOPMENT “WHAT IS THE MAIN PURPOSE OF THIS SYSTEM?” (FUNCTION) “WHAT IS THE PERFORMANCE STANDARD?” (PERFORMANCE- STANDARD) “WHEN DOES IT HAVE TO PERFORM ITS JOB?” (OPERATING CONTEXT) CONSIDER THE OPERATING CONTEXTS AS WHEN THE MACHINE IS IDLING, READY TO START, OPERATING, STAND-BY AND STORAGE ALSO CONSIDER FRETTLS -- FORCES/FLOWS, REACTION ENVIRONMENT, ENVIRONMENT, TIME, TEMPERATURE, LUBRICATION AND STRUCTURES.

23

THE

10.

FUNCTIONAL DEVELOPMENT!

SECONDARY FUNCTION DEVELOPMENT

24

SECONDARY FUNCTION DEVELOPMENT USING SYSTEM DIAGRAM, ESTABLISH A PATH AROUND THE DIAGRAM AND BEGIN MOVING THROUGH THE DIAGRAM. REMEMBER THAT YOU ARE DEVELOPING FUNCTIONS FOR THE SYSTEM – NOT FOR THE INDIVIDUAL COMPONENT. AT EACH PART OF THE SYSTEM ASK: “IF IT FAILS, HOW DOES IT FAIL?” “WHEN IT FAILS THAT WAY, WHAT HAPPENS?” (DON’T ASK IF IT IS ABUNDANTLY CLEAR WHAT HAPPENS.)

“WHEN IT FAILS LIKE THIS, DOES IT CAUSE A LOSS OF ANY OF THE FUNCTIONS DEVELOPED SO FAR?”

25

THE

11.

FUNCTIONAL FAILURE

DEVELOPMENT!

HOW DO “THINGS” FAIL?

26

FOR EACH FUNCTION DETERMINE

“AT WHAT POINT IS THE LOSS OF FUNCTION (OR PERFORMANCE) UNACCEPTABLE ?”

NOTE: REMEMBER THAT FUNCTIONAL FAILURES ARE THE INVERSE OF THE FUNCTION AND SHOULD INCLUDE TOTAL AND PARTIAL LOSS OF FUNCTION.

27

THE

12.

FAILURE MODE

DEVELOPMENT!

HOW DO “THINGS” FAIL?

28

“COULD THIS (WHATEVER COMPONENT YOU ARE ON) FAIL IN SUCH A WAY THAT IT LEADS TO THIS FUNCTIONAL FAILURE?” (I.E.: COULD THE FAILURE OF THIS SWITCH CAUSE THE ROASTER OR MILL TO STOP RUNNING?)

“IS IT LIKELY TO FAIL?” “ARE THERE ANY DOMINANT FAILURE MODES?” “WHAT (SPECIFICALLY) IS THE FAILURE MODE? HOW DOES IT FAIL?” “HAS THIS FAILURE OCCURRED BEFORE? “IS IT LIKELY TO OCCUR AGAIN?”

NOTES: FAILURE MODES ARE USUALLY EXPRESSED AS A NOUN AND VERB. E.G. BEARING SEIZES, SHAFT CRACKS, VALVE REMAINS OPEN ETC. BE CAREFUL NOT TO USE WORDS LIKE -- DAMAGE, FAILURE, PROBLEM, ETC (THESE ARE VAGUE WORDS).

29

THE

13.

FAILURE PATTERNS &

CHARACTERISTICS!

||EARLY OR INFANT FAILURE|| ||WEAR OUT|| ||RANDOM ||

30

EARLY OR INFANT FAILURES: EARLY OR INFANT FAILURES ARE FAILURES THAT USUALLY HAPPEN TOO FREQUENTLY OR HAPPEN AFTER MAINTENANCE HAS BEEN CARRIED OUT. IN EFFECT, THE MTBF OF SUCH FAILURES IS OFTEN TOO SHORT FOR COMFORT.

