Reliability Centered Maintenance Project Manager’S Guide

Reliability Centered Maintenance Project Manager’s Guide

Rcmreliability centered maintenance | Reliability Engineering for Maintenance

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Reliability Centered Maintenance Project Manager’s Guide 2

Phase Benefits Phase Implementation Phase Analysis success during and after an RCM project to sustain RCM efforts. success during and after an RCM project 1. Provide knowledge of capabilities and tools needed to be successful. 1. Provide readiness. based on organizational 2. Guide the decision to do or not do an RCM project and determine to minimize risk of failure positive results toward progress 3. Measure Phase Decision can assess what it of criteria so an organization and set flexible process The guide uses a clear, pitfalls along the way to and avoid takes to successfully conduct and implement an RCM project that add significantly to the bottom line. results experiencing measured success in a simple lessons learned essential for This guide presents and the ingredients phases: framework based on four essential RCM project Executive Summary the world have demonstrated that around organizations of public and private sector Hundreds asset (RCM) is consistently capable of significantly increasing maintenance centered reliability customers and stakeholders. performance by delivering value to owners, over decades,and refined to RCM have been documented Despite the fact that successful approaches Guide Manager’s This RCM Project experience the level of success they desire. not all organizations factors for anyone contemplating knowledge and success that fact. It provides to address was created initiative within their maintenance centered manager of a reliability becoming a “champion” or project to: organization Reliability Centered Centered Reliability Project Maintenance Guide Manager’s

Reliability Centered Maintenance Project Manager’s Guide 3

What You Will Find What You Reasons and tips for using the guide A foundation for applying the information in the guide for success requirements Basic, up-front Keys to finishing an RCM analysis successfully to fully and quickly start to achieve Ways RCM capability and making the case for the benefits of an RCM analysis Keys to justifying the original decision to to improve perform RCM, identifying areas additional RCM projects to continuously required and capabilities Values results maintenance centered reliability improve Definitions of important terms and concepts Title Introduction An RCM Primer Deciding to Conduct an RCM Project Completing an RCM Study Implementing the RCM Study Measuring the Benefits Sustaining an RCM Program Glossary and References Section 1 2 3 4 5 6 7 8 The Reliability Centered Maintenance (RCM) Project Manager’s Guide provides basic information Guide provides Manager’s Maintenance (RCM) Project The Reliability Centered be involved. The is, how it should be conducted and who should about what an RCM project to can use to determine if it is ready that an organization as an assessment material is presented upon to enhance the chance of success. it must improve undertake RCM and to identify areas The guide is arranged in several sections: How to Use This Guide How to Use In addition, the guide includes a primer on RCM fundamentals, a section dedicated to sustaining to dedicated a section RCM fundamentals, primer on a guide includes the In addition, useful offer terms. The appendices a glossary of key and improving, while continuously benefits for success. to gain commitment resources public workshops, through to this document practitioners contributed experienced RCM Dozens of to this current this guide was created the time from and working groups written contributions Body of Knowledge Reliabilityweb.com’s with published standards, It is aligned 2014 revision. great wish your organization sincerely The authors and contributors and Uptime Elements™. the opportunity to contribute back to you a similar and hope your journeysuccess with RCM offers learn.community what you

Reliability Centered Maintenance Project Manager’s Guide 4

Introduction Reliability Centered Maintenance –Reliability Centered Maintenance A Key Performance Tool (RCM) originated in the airline industry in the 1960s and was maintenance Reliability centered have been applying time, many organizations Since that implemented soon after in the military. and of public span hundreds the practice of RCM analysis. These organizations and improving utilities and countless other including space agencies, manufacturing, private sector organizations, of a tool that no asset-intensive the benefits of RCM paint a picture industries. With such a legacy, Anthony “Mac” Smith, has demonstrated through One practitioner, should ignore. organization is consistently capable of 80 RCM studies conducted over 30-plus years that RCM approximately eliminating substantial levels of capacity and reducing unplanned outages, increasing significantly low value work. a classical RCM program Mile Island Nuclear Station, Unit 1 implemented For example, Three strategies were involving 28 systems over a five-year period because suboptimal maintenance a 37 period, the plant measured a three-year or cost. Over availability, not managing risk, process world to set a free throughput maintenance (CM) actions, increased in corrective reduction percent maintenance of 7,669 preventive a reduction and measured capacity factor of over 100 percent, PM task intervals via the age exploration (AE) process. (PM) man-hours per year by increasing 1.0

Reliability Centered Maintenance Project Manager’s Guide 5 magazine published similar results in an article by Paul Arnold: by Paul an article in results similar published magazine Whirlpool, Findlay, Ohio: Completed 27 RCM analyses, identified 3,066 failure modes and failure identified 3,066 RCM analyses, Completed 27 Ohio: Findlay, Whirlpool, predictive 27 percent care, operator were 53 percent Of the tasks identified, 2,225 tasks. finding. failure PM and 2 percent 7 percent redesign, (PdM), 11 percent maintenance sustained overall equipment effectiveness of 27 percent, productivity Resulted in increased costs of 22.7 percent. in maintenance and a reduction (OEE) of 97 percent Performed 18 RCM South Carolina: Westminster, Ball Factory, Dunlop Sports Golf tasks over two years, 1,937 26 percent increased assets, productivity analyses on critical PdM, 17 21 percent operator care, were tasks identified, 49 percent identified. Of the finding. Resulted in a 200 percent failure PM and 3 percent 10 percent redesign, percent ballsmaintenance costs per dozen golf maintenance and in emergency/demand reduction average of 24 cents. a high of 77 cents to a sustained fell from Creating a Reliability Culture Creating a Reliability that will culture strategy is, it is your organizational of how good your reliability Regardless within and it is “cultivated” by leaders who aim to is built from determine its performance. Culture engage employees in delivering the performance of the organization. a map of theory by which to understand reliability Uptime Elements™, shown in Figure 1, provides acknowledged as that are practices Two of reliability. a culture leadership and begin creating In addition to the obvious defect elimination (DE) and RCM. tools are powerful culture-building team in “game shape” and these practices get your tangible asset performance benefits delivered, in this guide is well provided to a successful RCM project approach “thinking right.” The proven elements on the left side of the by the Reliability Engineering for Maintenance (REM) represented Uptime Elements™ chart and just as well by the Leadership for Reliability (LER) elements on the leadership at all levels is right side. The combination of RCM technical excellence and empowered and an organization or program by far the most significant indicator of a successful RCM project results. that delivers significant The Body of Knowledge they however, leadership, that success is achieved through recognize organizations World-class engagement and empowerment of everyone through only delivered are that results also realize everyone. This is one person; it comes from not come from Leadership does in the workforce. especially true for reliability. Reliable Plant Not all organizations experience these results with RCM. Most can, however, if they learn the with RCM. Most can, however, these results experience Not all organizations elements of success contained in this guide. proven others and follow the lessons from

Reliability Centered Maintenance Project Manager’s Guide 6 integrity

executive executive excellence operational operational sponsorship Pam Opx Int Es management physical asset physical Dispose Dispose key Modify/Upgrade based Leadership Reliability for learning indicators competency Hcm Cbl management performance Kpi human capital Maintain LER Operate Maintain Maintain

system mro-spares scheduling Mro maintenance Ps management Cmms management management planning and computerized

Create Work ExecutionWork Management defect driven operator reliability preventive elimination De maintenance Pm Odr WEM Design motor testing machinery lubrication oil analysis

Lu Oa Mt Asset Lifecycle Asset non testing infrared thermal imaging vibration destructive Ir Ndt Asset Condition Management Vib Asset Plan Figure 1: Uptime Elements™ Figure asset Reliabilityweb.com’s Asset Management Timeline Management Asset Reliabilityweb.com’s condition balancing ACM ultrasound information Ab Us Aci alignment and alignment A Reliability System For Asset Performance Management Performance Asset For A Reliability System Business Needs Analysis Needs capital project analysis analysis criticality root cause root Ca Cp management Rca

Uptime Elements are a trademark of Uptime Magazine • ©2014 Uptime Magazine • uptimemagazine.com • reliabilityweb.com • maintenance.org • reliabilityweb.com Uptime Magazine • ©2014 Uptime Magazine • uptimemagazine.com of a trademark are Uptime Elements pm Reliability EngineeringReliability Maintenance for centered reliability reliability failure mode failure engineering optimization Fmea Asset Management maintenance Pmo Re Rcm effects analysis REM AM Uptime Elements™ are a trademark of Uptime Magazine • ©2014 Uptime Magazine • uptimemagazine.com • reliabilityweb.com • maintenance.org • ©2014 Uptime Magazine • uptimemagazine.com Uptime Elements™ are a trademark of Uptime Magazine

Reliability Centered Maintenance Project Manager’s Guide 7 at www.mro-zone.com. Body of Knowledge for Certified Reliability Leader (CRL) Certification can be foundBody of Knowledge for Certified Reliability Leader (CRL) Certification What’s more, Uptime Elements™ works seamlessly with the international standards of our international with the works seamlessly Elements™ Uptime standards more, What’s is a an asset management standard, ISO55000 asset the newly published to According industry. set is a coordinated Asset management organization. value to an has potential or actual thing that maintenance centered take on reliability The Uptime Elements™ that value. to realize of activities value is of the assets where and function by assuring capacity management enables asset demanded. is derived for success found here frameworks. The recipe these standard This guide aligns with dozens of practitioners involved learned industry best practices from and communicated from industry has hosted several body of knowledge behind them. Reliabilityweb.com the in creating guide and many authors have contributed that contributed content to this forums conference to this work. examples and sections best to reflect to update the guide a working group Reliabilityweb.com convened Most recently, organizations learned lessons from and capture approaches practices common to all major RCM deeply involved with RCM.

Reliability Centered Maintenance Project Manager’s Guide 8 k, 4th Edition, (ISBN The Physical Asset Management Handboo An RCM Primer preserve system function. to preserve 1. The analysis is scoped and structured modes). defeated (failure 2. The analysis identifies how functions are by importance. modes failure 3. The analysis addresses 2.0 Basics Reliability Centered Maintenance to focus its resources has the power to help an organization maintenance Reliability centered No other and consistently. while managing risks, but only when applied correctly maximize results format for decades. This is while keeping the same essential so effective methodology has proven on simple principles that stepwise methodology based RCM is a straightforward, for good reason. employ every day. universally applicable to the systems organizations are This principles in varying degrees. to core that adhere a variety of RCM approaches are There its employed. Rather, and analysis techniques RCM approaches guide is neutral regarding to RCM is used. A discussion of the various of which approach usable regardless contents are is contained in approaches 9780985361938) published by Reliabilityweb.com. It is recommended that prospective RCM that prospective 9780985361938) published by Reliabilityweb.com. It is recommended embarking on the decision to conduct an this guide before managers, at a minimum, read project RCM project. Four Basic Principles of Genuine RCM one chosen must meet fourWhile the methodology selected is beyond the scope of this guide, the maintenance. centered application of reliability a genuine basic principles to be considered

Reliability Centered Maintenance Project Manager’s Guide 9

candidates and selects the most effective one. most effective and selects the candidates or detect a hidden failure. drivers to select the best fitting tasks from among the applicable candidate tasks. drivers to select the best fitting tasks from – An effective task balances the organization’s safety, environmental and economic environmental safety, task balances the organization’s – An effective – An applicable task will prevent or mitigate the failure, detect onset of failure, of failure, detect onset or mitigate the failure, – An applicable task will prevent 4. For important failure modes, the analysis defines applicable maintenance taskmaintenance applicable defines the analysis modes, failure important 4. For each task be related to a failure mode, not to a component. This may be difficult to to a failure each task be related

Applying the Four Basic Principles Applying the failures first at the level of functional is focused the analysis process program, In an RCM-based modes failure by asset user), then at the level of fail to function as required (how a system might to chosen maintenance tasks that are and the cause functional failures) (ways components causation that identified at the level of are modes mode. Failure the failure mitigate or prevent (SAE JA1011). This leads management policy failure makes it possible to identify an appropriate maintenance tasks alone cannot do anything about mode because to a focus on the failure design wear out, or other inherent effects, environmental underlying causes of human error, limitations. the many things that can be done in other potentialWhile the focus is on maintenance tasks, immediate and significant benefits should not be neglected. that may offer of improvement areas training, a clear way to identify and act on opportunities to improve must provide An RCM project other enhancements that will (based on the schemes and designs, control procedures, policy, significant and immediate benefits, even to the point of offer experiences of many RCM experts) paying for the RCM project. metrics a common base, it is paramount to give all task-related For purposes of this guide, in order that failure no related may be tasks for which tasks and, indeed, there program pre-RCM do for legacy, it should be one basis (among several) for consideration of whether mode is evident, providing by mode must be prioritized each failure Furthermore, in the RCM-based program. retained on the component, the system and the plant. the severity of its effects An RCM analysis must be both applicable and effective. All tasks for an RCM-based program each selected maintenance task meets these criteria: methodology to ensure applies a rigorous because four basic criteria that meet these RCM methodologies pertains only to This guide and JA1012 by SAE JA1011 of RCM, as supported the full benefit else will not offer anything at www.sae.org. available standards mode, a of the associated failure depending on the effects and, no task can be effective Where may be the default strategy that is applied. decision or a run to failure redesign

