Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM) - 2 Day Presentation

Your Gateway to Operational Excellence
© PCS - PSL 2010 All Rights Reserved
RELIABILITY CENTERED MAINTENANCE (RCM) and
TOTAL PRODUCTIVE MAINTENANCE (TPM)

Group Activity
• In groups of 2/3 define what Maintenance Excellence
is
• What differentiates Excellence in Maintenance with
others in the industry?
• How do you measure Excellence in Maintenance?
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What is RCM?
• Reliability-Centered Maintenance (RCM) is the process of
determining the most effective maintenance approach.
• RCM was first applied on a large scale to develop the
maintenance program of the boeing 747, known as msg-
3 in the aerospace industry.
• RCM is a technique for developing a PM program.
• It is based on the assumption that the inherent reliability
of the equipment is a function of the design and the build
in quality.
• An effective PM program will ensure that the inherent
reliability is realised.

Primary RCM Principles
• RCM is function oriented
– it seeks to preserve system or equipment function, not just
operability for operability's sake;
– redundancy of function, through multiple equipment, improves
functional reliability, but increases life cycle cost in terms of
procurement and operating costs.
• RCM is system focused
– it is more concerned with maintaining system function than Individual
component function.
• RCM is driven by safety and economics
– safety must be ensured at any cost; thereafter, cost-effectiveness becomes
the criterion.This document is a partial preview. Full document download can be found on Flevy:

RCM Logic Tree

RCM analysis considers the following questions
• What does the system or equipment do?
• What is its function?
• What functional failures are likely to occur?
• What are the likely consequences of these functional
failures?
• What can be done to reduce the probability of the
failure?
– identify the onset of failure, or reduce the consequences of the
failure?

Instituting an RCM program depends on…
• Nature of the business
• Rrisks posed by equipment failure
• State of the existing maintenance program
Purpose of the RCM review process
• To define the maintenance requirements for a physical
asset that are necessary to meet the business objectives.
• The level of performance reflects what is required or
wanted from the asset.This document is a partial preview. Full document download can be found on Flevy:

Step 1 - select plant areas that matter
• Assess the impact of the physical resources on the key
business performance area.
– availability
– process capability
– quality
– costs
– safety/environmental risks
• Establish the boundaries between equipment systems.
– defines the scope of the review & organizes it into manageable
pieces.

Step 4 – Determine likely Failure Modes and their effects
• Likely failure modes
– Those that occurred on the same orsimilar equipment.
– Those already the subject of preventive maintenance tasks.
– Those that have not happened but are considered possible
because of experience or vendor/manufacturer
recommendations.
• When a failure mode occurs, obtain the following
information:
– The evidence of the failure to the operating crew under normal
conditions.
– The hazards the failure may pose to worker safety, public safety,
process stability, or the environment.
– The effect on production output and maintenance.

Step 7 – Optimize tactics and program
• The objective of this ongoing activities are to reduce
equipment failure, improve maintenance
effectiveness, the use of resources, identify the need
to expand the review, and react to the changing
industry or economic conditions.
• Complimentary activities
– Periodic re-assessment and revision of the RCM
review results.
– Continuous process of monitoring, feedback, and
adaptation.
– Analyse and assess the data produced by
production and maintenance activities for failure
rates, causes, and trends.
– Variances between actual and target
performance.

The Vision
• Excellence in Maintenance
Operations.
• Proactive Maintenance
Programs enable us to become a
World Class manufacturer.

TPM Definition (2)
• TPM combines the traditionally American practice of preventive
maintenance with Total Quality Control and Total Employee
Involvement, to create a culture where operators develop ownership
of their equipment, and become full partners with Maintenance,
Engineering and Management to assure equipment operates
properly everyday.

How does TPM Work?
• Complete company involvement
– Executive Management to Associates
• Clear Understanding
– Training
• Goals and Objectives
– Keep the end in mind
• Focus Natural Work Groups
– Empowerment
• Focus Improvements
– Customer Concerns, Downtime, Internal Auditing

TPM Self - Assessment
On a scale of 0-4 rate your company performance at Total
Productive Maintenance
0 1 2 3 4
Rated Throughput
Operator Involvement
Proactive Maintenance
Problem Solving
Continuous Improvement
Average =
Who should be responsible for Proactive Maintenance at your plant?