THE REASONS ARE a) DESIGN ISSUES b) MAINTENANCE INDUCED (WADDINGTON EFFECT)

SO, SUCH FAILURES CAN BE CORRECTED EITHER THROUGH DESIGN MODIFICATIONS AND/OR SELECTING A MAINTENANCE STRATEGY THAT DOES NOT INDUCE FAILURE, FOR EXAMPLE PREDICTIVE MAINTENANCE (IF THE MTBF IS NOT TOO SHORT TO CAUSE FAILURE OF MISSION) HOWEVER, WHEN DESIGN MODIFICATIONS ARE TO BE CARRIED OUT IT IS ALWAYS USEFUL TO CHECK WHETHER SUCH A MODIFICATION WOULD CHANGE THE INTERACTIONS BETWEEN COMPONENTS OF THE SYSTEM. A SYSTEM'S VIEW IS NECESSARY.

31

THE

13.

FAILURE PATTERNS &

CHARACTERISTICS!

||EARLY OR INFANT FAILURE||

||WEAR OUT|| ||RANDOM ||

32

WEAR OUT: WEAR OUT PATTERN IS DISTINCTLY TIME BASED. THAT IS IT FOLLOWS THE ARROW OF TIME. OFTEN SUCH PATTERN IS VISIBLE OR CAN BE MEASURED.

USUALLY SUCH FAILURES HAVE A DEFINITE LIFE. SUCH COMPONENTS SUBJECT TO WEAR OUT MODE OF FAILURE.

HENCE PREVENTIVE MAINTENANCE LIKE SCHEDULED REPLACEMENT STRATEGY IS OFTEN APPROPRIATE FOR THIS FAILURE MODE. HOWEVER, TAKING CARE OF THE BASIC CONDITIONS OF OPERATIONS USUALLY HELPS IN EXTENDING LIFE OF

33

THE

13.

FAILURE PATTERNS &

CHARACTERISTICS!

||EARLY OR INFANT FAILURE|| ||WEAR OUT||

||RANDOM ||

34

RANDOM: THIS TYPE OF FAILURE PATTERN DOMINATES INDUSTRIAL PLANTS. RANDOM PATTERN MEANS THAT WE SIMPLY DON'T KNOW WHEN A FAILURE WOULD HAPPEN AND EVEN WHEN WE CAN DETECT DEVELOPMENT OF A FAILURE WE AREN'T QUITE SURE WHEN THE ACTUAL FAILURE WOULD HAPPEN. IT IS ESTIMATED THAT 70 TO 90% OF ALL FAILURES THAT HAPPEN IN AN INDUSTRIAL PLANT ARE RANDOM IN NATURE.

THEREFORE, IT SEEMS PRUDENT THAT CONDITION BASED MAINTENANCE IS TAKEN UP AS A DEFAULT STRATEGY TO DEAL WITH UNCERTAINTY OF FAILURES PRIMARILY GOVERNED BY RANDOM FAILURE CHARACTERISTICS.

35

THE

14.

FAILURE EFFECT DEVELOPMENT!

WARNINGS & EFFECTS

36

“WHAT HAPPENS WHEN THIS OCCURS”?

(DOES IT HAPPEN IMMEDIATELY OR SLOWLY OVER TIME)

“IS THERE ANY WARNING BEFORE THIS FAILURE OCCURS”?

(WARNING EFFECT)

“WHAT EVIDENCE IS THERE THAT THIS LOSS OF FUNCTION HAS OCCURRED”?

(HOW DO WE KNOW)

“WHAT ELSE MUST FAIL BEFORE THIS FAILURE BECOMES EVIDENT”?

“IS THERE AN AGE AT WHICH THIS FAILURE OCCURS?”

“DOES IT HAPPEN SUDDENLY?”

“HOW SPECIFICALLY DOES THIS AFFECT SAFETY?” (SAFETY EFFECTS)

37

THE

14.

FAILURE EFFECT DEVELOPMENT!