Project Manager’s Guide Reliability Centered Maintenance 10

Measures • Monitor for Enhancement • Plan for More Benefits •Improvement

Phase

Benefits Measures • Results Measures • Management of Change Implementation • Progess Implementation Phase

Analysis • Progess Measures • Management Control Analysis Phase Figure 2: Four phases of an RCM project 2: Four phases of an Figure Figure 3: Phased timeline of an RCM project for early impact 3: Phased timeline of an RCM project Figure

maintenance systems, procedures and design improvements. and design procedures maintenance systems, – Measure the improvements and identify opportunities to further improve. and identify opportunities improvements the Benefits – Measure – Act on the study’s recommendations to update asset and to update asset recommendations – Act on the study’s Implementation – Justification and planning based on need, readiness and desired outcomes. desired readiness and planning based on need, Decision – Justification and 4. – Conduct the RCM study in a way that provides a high quality output. study in a way that provides 2. Analysis – Conduct the RCM 3. 1. Decision Phase Measures • Justification • Readiness Plan • Project Decision • Baseline Phases 2 through 4 should be conducted with some overlap, as illustrated in Figure 3, so the in Figure 4 should be conducted with some overlap, as illustrated Phases 2 through benefits as soon as possible. can start seeing and communicating the impact of the organization principles to align with best practice maintenance reliability Color-coded 2 and 3 are (Note: Figures the Uptime Elements™ framework.) from Sections 3 through 6 in this guide will help project managers understand and successfully perform the managers understand 6 in this guide will help project Sections 3 through will help in Section 7, Sustaining an RCM Program, in their organizations. four steps of an RCM project understanding of these four phases, the based on a thorough are Successful RCM projects This guide will help understanding on how they interrelate. for each and an requirements for identifying the essential requirements, process in understanding the phases and overall This is an important part of an in any organization. for success capabilities and values required program. living reliability journey to a comprehensive, organization’s The Typical RCM Project Framework Project RCM Typical The that must into four phases an RCM project typically structure managers RCM project Experienced 2, are: in Figure phases, as shown RCM. These to fully perform be accomplished

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The RCM study is performed on a system that is composed of components that performed on a system that is composed The RCM study is together provide an important, and even essential, function to the organization. important, and even essential, function an together provide applicable and identifies and implements of the project The primary purpose effective maintenance and operational tasks. maintenance effective team composed of field cross-functional The analysis work is performed by a (e.g., Other resources etc.) and an operator. instrumentation, electrical, mechanical, short available on be necessary and are engineering and outside expertise) may assigned to participate or are the team, to questions from notice to respond full time with the team. its most experienced technicians and operator(s), A-team, or The organization’s fully dedicated to the analysis portion of the project. are monitoring (ACM) methods and applications Knowledge of non-intrusive asset condition monitoring technologies) exists so RCM maintenance or condition (e.g., predictive and non-intrusive as possible. can be as efficient recommendations is dedicated to guiding and facilitating the A highly experienced RCM facilitator analysis phase. Experience is with RCM and maintenance of systems, including RCM analysis to support the outcome of the should exist within the organization (Ps), work management practices to include planning and scheduling (e.g., effective such as defect elimination (De)). efforts, and continuous improvement personnel highly experienced in all the technical and operational aspects of personnel highly experienced in all the all maintenance trades (e.g., from the system, including full time representation itselfcondition monitoring technologies. Knowledge of the candidate system is not necessary for the facilitator. and energetic informed executive sponsor (Es); an empowered has a strong, The organization and a willingness and ability to resources; sufficient RCM champion; buy-in to provide them. their implementation and sustain adopt new maintenance tasks, ensure planned, expected and communicated to the carefully Implementations are of implementations failing 50 percent stakeholders. With approximately appropriate foundation due to a variety of follow though causes*, a fundamental best practices

RCM Best Practices Study, Reliabilityweb.com 2005 1. 2. 3. 4. 5. 6. * 7. 8. applying the knowledge and experience gained from the project to a living reliability program. a living reliability to project the from gained and experience the knowledge applying the fourdetail. Besides meeting in an RCM project of the nature guide describes of this The rest of an RCM essential elements also include all the planned must the work being basic principles, achieve in helping to effective prove and to the organization guide is to be applicable if this project elements are: success. These essential

Project Manager’s Guide Reliability Centered Maintenance 12 What To Do Next What To Engage. Designate him/her to champion. Without one, the chances of success This guide dramatically reduced. are a no-go decision. First, recommends and stakeholders on the educate staff benefits of RCM. outcomes and Communicate the desired to all stakeholders. expectations frequently expectations that legitimate to create Work goals. in line with the organization’s are a no-go if they This guide recommends at odds. are Yes No Yes No Yes or No Yes Table 1 – RCM Readiness Factors Table Deciding to Conduct Deciding Is my organization (leadership Is my organization aligned with the and staff) outcomes? desired Do I have a champion to conduct and implement the work? Readiness Factors 3.0 Readiness of the Organization an RCM Project

Project Manager’s Guide Reliability Centered Maintenance 13 What To Do Next To What Engage a team to pick a selection method, team to pick a selection Engage a the and select top candidate systems review benefit. the highest potential system with is essential. ThisPicking the right system a no-go decision. guide recommends the systems and theirFirst gain insight on value. performance in delivering full commitment duringEngage him/her for expectations for and align the time required deliverables, methods and outcomes. a calling.RCM facilitation is a skill, an art and study. efficient It is essential to an effective, a no-go decision This guide recommends or until a facilitator can be trained, hired, contracted. to management Get firm commitment from a dedicated the RCM study full time with staff team of knowledgeable A-team operations as needed. plus others and maintenance staff, RCM success is determined by the level of knowledge and sharing by the team. orRecommend no-go if only inexperienced made available. team members are low-energy assignments Request clear and “protected” the duration of the work and have through key contingency plan to replace an approved purpose and Document the project’s roles. with management, reinforce benefits and especially new management. RCM success is highly dependent on management support and focused follow Recommend no-go if support through. cannot be cannot be sustained or if key roles protected. Yes No Yes No Yes No Yes No or No Yes Can my organization provide provide Can my organization continuity of assignments and consistency of management support over the RCM project lifespan? Do I have access to the operations and maintenance (O&M) A-team for the duration of the study? Do I have the data to selectDo I have system fora “bad actor” RCManalysis? (An experienced draw outpractitioner can help a guided this data through discussion process.) to a trained,Do I have access experienced facilitator? Factors Readiness

Project Manager’s Guide Reliability Centered Maintenance 14

What To Do Next To What Use the cost/benefit information to information Use the cost/benefit and for the project build support for expected results. a basis provide with experienced practitioners, Work and financial managers production for cost to clarify opportunities staff increase. and production reduction estimate of project With a reasonable of executivecosts, gain the support in RCM. management to invest Yes No Yes or No or Yes review of why tasks are being performed and providing an understanding being performed and providing of why tasks are review why they are doing the maintenance tasks, thus they are more thorough thorough more doing the maintenance tasks, thus they are why they are with the execution of those tasks. in an important system (increased production capacity). production in an important system (increased consequences. or regulatory as toor working knowledge of the system. Involved field personnel have buy-in

enabling future recorded, justified and • Documentation – Maintenance decisions are • Production – Increased reliability, decreased downtime and increased availability downtime and increased decreased reliability, – Increased • Production • Cost – Reduced costs of downtime with optimized maintenance costs. safety, with environmental, of failures • Risk – Reduced probability thinking, cooperation, and proactive of reliability culture • People – Increased Factors Readiness how theCan I demonstrate will outweigh thebenefits costs? Initiating an RCM Project 1). The factors (Table goes beyond the RCM readiness The decision to initiate an RCM project enough support to with itself must be designed to initiate the RCM project decision process to on an achievable level of benefit and follow through the effort focus guarantee the resources, benefits. complete the work and experience the Outcomes Identifying the Desired a clearly articulated outcome that is in requires project Getting support and buy-in for an RCM listed in the RCM roles goals and expectations, and engages all the line with the organization’s key outcomes and several desired usually identify one or two table. Organizations readiness secondary outcomes. Examples include:

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find that a portion of its systems are configured in such in configured of its systems are find that a portion corporate knowledge. corporate while meeting production and cost outcomes. and production while meeting of the consequences of not performing the tasks, thereby preserving valuable preserving thereby tasks, the not performing of consequences of the management inventory Allows improved Parts – Spare List of Critical • Optimized

Note that RCM cannot increase the inherent reliability of an existing system. Inherent reliability is reliability an existing system. Inherent of reliability the inherent increase Note that RCM cannot modifications. initial design or subsequent design determined by the or protect RCM is driven by the necessity to rightfully observe that the need for Some practitioners systems find it valuable to identify critical may functions. An organization critical system preserve clarify make a case for performing RCM and Doing so can help those areas. and assess risks in might (An organization potential benefits. system The upcoming subsection on selecting a target a way as to not warrant RCM analysis.) by outlining how to select the right system for RCM byfor RCM analysis builds on this concept on investment. For and a positive return measurable results setting expectations for meaningful, Elements™ Body of on this topic, please see the “Criticality Analysis Passport” in the Uptime more Knowledge at www.mro-zone.com. is and communicate feedback on how the RCM project to get be sure proceeds, As the project phases. outcomes at all its appropriate achieving the desired Getting Support and Buy-In involves forming teams to sponsor and commit to RCM initiation methodology One effective example of a simple charter an Appendix 2 offers process. using a formal chartering the project focused on the implementation the example is template that can adapt to any organization; the level of be simple and fast, or can be expanded to increase can phase. The chartering process an expanded, involvement- may benefit from An organization involvement necessary for success. with discipline or structure. is not accustomed to change, or struggles if the culture driven process may want to engage a chartering facilitator who maximize involvement, the organization To methodologies development or leadership. A facilitator’s of organizational specializes in the area cultural acceptance. can dramatically increase compare can so the organization measures The charter/contract should include baseline reliability implemented and are levels once the RCM recommendations past performance to present for training program a comprehensive should provide performed. At a minimum, the organization history and case studies.team participants on the principles and methodology of RCM, including business an executive overview of RCM principles and the management should receive Top reliability. benefits of conduct and to prepare, roles several essential, well-coordinated requires An RCM project roles following RCM-specific consider the During the chartering process, implement the results. can internal The roles 2 and how they will be supported through or external resources. in Table of the organization. individuals or teams depending on the structure be assigned to one or more

Project Manager’s Guide Reliability Centered Maintenance 16

Who Provides Input Who Provides on Expectations Operations & Maintenance (O&M) Management Senior sponsor, Maintenance management, Reliability engineer RCM director, Sponsor, O&M managers RCM director Sponsor Sponsor When to Get Firm Commitment Decision Phase Decision Phase or early in Analysis Phase before selecting a facilitator Decision Phase Beginning of Analysis Phase Decision Phase Decision Phase What They Do Justification (desired outcome), Sets level of study Approves effort, for recommendations implementation Selects RCM methodology, Establishes project plan, Designs analysis Selects process, Quality control facilitator, Communicates, Owns management of change (implementation), baseline and Measures Monitors for results, enhancement Facilitates RCM analysis with the team process full time, Finalizes study Commits technician to the analysis resource and implementation Commits operator to resource(s) the analysis and implementation Table 2 – Defining RCM Project Roles and Responsibilities RCM Project 2 – Defining Table RCM Facilitator Maintenance Manager Operations Manager RCM Champion RCM Director Role Sponsor For example, an organization may have a reliability engineer who performs many roles, or it may roles, many performs who engineer a reliability may have an organization For example, to be do not need While some roles while building internal out capability. some roles contract for who needs to expectations discussed, including should at least be in advance, they identified made are commitments sure accountable to make and who is who makes decisions input, provide and expectations roles assign the right organizations to help 2 is a reference out. Table and carried at the right time.

