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
Breakdown
Maintenance
Industrial
Revolution
Preventive or
Change-out
Maintenance
Second
World
War
Predictive or
Condition
Based
Maintenance
Reliability
Centred
Maintenance
Mid ’60’s
Mid ’80’s
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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.
2.
3.
4.
5.
6.
7.
Re-Education
Re-Define Roles & Responsibilities
Re-Develop Measurements
Provide Processes and Systems
Apply Strategy Based Maintenance
Formalise Continuous Improvement
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
Task lists
Maintenance plans
Work orders

Document Retrieval System
Work instructions
Improvement Steps
RCM-Turbo The Versatile Tool
Review
KPI
Scheduling
Resource Bal
Grp Tasks
Opt Freq
Task Analysis
Fail Analysis
Equip Codes
Reactive
Maintenance Systems Maturity
Proactive
Improvement Steps
RCM-Turbo The Versatile Tool
Review
KPI
Scheduling
Resource Bal
Grp Tasks
Opt Freq
Task Analysis
CMMS
Fail Analysis
Equip Codes
Reactive
Maintenance Systems Maturity
Proactive
Improvement Steps
RCM-Turbo The Versatile Tool
Review
KPI
RCM
Scheduling
Resource Bal
Grp Tasks
Opt Freq
Task Analysis
CMMS
Fail Analysis
Equip Codes
Reactive
Maintenance Systems Maturity
Proactive
RCM-Turbo The Versatile Tool
Improvement Steps
RCM-Turbo
RCMTurbo
Review
KPI
RCM
Scheduling
Resource Bal
Grp Tasks
Opt Freq
Task Analysis
CMMS
Fail Analysis
Equip Codes
Reactive
Maintenance Systems Maturity
Proactive
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
Warning Time
P
F1
F
70% Confidence non-failure
92% Confidence non-failure
Warning Time
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
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 !