Implementing a Reliability-Based Maintenance Program

Advanced Processes Offer the Greatest Potential ROI

The above chronology emphasizes advanced processes which enhance asset reliability, work force productivity, and job safety. The goal, as always, is to work on the right asset using the right strategy in the safest manner at the right time by the right resource for the least cost. But installing software, even a best-of-breed product, will not get you there without a long range plan and careful thought of the endgame.

The Asset Manager Role is Key

The asset manager position (or similar) identifies the vision for excellence. He/she is responsible for vision/mission statement, SAMP, CMMS utilization plan, and Long Range Plan plus implementation of standards across the organization. The asset manager would provide a roadmap for the creation of a true knowledge base, the use of analytical reports to manage by exception, and continuous improvement therein.

20 Steps to Better Asset Management

1.Asset Manager introduces Reliability-based Maintenance Program across the entire portfolio. All plants would be required to adhere to these standards.

2.The review team (led by asset manager) will conduct AS-IS assessment of current CMMS design; create SAMP, and utilization plan; build-out supporting process and roles; review KPIs and analytical report capability; assess overall culture and buy-in to asset management.

3.The asset manager technical specialist will conduct technical training of CMMS support staff depending on (above) assessment. Also, make sure the CMMS admin staff is not under-utilizing any power features (e.g. auto part reorder at ROP; the Autosparepartadd flag; PM-to-WO generation cron; and SR-to-WO conversion)

4.Asset manager will work with HR to establish positions/roles for reliability engineer, business analyst, and gatekeeper. The CMMS database and accuracy therein has been questioned since the dark ages. It's time to do something about it. Therefore I strongly believe in the role of gatekeeper. This person would (1) process/dispatch urgent work; (2) perform WO accuracy/quality grading by submitter; (3) provide a WO relative ranking of importance, lead craft, and rough estimate; and (4) provide WO completions review to include failure mode and WO feedback. A business analyst would interview all groups involved with asset management and document essential analytical reports, and take these outputs to core team and make sure the voice of "working level is heard".

5.Asset manager will create asset management core team. Establish definitions library, business rules, and activate data quality error checks. Begin tracking prioritized action list. Pursue on-going bench-marking in search of continuous improvement.

6.Asset manager would lead group discussion on creation of resource-leveled long range plan.

7.Create reliability team with charter and purpose. Instruct them to design the bad actor report with drill-down on failure mode. Identify RCA trigger points. Combining powerful analytics with meaningful failure data about health/performance, mgmt can make smarter decisions, increase reliability, and reduce O&M costs.

8.Set up work order main for failure mode capture (failed component + component problem + cause) as validated fields.

9.Start monthly reliability team meetings; run the bad actor report with multiple options for extracting Top 10, including average annual maintenance cost divided by replacement cost. Drill-down on failure mode (cause) and take corrective action.

10.Identify site power users. Get their input as to problems and suggestions.

11.Implement chronic failure analysis training for all sites & power users.

12.Evaluate planning process; backlog management; implement resource-leveled, weekly maintenance schedule (inside the CMMS) using risk-based work order prioritization matrix.

13.Implement defect elimination program.

14.Implement formal work order feedback to include capture of maintainability, safety issues, ergonomics, design flaws, PM strategy & frequency refinements, missing asset, and missing failure codes.

15.Design/build screen for capturing risk-based asset criticality.

16.Embed safety (HSE) program into reliability-based maintenance program.

17.Design/build RCM failure modes & strategies screen for storing analysis result inside CMMS; create a living program

18.Begin on-going process of validating existing PM/CBT program using RCM/PMO analysis and WO feedback.

19.Implement integrated project cost tracking for STO using WBS cost accounts. Provide scheduling software which facilitates total float calculations, progressing, automatic resource leveling, logic bar charts, histograms and network diagrams.

20.Create reliability leaders throughout the organization (e.g. ReliabilityWeb CRL program)

Purpose of a Plan

Planning in this case, means schedule. The only perfect schedule is one that is 100% done. But to not have a schedule, opens the door to poor craft coordination, not working the critical path, poor scope control, and increased risk. Dates might be missed but at least you know what to work on, in what order, and by whom. But maybe the best reason to have a long range plan is ... to not forget things. Plus it makes a great conversation starter!