RCM Business Process

To enable the IMS-RCM tool to drive value, examples are provided on the tool functionality in line with the relevant RCM business process aspects. As it is assumed that the RCM business process and application of the RCM business process are known to the engineers that use the IMS-RCM tool, remember that the IMS-RCM tool manuals will not cover the detailed RCM business process description.

In this article a summarized version of the RCM business process is provided to enable a connect of the tool functionality with the business process.

The RCM business process is used to achieve the desired production process output through the most effective maintenance approach of the physical asset. To enable continuous learning and improvement the recurring sequence of the Deming: ‘Plan-Do-Check-Act’ quality loop is applied.

Plan

As a result of the companies operational performance ‘areas with room for improvement’ - can be identified that can drive reliability improvement initiatives and may execute RCM analyses. Typical areas of interest are low operational plant availability and high maintenance efforts, with the reliability manager in the driving seat to analyze these areas.

RCM studies are typically planned with particular improvement objectives in mind, starting from a multiple year scale leading to a year-plan for RCM studies to be done. In the end individual RCM studies are done on particular plants or units.

Do

RCM studies are prepared and executed by the RCM facilitator, who is expected to be the key user of the IMS-RCM tool. The preparation is typically framed in a Terms-of-Reference document, where the RCM study is scoped and the required information and resources are estimated.

Some examples (RCM Analysis 'Term of Reference HDS', RCM Analysis 'Term of Reference GDU', and RCM Analysis 'ToR HDS-MEC') can be referenced.

The execution of the RCM study typically involves a ‘failure mode and effect’ analysis in following the seven RCM questions:

1. What are the functions and associated performance standards of the asset in its present operating context? Note: ‘the asset’ related to the ‘system’ in the IMS-RCM tool.
2. In what ways does it fail to fulfill its functions? Note: these failures relate to the functional failures of the system.
3. What causes each functional failure? Note: these causes are typically equipment failure modes.
4. What happens when each failure occurs? Note: this relates to the failure effects, formally known as the failure scenario.
5. In what way does each failure matter? Note: this relates to the criticality of the failure mode in the no-maintenance scenario.
6. What can be done to predict or prevent each failure? Note: this relates to the maintenance strategy, the maintenance tasks, the economics in terms of MEI and the risk reduction (and residual risk)
7. What should be done if a suitable proactive task cannot be found? Note: this relates to the situation when the residual risk is too high and additional actions are required.

In this approach RCM identifies the least cost actions that, when taken, will reduce the probability of negative effects of equipment failure. RCM seeks the optimal mix of condition-based or predictive actions, with some time-based actions and some “run to failure” strategies.

The RCM methodology used here is a “streamlined” approach focusing on dominant (recurring) failure modes.

The least cost actions identified by the RCM approach are analyzed in two ways:

1. MEI calculation: by comparing the ‘No Maintenance scenario’ with the ‘Do maintenance’ scenario one can determine that the suggested maintenance strategy is cost efficient. In the MEI calculation this comparison is done based on the risk reduction versus the maintenance effort, determined in monetary terms. When the risk reduction is larger than the maintenance effort the MEI score will be above 1 – indicating the maintenance strategy is cost effective.
2. What –If scenarios: in an continuous improvement one strives to the highest MEI score of a failure mode. To this extend various analyses can be created (cloned), modified and compared, to decide the most attractive maintenance strategy to be recommended. In What-if scenarios alternatives are analyzed and documented to illustrate the recommended maintenance strategy for this failure mode is most attractive – of all.

Check

When the RCM study is completed its value is determined by determining the characteristics of the set of analysis in terms of for instance: number of analysis done and failure modes analyzed; criticalities and risk reduction, number of failure modes per equipment type; number of condition based tasks, time based tasks and run-to-failure tasks; handover of the tasks for execution; time spend to execute the RCM study. The IMS-RCM tool holds extensive functionality to provide these insights, both for end-reporting as also for insights during the RCM study to drive the analysis in an effective way.

