Reliability-centered Maintenance RCM2 Introductory Course

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Reliability-centered Maintenance RCM2 The Business Case for Reliability

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The Changing World of Maintenance Growing expectations Changing understanding New maintenance techniques

Growing Expectations of Maintenance

3rd Generation Higher availability and reliability Greater cost-effectiveness Greater safety Better product quality No damage to the environment Longer asset life
1980 1990 2000 ..

1st Generation Fix it when it breaks

1930 1940 1950

2nd Generation Higher availability Lower costs Longer asset life

1960 1970

Changing World: 3rd Generation and RCM2

We discussed the changing world of maintenance in terms of:
Changing Growing How do we respond to the changing world of maintenance? understanding expectations New maintenance With RCM2 techniques

Higher availability and Condition monitoring reliability Predictive technologies Greater cost-effectiveness Reliability systems Greater safety Design for reliability and RCM2: Better product quality maintainability Helps determine assetstrategies in its operating No damage to the the maintenance requirements of each physical Risk based context in order to meet the growing organizational and social expectations environment Consequence mitigation Is based onlife our changing understanding of failure Longer asset Participation/flexibility/ Encourages the use of new reliability techniques in the development of reliability and multi skill/teamwork asset care strategies

Reliability-centered Maintenance RCM2 The RCM2 Process

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The RCM2 Process: Definition of Maintain

We have been discussing the changing world of maintenance. and RCM2 is: What is the definition of the word maintain? A process used to determine what must be done to Webster Dictionary: ensure that any physical asset continues to do what to keep in an want existing state its users it to do in its present operating context Oxford Dictionary: to cause or enable to continue to cause or enable (what?) to continue (to do what?) to cause any physical asset to continue to do whatever its users want it to do

The RCM2 Process: Can and Want

If we are to apply a process used to determine what must be done to ensure that a physical asset continues to do whatever its users want it to do in its present operating context we need to: Know exactly what its users want it to do Be certain that the asset is capable of doing what its users want from the start
Built-in capability (what the asset can do) Maintenance must cause the asset to continue to function in this zone Desired performance (what the user wants it to do) Maintenance cannot raise the performance of the asset beyond its built-in capability (or inherent reliability)

Recording Failed States

The failed states that apply to each function are recorded in the second column of the RCM2 Information Worksheet
FUNCTION
1 To enable a A Unable to chop wood at all person to chop through an 8 inch pine log in a B Takes more than 8 strokes maximum of 8 to chop strokes through an 8 inch pine log

FUNCTIONAL FAILURE

FAILURE MODE

FAILURE EFFECT

How Maintenance Works

We have seen that: The goal of maintenance is to cause systems to continue to do what their users want them to do So how does maintenance achieve its objective? By focusing on what prevents the equipment from doing what the users want it to do

How Maintenance Works

How do we deal with equipment that does not do what the users want it to do? It depends on: The component or sub-system that causes the system to fail The way in which the component or sub-system fails This is known as the cause of failure or the failure mode

Recording Failure Modes

Defining failure modes (causes) is the third step of the RCM process. Failure Modes are recorded on the RCM2 Information Worksheet
FUNCTION
1 To enable a A Unable to person to chop chop wood at through an 8 all inch pine log in a maximum of 8 strokes

FUNCTIONAL FAILURE
1

FAILURE MODE
Axe head wedge loosened from repeated impact Handle broken from fatigue Blade worn Blade corroded Blade comes in contact with a rock

FAILURE EFFECT

B Takes more than 8 strokes to chop through an 8 inch pine log

1 2 3

Identifying Failure Modes

How do we decide what failure modes (causes) to include? This depends on both: How likely the failure mode is to occur How and to what extent the failure mode matters if it does occur

Failure Effects
Before we can decide with confidence how and to what extent each failure mode matters we must understand what happens when it occurs What happens when failure modes occur is known as failure effects Defining the effects of these failures is the fourth step of the RCM2 process

Failure Effects
FUNCTION
1 To enable a person A
to chop through an 8 inch pine log in a maximum of 8 strokes

FUNCTIONAL FAILURE
Unable to chop wood at all

FAILURE MODE
1

FAILURE EFFECT

The wedge loosens with repeated impact, Axe head wedge loosened from repeated which loosens the head. Eventually the head falls off. If the head falls off while the axe is impact moving it could hit someone. Without the head the axe will be unable to chop wood. Time to reassemble the axe: 1 hour. Handle broken from fatigue With a broken handle the axe cannot be used to chop wood. If the axe is used with a damaged handle the handle may fall apart and the head fly off possibly hitting someone. Finding and fitting a new handle takes up to 4 hours. With usage the blade wears, loses its sharpness and it progressively takes more and more strokes to cut through an 8 inch pine log. Time to sharpen the blade: 1 hour.

