Rel CIWG Comparison Matrix

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					     RELIABILITY           Sydney Water              PWCS                         Orica          OneSteel
Reliability/ availability MTBF from filure Delay recording                    Internal       SAP, Ops delay
measurement systems history (Maximo), system. Data                            availabiity,   system,
                          Availability, MTTR validated by ops,                costs, bad     SCADA JK
                          JK                 reviewed by Rel/Maint            actors JK
Reliability/ availability     RCM, FMECA,             RCM, Maximo failure RCM Cost           RCM Cost,
analysis tools                FTA, Courrently         data, RCA Hatch K JK                   Avsim, ARENA
                              reviewing RCM                                                  KL
                              Cost tool J

Reliability/ availability     % availability,         %availability,          Uptime JK OEE J
etc measurement               average repair          %utilisation, Op Eff
parameters (eg OEE)           time, frequency of      %, Use of Avail, %
                              failures                Integrity JK

People issues/              We are in the             Reliability teams,      K              Training, Focus
initiatives for Reliability initial stage of          RCA not rolled out,                    groups, Audits,
                            promoting                 Need more exposure                     Rel Team, Rel
                            reliability initiatires   to improve culture                     Network J
                              JLL                     JK

Organisational                Central group           Reliability teams at    K              Ind. Rel Group
structures to support         called 'Maint           each terminal, good                    (central), Bus
reliability                   Analysis &              support, Use former                    unit Rel Eng,
                              optimisation' to        trades perple etc. J                   Rel Network,
                              support reliability                                            Rel Lead team
                              JJ                                                             J
PM optimisation               Inhouse maint           Evaluating processes RCM Cost          RCM Cost/
processes/ tools              planning team           available, would like JK               Avsim, PMO
                              carries out PM          to commence this                       2000 K
                              reviews and             year K
                              optimisation JJ

Continuous                    WE have a               Driven by incidents &   JK             SAP, OEE,
improvement process           maintenance             performance K                          SCRA
for equipment                 improvement                                                    (symptom,
strategies                    program (MIP)                                                  connect data,
                              JJJ                                                            root cause,
                                                                                             action), PDCA
What business          Centralised team Process being                         JK             Rel Network,
processes are in place liiks into reliability developed with                                 Rel focus
to improve reliability improvement KK coordination between                                   Groups, Rel
                                              2 sites JK                                     Team J
  Northparkes              Shell               Bluescope Steel           AstraZeneca
Matrikons's        Availability-         Availability - loss measures, SAP,
process more K,    production losses,    Event system - lost tonnes, availability
MTBF,              MTBF- from            Production/ process           KL
Availability J     CMMS KL               systems J

FMECA, RCM, 5 Bad actors from    Excel - Pivot tables and                Excel Pareto,
Whys J        MTBM, RCM          pareto, FMECA, FTA, ETA                 RCA LL
              started, SAP being K
              implemented JK

MTBF,               MTBM, Availability, OEE, uptime, critical            OEE JK
availability, Asset Maint cost          equipment performance,
ultilisation J      (solomon index)     critical process parameters
                    KL                  (lead indicators) K

Initial stage,     Reliabilitity engs    Reliability walkes J, have      Data not
Promoting          moving into           reliability roles as position   specific, Not
Reliability J      production, Main      descriptions but often          using systems
                   separate JK           caught up in day to day         properly KL
                                         issues. Basic education in
                                         concepts is wanting L
2 operating        As above & rel        Operations and asset            Team based
departments, 2     team, Global          managers have a common          maintenance,
people driving     alignment of          manager, SMN leadership         Broken eng
reliability K      reliability tools &   and tool kit K                  functions LL
                   processes JJ

In-house review    Nil - RCM started     In-house focus teams,           No process,
                   LL                    Hatch gateway beginning,        Only at
                                         Trialed SKF & transfield        installation
                                         (RCM), UOW/Bluescope            LL
                                         strategiest training

Hatch FMECA,       Rel teams work on RCA feedback into                   Continuous
Maint              bad actors LL     strategies, Focus on                improvement
improvement                          problem areas, BF                   meetings JK
program J                            shutdown strategy review