Project Manager’s Guide Reliability Centered Maintenance 17 Who Provides Input Provides Who on Expectations Facilitator Facilitator RCM RCM director, champion, O&M managers RCM champion, O&M managers, Planners, Often times members of analysis team When to Get Firm to Get When Commitment ofBeginning Phase Analysis Beginning of Analysis Phase Beginning of Implementation Phase Implementation Phase What They Do What the analysis Captures Participates full time in the analysis Reviews and the analysis approves and recommended changes/outputs Updates maintenance strategies based on analysis team’s recommendations Role Scribe/Recorder RCM Analysis Team Senior Management Audit/Review Team (Optional, provides top-down buy-in. See Note 2.) RCM Implementation Team Note 1: An individual may play multiple roles in an organization. The Table 2 list does not imply that The Table in an organization. roles Note 1: An individual may play multiple role. a separate individual is needed for each simply accept Some organizations culture. the organization’s Note 2: Use of this step depends on handled on a case-by-case Exceptions are going forward. tasks are that all the recommended basis. The concern not participated on the team may not fully understand is that those who have discussions. because they did not participate in the the context of the recommendation down implementation. this step could slow Overemphasizing Ifrecommendations. financial analysis to justify RCM thorough require Some organizations organization may need to outcomes, the to the desired are integral objective financial benefits financial information (e.g., maintenance costs, etc.), contract involve a financial manager to provide for cost/benefit analysis. This step could apply to the analysis and potentially additional resources the plant manager. input from beginning of the RCM analysis phase and would require at all levels to develop an can help engage managers and staff An involvement-driven process If a champion has not by the people in the organization. outcome that is supported and promoted is an ideal way to do so. yet been identified, the involvement process made by others must be is made, the commitments Once the decision to perform an RCM project called out consistently and continuously. that is flexible to meet the should fit into a team structure and responsibilities roles RCM project

Project Manager’s Guide Reliability Centered Maintenance 18 X X Staff X X X RCM Facilitator Managers X RCM Champion X X X X RCM Director Table 3 - Team Structure and Membership Structure 3 - Team Table X Executive Phase Team Sponsor Steering Team RCM Analysis Team Audit/Review Team Implementation Team Scoping the RCM Project to test a pilot RCM project may desire of forms. An organization can take a variety An RCM project outside support for the duration of the It may also require extensive effort. the concept, or a more wishes to sustain the work if the organization its own staff or just enough support to train project, to internalize RCM capability. level of capability and resources the appropriate must provide of the RCM project The structure for two common RCM project 5 identify requirements 4 and needs. Tables for the organization’s scenarios: weeks of analysis. two to three requiring on a complex system 1. A pilot project with limited/novice internal2. An extensive project resources. Note that if one person holds multiple is listed for the pilot study. level of effort A representative can be extensive projects for more will be less. The level of effort the overall level of effort roles, depending on the size and duration. the pilot effort scaled from needs of the organization. The structure should identify when the teams are in action, who is on who is in action, are the teams when identify should structure The of the organization. needs at a very is shown approach possible simple One function together. and how the teams each team 3. in Table without much detail high level

Project Manager’s Guide Reliability Centered Maintenance 19 Effort (varies based on (varies based Effort circumstances) 4 to 8 hours 40 to 80 hours 240 hours 120-160 hours 8 hours 8 hours 80-120 hours 50-120 hours each for 4 to 6 persons staff 8 hours each for 4 to 6 staff persons, plus 4 hour meeting with RCM facilitator and select RCM analysis team members 100-200 hours total (may be higher if changes are significant) Pilot Project Resource and Capability Resource Pilot Project Requirements inInternal; interested Supportive executive about RCM learning more training andExternal; provides Expert who pilot feedback report person, responsible Internal; Energetic, who reliability, maintenance typically from can communicate upward/downward and firmly believes RCM is effectively require Will important to the organization; training and mentoring External; Expert Internal; Maintenance leader willing to partner with approach, support a proactive and enforce resources operations, provide change Internal; Operations leader willing to partner performance with maintenance to improve resources and provide External; Performed by facilitator or Internal; training software Will require Internal; The best subject matter expert technicians with hands-on experience in all crafts, plus the most experienced operator Internal; Senior managers with operations and maintenance feedback Internal; Analysis team members plus planning with time to dedicateand scheduling staff External; to package tasks and Support staff enter data (must use internal as well) staff RCM Facilitator Maintenance Manager Operations Manager RCM Scribe or Recorder RCM Analysis Team Audit/Review Team RCM Implementation Team RCM Project RCM Project Role Sponsor RCM Director RCM Champion Table 4 – Resource and Capability Requirements for a Pilot Project on a Complex System Complex on a Project a Pilot for Requirements and Capability Resource 4 – Table

Project Manager’s Guide Reliability Centered Maintenance 20 Extensive Project Effort with Limited or Novice Internal with Limited or Novice Resources Effort Extensive Project Internal; the benefits of executive committed to maximizing Supportive the necessary skillsets to do so RCM and embedding feedback and training and periodic structured External; Expert provides mentoring to embed internalSelects an RCM methodology expertise; tools and efficient software training program with a strong maintenance person(s), typically from responsible Internal; Energetic, firmly effectively, who can communicate upward/downward reliability, reliability wants to pursue believes RCM is important to the organization, training and Will require projects; experience and can manage complex mentoring the selected RCMExternal; Expert, possibly multiple; Be sure methodology has sufficient external available facilitators analysis in live-round Internal; Facilitators can be trained and mentored sessions with external experts Internal; approach, Maintenance leader willing to support a proactive change and enforce resources partner with operations, provide Internal; Operations leader willing to partner with maintenance to improve resources performance and provide External; Performed by facilitator or training software Internal; Will require Internal; The best subject matter expert technicians with hands-on experience in all crafts, plus the most experienced operator; Ensures with other utilization times, does not conflict avoids high staff the project vacation times priorities and works around Internal; Senior managers who must buy-in to the recommendations External; RCM facilitator to defend the analysis decisions (with the team, approach proactive to encourage if possible) and RCM director Table 5 – Resource and Capability Requirements for an Extensive Project Effort for an Extensive Project and Capability Requirements 5 – Resource Table Audit/Review Team Maintenance Manager Operations Manager RCM Scribe or Recorder RCM Analysis Team RCM Facilitator RCM Project Role RCM Project Sponsor RCM Director RCM Champion For Table 5, which lists extensive project efforts with limited or novice internal resources, the level internal or novice limited with resources, efforts project extensive lists 5, which For Table will vary capability of resources amount and out because the need, has been left column of effort are differences 4, but significant similar to Table are The roles organization. to organization from need to address. may the organization potential limitations accommodate any added to

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Extensive Project Effort with Limited or Novice Internal or Novice Limited with Resources Effort Project Extensive Internal; with staff and scheduling plus planning Analysis team members time to dedicate enter data (must use tasks and to package External; staff Support as well) internal staff adequate experience, a good track record and credibility with prospective analysis with prospective and credibility record adequate experience, a good track and implementation of team members). than one week, prior to the or no more Conduct the RCM training immediately, beginning of the first RCM analysis. cannot be overemphasized). selected has phase that support during contractor selection/procurement (ensure a multi-year period. that specifically supports the selected methodology. 7. RCM software training for facilitators/recorders. software 8. RCM training for all involved and an extended period. over 9. Commitment to implement results etc. projector, work space, computer, team’s 4. Facilities and equipment for the RCM 5. RCM methodology. with adequate availability resources 6. External qualified expert director/facilitator 1. Annual/ongoing budget allocation to keep the overall program moving along over program budget allocation to keep the overall 1. Annual/ongoing phases. analysis, implementation and benefits project’s 2. Funding for this matter expert technicians (this key requirement 3. Time commitment of top subject RCM Project Role Project RCM RCM Implementation Team Before moving on to selecting a system for RCM analysis, be sure to document the organization’s to document the organization’s moving on to selecting a system for RCM analysis, be sure Before plan and expectations, and other details in a project assignments outcomes, individual role desired of this the rest through plan with the decisions made while working document. Update the project guide. system for RCM analysis, it should be based on measurable system When selecting the target back to the RCM (refer through best addressed performance and business drivers that are and is necessary RCM is resource-intensive outcomes). subsection on identifying the desired Selecting a Target System for Reliability Centered Selecting a Target Maintenance Analysis For all scenarios, be sure to determine and acquire: sure For all scenarios, be

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generating plant or cost of energy for a production plant, vehicle, or service facility). plant, vehicle, for a production generating plant or cost of energy Forced outages over two to three years. outages over two to three Forced to demand for the most economical uptime and downtime relative Availability, transport vehicle. or line, unit process, operation of a system, such as a production (e.g., scrap rate). or service produced Quality of the product rate for an electricity in efficiency (e.g., heat Cost of operation of a system as expressed the importance of that activity to the mission of the organization. the importance of that activity to the A high level of importance of the system to the activity in which it is engaged andA high level of importance of the system to that needed to meet demand. relative and yield or capacity factor • Throughput • • • • 80/20 or bad actor systems. • The system is among the organization’s consider modifications or capital improvements, plans for engineering are • If there and then reevaluate. waiting for those plans to be completed • Selecting a system based on showstopper risk factors acknowledges that there may be no risk factors acknowledges that there Selecting a system based on showstopper of the nature RCM on the risky system. Furthermore, immediate financial benefit for conducting and maintaining the asset, both to employees and people in involved in operating the hazards and communities, justify the expense. areas surrounding that quantify problems A bad actor system can be identified by measuring performance attributes in operating the system, such as: encountered for the most significant improvement opportunities. Those opportunities may or may not alignor may not may Those opportunities opportunities. improvement most significant for the may most critical systems the systems. However, most critical an organization’s with precisely in greater are using RCM improve opportunities to that already so much attention have drawn other systems. is a powerful tool meant for complex, do not pick an easy system. RCM If pilot testing RCM, results will be significant the facilitator, gaps. When conducted by a qualified difficult performance with little Picking a system can be improved. of the selected system to the extent that performance of RCM. the value or promote resources the use of the organization’s potential will not justify the end of this guide to identify 6 and defined in the Glossary at in Table Use the metrics listed may be Most of the same metrics selected highest potential for improvement. the system with the results. program set for comparison with RCM-based used as a baseline the consideration of RCM analysis on a system requires The decision of whether or not to conduct include: factors factors or showstopper risk factors. Profit/cost either profit/cost

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factor of production when it is affected by the maintenance reliability program. program. reliability by the maintenance it is affected when production factor of of unreliability. to as the cost referred This is commonly with the asset. or service provided for the product margin Overall profit Total cost of maintenance or total cost of operations, cost of quality, or other economic of quality, of operations, cost or total cost cost of maintenance Total • • Measuring Baseline Performance Measuring Baseline baseline system or plant performance measures Prior to the RCM analysis phase, calculate 6. listed in Table are outcomes. Potential measures RCM project to the desired according will allow measurement repeated During the implementation and benefits phases of the project, so they can gather helpful performance with post-RCM results baseline to compare organizations with compared baseline measures RCM is all about results; feedback on the RCM process. clearly to management and way to demonstrate benefits the surest are ongoing measurements are of results These key performance measures Doing so maintains buy-in and support. staff. known as key performance indicators (KPIs). and differ to organization organization The time period for the collection of KPIs will vary from missions. Select a timelinebetween industries and various types of facilities, activities, services, or a KPI over time is a powerful baseline for later comparison. Trending a representative to provide metrics collected that the to ensure way to communicate performance. It is important, however, and after implementation. Limit the number of assets before for the same asset or combination are of KPIs to seven or less. Select a system for RCM analysis by choosing one or a few of the attributes that are meaningful to meaningful a few of the attributes that are RCM analysis by choosing one or Select a system for systems for those the performance of all important the above list. Measure from the organization improve will have the highest opportunity to The most worthy candidate system chosen attributes. systems will cause 80 percent of an organization’s 20 percent Typically, actor). (by definition a bad by proven is a best practice the top 20 percent Selecting an RCM system from of the problems. many organizations. performance attributes, Easily measured is not a requirement. Measuring all performance attributes to the measures, outages, correlate loss and number of force like maintenance cost, production performance. equipment and total effective such as overall equipment effectiveness its application on systems with RCM focus that get the most benefit from Organizations Organizations that have financial performance or to manage risks. significant potential to improve outage plans, or optimizing the maintenance force, other business drivers, such as rightsizing initiative, should use RCM as a significant component of a strategic improvement introducing suitable for a less that includes other methodologies program an overall maintenance reliability application. and broader rigorous

Project Manager’s Guide Reliability Centered Maintenance 24 Up Up Up Up Up Up Down Down Down Down Down Down Down Down Down Down Down Up, 10% Increase Down, Target Zero Down, Target Down, 10% Decrease (if applicable) and Target Down, 50%-70% Decrease Desired Trend Direction Direction Trend Desired Down, 25%-50% Reduction

