Public MG T Course Mar 2012

Asset Performance Management
Based on Planned Maintenance

Optimisation
Who is OMCS International
Operations and Maintenance Consulting Services.

In business for 16 years.
Developed the PMO2000 Reliability Assurance
methodology.
Provide PM Optimisation methodology world-wide.
Currently has sites in Australia, New Zealand, Holland,
South Africa, Saudi Arabia, Argentina, Philippines,
Malaysia, Indonesia, USA, UK, Chile, Taiwan, Bermuda
and others.
Training material written in Chinese, Russian, Spanish,
Bahasa.
Licensee network around the world.
Who am I Steve Turner
12 years in the RAAF

Worked as a consultant with:
General Motors automotive supplier base

Price Waterhouse Urwick
OMCS International
Course Outline
Day 1 Mainly theory and intro to case study and

software
Day 2 to 5 Software training and case study
using the software
Days 6 to 7 Work on your own case study or
assignment or help someone else.
About you ...
Your name
Your company
Your position within company
Your 3 biggest current maintenance
issues
What has happened to most organisations ...
Reduction in employees and soft target

staff positions
Increased demand on production assets
Reduced maintenance budgets
Increased fear of commercial catastrophes
Ever increasing focus on safety and the
environment
Many failed improvement programs.
Introduction
How organisations get into trouble - the

vicious cycle of reactive maintenance
Page 4
The Birth of industrial Plant..

a Common Scenario
Maintenance not involved in the design.
Poor maintainability.
Lack of condition monitoring considerations:
Inspection facilities.
Sample points.
Gauges and alarms.
Inadequate maintenance facilities.
Design not functionally capable.
etc
FMECA is not seen by maintenance.
Page 6
The Birth of industrial Plant.. cont
The project runs over budget and the design

capability is reduced.
There is little margin between what the plant can

achieve and what is expected of it.
The maintenance tradesmen arrive too late for

adequate training and preparation.
Commissioning is done in a rush and often not
fully completed.
Page 6
After Commissioning .
The project is handed over without a maintenance

program (and without drawings)
The tradesmen write one
Little input from operations

No consistent method
No audit trail of rationale
Generally risk averse - over-servicing
Page 6
The Infancy days
Failures happen and useless tasks are added.

Operations has no buy in for the maintenance
plan and there is a reluctance to cooperate.
Not all the PM Program is achieved and this
becomes the culture of the organisation.
Temporary repairs creep in and get out of control
Consultants arrive and
cut heads
Page 6
The Vicious Circle of Reactive Maintenance
Backlog grows
Standards Drop
Morale Declines
Head / Budget
Reduction
More repeat
work
PM is missed
More preventable
failures
Resources taken
by Breakdowns
Temporary
Repairs
Page 4
Tactics to break the vicious cycle
Page 8
Asking for more manpower is not likely to be a

successful solution
The answer lies in improving the effectiveness of

machines and people.
This can be achieved through ensuring that every PM

task is cost effective and adds value to the business.
The means to do this is through a PM Optimisation
based defect elimination and productivity improvement
program.
We call this Reliability Assurance.
Page 8
Every asset has inherent capability
Inherent
Capability Loss
Planned Maintenance
Expected Failure
Unexpected Failure
Available Time
Total
Time
Maintenance
Capability Loss
Inherent
Performance
Level
Inherent Capability
A typical example
PMO replaces useless PM with effective PM.. whilst

increasing resources to do it.
Effective PM
PM
Not Done
After PMO
Resources
to Do PM
Resources
to Do PM
PM
Not Done
Before PMO
Useless PM
Missing PM
PMO replaces useless PM with effective

PM..whilst increasing effective resources...
Before PMO
Break Down Mce
Effective Resource Level
Up Time
After PMO
Break Down Mce PM
Effective Resource Level
Up Time
PM
And more
importantly
..increasing
uptime
Halving your downtimesource Winston Ledet 1994.
To halve your
downtime only
need to get to
here.
Page 8
The relationship between the four elements

source Winston Ledet 1994.
CMMS
PMO/RCM
Downtime
Data
Incident
Management
The cornerstones of reliability assurance
CMMS
PMO/RCM
Downtime
Data
Management
Reliability
Incident
Management
What is likely to be wrong with your current

maintenance program...
Some tasks duplicate other tasks.

Many tasks will be intrusive and overhaul based
whereas they should be condition based.
Some tasks serve no purpose whatsoever.
Tasks done too often or too late.
There are preventable failures
that need PM Routines
or defect elimination.
There is no audit
trail of why tasks
are done.
Page 9
The minimum standards for issuing a PM to any person
The Three Keys
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Any resource that is expected to complete an activity,

must be given the three keys.
Available Time
Reliability Centred Maintenance ..
RCM is a systematic approach to analysing the

maintenance requirements of plant and
equipment.
RCM is a function and consequence based
approach
it recognises that successful maintenance has more to

do with what the asset does and the consequence of
failure than what it physically is.
RCM is a top down process

Functions
Functional
Failures
Failure
Modes
Maintenance
Tasks
Modifications
What is PM Optimisation?
PM Optimisation is a process which uses the

principles of RCM to rationalise existing
maintenance programs, failure history and other
technical documentation and eliminate defects.
It starts with either
the existing maintenance program for assets in use, or

a maintenance program set up for similar equipment
operating elsewhere.
PM Optimisation (PMO) starts with existing

maintenance tasks..
Maintenance
Tasks
Failure History &
Documentation
Failure
Modes
Maintenance
Tasks
Modifications
RCM & PM Optimisation are methods of analysis

that...
Determine effective maintenance actions and the

correct frequencies for the maintenance of any
physical asset.
Look for condition based maintenance tasks
rather than overhaul.
Consider modifications where preventive
maintenance is inappropriate.
Leave clear and consistent audit trails.
Both methods result in the same maintenance
program.
RCM takes a long time because....
It starts with a blank sheet of paper ignoring the

maintenance program in place.
Spends too much (30%) of the analysis defining
functions.
It treats every likely
failure mode when
only 20% of them
can be cost effectively
treated by PM.
PMO gets the same results in 1/6th of the time

because....
It starts with your existing maintenance program,

failure history and technical manuals.
Completes functional analysis far more quickly.
Is able to capture the failure modes
that require maintenance
without analysing
all those that
are possible.
PMO Achieves the same results...
RCM
Functions
Functional Failures
RCM - All Failure

Modes to be
reviewed
PMO
Current PM
Failure History
Technical Documentation
PMO Pool of Failures
to be reviewed
Same
PM Program
Preventable
Failure Modes
Analysis Costs and Speed and Benefits
Costs
Time
Conventiona
l
RCM
PM
Optimisatio
n
Source: Johnson 1996 (Kewaunee Nuclear Power Plant)
Benefits
Inherent Capability
Page 4
Some of our definitions

Maintenance Categories..
Reliability
Incident
Management
Planned Maintenance
OEE
Management
Preventive Maintenance
Corrective Maintenance
Breakdown Maintenance
Expected Failure
Equipment breakdowns that have been assessed as
Run to failure
Unexpected Failure
Equipment breakdowns that should have been
predicted or prevented.
Inherent
Capability Loss
Planned Maintenance
Expected Failure
Unexpected Failure
Available Time
Total
Time
Maintenance
Capability Loss
Inherent
Performance
Level
Inherent Capability
A typical example
Some Interesting Concepts
Which people on site perform maintenance and

which do not?
Skill
Do Maintenance?
Fitters
Electricians
Operators
Control Room People
Instrument Techs
Engine Drivers
Quality Control
Condition Monitoring
Laboratory
Page 10
Which people on site perform maintenance and

which do not?
Skill
Do Maintenance?
Fitters
Electricians
Operators
Control Room People
Instrument Techs
Engine Drivers
Quality Control
Laboratory
Page 10
Hours review per year

Food industry example
Notes
Before PMO is hours actually completed
Before PMO, the operators were doing a lot of
maintenance informally.
The proposed servicing plan for an excavator

Operators do more than trades!
Trades
Hrs
Service
Every Shift Operator
1 Week
Operator
1 Week
Operator
Job Plan Name

Inspections
Clean
Inspections
Times / Lab
Annual
Year Hours Labour
720
0.25
180
52
2
104
52
0.2
10.4
Total
294.4
Ops
The proposed servicing plan for a process plant

Operators do more than trades!
Trades
Operators
Failure
Patterns
Page 12
Findings Failures are essentially random and

unpredictable
Case Study
This means that there are process and
design issues that should be addressed.
AM
PM
A fundamental question...
As equipment gets
older is it more likely
to fail??
Page 12
Founders of RCM - Nowlan & Heap found that

failures could be grouped into 6 patterns
Conditional Probability
of Failure
A: Bath Tub
4%
D: Almost Random
B: Wear Out
2%
E: Random 14%
C: Gradual
5%
Age
7%
F: Infant Mortality 68%
Source: United Airlines 1978
Founders of RCM They also found a dominance

of infant mortality
of Failure
4%
7%
2%
14%
5%
68%
Age
Age Related Failure Patterns

of Failure
4%
Few failures are age related

Common in structures and
direct wear components
2%
5%
Age
May be prevented through

scheduled discard or
refurbishment
Dominantly Random Failure Patterns

of Failure
7%
14%
Majority of failures are

random in nature
Common in hydraulics,
electronics, etc
Overhaul based policy
will not prevent failures
F
Age
68%
In practice, most ball

bearing failures appear
random
Comparisons of Approaches to Maintenance

Moubray 1999
Old ways
DC 8 had over 400

overhaul components
US Commercial Airlines
had around 60 crashes
per million take offs in
the early 1960s
Most crashes occur
due to equipment
failure
New Ways
DC 10 has 7 overhaul
components
US Commercial Airlines
average between 2 and
3 crashes per million
take offs.
Most crashes occur
due factors other than
maintenance.
The world of maintenance is changing...
Stages of Maintenance Evolution

Mostly Mostly Mostly
Condition
Reactive Overhaul
Based
Fix
when
Broken
RemoveFix
Before On Failure Condition
Mostly
Condition
Based with
Defect
Elimination
Proactive
Maintenanc
e
Understanding the Concepts of

Reliability Centred Maintenance
(RCM)
What is RCM?
RCM stands for Reliability Centred Maintenance.

It is a methodology originated by Nowlan and
Heap for developing maintenance programs for
aircraft whilst they were in the design stage.
It starts with a clean sheet of paper and first
defines a complete functionality assessment of
the equipment.
It then proceeds through a thorough assessment
of every likely failure mode that could lead to a
loss of functionality.
Page 74
The seven questions of RCM...
What are the functions required of the asset?