WARNINGS & EFFECTS

38

“HOW SPECIFICALLY DOES THIS AFFECT THE ENVIRONMENT”?

(ENVIRONMENTAL EFFECTS)

“WILL THIS AFFECT PRODUCTION OR OPERATIONS”?

(PRODUCTION/ECONOMICS EFFECT)

“WHAT ELSE HAPPENS? - IS THERE ANY SECONDARY DAMAGE”?

(SECONDARY DAMAGE EFFECT)

“ARE THERE ANY COMPENSATING PROVISIONS”?

“HOW LONG WILL IT TAKE TO DIAGNOSE THE PROBLEM AND WHO IS MOST LIKELY TO DO THIS?

“HOW LONG WILL IT TAKE TO DO THE REPAIR AND WHO WILL DO IT”?

"IS THIS A HIDDEN FAILURE MODE?"

39

THE

15.

CONSEQUENCE !

RISK PRIORITY NUMBER

40

RPN = SEVERITY OF OCCURRENCE X PROBABILITY OF OCCURRENCE X DETECTION CAPABILITY (S X O X D)

SEVERITY OF OCCURRENCE (S) ||REFER FAILURE EFFECT (LOSS OF LIVES OR ASSETS, ECONOMIC, PRODUCTION CHARACTERISTICS LIKE ANY OF THE BIG LOSSES)||

PROBABILITY OF OCCURRENCE (O) ||REFER FAILURE MODE||

DETECTION CAPABILITY (D) = ||EASY TO DETECT OR DIFFICULT OR UNSAFE TO DETECT OR INACCESSIBLE PLACE TO DETECT?||

NOTE: WE CAN USE A SCALE OF 0 TO 5 OR 0 TO 10 IN ORDER OF SEVERITY, PROBABILITY OF OCCURRENCE AND DIFFICULTY IN DETECTION

41

THE

16.

DECISIONS TAKEN IN MAINTENANCE DESIGN!

THE PROCESS BASED ON FUNCTIONS TO FAILURE EFFECTS

42

•

CHOOSE THE RIGHT STRATEGY (REFER AVAILABLE STRATEGY AND FAILURE PATTERNS)

•

ASK WHETHER THE TASK IS APPROPRIATE AND WORTH DOING? AND WHETHER EXECUTING SUCH TASKS WOULD BE SAFE AND EASY?

•

ASK WHETHER THE PROPOSED TASKS HELP IN DETECTING OR PREVENTING A PROBLEM IN TIME?

•

ALSO ASK WHETHER ADDITIONAL TASKS WOULD IMPROVE THE SYSTEM AS A WHOLE AND HELP IN ACHIEVING THE MANAGEMENT GOAL?

•

CHECK WHETHER WE HAVE ADDRESSED THE INITIATORS, ACCELERATORS AND RETARDERS THAT CAUSE THE FAILURES. THIS CAN BE DONE BY a) b)

c)

MAINTAINING BASIC CONDITIONS CORRECT DETECTION OF AN INCIPIENT FAILURE ELIMINATION THROUGH DOM.

43

THE

16.

DECISIONS TAKEN IN MAINTENANCE DESIGN!

THE PROCESS BASED ON FUNCTIONS TO FAILURE EFFECTS

44

•

•

DETAIL THE CONTENT OF THE STRATEGY INCLUDING THE TIME AND EFFORT NEEDED TO EXECUTE THE TASKS. FIX THE PERIOD OF APPLYING THE STRATEGY - I.E THE FREQUENCY OF THE TASK IS IT IS HAS TO BE REGULAR IN NATURE. IF IT A "ONE TIME TASK" THEN FIX THE TIME SPAN OF COMPLETING THE TASK.