Metric Table 6 – Common Baseline System Performance Metrics Performance System Baseline Common 6 – Table Safety Incidents for Staff Involved with the RCM System with the RCM Involved for Staff Safety Incidents or Output Throughput Factor or Capacity Yield Rate, etc. Scrap Rate, Heat Quality Rate Rework Rate (OEE, see Note 2) Overall Equipment Effectiveness Equipment Performance (TEEP) Effective Total outage) Rate (forced Failure (see Note 2) Maintenance (CM) Events Corrective Availability or Overall Equipment System Availability Reliability System Reliability or Overall Equipment (MTTR) or Overall Equipment System Mean Time to Restore MTTR Labor Hours as a Percentage Maintenance Emergency/Demand Labor Hours (see Note 1 and 3) Maintenance of Total Personnel as aOvertime Labor Hours by Maintenance Note 1) Maintenance Labor Hours (see of Total Percentage Opportunities Lost Profit of Total Maintenance Labor Hours as a Percentage Corrective Maintenance Labor Hours (see Note 1) Hours of Unscheduled Downtime (see Note 2) Hours of Scheduled Downtime Cost to Perform Maintenance and for the Whole Facility Total (see Note 2) Period Cost of Replacement Parts for a Representative Total Cost of Consumables Total : Where a metric involves labor hours, it may be useful to break out subsets by trade category (e.g., a metric involves labor hours, it may be useful to break Note 1: Where Electrical, Mechanical, etc.) Refer to the examples shown in the after functional failure. Note 2: Specifically those events that occurred on the measurable benefits of RCM. introduction parts Note 3: It has been useful in some instances to distinguish between labor hours and replacement collateral damage costs in secondary systems. of the primary system separately from cost for repair

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PM Tasks Condition Monitoring Tasks SOPs Design reviews Training

Implement � � � � � Audit Review Comments /Causes Audit /Actions to Management Determine Tasks FailuresPrevent Discuss Failure Consequences Identify Failure Modes Effects Failure Describe Define Functional Failures Define Functions Review Review Context Operating

Analysis Meetings � � � � � � Analysis Meetings � Context Prepare Prepare Operating boundaries Set analysis analysis Set Gather data Notify Team Notify Meeting Establish Schedule Figure 4: RCM project process diagram process 4: RCM project Figure Team Identify Analysis Training RCM Team RCM or availability of key internal support personnel); phases of the project; avoid back-to-back weeks of analysis; experts can participate with no conflicts with major events, peak vacation periods,experts can participate with no conflicts • Training of analysis and implementation team(s) and support personnel; of analysis and implementation team(s) • Training and supervisors; • Orientation of cognizant managers matter subject so the most qualified and credible • Start date(s) for analysis (schedule • Dedicated work space conducive to the duration of the analysis and implementation • Support equipment (e.g., computer and peripherals, RCM software); per day and limited to a maximum of four to six hours • Meeting times so they are or lunch (this can be a major success factor!). • Refreshments

System Identify The project manager must determine, coordinate and schedule: coordinate manager must determine, The project participants well in advance so manager or champion also must notify all prospective The project of their commitment and the of the seriousness no one is surprised. Everyone should be reminded expectations for their constant participation over the long term. team, including: Support personnel should assemble documentation needed by the project Preparing to Conduct the RCM Study RCM the Conduct to Preparing baseline measures is selected and and the system has been defined scope RCM project Once the and communicate study analysis phase plan for the RCM manager must the project captured, are analysis process the RCM tool can help communicate communication involved. A visual with those used by 4 shows one example teams. Figure for involvement by participating and set expectations North American public sector organization. a large

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so they are immediately available to the team for each new day’s effort. These effort. immediately available to the team for each new day’s so they are later. access to them and provide who can control organization, at the earliest possible to plan prior to analysis for the implementation of results Failure in the on investment of time and resources return in delay in realizing time, resulting (SMEs), either because proper preparation was not made in advance or the tools preparation (SMEs), either because proper inside the ideally from by a competent recorder, usually performed are recordings Failure to train those participating in the analysis on the concepts of RCM prior to sitting to train those participating Failure support high productivity. available to support the analysis didn’t of the analysis of the results if not simultaneous, recording for prompt, to provide Failure the analysis. by subject matter experts job required the “real” from much analysis and time off Too for the analysis. Training gets all participants to a “common language” and speeds up gets all participants to a “common language” and speeds for the analysis. Training methods prohibit using the existing PM/condition monitoring program during the program monitoring the existing PM/condition using prohibit methods analysis phase); 4. project.

1. 3. 2.

• Maintenance history; • Maintenance RCM (note that some monitoring procedures/schedules of PM and condition • Copies manuals; and equipment technical • System • Performance standards; drawings; instrumentation diagrams and electrical and • Process inventory lists; in place spares or • Stockroom and equipment; manuals on systems • Training and checklists; • Operating procedures to be applied, etc.; materials covering the analysis approach(es) • RCM reference (FMEA), if available. analysis mode and effects failure • Design or safety and to whom, to be made reports • Progress outcomes), to the desired (relative results • How to communicate analysis phase contingency for outside (include emergency • Backup plan/schedule in case of plant support). The project manager also must decide on: manager also must decide The project Lessons Learned by Other Organizations Valuable have an RCM project that have successfully or unsuccessfully completed Many organizations (estimated percentage their experience. Given that a large contributed valuable lessons learned from essential elements, a review fail due to a lack of one or more projects of RCM or more) at 50 percent others. by encountered avoid problems will help organizations for failure of some of the reasons must be avoided are: and, therefore, failure Some of the many pitfalls that cause

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Failure to pick a field-proven RCM project software program for use during and after during for use program software project RCM a field-proven to pick Failure the analysis phase. The constant recording required during analysis is nearly impossible during analysis required recording phase. The constant the analysis without good efficient and user-friendly software. Poor software slows the analysis, slows software Poor software. user-friendly efficient and without good delays between team and causes long the RCM process on focus efforts does not values in terms of manpower and accepted cost benefit approved to have Failure requirements and costs for training, orientation, analysis and implementation are and costs for training, orientation, requirements stakeholders in the from in a lack of buy-in resulting or ignored, underestimated outcome of the project. driven by outsiders and lack meaning outcomes are when desired No buy-in, especially inside the organization. stakeholders substantive input from due to insufficient, SMEs to the RCM analysis, because they to assign the most experienced Failure modes and their effects). potential failure cause root data, or the will to conduct thorough Lack of top technical experts, failure simply aren’t available (the O&M A-team is usually the only knowledge source for A-team is usually the only knowledge source available (the O&M simply aren’t failure analysis, failure mode and effects analysis and follow up, or difficulty or mode and effects analysis, failure failure history or equipment failures. impossible collection of data on maintenance assets personnel or champion does not control manager when the RCM project assigned to the project, or the travel and living budgets for those who come from or the travel and living budgets for those who come assigned to the project, modes. on the basis of technically applicable failure maintenance just overprescribing instead to time-based, intrusive tasks. selection step of the analysis phase. reporting new tasks to be scheduled and old tasks to be deleted because the analysis definitive enough. mechanism isn’t outside a facility to support the project. the project. of benefits from delays in implementation and subsequent realization 5.

sessions. 6. 7. 8. 9.

assignment of SMEs’ time and expenses control 10. Lack of commitment by those who of results. to have those engaged in the analysis phase lead the implementation 12. Failure little knowledge of or aversion to condition monitoring technologies, clinging 13. Too the task to involve parties skilled in condition monitoring, at least during 14. Failure to identify analysis results 15. Getting bogged down with having to “slog” through causing unnecessary is too long and over-controlling, chain that and approval 16. A review context” to focus the RCM analysis and avoid to develop a system “operating 11. Failure

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for incorporating change on a permanent basis. change on for incorporating phase of an RCM project and that the longer the time between analysis and time between analysis that the longer the and an RCM project phase of at all, either in short or long term. or be supportive effort meaningful metrics). payback potential. the greatest that offer to the organization the first ones analyzed. on investment from any return or supplant them. interfere don’t projects not participate. implementation, the lower the probability of ever getting tangible results. of ever getting the lower the probability implementation, elements (e.g., no report and/or selection of inadequate of the project progress 17. An organizational culture that does not embrace change or lacks a support mechanism a support or lacks change embrace not that does culture organizational 17. An to the implementation phase is easy compared that the analysis of appreciation 18. Lack on the current champion(s) and other stakeholders the sponsor, to keep 20. Failure for analysis, that being the most important systems to select the right systems 21. Failure seeing many systems at once or in sequence before 22. Committing to do analysis on too with RCM that any other initiatives being implemented concurrently to ensure 23. Failure by those who did or second-guessing of results 24. Lack of analysis team empowerment to support the whole resources the that management will provide 19. Lack of assurance Summary their odds of dramatically improve can help organizations in this section The guidance provided can affirm if an organization the benefit of RCM to the mission. In summary, success and increase the chance of experiencing adverse reduce 7, it will greatly the qualities on the left side of Table outcomes shown on the right. (IMC), RELIABILITY 2.0, such as the International Maintenance Conference Peer conferences invaluable networking and Solutions 2.0 and Reliability Performance Institute (RPI) events provide experience-based learning.

Project Manager’s Guide Reliability Centered Maintenance 29 To Avoid These Avoid To or ignored Results underutilized Time and budget overruns programs or truncated Deferred allowance forNo funding or manpower implementation to established never properly A living program for feedback on new or missed items provide implementation prompt No follow-up to ensure of new maintenance requirements No attention paid to long-term benefits benefits phase the analysis (i.e., from realized is too short to document return on investment) in RCM beingwhich, in turn, results realized underutilized and full potential never Table 7 – Best Practice Strategies to Avoid Adverse RCM Outcomes Adverse RCM to Avoid Practice Strategies 7 – Best Table Focus on These Focus on objectives and understandable goals, Clear, expectations of a wholistic system ofClear understanding (CRL) reliability management support and continuous Strong Dedicated staff toOwnership and continuity of assignments the project that details a charter/contract up front Preparing who will be on the team, who will facilitate, will report they will meet, who when and where and who will manage implementation results to gain and systems selected Processes best results Strategic and rapid implementation of results Accurate measurement

Project Manager’s Guide Reliability Centered Maintenance 30 Completing an Completing The RCM analysis phase, from initiation to completion, is the most straightforward part of an RCM to completion, is the most straightforward initiation The RCM analysis phase, from who is involved knows why it is conducting an RCM project, At this point, the organization project. Practitioners have found to be successful. required and has committed the resources and how, but rather with identifying do not struggle with the RCM analysis itself, that most organizations Following the SAE standards assets to do it on and then implementing the results. the correct to the methodology and detailed guidance according in this guide, along with more referenced the analysis phase. on track through will keep the RCM team training received, a technical methodology to the definition of RCM provide that adhere RCM and the approaches manager role of the project the result. Therefore, delivers a beneficial that, when applied correctly, carried out of applying it are the RCM methodology and the process at this phase is to make sure feedback based on metrics and to plan. The best way to do this is through and according correctly team comments. Analysis Phase Metrics momentum during early commitment metrics may be useful to sustain The following RCM project personnel unfamiliar from and to gain acceptance of the new program phases of an RCM project to balance the amount of necessarily better; be careful is not with RCM and its benefits. More 4.0 RCM Study

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including management involved in any way with an RCM project; involved in any way with an RCM including management estimated hours required. (Note: Labor hours may be broken down further, for example, down further, Labor hours may be broken (Note: estimated hours required. for RCM project manager, facilitator(s) and analysis team members.) facilitator(s) and manager, for RCM project RCM analysis); issues, design modification recommendations, operating procedure recommendations, operating procedure recommendations, issues, design modification system configuration, training needs, etc. control RCM methodology; personnel trained or oriented in • Number of the above in RCM analyses; trained personnel who participated of above • Percentage employees qualified as RCM facilitators; • Number of above with the hours allocated to performing RCM analysis to date, compared labor • Total • Number of maintenance, operations and engineering personnel employed, personnel operations and engineering of maintenance, • Number

• System functions; • System functional failures; within the system boundary; • Components identified and analyzed hidden and otherwise); modes analyzed (critical, • Failure (full coverage is an indication of a high quality finding tasks for hidden failures • Failure decisions); maintenance tasks specified (separated by type, including run-to-failure • Total • Active maintenance (including operator) tasks specified; including safety identified as other significant opportunities to improve, • Items of interest effort spent preparing for and performing the RCM project with the most efficient use of resources. resources. use of most efficient with the RCM project the performing for and preparing spent effort the while minimizing impact of RCM, will maximize the and facilitator RCM director An experienced include the: metrics commitment project Some potential RCM investment. required During analysis, the rate of progress may be reported using the RCM systems analysis profile, systems analysis profile, using the RCM may be reported During analysis, the rate of progress publications. For each system and detailed in reference documented in publicly available sources the number of: measures analyzed, the analysis profile These metrics should be readily available from the RCM analysis reports or analysis software or analysis software the RCM analysis reports available from These metrics should be readily RCM director or someone in the package. During the analysis, an experienced RCM facilitator, and suggest based on the systems analysis profile areas will be able to identify problem role, on track. At the conclusion of the analysis phase, the RCM to keep the study measures corrective provided by the study. benefits tool for communicating is an effective systems analysis profile