Philosophy        Implementing RCM SAP reliability process flow Org
developed on site & SAP PM KK      currently being develped     restructure
based on TPM &                                                  KK
             BOC               Rio Tinto Mt Thorley      Snowy Hydro
Cost of Downtime - COD (Excel/ Minview, MAPS,       LOA database, Defect x JJKKLL
Acess database) K              MTBF, Utilisation    Management System,
                                                    Ellipse J

Learning from Global - PLM          MTW Truck Action          RCM Cost, AVSIM,         x JJKKLL
structure, SIRF Rt RCA, Query       Group. Am reviewing       (RCA is used as a
log K                               RCM & FMECA               process. No specific
                                                              tools) J

Availability - COD, Maint KPI       MTBF, % availability,     FOR(Forced Outage          x JJKKLL
under implementation J              % utilisation.            rate), Plant availability,
                                                              Start Reliability J

Global Maximo implementation,       Truck Action Group.       General support and      x JJKKLL
Implementing Maint KPI's K,         Cross functional team     awareness exist.
Changing culture to focus on        containing both           Regular reiteration is
Planning & Scheduling K,            Maintenance &             needed for sustaining
Essentrial care, condition          Production Personal.      reliability concepts K
Monitoring - ECCM
Cental group to support strategy,   Same as above             Central group to         x JJKKLL
regional treams for maint                                     facilitate reliability
improvements, Plant-operator                                  processes. Regional
technicians (POT's) are                                       teams to drive J
responsible for routine maint K

Global guideline. Improvement       In house                  RCM as a Process.        x JJKKLL
vased on global learning/           Fitter/Planners           Optimisation is based
sharing of failures L               organise PM in            on market and
                                    conjuction with           practicalities J
No set process but gets             Review of                 Use RCA, RCM and         x JJKKLL
captured through various            maintyenance plan         other CI tools to review
meetins and gets implemented        every six months,         equipment
L                                   breakdown analysis        maintenance strategies
                                    turned into planned

None L                              Eliminate the line that   MRA Process based        x JJKKLL
                                    traditionally seperates   on RCM,
                                    Maintenance from
                                    Production. Cross
                                    functional Team.
Reliability Overview & people Bluescope Steel
      Issues in Reliability            Port Kembla         Tomago Aluminium          RTCA - HVO CHPP's
What output measures of            Working ratio, OEE,     OEE, No. of failures,    OEE not currently
reliability are important fro your Delays/Interruptions,   Cost of failures, PM     measured, Operational
business                           Loss of production K    completion rate,         & Maint Delays, Quantity
                                                           Schedule completion      Measures (output) K
                                                           rate J

What is your businesses         Recognition that           Operations               Corp office has
current focus on improvement    maint. Improvement         responsible for          improvement plan, Site
of reliability                  needs site wide            reliability, Have a      has a road map to
                                agenda driven by           Reliability Policy,      improve reliability - 1 to
                                Mgmnt Team.                Continuous               3 year plan K
                                Otherwise by Silo          improvement
                                Businesses K               philosophy J
What operational delay          Event man. Systems         Equipment                Delay reporting system.
collection and analysis systems have widespread use        downtime, production     Daily high level analysis
do you use                      & are mature. Used         reports K                of delays, Weekly high
                                at all levels in org.                               level top 10 analysis of
                                Regular review of                                   delays, Review of data
                                data & Meetings J                                   at low level not done
                                                                                    currently K

How is your organisation trying Department driven    Continuous                     Proposed in site road
to get front line involvement & with various degrees improvement teams,             map (AU plan). Aim to
culture change                  of success. No       DFA with trades,               involve more operators
                                systemised           Tech advisors in               & maintainers in RCA's.
                                mechanism yet. New departments. K                   Focus on operator
                                work proposed for                                   training packages K
                                manufacturing teams
Ratio of people in full time     No full time roles        1 leader, 3 practicing   Fill time reliability
reliability roles vs total       (PKSW). Maint             & 5 technical            engineer role, reliability
organisation number              Strategist role #100      advisors 9:1000          technicians roles Ratio
                                 off. Some strategists     (1:111) J                4:100 (1:25) J
                                 do more reliability
                                 work than others K

What is the structure of your    Each business has a       The reliability          Rel Eng, Rel tech &
reliability organisation         Department Asset          organisation is a part   Maint Eng report to
                                 Team (DAT) that           of Plant services        Projects/Rel Supt. Rel
                                 owns reliability(Plant    which is a part of       Supt, Process Supt,
                                 Mgr, Alliance Mgr &       Continuous               Prod Supt & Maint Supt
                                 Asset Mgr) K              Improvement J            report to Plant Man. J