Takes more than 8 strokes to chop through an 8 inch pine log

Blade worn

Blade corroded

Failure Consequences
The term failure consequences is used to describe how and to what extent a failure mode matters Assessing the consequences of these failures is the fifth step of the RCM2 process

Failure Consequences
Failure mode 1 is a safety hazard as the axe head could injure someone Failure mode 2 affects operations (causes downtime) but is unlikely to hurt anyone
FAILURE MODE
1 Axe head wedge loosened from repeated impact

FAILURE EFFECT
The wedge loosens with repeated impact, which loosens the head. Eventually the head falls off. If the head falls off while the axe is moving it could hit someone. Without the head the axe will be unable to chop wood. Time to reassemble the axe: 1 hour. With usage the blade wears, loses its sharpness and it progressively takes more and more strokes to cut through an 8 inch pine log. Time to sharpen the blade: 1 hour.

Blade worn

Which of these two failure modes is more serious?

Failure Consequences: Categories There are four categories of failure consequences:

1. Hidden Failures
Failures occur in such a way that in normal conditions no-one knows that they are in a failed state

2. Safety or Environmental Consequences

Someone could get injured or killed, or an environmental standard or regulation could be breached

3. Operational consequences
Affect output, product quality, customer service and/or operating costs in addition to the costs of repair

4. Non-operational consequences
Repair only

Failure Management Strategies Once we have:

Determined what failure modes (causes) are reasonably likely to prevent the equipment from doing what the users want it to do Identified the effect of each failure mode Assessed the consequences of each failure mode We are in a position to identify the failure management strategy that deals most effectively with the consequences of each cause of failure (failure mode)

Failure Management Strategies

These include: Predictive or condition-based maintenance Preventive maintenance - fixed interval restorations Preventive maintenance - fixed interval replacements Failure finding tasks No scheduled maintenance One time changes to the physical configuration of the system or the way it is operated and maintained

RCM2 recognizes and can define ALL of these failure management strategies

Failure Management Strategies

The RCM2 Decision Diagram provides a rigorous process for deciding: When it is appropriate to apply any particular strategy ensuring that it is technically feasible and worth doing How often routine tasks should be done
Hidden Failure Consequences
H
Will the loss of function caused by this failure mode on its own become evident to the operating crew under normal circumstances?
No

Safety and Environmental Consequences

S Does this failure
Yes

Operational Consequences
O Does this failure mode have a
No

Non-operational Consequences

mode cause a loss of function or other damage which could injure or kill someone?
Yes

No

Does this failure E mode cause a loss of function or other damage which could breach any known environmental standard or regulation?
Yes

direct adverse effect on operational capability (output, product quality, customer service or operating costs in addition to the direct cost of repair)?
Yes

No

H1

Is an on-condition task technically feasible and worth doing?

Does this task secure the availability needed to reduce the probability of a multiple failure to a tolerable level?

S1

Is an on-condition task technically feasible and worth doing?

O1

Is an on-condition task technically feasable and worth doing?

N1

Is an on-condition task technically feasible and worth doing?

Is there a clear potential failure condition? What is it? What is the P-F interval? Is the P-F interval long enough to be of any use? Is it consistent? Can the task be done at intervals less than the P-F interval?

Is there a clear potential failure Does this task reduce the risk condition? What is it? What is the P- of failure to a tolerable level? F interval? Is the P-F interval long enough to be of any use? Is it consistent? Can the task be done at intervals less than the P-F interval?

Is there a clear potential failure Over a period of time, will this condition? What is it? What is the task cost less than the cost of P-F interval? Is the P-F interval long the operational consequences enough to be of any use? Is it plus repair of the failures which consistent? Can the task be done at it is meant to prevent? intervals less than the P-F interval?

Is there a clear potential failure Over a period of time, will cost condition? What is it? What is the P-F of doing this task be less than interval? Is the P-F interval long the cost of repairing the failures enough to be of any use? Is it which it is meant to prevent? consistent? Can the task be done at intervals less than the P-F interval?