Project Manager’s Guide Reliability Centered Maintenance 32 • Time directed (split by non-intrusive and intrusive), • Time directed • Condition directed, finding, • Failure • Run to failure. • Design modifications, • Safety issues, changes, • Operating procedure configurations, system • Control needs, etc. • Training Non-maintenance task improvements, also referred to as items of interest, potentially offer offer potentially as items of interest, to also referred task improvements, Non-maintenance may managers and project team. RCM facilitators can distract the opportunities, but significant just enough capture tasks and on specific maintenance emphasis have to restore occasionally including: task recommendations, other non-maintenance details on entries and discussion of them curtailed as soon as as one-line Such items should be recorded its goal. They should be further considered not get diverted from does possible so the RCM project during the implementation phase. is conveyed by tallying by the RCM analysis of the maintenance strategy recommended The nature of the whole that are: the number of RCM tasks and the percentage favor condition- The RCM-derived maintenance strategy should be as non-intrusive as possible, risk and decisions where finding, and employ run to failure tasks, emphasize failure directed is to if fully implemented, the benefit of the RCM study, economics permit. One way to measure Note that some RCM methodologies RCM-derived tasks with the legacy PM program. compare the avoid predisposing intentionally make this comparison only after the analysis is complete to comparison of RCM-derived maintenance tasks tasks. An example analysis team to pre-RCM tasks should 8. Note that only documented pre-RCM legacy tasks is shown in Table and pre-RCM and PM tasks, so be sure may be many undocumented customary rounds There be credited. while standing firm on the need for formalized means of to acknowledge these informal efforts specifying and tracking maintenance tasks.

Project Manager’s Guide Reliability Centered Maintenance 33 190

------4 (2%) 11 (6%) 97 (51%) 93 (49%) 39 (20%) 43 (23%) Current (Pre-RCM) Current [Name of] System [Name of] 190 RCM ------43 (23% 61 (32%) 28 (15%) 29 (15%) 29 (15%) 161 (85%) Pre-RCM Legacy Preventive Maintenance Tasks Maintenance Preventive Legacy Pre-RCM Table 8 – Comparison of the Number of RCM-Derived and RCM-Derived of the Number of Comparison 8 – Table 1. RCM tasks that are the same, more or less, as current documented tasks. documented or less, as current more the same, 1. RCM tasks that are tasks. documented the same as modified current essentially 2. RCM tasks that are documented task. formal current 3. RCM tasks with no corresponding documented task. decision specified with no current 4. RCM run to failure mode. the same failure tasks for specify very different documentation 5. RCM and current Task Type Task Modes] 147 (42%) of Failure [Sample of Time Directed - Non-Intrusive (TD) - Intrusive (TDI) (CD) Condition-Directed (FF) Finding Failure (RTF) Run to Failure None Total (not including RTF) PM Tasks Active Total of RCM tasks with the pre-RCM legacy program (current (current legacy program the similarity of RCM tasks with the pre-RCM One can also compare of total of: tasks) by counting the number and percent a one- all five are 8. However, Table be evident in #3 from by RCM often will The value delivered of changes that must be made to of the nature an understanding time set of metrics to provide implement the new RCM-based maintenance strategy. or (e.g., task, RTF The number of selected tasks or follow-up action items for each category recommendation) should be change other decision, design modification, operational procedures In addition, the number of tasks identified reports. documented in RCM implementation progress It is important is reported. for which implementation progress 8 should be used as a target in Table as soon as possible. the PM program canceled from tasks that may be justifiably to remove Feedback Analysis Team ways of and proactive of reliability the culture objectives is to increase If one of an organization’s each RCM team from thinking, then comments on the RCM analysis phase should be collected buy-in and increase the process, to improve powerful feedback The comments will offer member.

Project Manager’s Guide Reliability Centered Maintenance 34 1. RCM drivers and desired outcomes 1. RCM drivers and desired data 2. Selected system and supporting metrics commitment 3. RCM team and project 4. Systems analysis profile task type comparison 5. RCM and pre-RCM task similarity comparison 6. RCM and pre-RCM etc.) 7. Key findings (major risks mitigated, modifications and other secondary benefits procedure 8. Design modifications, operating by them) presented (in their words, feedback 9. Team 10. Next steps morale, encourage further application of RCM, and support acceptance and implementation of the of implementation and acceptance support RCM, and of application further encourage morale, detailed management presentation if included in the tasks, especially maintenance RCM-specified subsection. in the next Presentation Management to of the analysis phase as an opportunity have used the completion Many organizations The metrics and team feedback staff. benefits of RCM to management and communicate the gain the value of RCM and reinforce an excellent context to provide discussed in this section the results. commitment to implement staff and have involved presentation following items in the management to include the Be sure of it as possible. for as much present RCM Analysis Phase Final Report a and provides for the future the RCM study the analysis phase preserves report from The final report should be The final maintenance strategy. basis for implementation of the RCM-specified exports of the RCM steps, plus information included in the management software from created presentation. on future efforts to compare report, and the study metrics included in it, also may be used The final instance, the numbers and to orient and train personnel new to RCM. In the latter RCM projects involved in an RCM idea of the magnitude of the effort useful for giving such personnel an are analysis project.

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(ISBN 9780983874164), that underscores the importance ofRCM Blitz (ISBN 9780983874164), that underscores Implementing the Implementing implementation. The RCM champion is typically, but not necessarily, this person. but not necessarily, implementation. The RCM champion is typically, responsible person and given a due date. responsible complete and schedule compliance. percent specific Each task is assigned to a by priority. down into tasks • Implementation broken • A specific individual (not a position) who is assigned responsibility for the overall • A specific individual (not a position) who is assigned by • The RCM champion tracks and communicates the overall status of implementation 5.0 Reliability of RCM” is a saying, quoted by Doug Plucknette, author, “Implementation is the graveyard Centered Maintenance using to plan achieve limited success is a failure why RCM projects this section. One of the main reasons in Section previously of the analysis. Illustrated on the results adequately for the implementation based should overlap. RCM 3 shows that after the decision phase, the phases of an RCM project 2.0, Figure the analysisof success by commencing implementation even before achieve the highest level projects to completion. In a survey conducted in through phase is complete and carrying the implementation part of any RCM hard clearly pointed out that the early 2005 by Reliabilityweb.com, respondents planned, expected and carefully to implement isn’t readiness was the implementation phase. If project implementation may not ever occur. stakeholders, communicated by the appropriate must specifically identify The organization accountability. Successful implementation requires these minimum items to be successful: RCM Study

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but not necessarily, this person. this but not necessarily, (referred to as task packaging). (referred time, manpower). (e.g., money, maintenance strategies. mandated by the RCM-derived procedures hierarchy enterprise asset management (EAM) system. (ISO14224 compliant equipment hierarchy has a standard If an organization makes implementation much easier. supported by RCM software, the failure modes and mitigating tasks will align more easily will align more modes and mitigating tasks the failure supported by RCM software, with the CMMS if both use the ISO standard. Although the ISO14424 document is aimed Although the ISO14424 with the CMMS if both use the ISO standard. it can be easily adapted to almost any operation with little at the oil and gas industry, (Baselining the PM program allows for consistent measurement and provides a basis provides and allows for consistent measurement (Baselining the PM program for continued improvement.) non-maintenance recommendations). • A sponsor actively supports the champion. The RCM sponsor is typically, is typically, The RCM sponsor the champion. actively supports • A sponsor jobs or time intervals tasks into craft- or trade-specific • Compilation of RCM resources and operations task maintenance required • Identification of with governing or other parties affected. • Coordination authorities writing, walk down and approval. • Procedure • Asset tagging and data development. parts and consumables needed to carry out the of special tools, • Procurement to perform them, who are for those or at least orientation, on the new procedures • Training, including maintenance, operations, planning, scheduling, stores and purchasing. including maintenance, operations, planning, scheduling, stores procedures. • Planning and scheduling of new RCM-based or • Data entry into the computerized maintenance management system (CMMS)

effort.) project. • Initial first-time execution on the system that was the subject of the RCM (e.g., design modifications and other items of interest • Reviewing and addressing

Implementation Basics Implementation of many different the coordination maintenance tasks involves Implementing RCM-specified training, stores, procurement, safety, management, operations, parties, including maintenance activities include: and craft persons. Some of the required planning/scheduling,

Project Manager’s Guide Reliability Centered Maintenance 37 (etc.) Study 3

2 Study 100% 100% 75% 100% 100% 10% 100% 100% 5% 100% 90% ---- 100% 50% ---- 100% 100% ---- 100% 60% ---- 100% 5% ---- 100% 0% ---- 100% 25% ---- 1 Study

Percent Complete by Implementation Category Percent Table 9 – RCM Study Implementation Status Report: 9 – RCM Study Implementation Table Implementation Category RCM Analysis % Complete informationMay track system selection, team selection, gathering, etc., separately Packaging Review % Complete Task Development Maintenance and Operations Task Open Issues Review Maintenance and Operations Task Development Punch List Task % PMs Reviewed (Flag Reviewed PMs in the CMMS) % PMs Implemented (Flag Implemented PMs in the CMMS) Baseline (Perform) PMs PMs Remove Pre-RCM (IOIs) Addressed Items Of Interest RCM implementation may seem like a complex project unto itself. Successful implementation itself. Successful unto project seem like a complex may RCM implementation for doing is responsible must be done, who that lists what plan a detailed implementation requires those involved when all of for execution plan is ready be complete. The the work must it and when the RCM activities, including and carrying out resources change, committing in authorizing has an to carry it out. If an organization fully understand the plan and agree maintenance strategy, take maximum advantage of it. of change procedure, established management Tracking Implementation implementing towards signify progress that measures metrics provide Implementation-focused as during the analysis phase Using numbers identified a program. an RCM-based maintenance fully of each category that has been concentrate on the number and percentage basis, the metrics program tasks, design task, cancellation of specified old implemented (e.g., new task, modified changes, etc.). modifications, operational procedure need implementation may or in concurrent studies in progress with multiple RCM Organizations the work. An for completing and the teams responsible a way to track the status of each study out the status report may elect to break 9. An organization Table is shown in example status report or operator, finding or PdM, failure or PM, condition-directed by task type (e.g., time director to the compared is also the option to track the number of tasks implemented etc.) or craft. There complete. the percent as well as number identified in the RCM study,

Project Manager’s Guide Reliability Centered Maintenance 38 (Date) Hours Date) Hours (Date) Hours Last Report This Report Last Report

Table 10 – RCM-Based Program Implementation Labor Hours Metrics Labor Implementation Program 10 – RCM-Based Table Labor Hours by: operations and engineeringManagement, maintenance, training and/or orientation personnel, including contractor including procurement, Support personnel, in implementation directly and any others involved hours expended to implement labor Total RCM analysis tasks Finally, an organization may wish to measure the effort being put into implementation work. For implementation put into being effort the to measure may wish an organization Finally, to date. expended the effort 10 tracks Table example,

Project Manager’s Guide Reliability Centered Maintenance 39 Measuring the Measuring The RCM project benefits phase supports and improves the living reliability program by providing by providing reliability program the living benefits phase supports and improves The RCM project and demonstrating the measurable benefits RCM RCM process the feedback on ways to improve to the organization. provides baseline to assess the relative to the pre-analysis benefits should measure An organization Start measuring of RCM task implementation and the quality of the RCM analysis. effectiveness time implementation isimmediately after implementation begins and continue well beyond the and the quality of measure complete. The defined time period(s) used will vary based on the type and availability of the data. maintenance costs, along with and lowering reliability performance. Improving RCM will improve goals. Once a system achieves very realistic this guide, are listed in several of the other measures that level of reliability. can do is sustain the best an organization designed reliability, its inherent task Tweaking maintenance tasks based on results. to change RCM recommended care Take data) can have (and not based on failure of results off leveling due to an apparent frequencies undesirable outcomes. 6 in Section 3 serve as a starting point and constant Table Candidate metrics selected from periods selected the representative to the same metrics tracked for the same system for reference may consist presentation A useful prior to the implementation of the new RCM-based program. the point where of a set of graphs with the metric(s) plotted against time and clearly showing the of what is considered implementation began. Periods selected should be representative 6.0 Benefits

