SEA IE-4291-Module 9 - RELIABILITY CENTERED MAINTENANCE
SEA IE-4291-Module 9 - RELIABILITY CENTERED MAINTENANCE
SEA IE-4291-Module 9 - RELIABILITY CENTERED MAINTENANCE
LEARNING OUTCOMES
TLO 9: Understand the following topics: the first state in an RCM analysis, identifying
functions and labeling, functional failures to failure effects and non-time-based failures.
Watch the link found below and write your insights regarding the video.
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https://www.youtube.com/watch?v=hVSoDQ5RQ5c
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How to Implement Reliability-Centered Maintenance
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Reliability-centered maintenance uses a general workflow involving four steps:
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So, you've chosen an asset you want to evaluate using RCM. It's time to assess it
based on seven standard questions.
1. How well should this piece of equipment perform? Once you've determined
the piece of equipment you want to analyze, you need to look at the primary
function in terms of how the machine meets manufacturing goals (or customer
needs in some cases). In other words, what does the machine do and what do
you want it to do? You can determine this by looking at and comparing the
machine's past performance and maintenance data.
For example, say your bottle-capping machine can cap 1,000 bottles an hour
at optimum capacity. You see from past maintenance data that your bottling
machine has needed to be repaired every 800 hours on average (sometimes
referred to as mean time between maintenance or MTBM). Each time it needs
to be worked on, it's shut down for three hours. If you run the bottling machine
20 hours a week, every 40 weeks (800/20) you'll experience downtime and
lose about 3,000 capped and finished bottles (1,000 bottles x 3 hours). Based
on the bottling machine's data, it should be able to go approximately 1,200
hours before needing repairs. If you can increase the bottle-capping
machine's average time between repairs by 50 percent, you should see nearly
1,000 more finished bottles every 40 weeks.
2. In what ways can this piece of equipment fail? The second question deals
with the "what ifs." A machine running 24/7 might experience the failure mode
of fatigue as it nears the end of its life. Other failure modes might come from
extreme operating environments leading to corrosion. These are two of the
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most common failure modes, but it's important to consider others like human
error, organizational strategy and design or manufacturing flaws.
3. What causes each failure? Once you figure out possible failure modes, you
need to determine the root cause of the failure or potential failure. In what
ways could the bottle-capping machine fail? Human error, a broken belt and
gearbox or motor breakdowns are a few failure modes you might see, but
don't stop there. Dive into each cause a bit more. Why did human error occur?
It could be caused by poor training. Why did the gearbox breakdown? It
wasn't maintained properly (poor lubrication, lack of oil changes, etc.).
4. What happens when a failure occurs? In other words, you need to identify the
effects of a potential failure of this machine. How will it affect the end product
and overall operating cost? Putting a strong reliability-centered maintenance
plan together helps eliminate things like production loss, high-cost repairs and
unplanned downtime.
5. Why does each failure matter? Simply put, what are the consequences of
each failure? Strive to answer how a failure would affect employee safety,
environmental safety, production processes and the physical condition of the
asset. This is similar to question four, but here you'll want to break down
negative effects and quantify each one. For example, how much will the
increased labor and repair costs be due to this failure? The capping machine
going down for three hours would cost nearly $22 per hour, with repairs
costing approximately $400 for parts. What about the decrease in
productivity? Downtime could set you back $400 per hour.
If the bottle capper breaks down causing that three-hour downtime, you might
be looking at a total bill of $1,666, with $66 for labor ($22 per hour x 3 hours),
$400 for parts and $1,200 for a decrease in productivity ($400 per hour x 3
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hours). Quantifying these costs will help you forecast expenses brought on by
failures.
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when the time comes. During the 20 hours a week the capping machine
doesn't run, you can replace the old machine with the new one. This
eliminates downtime that would otherwise occur waiting on the new machine
to be shipped to your facility.
Phase 1 – Decision: The first three questions combine to make up the decision
phase. To avoid wasting time, justify and plan for implementing an RCM plan.
Discuss readiness, needs and desired outcomes with your maintenance staff,
project leaders, subject-matter experts and executives. The decision-making phase
should be reserved for outlining goals in line with the budget, timeline and
management concerns.
When it comes to choosing the equipment for RCM analysis, think about which
pieces are most critical to operations as well as the repair vs. replacement cost, and
then look at past data to get a snapshot of how much you've spent on previous
maintenance. Include the following questions in your decision-making phase:
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How would a failure on this machine impact spending?
Defining a data-driven list of the machine's functionality helps your team choose the
capacity at which it wants the machine to run as opposed to its actual performance.
Phase 2 – Analysis: Questions four through six help you analyze or actually conduct
the RCM study. First, your team should identify functional failures. These can include
poor performance, performing unnecessary functions or complete failure. For
example, a total functional failure would be the belt on the bottle capper breaking,
causing the machine to stop completely.
The next step in the analysis phase is identifying and evaluating the effects of the
failure(s). Your team should document what can be observed or what actually
happens during a failure. How does it affect overall production? How does it affect
safety?
The last step in the analysis phase is identifying failure modes or what causes each
failure? A popular technique to uncover these causes is using failure mode and effect
analysis (FMEA). This analysis technique breaks down all possible failures that could
occur in the design, manufacturing or assembly process, as well as a product or
service. Ask questions such as:
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How does this failure affect safety?
FMEA looks at failure modes, root causes, failure indicators, failure criticalities, failure
probabilities and effects by considering asset history and team/employee
experiences. Most FMEA analysis programs use the information gathered to drive the
planning of mitigation tasks to help detect failures early or prevent them altogether.
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Default actions: These refer to reactive maintenance or letting a machine
run until it fails and then fixing the issue. You may have heard this referred to
as "run to failure" maintenance.
Deciding which technique is best for your situation depends on your RCM analysis
and understanding how your failure modes affect your assets and impact your
overall production.
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pressures similar to those that exist only in the cores of stars and giant planets
and inside nuclear weapons." By doing so, it helps the NNSA maintain the
reliability and safety of the U.S. nuclear deterrent without full-scale testing.
The NIF lasers essentially make up one giant laser the size of three football
fields, so you can imagine how expensive and dangerous a breakdown might
be. Using reliability-centered maintenance saved the NIF nearly $80,000 in one
isolated instance alone, according to the NIF's former facilities and
maintenance manager, Nick Jize. Through an RCM program, it was determined
a motor in the laser-amplifying cooling system was put on a watch list and
scheduled for weekly vibration analysis. Through vibration analysis, it was
revealed that the bearings were deteriorating and loosening, allowing the NIF
to replace the motor before it failed. Proactively replacing this motor prevented
almost eight hours of "shot delays" for a one-time savings of $80,000, according
to Jize. The NIF continuously updates its RCM procedures.
Bottom Line
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Define your plant's real performance objectives, including your equipment's
true performance capabilities;
Identify potential risks and hazards that come with hitting your performance
objectives;
Determine the most efficient and effective methods of mitigating risks; and
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