Yes Do the on-condition task

No

Yes Do the on-condition task

No

Yes Do the on-condition task

No

Yes Do the on-condition task

No

H2

Is a scheduled restoration task technically feasible and worth doing?

Does this task secure the availability needed to reduce the probability of a multiple failure to a tolerable level?

S2

Is a scheduled restoration task technically feasible and worth doing?

Does this task reduce the risk of failure to a tolerable level?

O2

Is a scheduled restoration task technically feasible and worth doing?

Over a period of time, will this task cost less than the cost of the operational consequences plus repair of the failures which it is meant to prevent?

N2

Is a scheduled restoration task technically feasible and worth doing?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do most failures occur after this age? Will the restoration task restore the original resistance to failure?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do all failures occur after this age? Will the restoration task restore the original resistance to failure?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do most failures occur after this age? Will the restoration task restore the original resistance to failure?

Is there an age at which there is a Over a period of time, will cost rapid increase in the conditional of doing this task be less than probability of failure? What is it? Do the cost of repairing the failures most failures occur after this age? Will which it is meant to prevent? the restoration task restore the original resistance to failure?

Yes Do the scheduled restoration task

No

Yes Do the scheduled restoration task

No

Yes Do the scheduled restoration task

No

Yes Do the scheduled restoration task

No

H3

Is a scheduled discard task technically feasible and worth doing?

Does this task secure the availability needed to reduce the probability of a multiple failure to a tolerable level?

S3

Is a scheduled discard task technically feasible and worth doing?

Does this task reduce the risk of failure to a tolerable level?

O3

Is a scheduled discard task technically feasible and worth doing?

Over a period of time, will this task cost less than the cost of the operational consequences plus repair of the failures which it is meant to prevent?

N3

Is a scheduled discard task technically feasible and worth doing?

Over a period of time, will cost of doing this task be less than the cost of repairing the failures which it is meant to prevent?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do most failures occur after this age?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do all failures occur after this age?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do most failures occur after this age?

Is there an age at which there is a rapid increase in the conditional probability of failure? What is it? Do most failures occur after this age?

Yes Do the scheduled discard task

No

Yes Do the scheduled discard task

No

Yes Do the scheduled discard task

No

Yes Do the scheduled discard task

No

H4

Is a scheduled failure-finding task technically feasible and worth doing?

Does this task secure the availability needed to reduce the probability of a multiple failure to a tolerable level?

S4

Is a combination of the above tasks technically feasible and worth doing? Yes No

No scheduled maintenance

No scheduled maintenance

Is it possible to check if the item has failed? Is it practical to do the task at the required intervals?

Redesign may be desirable

Redesign may be desirable

Combination of tasks Redesign is compulsory

Yes Do the scheduled failure-finding task

No

Yes Redesign is compulsory

H5

Could the multiple failure affect safety or the environment?

No No scheduled maintenance Redesign may be desirable

The RCM2 DECISION DIAGRAM

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Recording Decisions
The RCM2 Decision Diagram guides us through a series of questions in order to develop a maintenance program. Our answers are recorded on an RCM2 Decision Worksheet
F F F H S E O 1 2 3 H H S F M 4 5 4 1 A 1 Y Y 1 A 2 Y Y Y Y
Proposed Task
Visual inspection of the axe head wedge to ensure that it is properly anchored. Fix or replace as needed. Visual inspection of the axe handle for cracks. Replace as needed. Inspect the axe heads blade to ensure that it is sharp. Have the head sharpened as needed.

Initial Can be Interval done by

3 months Operator

6 months Monthly

Operator Mechanic

1 B 1 Y N N Y Y

Conclusion: the RCM2 Process

RCM2 is a process used to determine what must be done to ensure that any physical asset continues to do what its users want it to do in its present operating context. It asks the following questions: What are its functions (what do its users want it to do)? In what ways can it fail (functional failures)? What causes it to fail (failure modes)? What happens when it fails (failure effects)? Does it matter if it fails (consequences of failure)? Can anything be done to predict or prevent the failure? What do we do if we cannot predict or prevent the failure?

Agenda
During the remainder of the course we will explore the seven questions of RCM2 and apply these to a case study.
It asks the following questions: What are its functions (what do its users want it to do)? In what ways can it fail (functional failures)? What causes it to fail (failure modes)? What happens when it fails (failure effects)? Does it matter if it fails (consequences of failure)? Can anything be done to predict or prevent the failure? What do we do if we cannot predict or prevent the failure?