In what ways can it fail?
What are the causes of failure?
What happens when each failure occurs?
Does each failure matter?
What can be done to prevent each failure?
What should be done if a failure can not be
prevented through maintenance?
Page 74
Exploring the principles of RCM.
See the pump example completed by the tutor.
RCM Principles - A Practical Example:
Consider 3 identical pumps whose function is

to pump 240 gal/min through a cooling
system.
System 1
A
Stand Alone
System 2
B
Duty
C
Stand By
Q1...The pumps have different functions...
System 1
A
Stand Alone
System 2
B
Duty
Stand By
Q2They may fail in different ways
System 1
A
Stand Alone
Stops
System 2
B
Duty
Stops
C
Stand By
Wont Start
Q3..The failure modes can be different...
System 1
System 2
Stand Alone
Stops
Bearing seized
Impeller smashed
Coupling shears
Power fails
etc
Duty
Stops
Bearing seized
Impeller smashed
Coupling shears
Power fails
etc
C
Stand By
Wont Start
Brinelling of bearing
Cannibalisation
Grease slumps
Switch fails
Power fails
Q4 & 5..What happens when failure occurs..does

each failure matter.
A
Stand Alone
Evident
Operational
Loss
B
Duty
C
Stand By
Evident
Repair
Only
Conditional
Consequences
What if anything can be done to prevent each

failure...
A
Stand Alone
Evident
Operational
Consequences
CM
B
Duty
C
Stand By
Evident
Non - Operational Conditional
Consequences
Consequences
No CM??
Lubrication
Testing
Three identical pumps can have three different

maintenance policies..
A
Stand Alone
Evident
Operational
Consequences
CM
B
Duty
C
Stand By
Evident
Consequences
Consequences
No CM??
Lubrication
Testing
PM Optimisation
A to Z
The PM Optimisation process has nine steps.
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Task Compilation
Failure Mode Analysis
Rationalisation and Failure Mode Review
Functional Analysis (Optional)
Consequence Evaluation
Maintenance Policy Determination
Grouping and Review
Approval and Implementation
Living Program
Step 1. Task Compilation..

Sources of maintenance tasks
Computerised
Maintenance
Management
Systems.
Operator
Rounds.
Contractor
Schedules.
Vendor
Maintenance
Manuals.
Condition
Monitoring
Rounds.
Memory and
Tradition
Standard
Operating
Procedures
Lubrication
Rounds.
Gather routine maintenance activities performed

on the equipment.
Task
Type
Interval
Trade
Task 1 Condition Monitoring Daily
Operator
Operator
Task 3 Condition Monitoring 6 Months
Fitter
Fitter
Task 5 Failure Finding
Annual
Electrician
Task 6 Time Directed
Weekly
Operator
Whenever Greaser
Step 2 Failure Mode Analysis
For each task, determine what failure mode(s)

each task is meant to prevent or detect.
Generate a list of failure modes being addressed

by maintenance
Task
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Interval
Daily
Daily
6 Months
6 Months
Annual
Weekly
Whenever
Trade
Operator
Operator
Fitter
Fitter
Electrician
Operator
Greaser
Failure
Failure A
Failure B
Failure C
Failure A
Failure B
Failure C
Failure A
Step 3. Rationalisation and Failure Mode

Review
Find all tasks that serve to prevent each individual

failure mode and group them by asset and failure
mode.
Add to that list what dominant failures exist that
have not been generated through Steps 1 and 2.
Consolidate into Unique Failure Modes
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Add other dominant Failure Modes
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Failure D
Step 4. Functional Analysis (Optional)
Assess what functions would be lost if the failure

were to occur.
List Lost Functions to the Failure Modes / Causes
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Failure D
Function
Function 1
Function 1
Function 2
Function 1
Step 5
Assess whether each failure mode is hidden or

evident and what would be the failure
consequences if the failure were to occur
unexpectedly.
Determine the Effect and Consequence
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Failure D
Function Effect
Function 1 Operation
Function 2 Hidden
Step 6.

Using the RCM decision logic define what, if any,
maintenance can be done to prevent each failure
and what should be done if a suitable preventive
task can not be found.
RCM Task Selection Sequence
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure
Finding
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Modification
Operational
Loss
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Modification
or No PM
Repair Only
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Modification
or No PM
Determine the Maintenance Policy
Cause
Function
Failure A Function 1
Effect
Operation
Policy
Inspect
Interval
Daily
Failure B Function 1
Operation
No PM
Failure C Function 2
Hidden
Test
Annually
Failure D Function 1
Operation
Inspect
Weekly
Step 7.
Grouping and Review
Group maintenance tasks into like trades and

intervals, and review the analysis outcomes to
establish an efficient, yet effective, means of
ensuring that the maintenance policy aligns with
both business and production objectives.
Outcome PMO Analysis....

Part of a Processing Plant
Only 13 % of
previous
maintenance was
effective!
Use As Is
13%
Case Study
Delete
19%
Reduce Interval
25%
Nearly one
fifth of the
maintenanc
e was a
waste of
time!
Extend Interval
30%
New Task
13%
Analysis of Mechanical Changes
Downtime analysis for this plant
Case Study
Table of Overall Downtime for PM on Unit

Sum of Hours
Interval
Proposed Program
Per
Total Lab D/time Year
Total
2
Monthly
0.3
0.3
Monthly
5.17
12
36
Two
Weeks
2.25
2.25
26
59
Weekly
1.92
52
104
Grand
Total
9.64
200
Previous Program
Per
Lab
D/time Year
26
Total
208
208
More frequent but less servicing

Case Study
required less PM will create better reliability!

Second stage reduction in PM hours by 50%

Step 8
Gain approval from nominated personnel, decide

what else needs to be done to implement the
recommendations, and complete these activities.
The Three Keys
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Available Time
Step 9
Living Program
Ensure that the revised maintenance program is

completed on time, review all equipment failures
of that equipment, and adopt appropriate
Reliability Engineering tools to accelerate the rate
of improvement.

CMMS
PMO/RCM
Downtime
Data
Incident
Management
Elements of a successful Living Program
CMMS
PMO/RCM
Downtime
Data
Management
Reliability
Incident
Management
Both types of failures should proceed

through the following process
Sealer Failures mins / mth
Expected sealer failures eliminated through

redesign
Initial PMLost
changes
and sealer
modifications
Minutes
of Production
Caused by
Sealer
Failures
introduced
after
workshops
600
500
400
300
200
100
-
Preventable failures eliminated by executing the

right PM Program
PMO implemented
here
PM Optimisation
A to Z
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Task Compilation
Grouping and Review
Living Program
Step 1
Task Collection
Page 16
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Step 8
Step 9
Task Compilation
Grouping and Review
Living Program
Step 1 Task Compilation
Gather together in one place, all of the

maintenance tasks (formal and informal) being
undertaken on the asset being studied.
Page 16
Step 1. Task Compilation.

Sources of maintenance tasks
Computerised
Maintenance
Management
Systems.
Operator
Rounds.
Contractor
Schedules.
Vendor
Maintenance
Manuals.
Condition
Monitoring
Rounds.
Memory and
Tradition
Standard
Operating
Procedures
Lubrication
Rounds.
Page 16

on the equipment.
Task
Type
Interval
Trade
Operator
Operator
Fitter
Fitter
Annual
Electrician
Weekly
Operator
Whenever Greaser
Objectives
Gather in one place all the preventive or routine

maintenance activities that are performed on the
equipment being studied.
Arrange the maintenance tasks in a manner
suitable for efficient analysis.
Page 16
Approach
Collect all the maintenance activities undertaken

by all site personnel.
Decompose the maintenance activities into
separate tasks if they are rolled up.
List the maintenance tasks in the one format on
the same document.
Ensure that the responsible trade and task
frequency are listed against each task.
Against each decomposed task, record the task
type (optional).
Page 16
Decomposing Maintenance Tasks
Many maintenance tasks are Rolled Up ... two or

more independent tasks are written into one.
It is often useful to decompose these into the

elements specifically directed at failure modes.
It is common for tasks to be written in a vague

manner that leaves the tradesman or operator to
complete a number of actions largely at his
discretion.
Where this is the case, the single line task should be

expanded.
Page 17
Example of a vague task being decomposed

Task as
Written
Tasks as performed
Do a PM on Change the gearbox oil

the Fan
Check the coupling for wear by feeling
the extent of rotational differential
movement.
Grease fan shaft bearings.
Check all bearings for signs of wear.
Clean and inspect the fan blades for
cracks.
Inspect all bolts and fasteners for
security.
Page 18
Example of Multiple tasks Rolled into One
Page 18
Task Types (Optional)
Listing the task type helps with understanding the

focus of the maintenance and whether
decomposition is required.
Tasks should be grouped into the following types.
Condition Monitoring,
Hard Time,
Failure Finding, and
Preparatory, Administrative or Warning Instructions
Page 19
RCM TerminologyMaintenance Tasks
Maintenance tasks are broken into three groups
Hard Time
Failure Finding
Modification is not a
maintenance task.
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure
Finding
Page 19
There are at least three types of maintenance

activities...
Inspecting the condition of a component and leaving it

alone if it will survive to the next inspection
Condition
Monitoring
Eg. Checking your car brake pads
Page 19

activities...
Hard Time, (Overhaul)
Scheduled Restoration, or
Scheduled Discard
Restoring or replacing a component at a specific
interval regardless of its condition
Scheduled
Restoration
Scheduled
Discard
Eg replacing the oil in your car
Page 19

activities...
Failure Finding
For hidden failures - testing to see if they are still

working. Is therefore not a preventive task.
Rarely done to prevent evident failures
Failure
Finding
Eg Testing fire alarms.
Page 20

on the equipment.
Task
Type
Interval
Trade
Operator
Operator
Fitter
Fitter
Annual
Electrician
Weekly
Operator
Whenever Greaser
Step 2
Failure Mode Analysis (FMA)
Page 26
Failure Mode Analysis - Objective
For each task, determine what failure mode(s)

each task is meant to prevent or detect.
Page 26
Generate a list of failure modes currently

addressed by maintenance...
Task
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Interval
Daily
Daily
6 Months
6 Months
Annual
Weekly
Whenever
Trade
Operator
Operator
Fitter
Fitter
Electrician
Operator
Greaser
Failure
Failure A
Failure B
Failure C
Failure A
Failure B
Failure C
Failure A
Page 26
Definition of Failure Modes
Failure modes are defined as the general reasons

why equipment fails.
Examples..
Failure modes could be written as follows
Bearing fails due to normal wear.