Project Manager’s Guide Reliability Centered Maintenance 40 Up Up Up Down Desired Trend Direction Trend Desired Metric PM Compliance of Maintenance labor hours as a percentage Preventive (see Note 1) total maintenance labor hours performed Maintenance as a On-Condition or Condition-Directed of total maintenance labor hours, including percentage abnormal conditions found all labor hours for restoring (see Note 2) Cost to Perform the RCM-derived maintenance Total (see Note 3) program Table11 – Additional RCM-based Maintenance Reliability Program Benefits Metrics Reliability Program – Additional RCM-based Maintenance Table11 Note 1: Where a metric involves labor hours, it may be useful to break out subsets by trade category (e.g., a metric involves labor hours, it may be useful to break Note 1: Where Electrical, Mechanical, etc.) described in this guide do not include those labor hours Note 2: Maintenance labor hour expenditures expended by operators who perform PM and condition monitoring tasks as part of their job responsibilities. parts cost and replacement Note 3: It has been useful in some instances to distinguish between labor hours collateral damage costs to secondary systems. of the primary system separately from for repair “normal” operating profile for the asset being evaluated. Trends will then be evident and referenced referenced and evident then be will Trends evaluated. being the asset for profile operating “normal” to emerge. begin RCM project results of the positive time when the point in operating to a definite Benefits Metrics,” Program Maintenance Reliability “RCM-based although entitled These metrics, them during the may affect many other initiatives context since broader in a must be presented of the RCM project. benefits phases implementation and of time as the same period This that go beyond the baseline measures. may also select additional metrics An organization a consensus process through 11, developed of additional metrics in Table guide contains a list and based 9, 2005 conducted March attended by over 100 RCM practitioners during a workshop 2005. May 2004 to January from on earlier collaborations may also have It to an organization. in this guide may be meaningful Only a few of the metrics it not contain. In the consensus workshop, to its needs that this guide does other metrics specific needed that as few as six or eight metrics may be all that are was suggested without any objection it. Metrics should be and to determine benefits derived from to make the case for an RCM project and for a with an RCM project to the decision to proceed collected on the system studied prior after performance. and a true comparison of before sufficient period of time that provides

Project Manager’s Guide Reliability Centered Maintenance 41 Figure 5: Maintenance cost per horsepower 5: Maintenance cost Figure Look for the “Hump” tolerated, the metrics previously of many problems Because RCM tasks may lead to correction unless 11 may be deceiving shortly after implementation and may not be well received Table from an initial, temporary For example, it is not uncommon to see analyzed and explained very carefully. for maintenance (the “hump” or parts and labor hours cost of replacement in work orders, growth implemented. This is due to the fact that many problems “bow wave”) as RCM action items are under the new identified for correction are either not evident or tolerated under the old program and associated costs and labor hours parts requisitions This hump in work orders, program. reliability, in other benefits, such as improved reflected results, positive before must be overcome in other metrics. It may take 12 to 18 realized are quality and throughput, product availability, any of the metrics used during the benefits phase this. For that reason, months to work through phase of anshould be tracked for at least this long or longer after the end of the implementation RCM project. methodologies, such as root may not yield to an RCM solution or other problems Some chronic rates, on metrics, such as failure It may be useful to report analysis follow-up actions. cause failure these items separately or with caveats explaining the situation. Note: The source of the conclusion of the EPRI maintenance cost per horsepower study is for of the conclusion of the EPRI maintenance cost per horsepower Note: The source upon for financial calculations. be relied illustration purposes and should not RCM on a New System on a New RCM no available a new system with RCM on when performing not possible are measures Comparative that system to confirm measures the established In this case, use maintenance plans. history or analysis profile use the system also can An organization levels. desired is sustained at performance in the context maintenance types, possibly explain the benefits of the different and to measure as about maintenance cost per horsepower Institute (EPRI) study Research of the Electric Power 5. shown in Figure

Project Manager’s Guide Reliability Centered Maintenance 42

If the Results are NOT There…. are Results If the maintenance RCM-specified benefits, the not seeing measurable is if the organization Finally, the in- by comparing maintenance program in place. Audit the not actually be strategy may they match. Corrective to see how well RCM tasks to the recommended program place PM by mode(s) represented if the failure also might be evaluated to determine maintenance events task. An example of this approach by an RCM-specified have been prevented each event should Cincinnati in the October/ of Greater Sewer District (MSD) by the Metropolitan was documented Improve titled, “Applying Best Practices to of Uptime Magazine in an article November 2011 issue Cincinnati (MSD).” of Greater Sewer District at Metropolitan System Availability www.uptimemagazine.com

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Sustaining an RCM Sustaining Will it work for a while then return to what you did before? saturated by the “Flavors of the Month or Initiative Overload?” Is the organization permanently adopted. going to remain in existence? going to remain 1. Prior history of organization in change management or bureaucratic elasticity. elasticity. change management or bureaucratic in 1. Prior history of organization 2. Steadfastness of management and supervisor support for new initiatives. maintenance tasks identified will be 3. The likelihood that the recommended Elimination (De) teams. Defect 4. A commitment to cross-functional changes maintenance? Without it, how are 5. A commitment to procedure-based compliant culture. that has a procedure environment maintenance 6. A procedure-based performed on the basis of written schedules. routinely that are 7. Maintenance requirements annual budget to continue RCM. 8. The ability to set aside a recurring Program 7.0 now experiencing positive is the organization RCM project, With the achievement of a successful The following provide. the impact that RCM can and increase to sustain and is ready results the long-term success of RCM efforts. factors will affect cultural and organizational

Project Manager’s Guide Reliability Centered Maintenance 44

the shop floor. work and encourage experimentation. decisions in teams about the way they to ALL involved. and making people responsible targets ownership by setting improvement 8 through those targets. for reaching for their own understanding and to signal commitment. for their own understanding and to signal as possible and make staff as many affected 5. Operations and maintenance involve training through formally introduced are 6. Changes to maintenance strategies every shift and check on them. in day, every 7. Make time for following standards the results. made by RCM and formally communicate 8. Monitor improvements 1 through 9. Focus senior and middle managers and supervisors on supporting enablers 1. Set and follow a strategic vision or direction to guide improvement. direction 1. Set and follow a strategic vision or activities and living program key improvement 2. Involve senior managers visibly in or change agent to own the effort. on a champion 3. Appoint and rely ideas from improvement to document and review 4. A simple, yet formal, process Highly successful organizations adopt a continuous improvement approach with these elements approach adopt a continuous improvement Highly successful organizations is not improvement Note that continuous program. that can be described as a living reliability in it needs to be very careful is seeing results, the same as continuous change. If an organization (including budgets), roles, establishes the resources program what it changes. The living reliability the RCM improving expectations and skillsets needed to gather additional feedback to continue maintenance strategy (e.g., adjusting periodicity). These factors illustrate how sustaining an RCM program is not easy. It is hard to find good to find It is hard is not easy. RCM program an how sustaining illustrate factors These need to All organizations sustain any program. studies on how to and psychological technical The maintenance to do it falls short. that tells how but guidance and systems, sustain processes your consider sharing material. Please reference and better more community needs reliability conference. perhaps at a future learned and lessons successes in this area, organization’s of maintenance strategies and retention with RCM is linked to the value Sustaining performance strategies and the continued improvement analysis, the implementation of those developed during within the living program. of those strategies sustaining and, thereby, areas three high performance in these enablers for achieving are There the answer. mind and it is important, but it is not often the first action that comes to Audit is results. of how to sustain RCM are: enablers to this subject. Some proven is so much more There

Project Manager’s Guide Reliability Centered Maintenance 45 As shown in previous sections, the RCM project defines maintenance strategies based on the strategies defines maintenance the RCM project sections, in previous As shown Management Enterprise Asset into the implemented strategies are modes. These failures identified as part of and executed System (CMMS) Management Computerized Maintenance (EAM) and such as with tools, analyzed are failures program, With a living execution processes. the work reviewed then Those findings are and other defect elimination methods. cause analysis root The maintenance completed RCM project. the previously from the results in conjunction with loop new data and implemented in a closed validated or modified with the either strategies are to be executed. fashion back into the EAM/CMMS (continuous improvement) Summary many things that those presents Guide Manager’s Maintenance Project This Reliability Centered committing should take into account before for an organization of maintenance reliability in charge to a to bring the project many pitfalls to avoid in order are There to and starting an RCM project. take a long time, up to may that the whole effort successful conclusion. It must be appreciated that it is worth it. have proven of past successful projects several years in all, but the results methodology (e.g., RCM 2, classical RCM, RCM variant orThis guide does not favor any RCM discriminate against any analysis method (e.g., team-based or derivative). Nor does its approach analyst-based). to causes of previous by calling attention for success of a project the chances This guide increases – metrics during decision and success meaningful basis for proving the most and providing failures which metrics menu from a comprehensive It provides project. all ensuing phases of a typical RCM project. with an RCM or not to proceed may be selected to aid in deciding whether metrics to use to evaluate project this guide provides Once the decision is made to proceed, during the benefits phase. Many during analysis and implementation phases, and results progress Other metrics may of those used in the past on actual projects. representative of the metrics are systems and operatingbe added or substituted, as long as the principles of comparison for like followed. conditions are

Project Manager’s Guide Reliability Centered Maintenance 46 Glossary and Glossary and 8.0 History and Contributors in this guide. Each of the material covered integral reflection The following list of publications is an read them to to the industry and is worth the time to of them is a highly significant contribution with RCM. This guide also includes many representative learn about achieving success more to work. in these references that put the knowledge contained works developed by organizations in real-world using the following sources Guide was developed Manager’s The RCM Project applications by practitioners: Reliability Centered Maintenance. San Francisco: Dolby F. and Heap, Howard • Nowlan, Stanley F. 1978. Access Press, . Oxford: Class Maintenance Glenn R. RCM: Gateway to World • Smith, Anthony M. and Hinchcliffe, Butterworth-Heinemann, 2003; ISBN 9780750674614. Certified Reliability Leader Passports and • The Association for Maintenance Professionals. Complete Body of Knowledge, ISBN MMCRLBOK, MRO Zone bookstore. • Reliabilityweb.com. Uptime Elements – A Reliability System for Asset Performance. Management at 2004 SMRP Conference. • RCM Overview Workshop Maintenance at the 2009 Reliability Centered • RCM Key Performance Indicators Workshop Managers Forum. www.maintenanceconference.com Inc., 2001; ISBN Industrial Press, • Hansen, Robert C. Overall Equipment Effectiveness. New York: 9780831131388. Maintenance And Guide To • Gulati, Ramesh, Kahn, Jerry and Baldwin, Robert. The Professional’s . Fort Myers: Reliabilityweb.com, 2010; ISBN 9780982516362. Reliability Terminology • Plucknette, Douglas. Reliability Centered. Fort Maintenance using RCM Blitz™, Second Edition Myers: Reliabilityweb.com, 2011; ISBN 9780983874164. References

Project Manager’s Guide Reliability Centered Maintenance 47 Clint Grafelman Doug Plucknette Rob Riley maintenance to restore the functional maintenance to restore John Fortin Sam Paske Shiver Jeff Jonathan Ward – A Guide to ISO55000. Fort Myers, Florida:– A Guide to ISO55000. Nancy Ettele O’Hanlon Terrence Kaitie Sweet Gary Helm Jason Tranter The (New) Asset Management Handbook The (New) Asset Management capabilities of an asset. It includes repeat maintenance required because initial attempt(s) at repair maintenance required capabilities of an asset. It includes repeat or preventive from that results It does not include maintenance not successful for any reason. were which can be anticipated, pre- tasks, condition monitoring (PM and on-condition or condition-directed) maintenance. is a subset of emergency/demand maintenance planned and scheduled. Corrective to actions maintenance (TPM) sense refers total productive maintenance in the Note 2: Corrective for its performance. The labor hours and material costs taken to modify the asset to improve be categorized should asset maintainability, improve as well as those that these improvements, To avoid confusion between terms and phrases used in other contexts within the field of To provided. the following notes are maintenance reliability, Manager’s the RCM Project maintenance in the context of the metrics included in Note 1: Corrective to unplanned, unexpected, or reactive Guide refers Terminology Context Terminology Reliabilityweb.com, 2014; ISBN 9781939740519 Reliabilityweb.com, were projects of RCM pitfalls leading to failure and success factors and Information on readiness Second Edition, by Jack R. the book titled, Advancing Reliability & Maintenance, developed from Meet To and Advancing Reliability & Maintenance CMRP and R. Keith Young, P.E. Nicholas, Jr., www.mro-zone.com And Beat Global Competition (DVD) by Jack R. Nicholas, Jr. updated and was most recently by Jack Nicholas, Jr. This document was originally facilitated by provided with resources (VSIG) coordinated Group Special Interest in 2014 by a Virtual Reliabilityweb.com. Participants included: Burley Derek Felix M. Laboy Peter Stock team that included: The VSIG was supported by a review Nicholas Jize Timothy Allen . New York: Industrial II – Reliability-Centered RCM John. York: Edition . New Second Maintenance, • Moubray, 9780831131463. Inc., 1997; ISBN Press, • SAE International. (RCM) Maintenance Criteria for Reliability-Centered - Evaluation SAE JA1011 Processes. (RCM) Standard. Maintenance • SAE International: the Reliability-Centered - A Guide to SAE JA1012 Included 2013.. RCM Blitz blog: November – What’s Operating Context • Plucknette, Douglas. http://www.rcmblitzblog.com/2013/11/20/operating-context-whats-included/ to … Process Sustainability … a guide in association with SMMT Industry Forum. • Bateman, Nicola 2011; ISBN 0953798224. University, at Cardiff Centre Enterprise Research Lean Improvement. Cardiff: •