•

FIX RESPONSIBILITY AND QUALITY PARAMETERS

•

INDICATE TRAINING NEEDS

•

• •

IF THERE ARE NO PROACTIVE TASKS (PREDICTIVE OR PREVENTIVE) THEN WHAT WOULD BE THE DEFAULT TASK? USUALLY THE DEFAULT TASK IS DESIGN OUT MAINTENANCE (DOM) AFTER THIS REVIEW THE EXISTING MAINTENANCE PLAN -- TAKE WHAT IS RELEVANT AND ADD TO THE PLAN. WARNING: THE EXISTING PLAN IS NOT TO BE REFERRED TO UNTIL AND UNLESS THE RCM DESIGN PROCESS IS COMPLETED.

45

THE

16.

DECISIONS TAKEN IN MAINTENANCE DESIGN!

NOTES

46

NOTES: CHECK/ESTIMATE WHETHER THE RPN COMES DOWN AND/OR MTBF INCREASES

1. THE OUTPUT IS ALWAYS IN THE FORM OF A

2.

DOCUMENT THAT NEEDS TO BE REVISITED FROM TIME TO TIME AND REVISED, MODIFIED AND UPDATED FROM TIME TO TIME. HENCE IT IS A LIVING DOCUMENT THAT NEEDS TO BE PRESERVED CAREFULLY BY THE ORGANIZATION BECAUSE IT CONTAINS THE SUM TOTAL OF ORGANIZATIONAL KNOWLEDGE. IT WOULD ALSO BE VERY USEFUL WHEN AN ORGANIZATION DECIDES TO EITHER SCALE UP ITS OPERATIONS (FOR HIGHER PROFITABILITY) OR SET UP A SIMILAR PLANT (GREEN FIELD) OR CONDUCT DUE DILIGENCE WHEN ACQUIRING A BROWN FIELD PROJECT.

THE DOCUMENT MUST CONTAIN THE LIST OF REFERENCES THE RCM REVIEW TEAM HAS REFERRED TO ALONG WITH THE LOCATIONS WHERE SUCH DOCUMENTS WOULD BE AVAILABLE FOR FUTURE REFERENCES. PREFERABLY SUCH LIST OF REFERENCES MUST APPEAR ON THE PAGE THAT DEFINES THE FUNCTION OF A SELECTED ASSET.

47

THE

17.

DESIGN OUT MAINTENANCE!

DOM TO CHANGE MTBF

48

•

DOES NOT FOLLOW ANY RULE OF PROBLEM SOLVING. USE ANY METHOD OF PROBLEM SOLVING THAT SUITS YOU.

•

ESTABLISH THE INITIATORS (I), ACCELERATORS (A) & RETARDERS (R) AND OF EACH FAILURE MODE, REMEMBERING THAT CAUSE AND ITS EFFECT (FAILURE MODE) ARE SEPARATED BY TIME AND DISTANCE.

•

FIND THE ROOT CAUSE(S) AND ADDRESS THE I, A, R OF ALL THE FAILURE MODES

•

FOLLOW BASIC DESIGN PRINCIPLES

•

DESIGN TO CHANGE THE INTERACTIONS AND/OR DESIGN TO CHANGE THE RESILIENCE OR NATURE OF INTERDEPENDENCE

THE GOAL IS TO CHANGE THE MTBF (MEAN TIME BETWEEN FAILURES) OF A SYSTEM AND NOT ONLY THAT OF A COMPONENT.

49

THE

18.

SUMMARY OF RCM DESIGN PROCESS!

THE 12 STEP RCM DESIGN PROCESS Note: Working on a spreadsheet application might prove advantageous.

But it should be only used to document the final output. The design process must be done through discussion/dialogs within the review group, field visits (observation by walking around), intent listening, notebooks, white boards and flip charts. Never ever start with a spreadsheet. It kills the group momentum more easily than thought.