Gearbox fails due to lack of lubrication.
Battery goes flat due to normal use.
Pressure vessel fails due to corrosion.
Page 26
Depth and Breadth of Analysis
A single maintenance task could cover a large

number of failure modes..
List only those that are likely.
When writing failure modes, it is not necessary to

define the root cause of each failure in precise
detail.
Excessive detail can lead to a slow process with a high

proportion of repetitive results.
Page 26
Making the task efficient
Page 27
Failure Modes Relating to Protective Devices
The testing is often a simple, cheap and effective

task. Little may be gained from an in depth
analysis of the maintenance.
In some cases in depth analysis is justified.
The testing of protective devices is the primary reason

for shutting down plant,
The tests are dangerous, or
The tests themselves are likely to cause failures,
overstress the machinery or leave the system in an
unprotected state
Page 27
Failure Modes Relating to Hazards
For failure modes that are likely to have safety,

commercial or environmental consequences, it is
a good idea to work at a detailed level.
Page 28
Generate a list of failure modes currently

addressed by maintenance
Task
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Interval
Daily
Daily
6 Months
6 Months
Annual
Weekly
Whenever
Trade
Operator
Operator
Fitter
Fitter
Electrician
Operator
Greaser
Failure
Failure A
Failure B
Failure C
Failure A
Failure B
Failure C
Failure A
Failure modes associated with human error..
Failure modes associated with human error are

not listed unless the following circumstances
exist:
there is a reasonable chance that they can occur, and

The consequences are high.
Listing all the possible human error failure modes

can lead to a long analysis.
Most of the time, human error needs to be treated
by modification.
Step 3.
Rationalisation and FMA Review
Objective
The objective of this step is to create a single list

of unique failure modes for which routine
maintenance is likely to be possible.
Page 31
Approach
Sort the Failure Mode Analysis (FMA) by

component and failure mode.
Create a single list of unique failure modes from
the pool of failure modes on the FMA.
Add to the list any dominant failure modes that
have not been listed so far.
Page 31
The one failure - one task policy
Having multiple tasks aimed at one failure mode

does not usually add value:
Each of the responsible maintenance groups may

assume that the other has done their taskneither
does either.
If one task is 90% effective then the other tasks
become low value maintenance activities...In such
circumstances, the resources would be far better
deployed where the incremental returns are higher.
Page 31
The one Failure - one task policy
The other important aspect is this:
In the living program when failures are investigated, it is

useful to have accountabilities for managing each
failure mode clearly and uniquely defined.
This means that if an operator is responsible for
checking filters for contamination, for example and a
filter fails for this reason, the people to go and discuss
the matter with are the operators as they and no one
else are responsible.
Dual responsibility = No responsibility

Page 31
Sort and add missing Failure Modes

Before
Task Trade
Task 1 Operator
Task 2 Operator
Task 3 Fitter
Task 4 Fitter
Task 5 Electrician
Task 6 Operator
Task 7 Greaser
Failure
Failure A
Failure B
Failure C
Failure A
Failure B
Failure C
Failure A
After
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Failure D
Sort and add missing Failure Modes
Sources of missing failure

modes come from
Failure history (recorded or

memory)
Review of technical
documentation looking for
hidden failures or failures
that have not happened but
could and would lead to a
hazard.
After
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Failure D
Step 4
Page 33
Objectives
Define the required functions of the asset and

gain an appreciation of whether the plant is
capable of meeting local functional expectations,
and
Create a link between maintenance tasks and
loss of functionality.
Page 33
The sad fact of life...
Maintenance cannot alter the

inherent qualities of an item.
Why wont you get
reliable
Page 33
What the
asset
can do
Performance
Maintenance can only achieve the inherent levels

of performance
Achievable
Age
Page 34
Maintenance can only achieve the inherent levels

of performance
Performance
What the
asset
can do
NOT Achievable
Achievable
Age
Page 34
Matching Can with Want

is a bad idea if equipment deteriorates
What the
asset
can do
What we want
from the
asset
NOT Achievable
Life
Achievable
Age
Page 34

What the
asset we want
What
can do
from
the
asset
NOT Achievable
Life
Achievable
Age
Page 34

What the
asset we want
What
can do
from
the
asset
NOT Achievable
Life
Lost Life
Achievable
Age
Page 34
Functions
All equipment is required to perform at least one

function and in most cases multiple functions
Function statements describe exactly what the

users want from the equipment.
What does this mean?
Page 34
What is the primary function of the conveyor?
Stockpile
es
n
n
o
t
e
l
0
b
8 ssi
Po
r
H
/
Conveyor
Hopper
Crusher
60 tonnes /
Hr
Stockpile
Operators require the conveyor to be

capable of moving 60 tph of
material from the stockpile
to the feed hopper.
Hopper
r
H
/
Stockpile
s
e
n
o n le
t
80 ssib
Crusher
o
P
Conveyor
60 tonnes / Hr
Stockpile
Functions
... Even though an item has been

purchased for a specific purpose, it has
other functions designed in. The
importance of each function may be
different to different companies.
Page 35
Typical Secondary Functions
Environment
Safety
Support
Containment
Contamination
Control
Appearance
Protection
Economy/ Efficiency
Page 37
Functions - Containment
A function of a pipe in a gas plant may be to

transport the gas from one area to another.
Its function is also to contain the gas inside the pipe - ie

not leak.
The function of a diamond sorting machine may

be to sort diamonds from worthless rocks.
Its function is also to contain the diamonds within the

machine - ie not have them all over the floor.
Functions - Appearance
The function of a fire main is to transport water to

the fire hydrant.
Its function is also to be painted red to indicate it is part

of a fire system.
The function of a large fuel storage tank at an

airport may be to store fuel.
Its function may also be to appear in harmony with the

environment.
Functions - Support
The function of a conveyor may be to transport

ore over 2 miles at a rate of 50 tonnes per hour.
It may also be required to support the load of the ore.
The function of a bridge is to form a path from one

point to another.
Another function is to support the traffic which travels

on it.
Functions - Indication
The function of car fuel system is to store fuel.
It may also be required to provide an indication to the

driver of the amount of fuel remaining.
The function of a petrol bowser is to deliver fuel

into a car fuel tank.
It may also be required to provide an indication to the

user of how much fuel has been delivered and how
much it costs.
Performance Standards
Performance may be stated in the following

categories:
Output rate
Product quality
Production Cost
Sometimes it is difficult to be precise

about required performanceIf it is
too hard, dont get bogged down. Page
36
What is the performance required of the

conveyor?
Plant personnel require the conveyor to
be capable of moving 60 tph of
to the feed hopper.
Stockpile
s
e
n
n
o le
t
80 ssib
Po
Conveyor
r
H
/
Hopper
Crusher
60 tonnes / Hr
Stockpile

Operators require the conveyor to be
capable of moving 60 tph of
to the feed hopper.
Stockpile
s
e
n
n
o le
t
80 ssib
o
P
Conveyor
r
H
/
Hopper
Crusher
60 tonnes / Hr
Stockpile
List Lost Functions to the Failure Modes / Causes
Task
Task 1
Task 4
Task 7
Task 2
Task 5
Task 3
Task 6
Trade
Operator
Fitter
Greaser
Operator
Electrician
Fitter
Operator
Cause
Failure A
Failure A
Failure A
Failure B
Failure B
Failure C
Failure C
Failure D
Function
Function 1
Function 1
Function 2
Function 1
Step 5
Page 39
Objectives
The objectives of this step are to assess the

following:
Whether a failure mode is hidden or evident, and

What would be the consequences if the failure occurred
unexpectedly.
Page 40
The SAE JA 1011 standard for task selection .
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure Finding
Modification
Operational
Repair Only
Loss
Condition
Condition
Monitoring
Monitoring
Scheduled
Scheduled
Restoration
Restoration
Scheduled
Scheduled
Discard
Discard
Modification or Modification or
No PM
No PM
Failure Effects and Consequences
The failure effects and consequences describe

what will happen when a failure mode occurs.
We must understand the consequences of failures
to be able to determine whether it is worthwhile
preventing them.
It is hardly worth spending

a lot of effort predicting a
failure which does not matter.
Lucky
Escape
Page 40
The Decision Logic Diagram.
Hidden
Evident
Hazard
Operational Repair Only

Loss
Task Selection
Page 41
Hidden Failure Modes
Hidden
Evident
Some failures have no impact unless some other

failure occurs this is often the case where the
failure is protected in some way.
Often, failures of protective systems are known as
hidden failures.
The consequences of hidden failures are said to
be conditional. They only matter under certain
conditions.
Page 41
Hidden Failure
Oh Dear!
Some metal in the
system and no light.
Metal
Detector
Hidden
Evident
Hazard
Operational
Loss
Repair Only
Task Selection
Page 44
Safety Consequences
Hazard
... when the failure creates an intolerable

risk to personnel safety.
Page 44
Environmental Consequences
Hazard
... when the failure

leads to a breach of any
known environmental
standard or
regulation.
Page 44
Disastrous Commercial
Consequences
Hazard
... when the failure leads to a significant loss

of market share or customer dissatisfaction
Oops!
Page 44
Hidden
Evident
Hazard
Operational
Loss
Task Selection
Repair Only
Operational Consequences
Operational
Loss
... when the failure affects

production
output, quality,
cost, etc.
Page 44
Hidden
Evident
Hazard
Operational
Loss
Repair Only
Task Selection
Page 44
Cost Consequences
Repair Only
... when the only consequence

for the failure
is the cost of repair
This may be significant
in terms of secondary
or avoidable damage.
Page 44
Consequence Determination
Hidden
... supported by
decision logic.
Evident
Hazard
Operational
Loss
Repair Only
Condition
Monitoring
Condition
Monitoring
Condition
Monitoring
Condition
Monitoring
Scheduled
Restoration
Scheduled
Restoration
Scheduled
Restoration
Scheduled
Restoration
Scheduled
Discard
Scheduled
Discard
Scheduled
Discard
Scheduled
Discard
Failure Finding
Modification
Modification or
No PM
Modification or
No PM
distinguishes
between hidden
and evident failures
task selection is made from a

variety of options
Page 44
Failure Consequence Decision Logic Diagram
Hidden
Evident
Hazard
Operational
Loss
Task Selection
Repair Only
Why do we bother splitting hidden failures from