Excellence in Maintenance
0 1 2 3 4
1
Maintenanace and operational staff act as a cross
functional equipment improvement team, with all staff
playing an active role to improve equipment
performance
2
Maintenance schedules have been refined to suit
hours of operation and type of use, i.e, cleaning,
inspection, maintenance and lubrication schedules
3
Operators have been trained and undertake basic
maintenance on the equipment and are involved in
problem solving
4
Equipment OEE results exceed 80% or better
5
The use of visual indicators, colour coding and other
visual aids have been widely implemented to reduce
maintenance inspection time and highlight problems.
Total Out of 20
TPM Assessment - Equipment: Date:
Scoring Criteria: 0 = No activity undertaken; 1 = Reviewed once a year; 2 = Reviewed once in 6 months; 3 = Reviewed every 4 to 8 weeks; 4 = Reviewed continuously
2
Excellence in
Maintenance
Score
Action Required Who? When?
Tick When
Completed

1.1 Autonomous Maintenance
• Train the operators to close the gap between them and
the maintenance staff, making it easier for both to work
as one team
• Change the equipment so the operator can identify any
abnormal conditions and measure deterioration before it
affects the process or leads to a failure

2. Equipment and process improvement
Equipment losses
Downtime
loss
Speed loss
Quality loss
Equipment failure / breakdowns
Set-up / adjustments
Minor stopping / idling
Reduced speed
Process errors
Rework / scrap

World Class Benchmarks – OEE
OEE = Availability x Performance x Quality
Process Benchmark Australasia
Batch Process > 85% 16-60%
Continuous Batch Process >95% 65-90%
Continuous Process >98% >98%
OEE Factor Benchmark
Availability 90.0%
Performance 95.0%
Quality 99.9%
Overall OEE 85.0%
Factor based:Factor based:
Process based:Process based:
Use the sheet below to collate
your answers

OEE = Availability (B/A) X Performance (D/C) X Quality (F/E)
Overall Equipment Effectiveness (OEE)
Productive Time Unutilised Capacity

Availability Losses - Breakdowns
Breakdown resulting in
a stoppage of the
equipment

OEE – Equipment Availability
The time available to operate the plant
after all downtime have been allowed.
Downtime may include –
Breakdowns
Loss of an operator
Waiting on material, forklifts
Equipment changeovers / Setup and
adjustmentThis document is a partial preview. Full document download can be found on Flevy:

Performance Losses – Speed Loss
Difference between theoretical
speed and actual speed
Speed intentionally reduced to
prevent defects or breakdown
Impossible to operate the
machine at theoretical speed
due to lack of materialThis document is a partial preview. Full document download can be found on Flevy:

Equipment Quality Rating
Actual Operating
Time
Productive Operating
Time
Quality
Losses
Quality %
The time taken to manufacture the good
products.
Time lost due to:
Defects
Rework
Start up losses

Quality Losses –Rejects, Rework or Scrap
A loss of defective materials and
products disposed of in production
processes
Man-Hour loss for rework due to
defective parts

Calculating OEE %
80%
62.8%
80% 98%
Breakdown losses
Set-up and adjustment losses
Operator losses
Overall Equipment
Effectiveness (OEE)
Availability % x Performance % x Quality %
Total hours planned – lost time
Total hours planned
Actual machine speed
Design machine speed
Number of good products
Total products made
Idling losses
Minor stoppage losses
Reduced speed losses
Defect and rework losses
Start-up losses

Group Activity – OEE Calculation
In groups of 2 / 3,
choose an equipment /
plant from your
organisation and
calculate OEE.
Time allowed = 20 minutes

5. Process Quality Management
• Definition: a process for controlling the condition of
equipment components that affect variability in product
quality
• Objective: to set and maintain conditions to accomplish
zero defects
• Quality rate has a direct correlation with
– material conditions
– equipment precision
– production methods
– process parameters

8. Safety and environmental management
• Assuring safety and preventing adverse environmental
impacts are important priorities in any TPM effort

Step1. Announce Top Management’s
Decision To Introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in the company newspaper

Step4. Establish basic TPM policies and goals
• Analyze existing conditions
• Set goals
• Predict results