Project Manager’s Guide Reliability Centered Maintenance 48 Terms, Abbreviations and Definitions Abbreviations Terms, terminology is a that adopting a consistent use of has shown organizations Experience in many here included and definitions are success. The following terms, abbreviations leading indicator of terms reliability to help explain those maintenance designed point reference as a brief and to the to be a conclusive list or fully capture It is not intended or program. RCM project to an that relate particular term. the nuances of any of the states that 80 percent principle, the rule of thumb 80/20 Rule – Known as the Pareto Actor of the causes. See Bad percent system can be attributed to 20 of any large effects to is in progress – The period during which RCM analysis Analysis Phase of an RCM Project should be performed on an asset. A portion of the analysisdetermine what maintenance strategy and benefits phases of an RCM project. phase may overlap with the implementation or item that has actual or potential value to an organization. Asset – A thing, entity, design, development, build, life span that include Asset Lifecycle – The phases of an asset’s and disposal. install, operations, maintenance, decommissioning and tools to optimize the impact of costs, Asset Management – The set of methods, procedures regulatory, and longevity, quality, efficiency, (e.g., availability, performance and risk exposures physical assets. of the company’s compliance) safety and environmental (calendar) Time in a specific period by Total Asset Utilization – Operating (calendar) Time divided of total calendar time that an asset runs. year) times 100 to give the percentage (month quarter, function that an asset is capable of performing its intended – The probability Availability and of reliability is a function Availability when needed, in a stated environment. satisfactorily, maintainability. costs, etc.) to the (e.g., failures, problems of the 80 percent Bad Actor – A system where See 80/20 Rule of the systems. or site can be attributed to 20 percent organization execution of the – The period starting with the regular Benefits Phase of an RCM Project of no value) task proven first task or other action item (e.g., the cancellation of a legacy program the analysis and implementation an RCM analysis. The benefit phase may overlap from resulting calculation and evaluation of The period is characterized by adoption, phases of an RCM project. used to evaluate effectiveness These are benefits metrics and their trends. RCM-based program elimination. avoidance of functional degradation, or failure mitigation, aimed at failure of efforts a time established byThis phase, usually divided into monthly or yearly intervals, may end at realized. have been fully RCM effort management, or may be ongoing until benefits of the entire separately and not be included as part of any metric associated with the RCM scorecard unless scorecard the RCM with associated any metric as part of included not be and separately on an asset. RCM analysis from results a design improvement of the recommendation

Project Manager’s Guide Reliability Centered Maintenance 49 – Anything that creates waste, erodes value, reduces production, compromises health, compromises production, value, reduces waste, erodes – Anything that creates – A superior method or innovative practice that contributes to the improved the improved contributes to practice that method or innovative – A superior Best Practice peer as “best” by other usually recognized organization, or an of a process performance organizations. a new initiative and then, that begins of an organization Elasticity – The characteristic Bureaucratic or supervisor, leadership of the initiating manager shift of attention, or lack of firm because of departure, initiative was supposed to change. way of doing whatever the new returns to the traditional used in the output divided by rated output. Commonly – The ratio of actual Capacity Factor on an annual hours produced it is the ratio of actual megawatt industry, electric power generating during that period if the plant was hours that could have been produced basis to the megawatt the year. of its rated output every hour of operating at 100 percent reputation within an position of authority and/or Champion – An individual with sufficient clout, and defend an initiative or permanent portion of an ongoing program who can support organization field the Within requirements. other or production, conflicting budget, of face the in methodology or the assigned or self-appointed to an RCM project, champions may be of maintenance reliability, maintenance maintenance or procedure-based maintenance team, or a total productive predictive chart, although the the champion title does not appear on an organizational initiative. Typically, may imply that the incumbent is the logical choice. official title of a supervisor or manager based on measuring theCondition Monitoring (CM) – An equipment maintenance strategy period and then taking it will fail during some future condition of equipment to assess whether of equipment could The condition of that failure. action to avoid the consequences appropriate equipment performance, or control, statistical process using condition monitoring, be measured and on- the use of the human senses. Synonymous with condition-based maintenance through maintenance (PdM) or non-destructive included predictive condition maintenance. Older terms testing (NDT). of observed or measured Maintenance (CM) – Repair actions initiated as a result Corrective the functional failure. conditions of an asset after or before potentialCritical Asset – An asset that has been evaluated and classified as critical due to its and maintenance if it fails. RCM production/operations quality, environment, impact on safety, critical assets within the systems they comprise. addresses – The period during which a determination is made Decision Phase of an RCM Project or key performance indicators (KPIs) as to whether or not using a selection of metrics, measures, in safety and/ investment criteria and improvement will meet an organization’s an RCM project execution of a maintenance through will be created or economic performance. The improvement based on principles of RCM. program Defect poses safety risks, or negatively impacts the environment.

Project Manager’s Guide Reliability Centered Maintenance 50 – The inability of an asset to perform its designed function. – The inability of an asset to perform – A defect that occurs during the design, fabrication, acquisition and installation acquisition the design, fabrication, that occurs during – A defect Design Defect lifecycle. an asset’s phases of in this case or its process, of an asset to the configuration – An alteration Design Modification or operational performance, safety margin, its reliability, analysis, that improves driven by the RCM maintainers in the course of their evident to operators and hidden failure or makes a formally normal duties. of the failure. or effect a failure that defines the likelihood of detecting Detection – A ranking scale It is the sum of scheduled an asset is not capable of running. Downtime – The amount of time downtime. and unscheduled – The consequences of failures. Effects of failures. effects Analysis – The studying of consequences or Effects item is performing at designEquipment Uptime – The time period during which an equipment specification; the inverse of downtime. Failure has if a hidden failure – A scheduled task that seeks to determine Finding (FF) Tasks Failure or is about to occur. occurred might fail. Mode – The way or manner in which an asset Failure to determine which malfunction Analysis (FMEA) – A procedure Mode and Effects Failure parameter in a system. After all of a critical or after failure symptoms appear immediately before to eliminate is redesigned process or listed for each symptom, the product the possible causes are the problems. rate is over a period of time. Failure an asset has Rate – The number of failures Failure as the number of constant over the useful life of an asset. It is normally expressed considered rate is the inverse of mean time between per unit time. Denoted by lambda (λ), failure failures failures. its function. that prevents Outage – When the system experiences an unexpected failure Forced Function – The primary and/or secondary purposes of an asset or its normal or characteristic actions, sometimes defined in terms of performance capabilities. or its of an item to perform its primary and/or secondary purposes – Failure Functional Failure normal and/or characteristic actions within specified limits.

Project Manager’s Guide Reliability Centered Maintenance 51 – A measure of the efficiency of a plant in converting one form or source of energy, of energy, or source one form in converting of a plant efficiency of the Rate – A measure Heat in British this is measured Typically, such as electricity. another, oil, or gas, into such as coal, the heat rate, plants. The lower generating hour in electricity (BTUs) per megawatt thermal units of production cost factor in the fuel is the major conversion. Since the efficiency in the higher potential profitability. efficiency and of a plant’s measure heat rate is an important energy, electrical impact plant efficiency. best maintenance practices can greatly Application of the or operating crew will not become evident to an individual mode that – A failure Hidden Failure under normal circumstances. for with preparation – The period beginning Phase of an RCM Project Implementation reliability or new maintenance revised a recommendation for RCM-based execution of the first action the last recommended phase ends with initial execution of The implementation strategy. The implementation phase may overlap with both the analysis for an asset. item of an RCM project Implementation involves management of change, design and benefits phase of an RCM project. The most successful implementations use an organized of the new strategy and its execution. plan-do-check-act (PDCA) methodology articulated in Six Sigma such as the Shewhart approach, See www.isixsigma.com processes. and other problem-solving has been formally executed action item that or Decision – An RCM project Implemented Task For tasks, this means it has been maintenance program. for the first time as part of an RCM-based with or without other RCM tasks, formally procedure, step-by-step incorporated into an approved by personnel who have been oriented or trained, if needed,scheduled and carried out at least once a required items that previously such as run to failure to carry it out. For RCM-based decisions, is no for which there tasks and other old program task that was not applicable and/or effective the new program. have been taken to exclude them from justification, this means that all steps in this guide, it is an issue raised – Used by classical RCM and referenced Item of Interest solved with a maintenance task. Examples include designduring RCM analysis that cannot be training needs and more. modifications, safety issues, operating procedures, See Key Performance Indicator (KPI) – A management-level performance indicator. Performance Indicators of – A time- or condition-based action involving the addition or exchange Lubrication Task or oil. lubricant, such as grease out onMaintainability – The ease and speed with which a maintenance activity can be carried by mean time to repair. an asset. A function of equipment design that is usually measured in the maintenance work planned to be done at some time Maintenance Backlog – Represents the near future. set of maintenance activities, their intervals and – A comprehensive Maintenance Program activities. activities, along with accurate documentation of these required

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emergency/demand work); emergency/demand flow, pressure); flow, no checklists or procedures). (e.g., I forgot, • Human error • Operating outside design expectations or performance standards; installed, supported, improperly • Asset condition (e.g., loose, improperly design, damaged); improper setting, speed, change, operation (e.g., start-up, shutdown, product • Improper • Temperature (e.g., hot, cold, or severe swings); (e.g., hot, cold, or severe • Temperature • Dirty or dusty atmosphere; or dry area; • Wet environment; or abrasive erosive, • Corrosive, • Dark or dimly lit; • Noisy; of (e.g., goals and expectations not clearly defined, high level • Culture – A detailed, step-by-step written procedure(s) and/or checklist(s) used – A detailed, step-by-step written procedure(s) Operating Procedure and effective to start up, run, or shutdown an asset in the safest, most economical, productive or mitigate failure usually intended to eliminate RCM analysis are Changes initiated through way. to protect alter the way the equipment is operated in order or to human error, from modes resulting and/or the people who the environment done to protect This may be functional failure. it from finding by it. Failure or service provided quality of the product or the by a failure might be affected – The activities by which equipment/assets are maintained. The four maintained. are by which equipment/assets – The activities Strategies Maintenance and condition-based. predictive preventive, run to failure, strategies are of maintenance main types and between one failure length of time – The average (MTBF) Between Failures Mean Time type. assets of a similar for repairable or component. MTBF is usually used another for an asset some over by the number of failures dividing total operating time of the asset It is calculated by rate (λ). of the failure is the reciprocal period of time. MTBF to its full an asset needed to restore (MTTR) – The average time Mean Time to Repair of asset maintainability. MTTR is a measure after a failure. operational capabilities how well an asset (OEE) – Metric used to evaluate Effectiveness Overall Equipment % x Speed or Rate % x is calculated by Availability It capacity. to its designed performs relative Quality %. – See Condition Monitoring (CD) Tasks On-Condition or Condition-Directed in which an asset is expected to be used. A system’s Operating Context – The environment versions” that use the “streamlined RCM from differentiates operating context statement clearly the same thing as RCM. An operating context describes are mode libraries and claim they failure in which a piece of equipment operates. This would and culture condition, environment the current include, but not be limited to the following:

Project Manager’s Guide Reliability Centered Maintenance 53 tasks are often incorporated into operating procedures as the most logical and convenient way of way and convenient logical the most as procedures into operating incorporated often are tasks them. performing of units of product it is the total number OEE calculation, Speed Rate – Used in Operating actual cycle time. and divided by cycle time by the theoretical multiplied produced or service Speed equal to 1.00 or usually less. See as a decimal number is expressed Operating speed rate Rate the flow through of business growth – The consistent attainment Operational Excellence in specific terms that are This should be communicated the customer. of value as seen by employees. understood by all in the operations department. – Personnel working Operations Personnel measurable parameters, more one or Performance Indicators – A variable derived from of control indication of the degree an provides level or trend, with a target which, when compared with equipment availability). Synonymous (e.g., work efficiency, over a process being exercised performance indices. a broader on the feasibility of applying results undertaken to test – An initial effort Pilot Project resources an initiative can be successful given the culture, scale and to determine whether such all applicable assets. of it when applied throughout and benefits expected required determined in are resources Planned and Scheduled – Activities in maintenance where out the work. advance and time is estimated to carry basis. These tasks may be scheduled carried out on a regular, Planned Maintenance – Tasks (e.g., cleaning/changing (e.g., condition monitoring activities) or preventive in nature predictive deteriorating or breaking an asset from etc.) to prevent filters, checking/adjusting clearances, down. PM Compliance – PM tasks accomplished, divided by PM tasks scheduled or required, as a percentage. multiplied by 100 and expressed – See Condition Monitoring Maintenance or PdM Task Predictive or Maintenance (PM) – An equipment maintenance strategy based on replacing Preventive restoration tasks and of its condition. Scheduled regardless an asset at a fixed interval restoring maintenance tasks. examples of preventive tasks are replacement Maintenance – The sum of all maintenance work that is completed to avoid failures Proactive and routine preventive finding). It includes (failure or to identify defects that could lead to failures them. tasks identified from maintenance activities and work predictive

Project Manager’s Guide Reliability Centered Maintenance 54 – The number of good units divided by the total number of units produced. A factor units produced. of total number by the units divided of good number – The Rate Quality Included in the less than 1.00. equal to or usually or a decimal number as a fraction expressed performance. equipment effective of OEE and total calculation to response as an immediate work done repair (RM) – Maintenance Maintenance Reactive and Synonymous with breakdown normally without planning and unscheduled. an asset failure, maintenance. emergency These activities that occur with little or no notice. – Maintenance activities Reactive Work can to four times as much as when they maintenance schedule and cost two interrupt the weekly be planned and scheduled. allowed to perform at less than when equipment or assets are – Losses incurred Reduced Speed losses. Synonymous with capacity design speed or capacity. of time that a system will perform satisfactorily for a given period Reliability – The probability under stated conditions. to develop process Maintenance (RCM) – A systematic and structured Reliability Centered The of failures. maintenance plan for an asset to minimize the probability an efficient and effective safety and mission compliance. ensures process the cost and impact of for assets where – A maintenance strategy or policy (RTF) Run to Failure based on economical actions. It is a deliberate decision is less than the cost of preventive failure effectiveness. divided by damaged product of irreversibly Scrap Rate – The amount (e.g., tons, widgets, etc.) must be by an asset. Damaged product same units produced in the the amount of total product its be sold at a price that recovers or disposed of and generally can’t scrapped, meaning recycled or output. of throughput as a percentage Usually expressed total cost of production. so bad that is attracts the attention of senior management. Showstopper – A problem theoretical cycle time divided by actual cycle time where Speed Rate – The ratio of theoretical speed, if accredited cycle time equals ideal speed (equipment capacity as designed or highest This yields a produced. higher) and actual cycle time equals run time divided by actual amount equipment total effective decimal number equal to or usually less than 1.00. Used in calculation of performance (TEEP). and expertise in for knowledge Subject Matter Expert (SME) – An individual widely recognized such an outside source, maintenance and/or operation of an asset. SMEs may be in-house or from whose expertise was He or she also may be a retiree an original equipment manufacturer. as from for a limited period, such as for as a consultant and is hired prior to retirement not fully captured the analysis and/or implementation phase of an RCM project.

Project Manager’s Guide Reliability Centered Maintenance 55 – Specified maintenance action(s) taken to mitigate, prevent, or identify the onset orthe onset identify or prevent, to mitigate, taken action(s) maintenance – Specified Task(s) in an asset. failure an actual functional of presence on the same asset. action is taken a specified maintenance with which – Frequency Periodicity Task in a specific period of time. or service delivered of product – The number of units Throughput widgets per hour, or year, week, month, gallons per day, tons or barrels, in May be expressed Synonymous with output. megawatt hours, etc. based on and performed prevention at failure aimed directly – Tasks (TD) Tasks Time Directed time or run time. time, whether calendar assetrequiring that defines actions –A type of TD task Intrusive (TDI) Tasks Time Directed may cause a functional failure or just executing the task human error interruption where or process shutdown/ require operations after inspections, adjustments and lubrication tasks upon resuming of induced risk of functional implies introduction Intrusion tagout, opening, or disassembly. restart, should be to minimize action itself. A goal of an RCM project caused by the maintenance failure tasks intrusive maintenance time directed that do– A type of TD task that defines actions (TDN) Tasks Non-Intrusive Time Directed thus or disassembly, or asset interruption, equipment shutdown, tagout, entry, process not require that could cause a functional failure. error minimizing the possibility of human failed, worn, or Cost of Replacement Parts – Money spent annually to replace Total of total cost to A subset facility. components on a given asset or an entire scheduled replacement perform maintenance. cost of material, including – The total cost of labor, Cost to Perform Maintenance Total facility over a set period or an entire to a specific asset charged parts, and overhead replacement contracted and labor, of time. Includes all maintenance support personnel costs, including indirect packaging, storage and expenses, such as transportation, maintenance and related outsourced and materials used tohandling, training, and annual capital investment in tools, instrumentation and factory supplies andmaintain an asset, as well as allocated cost of utilities, insurance, taxes consumables used by maintenance personnel in their daily work. is of how well an organization Equipment Performance (TEEP) – A measure Effective Total its assets. TEEP = utilization x availability x performance x quality = utilization x value from creating OEE. decisions. Decisions – The sum of all TDI, TDN, CD, FF tasks and RTF RCM Program Total Unscheduled Downtime – The amount of time an asset is not capable of running due to or monthly, work not on the finalized periodic (e.g., weekly, such as repair unscheduled repairs, for scheduled downtimeannual) schedule, plus the amount of time beyond that formally allocated eight hours longer thanor scheduled outage. For example, if a formally scheduled outage runs

Project Manager’s Guide Reliability Centered Maintenance 56 scheduled, the eight hours should be categorized as unscheduled downtime and added to the and added downtime as unscheduled be categorized should eight hours the scheduled, for parts. A unit time waiting Downtime includes the metric applies. period(s) to which total for the meeting level of output is operating at some is not down if it of partial functionality that is capable quality standards. minimum all maintenance and report plan, schedule, track to request, – A document used Order Work activities. into grades by level of quality, may be categorized waste or scrap. Yield minus – Throughput Yield etc. such as prime, seconds,

Project Manager’s Guide Reliability Centered Maintenance 57 Agree Disagree 1 2 3 4 5 6 7 8 9 10

Subtotal Subtotal Change Readiness Assessment Change Readiness Topic Topic There is a common vision for change There committed to change Leaders are for change sense of urgency is a strong There each other Leaders understand trust and respect modeling new values and behaviors Leaders are to win taking the time and effort Leaders are other staff support from is a history of successful change in There this organization conflictLeaders have no other motives that with this change agenda Change will be supported by the current management style and behavior The rationale for this change is clear and to I have a clear understanding of the roadmap achieve the vision I understand what this change means for me I understand what I need to do to achieve the vision

1.0 Leadership 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 for Change 2.0 Vision 2.1 compelling 2.2 2.3 2.4 – Readiness for for 1 – Readiness Appendix Checklist Change

Project Manager’s Guide Reliability Centered Maintenance 58 Agree Disagree 1 2 3 4 5 6 7 8 9 10 4 5 6 7 8 1 2 3

Subtotal Topic Topic in this organization in this organization and accountability for is clear authority There this change process for keeping structure is a clear project There change on track will be dealt with effectively emerge that Problems in a timely manner is an understanding of the issues involved There change process with will be well coordinated Related projects this change initiative and monitored is usually well Change progress The current approach to change will work well to change approach The current for the and sufficient time has been allowed shared with everyone shared will support structure organization The current this change strategy this The existing job descriptions will support change strategy with The change team is working effectively each other 3.2 3.3 3.4 3.5 3.6 3.7 3.0 Change Strategies 3.0 Change 3.1 3.8 3.9 3.10

Project Manager’s Guide Reliability Centered Maintenance 59 Agree Disagree 1 2 3 4 5 6 7 8 9 10 4 5 6 7 8 1 2 3

Subtotal Subtotal Topic Topic Employees are encouraged to provide constructive provide encouraged to are Employees feedback on this initiative managers is being won Commitment of middle etc.) (e.g., training programs development processes initiative; everyone who needs to know is in the know! initiative; everyone who needs to know on how Everyone who will be impacted is clear supporting change are skill Change will be supported by current before they are expected to lead change they are before skills needed to be successful Managers have the at change management for participating and recognition rewards are There consequences for not doing so in the initiative and is two-way communication on the change There need to do them and what they change affects cooperation is level of cross-functional The desired in place for this change to take place will genuinely work to support this change Staff that they rather than give the impression process, compensation, appraisal and career development compensation, appraisal and career Employees are encouraged to change rather than Employees are into change being coerced for everyone is a win-win This change process new skills and behaviors to be successful being are Company policies, rules and processes changed to support this initiative Change will be supported by current (e.g., company, clients, employees) (e.g., company, expect this change to succeed Staff to achieve the will be given adequate training Staff 4.0 Overcoming Resistance to Change Resistance 4.0 Overcoming 4.1 4.2 4.6 5.5 4.3 4.4 4.5 processes 5.3 5.4

differently 4.7 4.8 5.0 Managing Staff Performance 5.1 5.2 4.9 4.10

Project Manager’s Guide Reliability Centered Maintenance 60 • Monitoring and tracking the success of the RCM project. • Monitoring and tracking the success implementation for the operations division. plan for RCM • Development of a rollout and associated tracking/reporting. • Implementation of RCM recommendations Steering Committee Member(s): Team Facilitator(s): Team Team Mission/Objective: Team [Organization]: is implemented uniformly throughout that the RCM program Ensure – RCM Appendix 2 Team Implementation Charter Example

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[DATE] [DATE] [DATE] steering committee meetings. • Develop RCM rollout plan. • Develop RCM rollout and RCM implementation. for RCM analysis reports • Develop procedure for RCM implementation. • Discuss training requirements of RCM analysis progress. • Review results (FAMP) program at monthly facilities asset management • Report team progress 1. Develop operations division RCM rollout plan. rollout 1. Develop operations division RCM [DATE] recommendations. RCM for RCM implementation. 2. Develop procedure Implement rollout. 3. Develop metrics for RCM pilot and 4. • Consistent approach for the RCM effort. • Consistent approach effective. • Lessons learned more that will make the RCM process efforts. schedule that will focus RCM analysis • Development of an RCM rollout Expected Benefits: include: implementation of team activities and deliverables Expected benefits from Deliverables and Schedule: Deliverables Key Activities: Team Members: Team Team Recorder: Team

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failure modes, failure effects, a complete maintenance strategy and spare parts strategy. and spare a complete maintenance strategy effects, modes, failure failure • An RCM analysis implementation manager. for the analysis. comfortable room • A large • Four hours of RCM participant training. failures, • Facilitation of a complete RCM analysis that includes functions, functional assistance in prioritizing RCM tasks. • Provide assistance in the development of an implementation strategy. • Provide The Client/Site will provide: On [month, date, year], we will be performing an RCM analysis on [system]. The objective of thisOn [month, date, year], we will be performing including a list of maintenance tasks, strategy, analysis is to develop a complete maintenance parts along with spare training, and required procedures maintenance operations procedures, stocking recommendations. The RCM Facilitator will provide: – RCM Analysis – RCM Analysis Appendix 3 Contract Example Team Objective

Project Manager’s Guide Reliability Centered Maintenance 63 Signatures RCM Facilitator Sponsor Analysis Implementation Manager Member RCM Team Member RCM Team Member RCM Team Member RCM Team • A complete operational history report. • A complete operational selected to participate in the analysis. • The names of people analysis. and equipment history needed for • Drawings, procedures • A projector, two easels, easel pads, markers, masking tape. markers, masking easel pads, two easels, • A projector, analysis. length of the entire RCM team for the time of the • The undivided Endorsements Participant Role Person 1 Person 2 Person 3 Person 4 Person 5 Person 6 Person 7 Schedule daily, [Time: a.m./p.m.] until [Time: a.m./p.m.], [Frequency: [Month, Date to Month, Date] from once a week, etc.] weekly, etc.] number, room [Place, including building, conference Jointly, the Facilitator and Client will provide: the Facilitator Jointly,

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is a member organization is a member organization Warmest regards, Warmest O’Hanlon Terrence CEO, Reliabilityweb.com (www.maintenance.org) is a bi-monthly magazine launched in 2005 that isis a bi-monthly magazine includes educational articles, tips, video presentations, articles, tips, video presentations, includes educational

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