evident failures??
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure Finding
Modification
Operational
Repair Only
Loss
Condition
Condition
Monitoring
Monitoring
Scheduled
Scheduled
Restoration
Restoration
Scheduled
Scheduled
Discard
Discard
No PM
No PM
Why do we bother splitting hidden failures from

evident failures??
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure Finding
Modification
Operational
Repair Only
Loss
Condition
Condition
Monitoring
Monitoring
Scheduled
Scheduled
Restoration
Restoration
Scheduled
Scheduled
Discard
Discard
No PM
No PM
Why do we bother splitting hazards from other

failures.
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure Finding
Modification
Operational
Repair Only
Loss
Condition
Condition
Monitoring
Monitoring
Scheduled
Scheduled
Restoration
Restoration
Scheduled
Scheduled
Discard
Discard
No PM
No PM
Why do we bother splitting hazards from other

failures.
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure Finding
Modification
Operational
Repair Only
Loss
Condition
Condition
Monitoring
Monitoring
Scheduled
Scheduled
Restoration
Restoration
Scheduled
Scheduled
Discard
Discard
No PM
No PM
Hidden Failures
Page 41
Failure Consequences
Failure Consequences fall into two

distinct groups:
HIDDEN
EVIDENT
Failure can not

detected by operator
under normal
circumstances
Failure can be
detected by operator
Page 41
System 1
EVIDENT
A
System 2
EVIDENT
B
HIDDEN
C
Stand Alone
Duty
Stand By
Process stops
Pump A is repaired
Process interrupted
Switch to Pump C
Pump B is repaired
Failure undetected
until Pump B fails
Process stops
A failure is hidden when...
It can not be detected by operators under normal

circumstances, and
It is hidden for ever unless one of two things
happen:
Some other failure occurs, or

A failure finding task is performed.
There must be at least two failures before the

consequences of hidden failure appear.
Page 41
Hidden Functions
Hidden functions are normally associated with

protective devices which are not fail safe.
Hidden functions often have many failure modes;

some of which are hidden and some of which are
evident.
Some protective devices are completely fail safe

and therefore the functions are not hidden...
Beware of this claim!!
Page 41
Hidden Functions
Normal Operation
No metal in the system
Metal
Detector
Hidden Functions
Bingo
Some metal in the
system and the
light comes on
Metal
Detector
Hidden Failure
Oh Dear!
Some metal in the
system and no light.
Metal
Detector
Hidden Functions
Design Change
Light normally on
Failures are now evident..
System is fail safe.
Metal
Detector
An example of making failures evident.
Some hospitals now run stand-by

generators continually putting
power into the grid. This costs
money but they do not experience
total loss of power when the grid
fails.
Hidden failures are often found with the following

devices.
Emergency stops
Safety valves
Standby pumps
Interlocks
Bunds
Non return valves
Turbine overspeed switch
Fire alarms
Smoke detectors
Metal detectors
Circuit breakers
Standby generator
Safety Showers
First aid kits
Emergency parachutes
Emergency brake
Page 43
Care must be taken when assessing whether

failures are hidden...
Filter Removes benzene From

Mineral Water
Light comes on to indicate
Filter By-pass
Filter
It is normal for benzene to exist in the water.

The light is actually a condition monitoring
device.
Which of these functions are hidden???
Functions
To provide a local indication of lube oil

temperature (normally 35-45 deg C)
To sound an alarm in the control room when the
lube oil reaches 48 deg C
To shut the machine down when the lube oil
reaches 50 deg C.
Which of these functions are hidden???
To provide a local indication of lube oil

temperature (normally 35-45 deg C)
To sound an alarm in the control room when the

lube oil reaches 48 deg C
Evident
Hidden
but could be evaluated as a condition
monitoring device
To shut the machine down when

the lube oil reaches 50 deg C.
Hidden
A failure is hidden when...
It can not be detected by site personnel under

normal circumstances, and
It is hidden for ever unless one of two things
happen. Either:
Some other failure occurs

A failure finding task is performed.
There must be at least two failures before the

consequences of hidden failure appear.
Step 6
Page 47
What variables should drive maintenance on an

aeroplane...
What variables should drive maintenance on an

aeroplane...
Landings
Engine Hours
Flying Hours
Elapsed Time
G Limit excursions
Plan your maintenance intelligently!!
With meter based servicings maintenance must

control the asset use
First create an annual utilisation plan which is:
How many hours will be used in the year

How many machines will be use
How many hours per machine (divide hours by
machines)
Create the servicing plan

Drive the asset use into the plan
Remaining Hours
Run Assets to Drive the optimum maintenance

efficiency
5000 Hrs
Example
Five machines
25,000 hours total
production in the year
5,000 hour overhaul
Elapsed Time
1 Yr
Remaining Hours

efficiency
5000 Hrs
Example
Five machines
25,000 hours total
production in the year
5,000 hour overhaul
Elapsed Time 1 Yr
Remaining Hours

efficiency
5000 Hrs
1 Yr
Elapsed Time
Task Selection
Terminologysome organisations use five types

of maintenance activities...
On-Condition (Condition Monitoring)
Hardtime (Scheduled Restoration / Discard)
Failure Finding
Event Based
Independent Inspection
Page 41
RCM Decision Diagram

Failure evident to
operating crew?
There may be a
number of tasks that
can be used for
each failure mode.
Only one task should
be selected for each
failure mode.
When the choice is
made, move on to
the next failure
mode.
No
Hidden
Yes
or
Yes
Yes
Yes
Evident
No
Hazard
Scheduled Restoration
or
Yes
Scheduled Discard
or
Failure Finding
Page 41
Each task which is selected must be practical

and effective.
Practical means:
Effective means:
the task technically

feasible based on the
failure characteristics
of the item.
the task worth doing

based on the failure
consequences?
Page 53
Task Selection
On Condition
Tasks
Condition
Monitoring
On Condition Maintenance - Condition Monitoring
Some components give warning signs that they are in

the process of increasing deterioration..
Vibration
Noise
Heat
Smoke
Bearing
Seized !
Age
Page 48
A potential failure is an identifiable condition which

indicates that a functional failure is in the process of
occurring.
Vibration
Noise
Heat
Smoke
Bearing
Seized !
Age
Page 48

A potential failure is an identifiable condition which
indicates that a functional failure is in the process of
occurring.
Happy Face
Red Face
FIGJAM
Slurred Speech
Think youre Mel Gibson
Tell the boss the truth
Tell the Mrs the truth
Fall over
Chunder
More Beer
Collapse
Pots of Beer
Drinking
PF Curve
Understanding the P-F Curve
Point where we can

find out if it is failing
Resistance
to Failure
Potential
Failure
Functional
Point where it has failed
Failure
Age
Page 49
P-F Curve
Resistance
to Failure
P-F Interval
Interval between the occurrence of
a potential failure and its decay
into functional failure
Potential
Failure
Functional
Failure
Age
Page 49
On Condition Task Frequency
Resistance
to Failure
The frequency of On-Condition tasks

must be less than the P-F Interval.
P-F Interval
Months
P Noise
Functional
Failure
Age
Page 49

Resistance
to Failure
P-F Interval
(months)
Potential
Failure
Functional
Failure
Check at 1 monthly intervals
Age
Page 49
On Condition tasks are applicable if...

Failure evident to
operating crew?
Hidden
Evident
it is possible to define a clear

potential failure condition
the P-F interval is fairly
consistent
it is practical to monitor the item
at intervals less than the P-F
interval ie the P-F interval is long enough
to be of some use
Hazard
Condition Monitoring?
Yes
Yes
or
Scheduled Restoration?
or
Yes
Scheduled Discard?
or
Modification?
Page 50
On Condition Tasks
Usually not intrusive and some can be done when

the plant is operating
Usually cheap to apply
Maximises the life of the asset
Can be applied independently of what the failure
pattern is
Can be assessed without a large bank of failure
history
Page 49
On Condition Tasks
Are not always cost effective and

Can not be used for every failureonly failures
that give some warning that there is a problem.
Page 49
On Condition Techniques
Human Senses
Product Quality Checks
Sight
Sound
Touch.
Statistical Process Control.
Using specialist equipment
Vibration Monitoring
Thermography..
Page 48
Task writing standards.
Tasks should be written at a level such that a

person with the trade qualifications listed to
complete the task could do this based on the core
competencies received to obtain the trade
qualifications.
For example, a task written for a mechanic to complete

should be written at a level that a mechanic leaving his
apprenticeship could complete without any other
assistance.
Task writing standards.cont
Condition based and failure finding tasks contain

three elements:
The instruction,
The acceptable limits, and
What to do if an unacceptable condition is found.
Hard time tasks contain only the instruction.
The use of the words check, inspect and examine

should be consistently applied and relevant to the
type of task required.
As a guide to using the words check inspect and
examine, consider what you would do if you were
to:
check somebody,
inspect somebody, or
examine somebody.
When writing tasks it is useful to add the means

by which the task will be conducted. Examples
are as follows:
Visually inspect the shaft for signs of corrosion.