How does you organisation sell/ Review of                  Web page, Toolbox        No illustration of results,
promote reliability             Performance                Meetings & DFA K         small involvement in
                                Measures @ DAT.                                     RCA's L
                                So system across
                                org. L
      Snowy Hydro              OneSteel                  PWCS                  Xstrata
Forced outage rate, Start OEE, Safety               B/Down Freq &    OEE, Tonnes/op hr,            JKL
Reliability, Defects      Incidents J               Severity K       Mtis/op hr, PM
Reporting J                                                          Completion, Schedule
                                                                     Completion, Defect
                                                                     Completion Ratio K

Recognised and included Recognised at               No high level  Recognised at corporate     JKL
in Policy Documents,    Board Level as              focus, Left to level of need to
SUPPORT EXISTS J        critical to achieving       maint          establishing Reliability
                        Business Plan -             departments L  Principles at site maint
                        Strong Support                             teams, Need to
                            JJ                                     establishing maint Stds at
                                                                   all sites K
Defect reporting system     SAP & Assorted      In-house           Defect Reporting system     JKL
LOA database K              Databases, COG      production         in place, Delay codes in
                            NOS, SCADA.         database of little place at all sites. Monthly
                            Limited analysis,   value to           performance Report
                            adhoc and difficult Reliability        distributed to all sites,
                            K                   Engineering L      Some sites reviewing data
                                                                   better than others and
                                                                   using it to drive
                                                                   improvement J
Reliability Training, CI    Focus Groups/       Trying to engage Continuous improvement JKL
teams, workshops,           Audit Teams,        trades in          teams working at sites,
Support involvement of      Networks,           improving          employee involvement
shop floor people for       Breakthrough        maintenance        equipment selection,
reliability work J          project teams,      practices K        O/Haul and Modification,
                            training,                              Some sites involved in
                            secondment of Rel                      Maint Review J
                            Champions J
Ratio 2(full time):500      15 to 20 : 3,500 to 2 : 400 (1:200) K Role now created in NSW, JKL
(1:250)                     4000 (1:214) K                         Qld for Reliability Eng,
(All key people have                                               Key Responsibility to
reliability as a                                                   establish, foster and
performance measure in                                             promote reliability at site
PD's) K                                                            level K

Central group supporting REMS Reliability           Specialist       Site maint teams/ No          JKL
and facilitating Reliability Engs & Business        Engineer         dedicated Rel employees
issues of 4 regions K        Reliability            supports         at site level, Eng at group
                             Managers report to     Maintenance      level L
                             the Reliability Lead   Supt K
                             Team J

Web Pages, Team             Website, Rel alerts, Poorly L            Review performance,           JKL
briefing reports K          Rel info , Network                       Produce monthly reports,
                            meetings, training,                      Hold group engs meeting
                            Hands on                                 K
                            assistance K
  Reliability Tools        Orica             Snowy Hydro                BOC              Newcrest - CVO             PWCS             RTCA HVO (CPP's)                     Shell                    OneSteel                 Delta
What are your        Vib mon J SAP       Ellipse, LOA database, Maximo K Excel J       Pronto- currently     Mech ops personnel     Delay prod. Reporting SAP: (Rotating Equip              SAP, SCADA, CM            Ellipse, Process
typical sources of   K Thermal           Defect mgt system K ProcessnetJ KPI           implementing          & operational alarm    system, CMMS, Daily    Database & Pacer will be         History, Delay Logs/      Net J
data for reliability Imaging J                                  database J
                                                                                       PITRAM, Modular       data. Equipment        operations review      obsolete), CM Survey K           Database, Operator/
analysis & RCA?                                                                        plus CM & PM's K      performance data,      meeting, Weekly                                         Fitter memory,
                                                                Wonderware J                                 CM data, operational   operations review (Top                                  Workshop Records J
                                                                                                             delay data, w/O's J    10 Delays) K

