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
Industrial Revolution
Second World War
Mid ’60’s
Mid ’80’s

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
The is not intended to be an exhaustive list of activities required to take an organization from being Reactive to Pro-active. However it illistrates the point that there are a number of steps involved.
Opt Freq
Task Analysis
Fail Analysis
Equip Codes
Reactive Maintenance Systems Maturity Proactive 46

26. RCM-Turbo The Versatile Tool
Review
KPI
Scheduling
Improvement Steps
Resource Bal
Grp Tasks
At some point, the Computerized Maintenance Management System can start running the maintenance schedule.
Opt Freq
CMMS
Task Analysis
Fail Analysis
Equip Codes
Reactive Maintenance Systems Maturity Proactive 47

27. RCM-Turbo The Versatile Tool
Review
KPI
RCM
Scheduling
Improvement Steps
Resource Bal
Grp Tasks
RCM analysis is an important part of taking a maintenance organization towards Best Practice. But it is not he whole story.
Opt Freq
CMMS
Task Analysis
Fail Analysis
Equip Codes
Reactive Maintenance Systems Maturity Proactive 48

28. RCM-Turbo The Versatile Tool
Review
KPI
RCM
Scheduling
Improvement Steps
Resource Bal
Grp Tasks
RCM-Turbo is designed to not only perform the RCM analysis, but also address the other necessary steps in achieving World’s Best Practice.
Opt Freq
CMMS
Task Analysis
Fail Analysis
Equip Codes
Reactive Maintenance Systems Maturity Proactive 49

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

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
Here is a sample screen showing the frequency curve for the selected item. Also shown is the optimum frequency (the lowest point on the curve) along with the anticipated Availability and Reliability at the chosen frequency.
It is important to understand that the figures used are the total costs associated with performing the maintenance at each frequency point. It includes the process down-time costs as well as the direct maintenance costs of performing the maintenance action. 67

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 !