With a spanner, check that the bolts are tight.
With a thermographic camera, examine the control
board for signs of heat ..
Task Selection
Hardtime
Page 50
Scheduled
Restoration
Scheduled
Discard
Engine servicing - spark plug failure history.
Solution Interval of spark

plug
Spark Plug
Lifereplacement
needs to be three months.
Sample size 300 spark plugs
Number of spark plug failures
35
30
25
20
Safe Life
15
10
5
0
0
0.5
1.5
2.5
Months Since Installed
3.5
Hardtime
7%
14%
68%
Fact !
Most failures are
random in nature and will
not benefit from timebased intervals.
Page 51
Age Related Failures
4%
2%
5%
Commonly found under

conditions of direct wear.
Also associated with fatigue,
corrosion and oxidation,
chemical instability,
radioactive decay.
Page 50
Age Related Failures
4%
2%
5%
Hard time tasks are most

applicable if a Pattern B
can be established from the
data.
For Patterns A and C, it is
most likely that a condition
monitoring task will be far
more effective than a Hard
Time task.
Page 50
Task Selection.
Failure Finding
Page 54
How often should Pump C be Tested...
B
Duty
Stand By
Evident
Consequences
Consequences
Testing
Page 55
Testing protective devices is largely a question of

risk.
Failure Finding Interval (FFI)

Standby Pump
Duty Pump
5
10
15
20
25
Years
The longer the interval between tests,

the higher the risks of multiple failures!!
Failures
Page 55

risk.
Failures
Protective Device
MTBFtive
Protected Device
MTBFted
5
10
15
20
25
Years
Page 55

risk.
Failures
Protective Device
MTBFtive
Protected Device
MTBFted
5
10
15
20
25
Years
Acceptable probability of Multiple Failure

PrMF = {1/MTBFted} x {1/MTBFtive} x 1/2{FFI}
FFI = 2 x PrMF x MTBFted x MTBFtive
Page 55

risk.
Failures
Failure Finding Interval (1 yr)
Protective Device
MTBFtive
(25 yrs)
Protected Device
MTBFted (5yrs)
5
10
15
20
25
Years
Acceptable probability of Multiple Failure

PrMF = {1/5} x {1/25} x 1/2{1}
=1:250 years
Page 55
Testing protective devices should test the whole

system if practical...
How should a smoke detector be tested?
Senso
r
Batter
y
Alarm
How do you test the following items???
Emergency parachute
Flare cartridge
Building fire sprinkler
Car airbag
Household fuse
Fighter aircraft ejector seat
Page 57
French police lose explosives on jet
Monday, December 6, 2004 PARIS
Police at Paris' top airport lost track of a passenger's

bag in which plastic explosives were placed to test
bomb-sniffing dogs, police said Saturday. Warned that
the bag may have gotten on any of nearly 90 flights
from Charles de Gaulle, authorities searched planes
upon arrival in Los Angeles and New York.
Task Selection.
Other types of tasks
Event Based Servicing
Page 60
Event-Based
Performed only when a specific event occurs.

(hard landing, etc)
Page 60
Event Based tasks or Special Servicing
Event Based tasks are used to inspect equipment

and return it to service after a random and
potentially hazardous event.
Page 60
Event Based tasks or Special Servicing
Typical events include:
Inspection of an aircraft undercarriage after a heavy

landing.
Turbine inspection after overspeed.
Filter change after a dust storm.
Page 60
Event Based
Oil storage tank that can fail when heavy rain falls.
Floating Roof
Water Drain Valves
Crude Oil Storage Tank
Drain to Oily Water Pit
Event Based
Floating Roof
Water Drain Valves
Event Based
Floating Roof
Water Drain Valves
Event Based
Event Trigger
Heavy or consistent rain.....
Task
Check roof water drains are clear and
ensure that water drains freely from the
roof section
Task Selection.
Other types of tasks
Independent Inspection
Independent Inspections
Performed where design change is not feasible

for safety, environment or high cost
consequences.
Usually associated with human error.
Eg checking the bolts on safety rails after the rails
have been removed and reinstalled after
maintenance.
Page 61
Other Failures?
Not all failures can be prevented by applying one

or more of the 5 maintenance tasks.
For these failures we consider one of the following

options should be:
Re-design, or
No scheduled maintenance
Modification
or No PM
Page 58
Task selection summary
There are three main types of programmed maintenance

activity:
Condition Monitoring (predictive maintenance)

Interval determined by PF interval.
Hard Time Replacement or Refurbishment (preventive
maintenance)
Interval determined by safe or economic life.
Failure Finding
Interval determined by MTBFs and acceptable risk of multiple
failure.
There is no point in doing tasks that achieve nothing.

Note that event based servicing and independent inspections are not
programmed maintenance activities
Step 7
Grouping and Review
Page 65
Step 7 Grouping and Review
Group maintenance tasks into like trades and

intervals, and review the analysis outcomes to
establish an efficient, yet effective, means of
ensuring that the maintenance policy aligns with
both business and production objectives.
Page 65
The Three Keys
ia
lls
ni
an
d
Ghost
ai
Tr
ng
To
ol
s
an
at
er
i
Sk
ls

Available Time
Step 7.
An example of a maintenance plan on a three week cycle
The letters A through to V represent maintenance
schedules comprising many tasks.
Schedule Interval
Off Line
Week
12 15 18 21 24 27 30 33 36 39 42 45 48 51 54
3
3
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
A
B
3
6
X
D
X
E
X
D
X
E
X
D
X
E
X
D
X
E
X
D
X
E
X
D
X
E
X
D
X
E
X
D
X
E
X
D
X
E
6
18
F
J
G
K
F
L
G
M
F
M
F
J
G
K
F
L
G
M
F
J
G
K
F
L
G
M
N N1 O O1 P
N N1 O O1 P
Q
R
24 (27)
36 (27)
52 (54)
Hours
14 13 12 14 13 12 13 13 13 13 11 11 13 14 13 13 11 12
Step 8
Page 67
Step 8 Approval and Implementation
Gain approval from nominated personnel, decide

what else needs to be done to implement the
recommendations, and complete these activities.
Page 67
Step 9
Living Program
Page 68
Step 9 Living Program

of improvement.
Page 68
Elements of a successful Living Program
CMMS
PMO/RCM
Downtime
Data
Management
Reliability
Incident
Management

CMMS
PMO/RCM
Downtime
Data
Incident
Management
Living Program
OEE
Management
Reliability
Incident
Management

of improvement.
Setting up and managing strategic

data collection systems

Examples of high level loss categories
OEE
Management
Reliability
Incident
Management
Utilisation losses include the following:
Having upgrades or modification.

Machine not required for production,
Machine in transit or being changed to different
products,
In production
Machine in planned maintenance, and / or
Machine has failed and being repaired or running at a
reduced rate.
This section is concerned with these

two areas
Some Important RCM Concepts
Task selection summary for

evident failure modes.
OEE
Management
Reliability
Incident
Management
There are three types of maintenance strategies

for evident failure modes:
Condition Monitoring (predictive maintenance)

Interval determined by PF interval.
Hard Time Replacement or Refurbishment (preventive
maintenance)
Interval determined by safe or economic life.
Run to failure
Where failures are random and unpredictable, or
Cost of PM is greater than the cost of failure.

Maintenance Categories..
Reliability
Incident
Management
Planned Maintenance
OEE
Management
Preventive Maintenance
Corrective Maintenance
Breakdown Maintenance
Expected Failure
Equipment breakdowns that have been assessed as
Run to failure
Unexpected Failure
Equipment breakdowns that should have been
predicted or prevented.
Reliability Concepts
Backlog grows
Standards Drop
Morale Declines
Head / Budget
Reduction
More repeat work
PM is missed
More preventable
failures
Resources taken
by Breakdowns
Band-aid
Maintenance
The SAE JA 1011 standard for task selection .
Hidden
Evident
Hazard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Condition
Monitoring
Scheduled
Restoration
Scheduled
Discard
Failure Finding
Modification
Operational
Repair Only
Loss
Condition
Condition
Monitoring
Monitoring
Scheduled
Scheduled
Restoration
Restoration
Scheduled
Scheduled
Discard
Discard
No PM
No PM

Resistance
to Failure
P-F Interval
(months)
Potential
Failure
Functional
Failure
Check at 1 monthly intervals
Age
Fixed time replacement frequency .

The frequency of fixed time replacement must be before
safe of economic life.
Safe Life
Age Related
Fixed Time Replacement only

Random
Failure Pattern
Maintenance Options for Evident Failure Modes
Sudden
Gradual
Rate of Deterioration
Age Related
Random
Failure Pattern
Condition Based Replacement only
Sudden
Gradual
Age Related
Random
Failure Pattern
Both Fixed Time Replacement and

Condition Based Replacement
Sudden
Gradual
Age Related
Failure will always result in a

breakdown
Random
Failure Pattern
Sudden
Gradual
Inherent
Capability Loss
Planned Maintenance
Expected Failure
Unexpected Failure
Available Time
Total
Time
Maintenance
Capability Loss
Inherent
Performance
Level
Inherent Capability
A typical example
Some fundamental concepts

The Inherent Performance Level
OEE
Management
Inherent Capability Loss

Inherent Performance Level
Inherent Capability Loss includes:

Off line Preventive Maintenance Tasks,
Off line Corrective Maintenance, and
Equipment breakdowns that have been

assessed as Run to Failure.
Reliability
Incident
Management
Some fundamental concepts

The Actual Performance Level
OEE
Management

Maintenance Capability Loss
Actual performance Level
Maintenance Capability Loss includes:

Equipment breakdowns that should
have been predicted or prevented.
Reliability
Incident
Management
Strategic Collection of
Lost Performance Data
OEE
Management
Set up generic
data collection
system
Revise data
gathering system
Establish actual
and inherent
performance
Track success of
plan and revise
plan if necessary
Determine
defects and
quantify
Archive data
Develop and
implement
improvement plan
Revise inherent
performance
Reliability
Incident
Management
Start
Finish
Develop and
implement next
improvement plan
Y
Are there
any more
problems to
solve?
N
The general approach.example
OEE
Management

Actual performance Level

Establish actual
and inherent
performance
Set up generic
data collection
system
Reliability
Incident
Management
The general approach cont.
OEE
Management
Reliability
Incident
Management

"Pareto" Chart of Losses

$600,000
$500,000
$400,000
$300,000
$200,000
3Determine
defects and
quantify
$100,000
$Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem
1
2
3
4
5
6
7
8
9
10
OEE
Management

Inherent Capability
Loss
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
Task
Task
Responsibility
Timing
Task 1
Production Operator
By 30 Aug 2000
Task 2
Planning
By 10 Sep 2000
Task
3 Reliability OfficerTiming By 30 Aug 2000
Responsibility
4 Instrument
By2000
10 Oct 2000
Task 1 Task
Production
OperatorSupervisor
By 30 Aug
$-
Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem
1
2
3
4
5
6
7
9 5 10Production
Task
2 8 Task
Planning
4Develop and
Task 3
Task 4
Revise data
Task 5
gathering system
implement
improvement plan
Supervisor
By2000
10 Nov 2000
By 10 Sep
Reliability Officer
By 30 Aug 2000
Instrument Supervisor
By 10 Oct 2000
Production Supervisor
By 10 Nov 2000
Reliability
Incident
Management
OEE
Management
Reliability
Incident
Management

$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
Task
Responsibility
Timing
Task 1 Production Operator