What are your         L                  RCM Cost, AVSIM,                              Graphing data from    Sum of delays &       Manual, CM Reporting         CM Reports, Manuals/        Apollo/ SIRF/ TAP Root Excel, Past
normal tools/                            Spreadsheets K                                above, On-line data   Count of delays using KL                           Records, Process            RCA Tools. Min CAM J Records L
methods for                                                                            trends for plant      Excel pivot tables &                               Information (Info Plus) L
analysis of data?                                                                                            Excel autofilter.
                                                                                                             Parameters, Pareto,
                                                                                                             Charting J
What do you use as Plant outages and     Risk analysis done      PM's K Logsheet       Downtime, Cost,       Operational delays K Equivalent plant              Plant Outage, Safety/       Phone Call (Ad Hoc),      Efficiency Drop,
a trigger to start a upsets K            using defect mgt        review J Trips J      Reliability K                               downtime (income             envir incident, No. of      Production Loss (in       Forced Outage
more detailed                            system, individual                                                                        loss), Safety/Enviro.        failure per year for        some locations), Major    L
analysis of a                            judgement J                                                                               Incidents - based on         equipment (Bad Actors       incident, Mgt decision
reliability problem?                                                                                                               Risk, Cost of repair         List) J                     based or reporting K
                                                                                                                                   (lesser extent) K
What is your          Meetings with ops, Maintenance review      Weekly OPS          Process Plant Wkly      Weekly meetings/      Weekly meeting with          Reliability Focused Teams   Reliability Lead Team     Weekly Meeting
structure for         maint &            meetings (recently      meeting NSWR J meetings, Weekly             feedback to           mgr, prod, process,          (for bad actors),           (RLT), Reliability        with Asset Plant
reliability review?   Management J       introduced). Plant      WOP SPR J Loss mods meetings K              maintenance &         Maint. & reliab. Input.,     Production Review           Services group,           Owner, Plant
(Meetings? who                           Engineer team           prevention/ Toolbox                         operations K          more analysis of data        Meetings (Daily), Maint     Improvement Teams         Performance K
involved?)                               leaders, Maint mgt L                                                                      required prior to            Review Meetings             (feedback to), Business
                                                                 meeting J
                                                                                                                                   meeting. K                   (Weekly), Representation    Units (supply problems)
                                                                                                                                                                from Ops & Maint J          J

What equipment     L                     AVSIM based             Critical machine      Spares - SCAS K       Operational delay   Done as an overview - Risk Analysis, J.Factor              Risk Ranking,             Known Risk
criticality review                       modelling. Also         trending K Critical                         count per machine K based on plant        Calculations (for Priority           Operational Security      (Risk Analysis),
process do you                           addressed through       machine spares K                                                downtime consequence Setting) J                            Audits K                  Critical Spares K
use?                                     RCM process K                                                                              K
What coding        SAP L                 Started using similar   Maximo J              Pronto - Currently    PM - Preventive        Nothing Formal, Too    SAP (Recently         SAP LK                              L
systems do you use                       codes in RCM and                              Implementing ?O       Maint                  many to choose from in implemented SAP PM) J
to help classify                         CMMS system. Still in                                               CM - Condition         MMS - needs to be
data?                                    early stage L                                                       Monitoring             streamlined &
                                                                                                             BM - Breakdown         communicated. L
                                                                                                             CAP - Capital &
                                                                                                             Mods K
What plant           Paper going to      Paper/ Computer K       Paper/ Computer.      Paper, Change mgt     Change management      Paper based change          Paper & Computer            Paper (Capacity in SAP) Paper Work K
modification control Computer K                                  IMS 4-17 J            Mods - Project        Form/ Process          management, Check list      (SpreadSheet),              K
system is use?                                                                         Register K            (Structured Process)   Y based on risk level for   Management of Change)
(paper/ computer)                                                                                            K                      approval K                  J

What action           L                  Defect mgt system.      Excel spreadsheet Mods - Project            Work list of progress Have written action          Excel spreadsheet, MS       SAP + RLT (Rel Lead       KPI's J
tracking system do                       Manual K                K KPI database J Register in Excel L        & completed jobs.     sheets, updated at           Project K                   Team) Review K
you use for                                                                                                  (CMMS Workorders meetings J
reliability?                                                                                                 with Project Code) K