Step7. Develop an
Equipment Management Program (1)
• The tools of Total Quality Management and Continuous
Improvement are applied to the management and
improvement of equipment
• Form project teams
• Select model equipment
– identify equipment problems
– analyze equipment problems
– develop solutions and proposals for improvement

Step9. Develop an
Autonomous Maintenance Program
• A handing-over of maintenance tasks from specialized
maintenance personnel to production operators
• Promote the seven steps
• Tasks to hand over
– cleaning
– lubricating
– inspecting
– set-up and adjustment

Step11. Develop Early
Equipment Management Program(2)
• Existing machines:
– analyze historical records for
• trends of types of failures
• frequency of component failures
• root causes of failures
– determine how to eliminate the problem and reduce
maintenance through an equipment design change or
by changing the process

OEE Performance Tracker
TPM Assessment Ratings
Equipment:
Start Date:
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12
21 24 30 32 35 40 42 44 46 48 50 51TOTAL Score / Week
Score Criteria5S TEAM
Equipment Stability
Excellence in Maintenance
Optimization of Performance
TPM Assessment Rating
0
10
20
30
40
50
60
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12
World
Class
51

Communicating OEE Performance
It is important to regularly liaise with the
operational team about the plant and
equipment performance
This should include the lost time through
1.Availability losses – breakdowns and
changeover times
2.Performance losses – running slow and
minor stops
3.Quality losses – start up losses, yield
loss and defects
Collectively these losses are called
“Overall Equipment Effectiveness” or
OEE

Plant Cleanliness
Preventing build up of dirt and other
contamination is important to ensure the
reliable operation of the plant and
equipment
Cleaning standards need to be agreed
and implemented
Equipment will fail prematurely if the
operating conditions are not adequately
maintained
Cleaning frequency needs to be agreed
and modified depending on the
operating conditions and hours of
operation

Monitoring Opportunities - Lubrication
Lubrication needs to be checked
frequently
1.Is there enough?
2.Too much?
Grease and oil spills are good indicators
of problems on the plant
Dry bearings, gearboxes and other drive
mechanisms tend to make more noise
than well lubricated ones – this is a good
indicator that lubrication or maintenance
is required

Improving Operator Skills

Mean Time Between Failure (MTBF)
The time between two consecutive failures
MTBF is a key reliability metric for maintaining plant and equipment

Maintenance Free Operating Periods
Another way to consider improving your
plant and equipment performance is to
determine how long you can go between
failures through
1.Good housekeeping
2.Operations within performance limits
and
3.Upgrading your components to extend
the number of hours they can operate

Failure Mode Effect Analysis (FMEA)
FMEA is a structured approach to
identifying potential equipment
failure
FMEA is used to reduce risk

Sample FMEA Chart

Step 1 – For each Input determine
Potential Failure Mode
Process Step/
Input
Potential
Failure Mode
Potential
Failure Effects
S
E
V
E
R
I
T
Y
Potential
Causes
O
C
C
U
R
A
N
C
E
Current Controls D
E
T
E
C
T
I
O
N
R
P
N
Actions
Recommended
Resp. Actions
Taken
S
E
V
E
R
I
T
Y
O
C
C
U
R
A
N
C
E
D
E
T
E
C
T
I
O
N
R
P
N
What is the
process step
and input
under
investiga-
tion?
In what ways
does the Key
Input go
wrong?
What is the impact
on the Key Output
Variables
(Customer
Requirements)?
What causes
the Key Input
to go wrong?
What are the existing
controls and
procedures
(inspection and test)
that prevent either the
cause or the Failure
Mode?
What are the
actions for
reducing the
occurrence of the
cause, or
improving
detection?
What are the
completed actions
taken with the
recalculated RPN?
Patient
Scheduled
Wrong
appointment
time
Wrong location
Wrong patient
Process or
Product Name:
Responsible:
Prepared by: Page ___ of ___
FMEA Date (Orig) _____________ (Rev) ______________
Process/Product
FMEA Form