By 30 Aug 2000
Task
Responsibility
Timing
Task 2 Planning
By 10 Sep 2000
Task 1 Production Operator
By 30 Aug 2000
Task 3 Reliability Officer
By 30 Aug 2000
Task 2 Planning
By 10 Sep 2000
Task 4 Instrument Supervisor By 10 Oct 2000
Downtime
Costs of Head Failures
TaskProblem
3 Reliability Officer
By 30 Aug
2000
Problem Problem Problem Problem Problem Problem Problem Problem Problem
All Moomba Field Compressors
By 10 Nov 2000
1
2
3
4
5
6
7
8 Task
9 5 10Production Supervisor
Task 4 Instrument Supervisor By 10 Oct 2000
$800,000.00
Task 5
Production Supervisor
$700,000.00
By 10 Nov 2000
$600,000.00
Track success of
plan and revise plan if
necessary
$500,000.00
$400,000.00
$300,000.00
$200,000.00
$100,000.00
$0.00
Q1 '98
Q2 '98
Q3 '98
Q4 '98
Q1 '99
Q2 '99
Q3 '99
Q4 '99
Q1 '00
Q2 '00
OEE
Management
Once the problem is solved
Reliability
Incident
Management
Downtime Costs of Head Failures

All Moomba Field Compressors
$800,000.00
$700,000.00
Find New Problem to

Solve
$600,000.00
$500,000.00
Revise inherent
Performance
$400,000.00
$300,000.00
Archive Data
$200,000.00
$100,000.00
$0.00
Q1 '98
Q2 '98
Q3 '98
Q4 '98
Q1 '99
Q2 '99
Q3 '99
Q4 '99
Q1 '00
Q2 '00
Strategic Collection of
Lost Performance Data
OEE
Management
Set up generic
data collection
system
Revise data
gathering system
Establish actual
and inherent
performance
Track success of
plan and revise
plan if necessary
Determine
defects and
quantify
Archive data
Develop and
implement
improvement plan
Revise inherent
performance
Start
Finish
Reliability
Incident
Management
Develop and
implement next
improvement plan
Y
Are there
any more
problems to
solve?
N
The concept of Maintenance Free Operating

Period (MFOP)
Every asset has inherent failure characteristics.

Every asset has a fixed preventive maintenance
program based on either the PF Interval or the
Safe or Economic life of the component.
These are determined by:
the way the equipment was designed, and

the way it is operated.
Page 66
Introducing the concept of Maintenance Free

Operating Period.. MFOP
The MFOP is defined as the time between maintenance

driven equipment shut downs.
Examples
The MFOP for your car may be 10,000 kms which may be driven
by spark plug life.
The MFOP of a belt driven fan may be two years which may be
driven by fan belt life.
Page 66
During grouping and review the MFOP is

reviewed against the business needs.
Ignoring the MFOP will result in unexpected

failures and unnecessary reactive maintenance.
If the analysis shows that unexpected failures cost
more than the PM, then there is no sense in
ignoring that fact.
If there is a conflict between the operating
strategy and the maintenance strategy then there
are only two options:
Change the operating strategy, or

Modify the equipment / system.
Page 66
Examples to follow on next

Some options that can
slides
be considered are (described in slides to follow)
Design out the failure modes that require the

higher frequency intrusive maintenance.
Purchase longer life parts and consumables.
Use different condition monitoring techniques.
Collect data to change policy from condition
monitoring to scheduled discard
Install standby equipment.
Install on-line condition monitoring
Page 66
Example 1: Purchase longer life components
Engine servicing - spark plug failure history.
Engine
service
Solution
Reduce interval
plug
Spark of
Plugspark
Life
initially
at fourto 3 months.then
replacement
trial better spark
Sample size 300 spark plugs
month
plugs. interval.
Number of spark plug failures
35
Discard Interval
30
25
20
Safe Life
15
10
5
0
0
0.5
1.5
2.5
Months Since Installed
3.5
Example 2: Use different Condition Monitoring Techniques
Mechanical coupling
PF Curve for a mechanical coupling
Vibration Analysis
Non Intrusive lower

frequency inspection
Measure coupling wear
Intrusive high
frequency inspection
Example 3: Change policy from Condition Monitoring to Hard Time
Non Return Valve Maintenance
6 months
Valve Pin Wears
Previous Strategy
Intrusive inspection
- Disassemble and
inspect for pin wear
Improved Strategy
Throw away valve every 24
months
24 Months
Age
Conflicting MFOP Example 5: More frequent shutdowns

This plant was being shutdown every two weeks.
Only 13 % of
previous
maintenance was
effective!
Use As Is
13%
Delete
19%
Reduce Interval
25%
Nearly one
fifth of the
maintenanc
e was a
waste of
time!
Extend Interval
30%
New Task
13%
PMO determined the Example 5: More frequent shutdowns

following schedules were required

Sum of Hours
Interval
Proposed Program
Per
Total
2
Monthly
0.3
0.3
Monthly
5.17
12
36
Two
Weeks
2.25
2.25
26
59
Weekly
1.92
52
104
Grand
Total
9.64
200
The MFOP was one week not two.
Previous Program
Per
Lab
D/time Year
26
Total
208
208
Example 5: More frequent shutdowns

More frequent but
less servicing required less PM - more reliability!


The process of Incident Management
Incident Management is a simple

seven step process
OEE
Management
Reliability
Incident
Management
7. Archive
6. Review Results
5. Implement
4. Approve
3. Analysis & Recommendations
2. Allocate Analysis Responsibility
1. Originate
Both types of failures should proceed

through the following process
Where most programs stall
Why Reliability Assurance

can be difficult .
OEE
Management
Reliability
Incident
Management
There is no PMO or RCM or is not documented.

There is no-one in the organisation that is
responsible for administering the system.
The system is fragmented and cumbersome.
Reports get lost and nobody is keeping track of
things.
Getting information is time consuming. Not
integrated with CMMS, OEE or PMO system.
Too many incidents are being investigated at
once.
No-one tracks whether the improvements worked
or not they are not integrated with OEE system.

can be difficult .
Reliability
Incident
Management
Data collection strategy is too generic and lacks

definition.
OEE
Management
What problems are being looked at and for what

reasons.
The systems are poorly set up. It is too hard to

get data in and get data out.
Too much data is being collected.
There is more than one system collecting the
same data. This
Frustrates the people who collect the data, and

Leads to arguments about the data rather than a focus
on solutions.

can be difficult .
Reliability
Incident
Management
The people that collect the data are not involved

in using it to solve problems.
OEE
Management
This results in poor data quality.
The data is collected at the wrong level and can

not be interrogated according to the necessary
parameters.
For example in a manufacturing plant, data may be

collected against the line and so investigations
comparing performance of different products can not be
easily done.

can be difficult .
Reliability
Incident
Management
The data codes are entered when the failure

happens not when the problem is fixed.
OEE
Management
At this point, the operators are guessing.
If the problem has been solved by a technician,

then the data relating to the problem detail should
be entered by the technician.
Often this data is not entered or entered incorrectly by

the operator.

can be difficult .
OEE
Management
Reliability
Incident
Management
People believe that the CMMS can do more than

it is capable.
They mostly dont use the functionality it has but this is

another problem not part of this presentation.
Integrating the 4 elements of

Reliability Assurance
Conclusion
CMMS
PMO/RCM
Downtime
Data
Management
Reliability
Incident
Management
Our Definition of
OEE
Management
Reliability
Incident
Management
A process that determines the inherent reliability

and performance of an asset in its operational
context, and
serves first to increase the level of performance to
the inherent level by the application of preventive
and predictive maintenance, and
then, by data collection and problem solving,
increase the inherent performance level through
the introduction of modifications to the machine
design and the operating conditions or methods.
An important realisation about the four quadrants of

The realisation that all of

these Systems are distinctly
different yet need to be
integrated is very important.
CMMS
PMO/RCM
The purchase and use of a

CMMS alone will leave a
large void in an RA
infrastructure.
Downtime
Data
Management
Reliability
Incident
Management
To our knowledge,
no CMMS has suitable data relationships for the
requirements of the other three quadrants shown.
To be effective at RA, an organisation needs systems,
software and work processes that deal with the other three
quadrants.
An interesting proposition
OEE
Management
If you are not regularly changing your data

collection system either:
You do not experience many failures, or

you are not effectively using your data.
Reliability
Incident
Management
Setting up data collection systems
Some tips about setting up data

collection systems in production lines
OEE
Management
Reliability
Incident
Management
Use codes and avoid the need for operators to

write things.
Try not to have the operators record every failure
unless there are less than 10 per shift.
If this is the case, ensure the person who diagnosed /

fixed the problem attributes the codes and the
comments.
This must be done after the rectification not when the
problem is detected.
Some tips about setting up data

collection systems in production lines
Reliability
Incident
Management
Involve the operators in the design of the sheets

Put a lot of thought into the database that the data
goes into. Only use spreadsheets as a short term
trial use a database when you bed down your
needs.
Set up the form so that the data entry is easy.
Do not collect redundant data.
Spend time training and coaching the operators.
OEE
Management
Be there at shift change when the system goes live

get out of bed early and stay late if you have to.
Send the graphs to the operators weekly and

involve them in the problem solving.
Reliability
Some tips about setting up data collection systems
in
OEE
Incident
Management
Management
production lines continued
Dont get hung up on technology.
Automatic data collection systems are good tools but

they are not the only method of data collection you
should use.
Create a formal system of Incident Management.

