RCM - Maintenance Philosophy of the Future?

1. RCM - Maintenance Philosophy of the Future? by Peter Ormond, Strategic Corp., Australia

2. Reliability Centred Maintenance • Original paper by Nowlan and Heap, 1978 • Major re-work in RCM II by John Moubray • SAE Standard JA1011 in 1999

3. Maintenance Philosophies Predictive or Condition Based Maintenance Preventive or Change-out Maintenance Reliability Centred Maintenance Breakdown Maintenance Mid ’60’s Mid ’80’s Industrial Revolution Second World War

4. 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

5. 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

6. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

7. 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

8. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

9. Roles & Responsibilities • New understandings required new definitions • Some changes to organisational structure • Once-off exercise

10. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

11. 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

12. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

13. 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

14. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

15. 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)

16. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

17. Continuous Maintenance Improvement • Appoint responsibility • Formalise process • Recognise shortcomings of P-D-C-A • Change Act to AUTHORISE

18. BHP’s 7 Step Plan • Re-Education • Re-Define Roles & Responsibilities • Re-Develop Measurements • Provide Processes and Systems • Apply Strategy Based Maintenance • Formalise Continuous Improvement • Focus on Waste Reduction

19. Waste Reduction • Very similar to Continuous Maintenance Improvement • Look outside ‘normal’ Maintenance sphere • Same structure but less frequent

20. 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)

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

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

23. 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

24. How does it all fit together? • Business Plan • Plant Strategy • Operating requirements • Inventory plant items • Life Plans for critical plant items (RCM analysis) CMMS Task lists Maintenance plans Work orders Document Retrieval System Work instructions

25. RCM-Turbo The Versatile Tool Review KPI Scheduling Improvement Steps Resource Bal Grp Tasks Opt Freq Task Analysis Fail Analysis Equip Codes ReactiveMaintenance Systems MaturityProactive

26. RCM-Turbo The Versatile Tool Review KPI Scheduling Improvement Steps Resource Bal Grp Tasks Opt Freq CMMS Task Analysis Fail Analysis Equip Codes ReactiveMaintenance Systems MaturityProactive

27. RCM-Turbo The Versatile Tool Review KPI RCM Scheduling Improvement Steps Resource Bal Grp Tasks Opt Freq CMMS Task Analysis Fail Analysis Equip Codes ReactiveMaintenance Systems MaturityProactive

28. RCM-Turbo The Versatile Tool RCM-Turbo RCM-Turbo Review KPI RCM Scheduling Improvement Steps Resource Bal Grp Tasks Opt Freq CMMS Task Analysis Fail Analysis Equip Codes ReactiveMaintenance Systems MaturityProactive

29. Frequency Optimisation MTBF Total Annual Business Cost of Maint. Cost of Failure Cost of Inspection Time Optimum Frequency FTM - Optimum Frequency based on Probability of Failure in MTBF

30. Warning Time P F1 F 70% Confidence non-failure 92% Confidence non-failure Warning Time

31. Frequency Optimisation MTBF Total Annual Business Cost of Maint. Cost of Failure Cost of Planned Repair Cost of Inspection Time Optimum Frequency Warning Time CBM - Optimum Frequency based on Confidence of non Failure in Warning Time

32. Frequency Optimisation Graph

33. 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

34. 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

35. Title Question • RCM – Maintenance Philosophy of the Future? YES !