50

1. SELECT CRITICAL MACHINES IN ORDER OF PRIORITY 2. DEFINE THE FUNCTION OF EACH CRITICAL MACHINE 3. LIST THE FUNCTIONAL FAILURES AGAINST EACH OF THE DEFINED FUNCTIONS 4. AGAINST EACH FUNCTIONAL FAILURE LIST THE APPROPRIATE FAILURE MODES 5. FOR EACH FAILURE MODE EXPAND THE FAILURE EFFECTS AND NOTE THE FAILURE PATTERN. ALONG WITH IT DISCOVER THE INITIATORS (I), ACCELERATORS (A) & RETARDERS R) OF EACH FAILURE MODE. 6. ESTIMATE THE CONSEQUENCE OF EACH FAILURE MODE 7. BASED ON POINTS 4, 5 AND 6 ABOVE DECIDE THE APPROPRIATE STRATEGY AND TASKS

51

THE

18.

SUMMARY OF RCM DESIGN PROCESS!

THE 12 STEP RCM DESIGN PROCESS Note: Working on a spreadsheet application might prove advantageous.

But it should be only used to document the final output. The design process must be done through discussion/dialogs within the review group, field visits (observation by walking around), intent listening, notebooks, white boards and flip charts. Never ever start with a spreadsheet. It kills the group momentum more easily than thought.

52

8.

CHECK WHETHER THE TASKS ARE ADEQUATE TO ELIMINATE THE CONSEQUENCES OF A FAILURE AND/OR IMPROVE THE MTBF AND WHETHER THE I, A AND R S HAVE BEEN CORRECTLY ADDRESSED (ELIMINATE OR REDUCE THE EFFECT OF THE INITIATORS AND ACCELERATORS AND STRENGTHEN THE RETARDERS)

9. PILOT THE DECISION PROGRAM TO CHECK THE AUTHENTICITY AND PITFALLS. AND ALSO DESIGN, IMPLEMENT AND CHECK WHETHER FUNCTIONAL INTEGRITY OF A SYSTEM (AS PREVIOUSLY DEFINED) CAN BE MONITORED OR CHECKED AUTOMATICALLY. 10. ADD NEW FAILURE MODES TO THE LIST TO FORMULATE NEW MAINTENANCE TASKS 11. EXAMINE THE EXISTING MAINTENANCE PLAN TO ADD USEFUL TASK WORTH UNDERTAKING TO THE RCM DECISION PROGRAM 12. IMPLEMENT FULL SCALE THE RCM DESIGN OUTPUT 53

THE

19.

TECHNICAL AUDIT!

THE TECHNICAL AUDITOR WOULD USUALLY BE THE CHIEF ENGINEER OR HEAD OF ENGINEERING

54

THE TECHNICAL AUDIT INVOLVES THE FOLLOWING:

• •

•

• •

•

CHECK WHETHER THE FUNCTION OF EACH CRITICAL MACHINE, TAKEN UP FOR REVIEW, HAS BEEN DEFINED CORRECTLY. START FROM THE MAINTENANCE TASK AND CHECK WHETHER ONE CAN LOGICALLY GO BACKWARDS UP TO THE FUNCTIONAL FAILURE OR FUNCTION. CHECK WHETHER THE DESIGNED TASK WOULD HELP PRESERVE THE FUNCTION. (CHECK REPRESENTATIVE SAMPLES ONLY)

START FROM FUNCTION AND THEN CHECK WHETHER THE DEVELOPMENT UP TO THE DESIGN OF THE MAINTENANCE TASKS ARE LOGICALLY CONNECTED AND COMPREHENSIVELY COVERED. CHECK WHETHER THE DESIGNED TASK WOULD HELP PRESERVE THE FUNCTION. (CHECK REPRESENTATIVE SAMPLES ONLY)

CHECK WHETHER THE OVERALL RPN VALUE OF A SYSTEM HAS REDUCED BY AT LEAST 50% CHECK WHETHER MTBF OF BAD ACTORS OF A SYSTEM HAS INCREASED BY AT LEAST TWO TIMES. CHECK WHETHER THE TASKS ADDED FROM THE EXISTING MAINTENANCE PLAN ARE APPROPRIATE OR WOULD THEY NEED FURTHER MODIFICATIONS?

55

THE

20.

MANAGEMENT AUDIT!