Step 4 - List Current Detection Controls for Each Cause
and Assign Score
Process
Step/
Input
Potential
Failure Mode
Potential
Failure Effects
S
E
V
E
R
I
T
Y
Potential
Causes
O
C
C
U
R
A
N
C
E
Current Controls D
E
T
E
C
T
I
O
N
R
P
N
Actions
Recommended
Resp. Actions
Taken
S
E
V
E
R
I
T
Y
O
C
C
U
R
A
N
C
E
D
E
T
E
C
T
I
O
N
R
P
N
What is the
process
step and
input under
investiga-
tion?
In what ways
does the Key
Input go
wrong?
What is the
impact on the
Key Output
Variables
(Customer
Requirements)?
What causes
the Key
Input to go
wrong?
What are the
existing controls
and procedures
that prevent either
the cause or the
Failure Mode?
What are the
actions for
reducing the
occurrence of
the cause, or
improving
detection?
What are the
completed actions
taken with the
recalculated
RPN?
Patient
Scheduled
Wrong
appointment
time
Patient would not
arrive on time
8 Outdated
appointment
book
4 Visual inspection 4
8 Poor
handwriting
5 None 9
Wrong
location
Patient would not
arrive
8 Staff work at
multiple
hospitals
8 Staff schedule kept
online
4
8 Central call
center sets
appointment
locations
online
10
Wrong patient Correct patient
would not arrive
10 Clerical error 4 Visual inspection 4
Incorrect patient
would receive
reminder call
10 Multiple
listings for
same name
7 Training 5
Process or
Product Name:
Responsible:
Process/Product
FMEA Form

Step 7 - Compare RPNs, Prioritize and Implement Solutions
Process Step/
Input
Potential
Failure Mode
Potential
Failure Effects
S
E
V
E
R
I
T
Y
Potential
Causes
O
C
C
U
R
A
N
C
E
Current Controls D
E
T
E
C
T
I
O
N
R
P
N
Actions
Recommended
Resp. Actions
Taken
S
E
V
E
R
I
T
Y
O
C
C
U
R
A
N
C
E
D
E
T
E
C
T
I
O
N
R
P
N
What is the
process
step and
input under
investiga-
tion?
In what ways
does the Key
Input go
wrong?
What is the
impact on the
Key Output
Variables
(Customer
Requirements)?
What causes
the Key
Input to go
wrong?
What are the existing
controls and
procedures
that prevent either
the cause or the
Failure Mode?
What are the
actions for
reducing the
occurrence of the
cause, or
improving
detection?
What are the
completed actions
taken with the
recalculated RPN?
Patient
Scheduled
Wrong
appointment
time
Patient would not
arrive on time
8 Outdated
appointment
book
4 Visual inspection 4 128 Procure new,
electronic
appointment book
Adam New appointment
book purchased
8 1 3 24
8 Poor
handwriting
5 None 9 360 Procure new,
electronic
appointment book
Betty New appointment
book purchased
8 2 7 11
2
Wrong
location
Patient would not
arrive
8 Staff work at
multiple
hospitals
online
4 256 Train Employees Chris Employees trained 8 2 6 96
8 Central call
center sets
appointment
locations
online
10 560 Train Employees Diana Employees trained 8 1 8 64
Wrong patient Correct patient
would not arrive
10 Clerical error 4 Visual inspection 4 160 Train Employees Edward Employees trained 10 1 4 40
Incorrect patient
would receive
reminder call
10 Multiple
listings for
same name
7 Training 5 350 Schedule
appointments by
social security #
Francine Unique identifier
created for each
patient
10 2 3 60
Process or
Product Name:
Responsible:
Process/Product
FMEA Form

HAZOP Concept
1. Take full description
2. Systematically question every part of it.
3. Establish the cause of deviation
4. Assess the negative effects of deviation
5. Take necessary action

HAZOP Primary Keyword

Group Exercise – HAZOP
In groups of 2/3 consider a piece
of plant or equipment in your
designated work area that could
benefit from a HAZOP analysis
and work on it.
Time allowed – 15 minutes

Typical benefits of Condition-Based Maintenance
Reduces cost and improves reliability
Decides if Preventive Maintenance is
necessary or not
Prevents breakdown, by creating
opportunity for proactive
maintenance
Reduces inventory levels
Improves allocation of resources and
provides reduced overtime
Provides complete analysis of impending
failure, reducing diagnosis time.