Have regular meetings about improvement
activities and do not let these slip.
Follow up on progress.
Reward the participants by acknowledging their
input.
Aim to cut maintenance related downtime by half.
This is not a hard target.
Reliability
Some tips about setting up data collection systems
in
OEE
Incident
Management
Management
production lines
Everything should reconcile against a standard

production rate.
The lost time should be calculated back from the total

time by subtracting change over time and the time that
the machine was in production.
The time the machine was in production is the output /
rate.
Example if the line produced 2500 at 1000 per
hour then the machine was in production for 2.5
hours. If the total time was 3 hours then 0.5 hours
would need to be accounted for either through
change over or other downtime codes.
Example of a recording system Step 1
Case Study
Example
A bottling line
A Bottling line..
B1A Trend Total Overall Loss
2,500
Loss
Linear (Loss)
2,000
Hours
1,500
1,000
500
May '01
Jun '01
Jul '01
Aug '01
Sep '01
Oct '01
Nov '01
Dec '01
Jan '02
Feb '02
Mar '02
Apr '02
A Bottling line.cont
B1 A Pareto of Losses for

12 Months to May2002
5000
4500
4000
3500
Hours
3000
2500
2000
1500
1000
500
0
A Bottling line.cont
B1 A Film Cycle Trend Monthly Loss
800
700
Monthly Loss
Linear (Monthly Loss)
600
Lost Hours
500
400
300
200
100
0
May '01
Jun '01
Jul '01
Aug '01
Sep '01
Oct '01
Nov '01
Dec '01
Jan '02
Feb '02
Mar '02
Apr '02
Case Study
Example
Copper stripping plant
A manufacturing plant
Case Study
This means that there are process and

design issues that should be addressed.
AM
PM
Case Study
Example
Processing plant
A Processing plant after introducing the wrong

PM program...
Trend of Planned and Unplanned Arisings in
Feluwa Pumps
6
SumOfPlanned
SumOfUnplanned
Linear (SumOfUnplanned)
Linear (SumOfPlanned)
Arisings
Jul
'98
Aug Sep Oct Nov Dec Jan Feb Mar Apr Jun
'98 '98 '98 '98 '98 '99 '99 '99 '99 '99
Month
Jul
'99
Aug Sep Oct Nov Dec Jan

'99 '99 '99 '99 '99 '00
The performance after preventive maintenance

Feluwa Failure Patterns Excluding Hoses
12
No of Unplanned Failures
10
Days Since 8 Week Service

Days Since 24 Week Service
Out of the first four

bars 65% of failures
are oil leaks
Days Since Last Service
Case Study
Example
An Automotive Manufacturer
A manufacturing plant after PMO and Incident

Case Study
Management
Production Hours Lost Due to

Stoppages
250
(over the whole plant)
Hours
200
150
100
50
0
Apr- May- Jun- Jul- Aug- Sep- Oct97
97
97
97
97
97
97
Month
April 98 - 35 Hours
Hours
Results Case Study

Maintenance manhours reduction.
800
600
400
200
0
Breakdown
Preventative
Corrective
Month
Case Study
Example
Fertilizer plant
A processing plant.over a 12 month period

Downtime Types
Market
0%
Transition
1%
Environment
11%
Scheduled
27%
Unscheduled
61%
There needs to be a focus on process losses....
Downtime Losses by Trade
All Trades
1%
Electrical
11%
Unknown
30%
Mechanical
16%
Other
0%
Process
42%
Reducing losses in a few key areas would make a

big impact on OEE...
Losses due to environmental issues are on the

rise...
60.00
Environmental Losses
Hours Production Lost per Week
50.00
Linear (Environmental Losses)
40.00
30.00
20.00
10.00
Week since October1
The data suggests that blockages and

mechanical failure cause the most loss..
It appears that the down days are not eliminating

all the potential failures.
Unscheduled Losses Post Down Day
$7,000
This chart looks at the

unscheduled downtime in each
24 hour period since the down
day.
9
8
$6,000
7.8
7.8
7.4
7.8
$5,923
$5,614
$4,498
$4,891
$4,649
5.7
$4,396
$4,000
$3,000
5
4
4.1
Dollars Lost per Day
Failures per Day
$2,000
2
$1,000
The time between down days is known as the

Maintenance Free Operating Period (MFOP)
$0
0
1
Days since Down Day
No of Stops
Dollars Lost Production
$5,000
What should happen is that the

only failures that occur
between down days (MFOP)
are those that are random and
unpredictable. Each and every
failure should be understood in
this way
This graph has been created
from data provided through the
database we built you. This
data has been selected to
ensure that it is representative
of reality.
Losses due to blockages rise over the MFOP...
$2,500
There may need for some

additional hourly, four hourly,
8 hourly inspections or
cleaning tasks performed by
the operators to eliminate the
problems.
2.7
3
$1,985
2.2
$1,760
2.1
$1,716
2.0
$1,500
$1,491
$1,510
1.6
2
$1,000
Failures per Day
$773
1.0
$500

$0
0
1
Days since Down Day
No of Stops
$2,000
The causes of the failures

first need to be identified and
then the tasks put into the
PMO system and on the
operator rounds.
Mechanical Failures in day 1 should be close to

zero but they are not!!!
$1,800
1
$1,669
$1,600
1.2
$1,400
$1,200
$1,163
$1,177
0.9
0.8
$1,000
$874
$800
1
$728
$698
$600
0.8
0.8
0.6

Failures per Day
$400
$200

$0
0
1
Days since Down Day
No of Stops
There must be a review

conducted into these
mechanical failures.
Unless they are caused
by random events they
are most likely
preventable through
some form of
maintenance.
This is where
PMO2000 needs to be
kept live.
Investigations need to
be done at the time not
at the end of the
month.
Configuration Management
After all the hard work, why let things get out of
control because of people changing the plant and
not reflecting on the maintenance schedule.
What about spares support

What about safety
What about the Maintenance Program
What about letting the others know what has changed
Page 73
The recommended approach to

implementation
Tactics The DuPont Experience. Source: Ledet 1994
Tactic
Reactive
Planning Only
Scheduling Only
Preventive /
Predictive Only
All three tactics
Plus Defect
Elimination
Up time
%
% Change Uptime
83.5%
+ 0.5 %
+ 0.8 %
- 2.4 %
+ 5.1 % 88.6 %
+ 14.8 % 98.3%
Implementation tactics...
Individually, each element will not generate

major improvements
Collectively they do.
Instead of pushing tactics across the
organisation, put complete systems into
areas one by one.
The hard way
Tactics are introduced site wide,

tactic by tactic.
Performance Measurement
Improved Planning and Scheduling
Defect Elimination
PM Optimisation
Area 1 Area 2 Area 3 Area 4 Area 5
The better way...
Tactics are introduced site wide, area

by area.
Performance Measurement
Improved Planning and Scheduling
Defect Elimination
PM Optimisation
Area 1 Area 2 Area 3 Area 4 Area 5
Case Studies
Outcome PMO Analysis.

Part of a Processing Plant
Only 13 % of
previous
maintenance was
effective!
Use As Is
13%
Case Study
Delete
19%
Reduce Interval
25%
Nearly one
fifth of the
maintenanc
e was a
waste of
time!
Extend Interval
30%
New Task
13%
Case Study

Sum of Hours
Interval
Proposed Program
Per
Total
2
Monthly
0.3
0.3
Monthly
5.17
12
36
Two
Weeks
2.25
2.25
26
59
Weekly
1.92
52
104
Grand
Total
9.64
200
Previous Program
Per
Lab
D/time Year
26
Total
208
208
More frequent but less servicing

Case Study
required less PM will create better reliability!
Case Study
Results of Pump Station PMO
Use As Is
18%
Reduce
Interval
7%
Extend
Interval
30%
New Task
7%
From Exch to
CM
1%
Delete Task
36%
To Be
Analysed
1%
Analysis of Haul Truck PMO
Use As Is
39%
Reduce Interval
7%
New Task
1%
Extend Interval
20%
From Exchange
to Cond Monitor
3%
Delete Task
30%
Case Study
A quick case study
A Postal Service
A fast moving letter sorting machine.
Case Study
A quick case study
A Major Gas Utility
The situation on arrival.
Case Study
Poor data base of uptime / failures

Well into the vicious cycle - maintenance
becoming more reactive
Little reliability engineering
Negative shop floor culture
Huge backlog of PM and corrective maintenance
Higher demands on plant..possibility of failing to
supply
The approach
Case Study
Extensive briefings
Extensive use of training (over 150 people)
Dual targets of machine and labour productivity
Measurement and marketing of successes
Focus on implementation
Involving operations people in the process of
maintenance
Adoption of new technology
The results..
Turnaround of culture
$20M increased plant utilisation in the first year
Case Study
$35M in second year

$20M can be attributed directly to PMO
Average labour payback - 4 months.

Growth in reliability group from 3 to 12 heads due
to success.
Absorber six monthly service

moved to annual.
Case Study
Service driven by absorber NRV condition

monitoring.
Servicing policy moved from Condition Monitoring
to Replacement.
Additional Revenue $110,000 pa uptime for each
of seven Absorbers.
Labour savings in the order of 1250 mhrs per
year.
Risk of failure reduced significantly.
Well Gas Compressor
Case Study
50 identical sets operating at various loads and

conditions. 130 individual maintenance tasks.
Uptime at around 92%now 96%
Moved from four monthly to three monthly whilst
conducting trials of spark plugs and oils.
Moved instrument six monthly to annual or
reallocated work to fitter and operator.
Saved one man year instrument trade.
Increased throughput by M$4 pa.
Level Control Valves
Case Study
Production changes had lead to a high rate of

valve failure. This had been compounded by lack
of spares support.
Engineering and vendor called for assistance and
new standard of valve placed on order
Additional Revenue $4M pa.
Labour savings in the order of 250 mhrs per year.
Fin Fans
Case Study
Over 400 fans on site. $200,000 of gearbox

overhauls on just 8 fans in ten years.
No PM being done due to breakdowns.
Operators become owners of most maintenance.
Upskilled to perform vibration monitoring.
Labour savings in the order of 300 mhrs pa.
Maintenance cost reduction of about $200,000pa
Analysis took a fitter and an operator, four days.
Case Study
A quick case study

A Steel Processing Company
The situation on arrival.
Case Study
No accessible data base of uptime / failures

No maintenance planning to speak of
Problem solving run by opinion
Equipment in a run-down state
No money
No stock piles
The Approach focusing on a few key areas
Case Study
Optimised PM Program
Introduced comprehensive downtime analysis
recording system.
Performed defect elimination
Revised performance measurement
Introduced improved planning and scheduling
Results
Downtime Reduction
Case Study

Stoppages
250
Hours
200
150
100
50
0
97
97
97
97
97
97
Month
Results
Downtime Reduction
Case Study

Stoppages
250
Hours
200
150
100
50
0
97
97
97
97
97
97
Month
April 98 - 35 Hours
Hours
Results Case Study

Maintenance manhours reduction.
800
600
400
200
0
Breakdown
Preventative
Corrective
Month
Facilitators Program
Why have procedures for facilitators?
Workshop is the focal point of PMO and

consumes scarce resources.
Badly run workshops can derail the whole
program.
Practitioner notes do not cover all the issues that
facilitators need to know.
Minimise variation in standards and outputs.
Promote consistent results.
Workshop process can be broken down into five

parts
Organising Resources and People

Task Compilation
Workshop Facilitation
Compiling the Results
Stakeholder Presentation
Organising Resources and People
Team composition
Essential team members
Operator or equivalent, and

Relevant tradespersons.
Depending on availability, the following people

add value and can be included:
Area planner,
Relevant process engineer,
Reliability engineer, and
Vendor or supplier of equipment.
Setting meeting times.
Workshops are best conducted over a series of

days without interruption.
Workshops convene for no less than 28 hours
over four to five days.
Meeting times should be set well ahead of the
workshop date.
All supervisors and team members should be
informed in writing / email of the timetable and
participant list.
Arranging Stakeholder Presentation
The workshop should conclude with a stakeholder

presentation delivered by the team.
Give stakeholders plenty of warning.
Task Compilation
When to start
Information gathering should commence at least

four weeks prior to the workshop.
If the site is inexperienced in PMO, then task data
compilation, in particular, can take a long time to
complete.
Inexperienced sites may not fully understand the
type of information, the level of detail and the
format required.
The minimum fields required are ...
Area
Equipment
Component
Task
Trade
Interval
Decomposition
Perform decomposition prior to the workshop where

possible.
Decomposition is not necessary in the following
circumstances:
When, for practical reasons, the actions will be all done at the
same time regardless of whether the failure modes can be
treated at different intervals.
When there is a small number of essential actions within the
group and a larger number of tasks that would only be
worthwhile if the equipment was already dismantled.
Example of a task that can remain rolled up
Turn blowers on.