THIS AUDIT IS USUALLY CONDUCTED

BY TOP MANAGERS OF THE ORGANIZATION LIKE CEO, COO, BUSINESS EXCELLENCE HEAD. THEY CAN CONDUCT THE AUDIT EITHER AT INDIVIDUAL CAPACITY OR AS A TEAM.

56

THE AUDIT PROCESS INVOLVES THE FOLLOWING POINTS:

•

• • •

HOW MANY CRITICAL MACHINES HAVE BEEN ADDRESSED SO FAR AND WHAT IS THE PERCENTAGE COMPARED TO THE TOTAL POPULATION OF MACHINES IN THE SYSTEM? AND HOW MANY MACHINES HAVE BEEN CONNECTED TO EACH CRITICAL MACHINE? HOW MANY FUNCTIONAL FAILURES HAVE BEEN ADDRESSED FOR EACH FUNCTIONS? HOW MANY BAD ACTORS HAVE BEEN IDENTIFIED AND ADDRESSED? HOW MUCH OF THE OUTPUT HAS BEEN IMPLEMENTED? (HAVE THEY BEEN IMPLEMENTED WITHIN 90 DAYS OF THE REPORT AND TECHNICAL AUDIT)

57

THE

20.

MANAGEMENT AUDIT!

THIS AUDIT IS USUALLY CONDUCTED

BY TOP MANAGERS OF THE ORGANIZATION LIKE CEO, COO, BUSINESS EXCELLENCE HEAD. THEY CAN CONDUCT THE AUDIT EITHER AT INDIVIDUAL CAPACITY OR AS A TEAM.

58

THE AUDIT PROCESS INVOLVES THE FOLLOWING POINTS:

• • •

• • •

• •

IF NOT IMPLEMENTED, THEN WHY IT HASN'T BEEN IMPLEMENTED? HOW MANY DOMS HAVE BEEN IMPLEMENTED (HAVE THEY BEEN IMPLEMENTED WITHIN 120 DAYS OF THE REPORT?) HOW MANY FACILITATORS HAVE BEEN DEVELOPED (LEVEL 1, LEVEL 2 AND LEVEL 3)?

WHAT ARE THE GENERAL PROBLEMS FACED BY THE REVIEW TEAMS IN DESIGNING AND IMPLEMENTATION? EXAMINING THE TREND OF FAILURE RATE EXAMINING THE TREND OF MAINTENANCE COST ADJUSTED TO INFLATION EXAMINING THE TREND OF OEE (OVERALL EQUIPMENT EFFECTIVENESS) FOR THE ASSETS AND SYSTEMS HOW MUCH OF THE DESIGNED OUTPUT HAS BEEN AUTOMATED? (INDUSTRY 4.0 )

59

REFERENCES

21.

NOTES: IN CASE YOU SPOT ANY ERROR IN THIS BOOK OR WANT TO SUGGEST SOMETHING FOR FURTHER IMPROVEMENT OR CLARIFY A POINT OR WANT TO KNOW MORE YOU MAY KINDLY CONTACT THE AUTHOR OF THIS GUIDEBOOK, MR. DIBYENDU DE AT

dde@rgbwaves.com 60

1.

Reliability Centered Maintenance by Nowlan and Heap, 1978, https://reliabilityweb.com/ee-assets/my-uploads/ docs/2010/ Reliability_Centered_Maintenance_by_Nowlan_and_Heap.pdf

2.

Reliability Centered Maintenance II by John Moubray, https://books.google.co.in/books/about/ Reliability_centered_Maintenance.html?id=bNCVF0B7vpIC

3.

Reliabilty Centered Maintenance Unravelling the Mysteries by James Gehris, https://www.amazon.com/Reliability-Centered-Maintenance -Unraveling-Mysteries/dp/148344211X

4. Mathematical Aspects of Reliability by H. L. Resnikoff , http://www.plant-maintenance.com/articles/ mathematical_aspects_RCM.pdf

5. Website: https://rgbwaves.com

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