Oil Sampling and Testing
Oil Analysis
Fuel leak
Water leak
Air filtration
Excessive Oxidation
Contaminated Oil
Residual Material

Types of Condition Monitoring
Shock Pulse Measurements
Signal processing technique
Measures metal impact on strike
Measures rolling noise in bearings or gears
Widely used in World
Used where metal-to-metal contact is source
of wearThis document is a partial preview. Full document download can be found on Flevy:

Condition Monitoring Strategy

Group Activity - Why Equipment Fails
Poor design?
Running the wrong products?
Lack of maintenance?
Lack of care?
What are your key issues, write your
answers below
your answers

The Solution – Proactive Maintenance
Prioritize your opportunities for
improvement
Provide a framework for
improvement
Equipment Stabilization
Team Knowledge
Equipment ImprovementThis document is a partial preview. Full document download can be found on Flevy:

Prioritization – Where to Start
Quality
Losses
Opportunity
Improve
Equipment
Performance
Availability
Losses
Performance
Losses
Breakdowns
Changeovers
Speed
Loss
Minor Stops Yield Loss
Defects,
Rework

Focused Equipment and Process Improvement
Use your operational team and
include the maintenance
support staff
Identify one area of the plant
that gives you the most grief.
This may be a section of a
large piece of equipment.
Focus Area

Equipment Tagging
Develop a tagging system to identify
and manage the actions required
during the clean and inspect
process

Maintenance Strategies
• What is the best strategy to maintain?
• TPM or RCM or any other..

Maintenance Strategies - RCM
Reliability Centred Maintenance (RCM) is a
maintenance-led initiative that focuses on plant
criticality and prediction of failure before it occurs.
The goal of RCM is to create a maintenance
strategy that eliminates breakdowns through
effective and timely maintenance and/or equipment
redesign.
Key tool – Failure Mode Effect Analysis

Maintenance Excellence
Making the Difference

Eliminating Lubrication Issues
60-80% of breakdowns that occur in
moving parts happen due to poor
lubrication or oiling
The correct lubrication is critical to
your plant and equipment

Mistake Proofing Lubrication
Clearly identify lubrication points
Consider colour coding to prevent
incorrect lubrication
1. Lubrication points
2. Grease guns and oil cans

Automating the Lubrication System
Automated lubricators are
available to provide the right
amount at the right time.
These systems help ensure
that systems are lubricated
correctly and prevent moisture
and other corrosion from
entering the components

Vibration
Most vibration occurs through poor
machine design or overload.
Consider eliminating vibration by
replacing worn parts and corrective
maintenance practices at the point of
source
Ensure that the machine is correctly
rated for the load applied
Upgrade to heavier duty fittings if
needed

Visual Management - Vibration
Use alignment markings to
identify any movement of
fastenings
This will quickly identify any
mis-alignment or looseness as
a result of vibration
Once you identify a problem
you can eliminate the cause, or
re-engineer a solutionThis document is a partial preview. Full document download can be found on Flevy:

Group Exercise
your answers
In small groups identify the
opportunities in your work
area to improve your
equipment alignment
practices.
Develop an improvement
strategy for your work area

Introduce daily cleaning and inspection
Where?
How often?
Has any new source of contamination
been identified?
Can the containment systems be improved
to further reduce or eliminate cleaning
Is there any build-up in the guards,
deflectors
Can we simplify the cleaning process?

Operator inspection checklists
Oil Pressure Pump Inspection Checklist
Insp By : Date :
Check Items Comments
1 Discharge pressure set correctly
2 Correct amount of oil in tank
3 Strainer not clogged by debris
4 Clean hydraulic oil, no air bubbles
5 Correct coupling fitted
6 Pump and motor axes properly centred
7
No noise, overheating or vibration in
pump
8
No noise, overheating or vibration in
motor

Visual Controls
Labeling helps to identify which way
valves should be turned to
open/close them
Flow direction indicators on pipework
help quickly identify which valve
should be checked first if there is
an issue

Recommended Reading and Resources
Books
Websites
www.strategos.com
www.plant-maintenance.com
Questions & Answers

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Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM) - 2 Day Presentation

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Reliability Centered Maintenance (RCM) and Total Productive Maintenance (TPM) - 2 Day Presentation