Ensure brushes are free in holders.
Blow out brush area.
Inspect brushes for wear.
Recheck pig tail location.
Check the condition of the commutator and banding.
Visually check all connections for tightness.
Check strip heaters for proper operation (winter)
Check the motor mounting bolts for security.
Make sure all guards & inspection covers around rotating
equipment are in place.
Look for cloned items
Equipment is commonly made up of components

used many times.
Providing these components are used in the same
operating context and are likely to fail in the same
way, cloning can be very effective.
If items are suited to cloning, they can be
uploaded into an Area named Library, analysed
there and then cloned.
Understanding what needs cloning is best done
prior to the workshop.
Data Verification
PMO2000 is a database which relies on precise

matching.
Data in the upload template must match exactly
the corresponding fields in PMO2000 if
duplicate records are to be avoided.
The software automatically saves a backup
database in case an error is made.
If an error is made, abandon the corrupt database and

revert to using the back up version.
Review workshop timing
A good rate of progress for an experienced

facilitator and group is to complete between 50
and 80 tasks per day.
Facilitators should review the task list generated
and confirm that the time allocated for the
workshop is adequate.
Workshop Facilitation
Concepts revision
Facilitators should conduct what ever concepts

revision is necessary to refresh the team
members understanding.
Understanding scope and operating context draw a

block diagram and discuss..
What are the equipment functions,

How the equipment works,
What protective devices or hidden functions are installed,
What operating conditions does it endure,
What are the likely failure characteristics and problems
with it,
What are the consequences of unexpected failure,
What is the current Maintenance Free Operating Period
and servicing requirements, and
Other information such as the current OEE status and
what may be the objectives of the workshop.
Preliminary Worksheet Review
Review the worksheet and other technical

documentation prior to moving forward.
The team should be encouraged to make notes in
the comments area of the sheet.
Some of the discussion may lead to a suggestion
on where to start the analysis.
Confirm analysis sequence
Analysis sequence should be discussed with the

group prior to starting to ensure that there is
agreement.
Generally speaking the workshop should start
with items considered to be simple.
Often it is best to:
start with the operator activities,

move to specialist condition monitoring tasks, and
then trade tasks.
Complete all fields in the screen at once
Use spell checker short cuts to add speed..

Code Key
delrandom
delrare
delintrusive
Auto Correct Description

This failure mode is random and gives no practical signs of deterioration. Any inspection is not considered cost
effective. Task should be deleted.
This failure mode has not occurred nor is it likely to occur at such a frequency that PM is cost effective..
This failure mode can be predicted through inspection, however inspection is intrusive and not considered cost
effective.
dup
This task is a duplication of another task currently performed. Task can be deleted.
exte
Experience with this failure mode suggests that the interval can be extended due to a slower rate of deterioration
than indicated by the current task interval. This task interval can therefore be extended without increasing the risk
of unexpected failure.
formt
This task is informally performed. It has been found to be successful and cost effective.
mbas
Must be assessed as being capable of lasting at least until the next inspection.
movet
nsm
Task responsibility is recommended to be changed. This task is better undertaken by

No scheduled maintenance.
ont
This failure mode is effectively managed on another task.
tba
To be advised.
uai
Experience suggests that the failure mode for this task has been affectively managed by this task at the current
interval. It is recommended that the interval should remain as is.
Writing failure modes.
The failure mode description must contain the

component that fails and the mechanism of
failure. Examples are as follows:
Bearing fails due to wear,
Bolt comes loose due to vibration,
Battery goes flat due to normal use.
Note that one task may cover many failure

modes.
All failure modes that are likely to occur should be listed

in the failure mode field.
Selecting Consequences
Consequence selection should be in accordance

with the training notes.
Site variations to the standard decision logic are
permitted.
Task writing standards.
Tasks should be written at a level such that a

person with the trade qualifications listed to
complete the task could do this based on the core
competencies received to obtain the trade
qualifications.
For example, a task written for a mechanic to complete

should be written at a level that a mechanic leaving his
apprenticeship could complete without any other
assistance.
Condition based and failure finding tasks contain

three elements:
The instruction,
The acceptable limits, and
What to do if an unacceptable condition is found.
Hard time tasks contain only the instruction.
The use of the words check, inspect and examine

should be consistently applied and relevant to the
type of task required.
As a guide to using the words check inspect and
examine, consider what you would do if you were
to
check somebody,
inspect somebody, or
examine somebody.
When writing tasks it is useful to add the means

by which the task will be conducted. Examples
are as follows:
Visually inspect the shaft for signs of corrosion.

With a spanner, check that the bolts are tight.
With a thermographic camera, examine the control
board for signs of heat ..
If there are specific instructions required such as

directions to record as found and / or as left
conditions on the work order, these should be
added to the task.
Task writing standards. Acceptable Limits
If the task type is Hard Time, this field should be

left blank or filled with the words Not Applicable.
Where a condition based task is prescribed, the
acceptable limits should be quantified where
practical.
If some form of gauge or instrument is used to
perform the task, then the acceptable limits
should always be quantified.
Task writing standards.Condition based tasks
Condition based tasks rely heavily on the

judgement of the person performing the task.
Where this is the case, the acceptable limits
should be written to ensure that the component
will not fail until the next inspection is due.
Must be assessed as being capable of lasting at least

until the next inspection
Task writing standards. Corrective Action
Corrective action should remain as generic as practical.

A typical list could include the following:
Advise Maintenance Supervisor and raise Work Order

Advise Operations Supervisor and raise Work Order
Correct the fault immediately and record action on Work Order.
Correct the fault immediately. No records to be kept.
Perform further diagnosis
Raise a Work Order
Task writing standards. Corrective Action
Corrective action should remain as generic as practical.

A typical list could include the following:
Advise Maintenance Supervisor and raise Work Order

Advise Operations Supervisor and raise Work Order
Correct the fault immediately and record action on Work Order.
Correct the fault immediately. No records to be kept.
Perform further diagnosis
Raise a Work Order
Task writing standards. Interval Changes
Interval changes field is to provide a continuous

assessment of the changes made to the original
maintenance strategy.
Facilitators and sites may develop their own set of
categories.
The following are recommended as a minimal set:
Use as is
Reduced Interval
Extend Interval
Delete
Task writing standards. Manning and Minutes
Manning and minutes are optional fields. Their

use is to provide a first cut assessment of the time
taken to perform each task once grouping and
review is complete. This method is the least
accurate method to determine this.
The best way to determine the time taken to
perform a schedule is to have a suitably qualified
person take the printed schedule and do it.
The next best is to provide the schedule as a list
and have a suitably qualified person estimate the
time to perform the total work content.
Task writing standards. Task Justification
Facilitators should complete this field with as

much information as is considered relevant to
justify the task.
Where task intervals, trades or types (HT to CM
for example) have changed or new tasks are
added it is mandatory to document the reasons
for this.
If tasks remain use as is, then justification may be
simply to verify that the task is considered
successful and cost effective at the interval
prescribed.
Compiling Results
Compiling results
Most times the results should compare the As Is

with the To Be program.
This information can be shown via a pie chart extract

acted from the Review Workshop report.
It is also useful to compare the before and after
manhours.
It may also be possible to predict the uptime
improvements through less reactive maintenance.
Stakeholder Presentation
Stakeholder presentation.
Should be written to take no more than 20 mins to

deliver.
Stakeholder discussion usually takes place extending

the total time to 60 90 minutes.
Should be written in 3 hours or less.

Must be delivered by the team members.
An example is contained in the notes.
Templates are available through the user area of
the PMO2000 website.
The end

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Asset Performance Management

Based on Planned Maintenance

Who is OMCS International

Operations and Maintenance Consulting Services.

Who am I Steve Turner

12 years in the RAAF

General Motors automotive supplier base

Day 1 Mainly theory and intro to case study and

About you ...

What has happened to most organisations ...

Reduction in employees and soft target

How organisations get into trouble - the

The Birth of industrial Plant..

Maintenance not involved in the design.

The Birth of industrial Plant.. cont

The project runs over budget and the design

There is little margin between what the plant can

The maintenance tradesmen arrive too late for

The project is handed over without a maintenance

Little input from operations

The Infancy days

Failures happen and useless tasks are added.

The Vicious Circle of Reactive Maintenance

Tactics to break the vicious cycle

Asking for more manpower is not likely to be a

The answer lies in improving the effectiveness of

This can be achieved through ensuring that every PM

We call this Reliability Assurance.

Every asset has inherent capability

PMO replaces useless PM with effective PM.. whilst

PMO replaces useless PM with effective

Halving your downtimesource Winston Ledet 1994.

The relationship between the four elements

The cornerstones of reliability assurance

What is likely to be wrong with your current

Some tasks duplicate other tasks.

The minimum standards for issuing a PM to any person

The Three Keys

Any resource that is expected to complete an activity,

Reliability Centred Maintenance ..

RCM is a systematic approach to analysing the

it recognises that successful maintenance has more to

RCM is a top down process

PM Optimisation is a process which uses the

the existing maintenance program for assets in use, or

PM Optimisation (PMO) starts with existing

RCM & PM Optimisation are methods of analysis

Determine effective maintenance actions and the

RCM takes a long time because....

It starts with a blank sheet of paper ignoring the

PMO gets the same results in 1/6th of the time

It starts with your existing maintenance program,

PMO Achieves the same results...

RCM - All Failure

Analysis Costs and Speed and Benefits

Some of our definitions

Every asset has inherent capability

Some Interesting Concepts

Which people on site perform maintenance and

Which people on site perform maintenance and

Hours review per year

The proposed servicing plan for an excavator

Job Plan Name