The end result of this ‘Check’ step can be that an end report is created that shows that the RCM study has led to the result as anticipated by the ToR document, approving the results to be implemented. This implementation actually means that the tasks are scheduled and executed.

Another ‘Check’ aspect involved in the RCM process relates to ‘areas with room for improvement’ identified from the companies operational performance, with the initial reliability improvement initiatives articulated. So over time it is expected that the operational performance improves based on the reliability improvement initiatives done, like the RCM study. This is also called ‘the living program’ and significant effort is invested in the IMS-RCM tool to support the living program. This boils down to periodic review of operational and maintenance performance.

Act

To follow up the first aspect of the ‘Check’ area insights in the RCM study done might give raise to Plan and Do the study differently. This can relate to the selection of equipment to study, the data and information needed for the study, the sequence to address the equipment, the resources needed for the study and the time taken for the study.

To follow up the second aspect of the ‘Check’ area addresses the question to the effect of the RCM study on the operational performance and if the ‘areas with room for improvement’ do show actual reliability improvement.

Reliability manager and RCM facilitator

The Reliability manager will drive the plans to execute the RCM studies and supervises the follow up of these plans, up to the approved end result of the RCM studies done. The Reliability manager is expected to be knowledgeable competent in RCM.

The RCM facilitator will drive the preparation and execution of RCM studies. These can be individual RCM studies or ‘Living program’ RCM reviews. The RCM facilitator is expected to be skilled competent in RCM facilitation.

The following competency levels for RCM and Facilitation are defined for the Awareness, Knowledge and Skilled levels relevant for the application of IMS-RCM.

RCM Awareness competency

For RCM Awareness competency the candidate has:

• Sound Understanding of RCM basic principles.
• A good understanding what is involved in RCM and its relevance to the business.
• Able to describe the main elements of RCM and their importance to the business.
• Able to recognize how and where competences in RCM are relevant to own job.

RCM Knowledge competency

For RCM Knowledge competency, additionally:

• Being able to interpret and evaluate information and advice from experts relevant for RCM.
• Know and able to use correctly the terminology (vocabulary) of RCM
• Able to hold an informed debate with experts on RCM.
• Able to ask questions that test the viability of proposals regarding RCM.
• Able to carry out some of the activities in RCM with help.

RCM skilled competency

RCM skilled competency, additionally:

• Able to carry out consistently the activities of the RCM work process to the required standard.
• Able to describe how the RCM work process operates and can perform satisfactorily the major process steps, and
• Able to translate guidelines and standards for the RCM work process into practical actions, and
• Able to solve imaginatively common technical/ operational problems in the RCM work process, and
• Able to guide and advise others in operational and technical aspects of the RCM work process.
• The RCM Skilled competency level is required for a site RCM process focal point.

RCM skilled facilitator competency

RCM skilled facilitator competency, additionally:

• Able to prepare, execute and finalize an RCM workshop and manage the participants involvement in a time effective and efficient way, and
• Able to describe how the RCM work process operates and is able to explain and convince RCM workshop participants the major process steps, and
• Able to translate technical information and workshop participants feedback into sound RCM analysis and register these, and
• Able to assess RCM work done and translate RCM workshop outcomes into an end report to advice others with the results.

RCM Methodology References:

For further background and details on RCM these key documents are referred to:

1. RRM S-RCM Manual, Shell Global Sol. V2 OG 04-30260
2. RCM II book by John Moubray; ISBN 9780831131463
3. SAE JA1011, Evaluation criteria for Reliability Centered Maintenance (RCM) Process.
4. SAE JA1012, A guide to the Reliability Centered Maintenance (RCM) Standard.
5. ISO 60300-3-11, Application guide Reliability centred maintenance
6. ISO 14224; Collection and Exchange of reliability and maintenance data for equipment;
7. IEC 60812; Analysis techniques for system reliability – Procedure for failure mode and effects analysis (FMEA)