Review the maturity elements required for a true Reliability Engineer.

1. Ways to Measure Your
Reliability Engineering Program
RE Maturity Matrix
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
ELEMENTS NOT ENGAGED EXPERIMENTING GOOD PRACTICE BEST PRACTICE
ENLIGHTENED
Total Productive No operator Operators performing limited Operators performing inspections Operators performing failure Operators performing failure
Maintenance (TPM) inspections performed machinery inspections on most machinery mode based inspections on >75% mode based inspections on all
of the machines machinery
RELIABILITY IN MAINTENANCE
Failure data is tracked and All systems failures are tracked and 100% of machine failures are
F.R.A.C.A.S. Failure data is analyzed on less than 25% of limited tracking at the machine level. Failures tracked and analyzed for tracked and analyzed through a
not tracked. the machines Rudimentary analysis performed on ~75% of the machines. formalized system KPIs in place
an ad hoc basis. for system performance.
Job plans exist for a few jobs, Job plans exist for multi-craft jobs on Job plans exist for most jobs on Robust job plan library that grows
Work Procedures/Job
No job plans exist. but format is poor resulting in critical machines but format is poor critical machines and follow a with each passing month. Best
Plans
inconsistent execution. resulting in inconsistent execution. best practices format resulting in practices format in use with lots
consistent execution. of input from crafts personnel.
No Bill of Materials BOM exist for critical assets BOM exist for all critical assets and BOM exist for all critical assets and BOM exist for all machinery and
Maintenance Materials (BOM) exist for any only but have never been some have been updated. selected other machinery and get are continuously verified for
assets. checked for accuracy. occasionally updated. accuracy on a random basis.
Work Orders are used Work Orders are used on most jobs Work Orders are mandatory for Work Orders are mandatory for
CMMS Management No Work Orders for multi-craft jobs but and applied to the correct level of the all jobs. Some labor and materials any work completed with labor
are used. not mandatory. hierarchy. information captured. and materials properly captured
and failure codes populated.
Equipment A rudimentary EMP based on ~50% of the EMP is failure modes ~75% of the EMP is failure modes Entire EMP is failure modes
Maintenance Plan No EMP in place OEM recommendations is in based with no formal metrics or based with limited metrics and driven with meaningful metrics
(EMP) Development place. review process. reviewed on an annual basis. and a formal MOC process in
place.
Reliability, Availability,
RAMS modeling used to prove Used to prove all system design Used to prove all system design Used to prove/adjust all EMP and
Maintainability, No RAMS Modeling major operational system changes and in late stages of capital changes and larger EMP operational strategy changes .
and Safety (RAMS) performed design changes projects to identify potential issues. adjustments. Used in capital Fully integrated into the capital
Modeling projects to optimize performance. approval process.
No Life Cycle Cost No system modifications
Analysis performed. LCCA using rule of thumb LCCA using RAMS modeling LCCA using RAMS modeling decisions are made without
Life Cycle Cost Total Cost of guidelines performed on performed on most capital projects. performed on all capital projects and understanding
Analysis (LCCA) Ownership not selected capital projects Total Cost of Ownership is a primary major changes to the EMP the through life costs of the
recognized as a driver driver in capital decision making.
RELIABILITY IN DESIGN
in the capital process. proposed changes.
Reliability Engineering RE involved in purchase RE involved in purchase RE details purchase
Purchase (RE) not involved on specification details on rebuilt RE involved in most rebuild projects specification design for all rebuild specifications for all machines/
Specifications purchase specification parts where frequent failures for important equipment. projects and only large and components…both new and
design have occurred expensive new purchases. rebuilt
No human factors HFE performed only on jobs/ HFE performed on all accident
Human Factors
engineering (HFE) machines where there has related machinery and machines HFE performed on all machines and HFE performed on all machines
Engineering (HFE)
performed been employee injuries with frequent maintenance critical/frequent jobs only and all job procedures
performed
Commissioning procedures Commissioning procedures in place Commissioning procedures in place Commissioning procedures in
Commissioning No commissioning in place for larger machines for all machines installed on capital for all machines installed on capital place for all capital projects and
Procedures procedures in place. installed on capital projects. projects. projects and post-maintenance start- all post-maintenance start-ups.
ups on most equipment.
FMEA is used to validate Use of FMEA as a design verification Formal requirements in place for
Failure Modes &
FMEA is not used design criteria for small portions tool is used on all new projects but FMEA as a design tool is required use of FMEA as a design tool on
Effects Analysis of new designs, but is not only required on about half of the on most new designs. all new systems.
required. equipment.
Requirements Some engineers have been Some engineers are using Used as a design tool to improve Company has standard
Design Requirements
documents are not trained in drafting project requirements documents to ensure reliability but the company does requirements documents
Documents
used at all requirements documents but asset reliability not have requirements document for design, installation and
they are rarely used. standards operational performance
Analysis occasionally Analysis performed on monthly
Process Weibull
No analysis is performed for informational Analysis performed on an Analysis performed on quarterly basis and strategy adjusted
Analysis/Reliability
performed purposes. No strategy annual basis and strategy adjusted basis and strategy adjusted based based
RELIABILITY IN PROCESSES
Simulations adjustments are made based based on results on results. on results.
on results.
OEE not used as OEE targets exist for less than OEE targets exist for ~50% of OEE is tracked for nearly 75% of OEE is the top operational KPI
OEE/Loss Elimination a metric. No Loss 25% of assets and the operational equipment and is assets and often used to trigger and used to drive all improvement
Elimination effort is not used for loss elimination sometimes used to trigger loss major improvement initiatives. initiatives.
evident. projects. elimination projects .
Some basic lean tools are used Evidence of many tools in use. Continuous improvement initiatives Lean tools are utilized in all
Lean Manufacturing Lean manufacturing randomly, but no system exists No formal system for execution, and use of lean tools limited to company functions. Continuous
concepts not used. for spreading the use of the tracking or reporting. operational areas only. improvement is evident
tools nor tracking results. throughout the organization.
Used to solve one or two One part-time “belted” practitioner on Projects completed by full time Numerous “belted practitioners.
Six Sigma Six Sigma methods problems per year. Problem staff. Results tracked informally. No practitioners using systematic KPI’s include Six Sigma results.
not used. selection not data driven. formal project triggers. triggers and formal reporting Drives continuous improvement.
systems.
Exists on Critical Assets Exists on All Assets Exists on All Assets
RESULTS / SCORECARDS
Asset Health Not Measured Not Measured >65% Green >75% Green >80% Green
% Planned/Scheduled 0%/25% <25%/<50% <50%/<75% <75%/<90% >90%/>90%
Maintenance Cost
to RAV Unknown >10% >8% >5% <2.5%
Reliability Index (RI) Unknown <5 5<RI<20 20<RI<50 >50
North America • Latin America • Europe • Middle East • Asia-Pacific
GPAllied Europe GPAllied GPAllied Asia-Pacific
Axxes Business Park World Headquarters Brisbane, Australia
Guldensporenpark 21- Blok C B-9820 4360 Corporate Rd, Suite 110 o. +61 (0)7.5540.7701
Merelbeke, Belgium Charleston, SC 29405 f. +61 (0)7.5540.7702
o. +32(0)9.210.17.20 o. 888.335.8276
f. +32(0)9.210.17.28 f. 843.414.5779