Time & resources      LL                 Addressed by            L                     L                     Low resources.          Large task - needs to      Set deadline from mgt.      Aprox 300 manhours for L
required to                              introducing some                                                    Manly focussed on       continually review -       Target is 1 year to do      typical Process Line K
implement FMECA/                         sensible short cuts                                                 problem definition,     Requires an owner K        RCM Study & Implement
RCM                                      LK                                                                 then partially involved                            for all plants. K
                                                                                                             in solution
                                                                                                             implementation K
                          RCM Software Comparison Chart (Contued)
                                      RCM Cost (ARMS)                     RCM Turbo (Strategic)
Overview General          Can use real WO data                     A methodology that provides all the
Functions & Structure     Good graphical display of costs &        elements required to take an
of the Software           criticality                              organisation from where it is today
                          Good comparison of alternative           through to a new, optimised RCM
                          strategies                               based maintenance regime
                          Can be part of full suite of Rel
                          improvement tools
                          Mature stable product
                          Proprietary Database structure
Training /support                                                  The software itself is user friendly.
required to users up to                                            The process of introducing a
speed with the software                                            reliability based approach however is
                                                                   not one of filling in software fields.
                                                                   That said, users should be proficient
                                                                   in the base functions within a five day
                                                                   period. Additional functions such as
                                                                   workflow grouping, scheduling etc
                                                                   may require some further training.

Strengths of the          See below five items
Support standard RCM      Supports Functions/ Functional failure   For an independent analysis of RCM
process. Support for      /failure mode structure                  Turbo compliance to the JA1011
Structured strategy       Complies to JA1011 RCM Standard          Standard (which defines the elements
decision making &         Can sort modes on criticality (RCM       of an RCM process) see the
criticality analysis      Cost)                                    attached. RCM Turbo is a decision
                          AVSIM handles equip criticality based    support methodology from beginning
                          on system configuration                  to end. An expert criticality
                                                                   assessment is provided to prioritise
                                                                   assets. 'What if ?' exploration
                                                                   capability is provided throughout.

Support for               Optimisation curves available            Optimisation of maintenance actions
optimisation of           Compares OTF, INSP, PREV, Alarm          means performing the right task at
maintenance actions       (Via cost & risk)                        the right interval. The most effective
                                                                   maintenance will be performed at
                                                                   intervals that represent the optimal
                                                                   balance between reliability and
                                                                   annualised total cost. RCM Turbo's
                                                                   primary task frequency optimisation
                                                                   module facilitates decisions to be
                                                                   made about frequencies in a very
                                                                   structured way.
Support for importing   Drag and drop library facility        RCM Turbo is provided with a
generic machine type                                          separate but integrated module called
strategies                                                    Failure Mode Library Administration.
                                                              Libraries provided by Strategic are
                                                              generic for various industries, while
                                                              the primary function of the Library is
                                                              to store and make available failure
                                                              mode and task information that is
                                                              specific to an organisation. Access to
                                                              Library data is via an 'equipment type'
                                                              so thought needs to be applied to
                                                              naming conventions.

Support for             Task grouping feature - Can optimise In RCM Turbo, users can apply an
maintenance action      task group interval - can report on  'auto-grouping' function, where job
groupings               task groups                          groups and task lists are generated
                                                             according to user entered criteria
                                                             such as 'all tasks to be performed
                                                             between 30 and 40 days while
                                                             equipment is running'
Support for             Data can be reported /Exported as    Standard outputs from RCM Turbo
implementing outputs    required                             include 'Primary Tasks by access by
in the CMMS             Enterprise level solution available  frequency' and ' Primary Tasks by
                        (ERM)                                workgroup'. Alternative formats can
                        Auto download & upload to CMMS       be generated to satisfy the
                        Tracks improvements                  requirements of the existing CMMS
                                                             whatever that may be. Strategic has
                                                             access to several techniques and
                                                             output methodologies that have been
                                                             generated by users (particularly in the
                                                             SAP environment).

Cost                                                          RCM Turbo is provided on the basis
                                                              of a site or corporate licence for
                                                              unlimited users. Licence fees are
                                                              normally negotiated as part of an
                                                              overall plan for the implementation of
                                                              a reliability based approach.
Interaction/interface                                         RCM Turbo has a sister methodology
with other software                                           'Spares Optimisation System' or
tools                                                         SOS. The SOS program will open
                                                              RCM Turbo files such that the
                                                              equipment hierarchy, along with any
                                                              materials included in the RCM
                                                              analysis are ready to be optimised for
                                                              max/min levels and for cost/risk
Methods of Reporting                         RCM Turbo is provided with a wide
                                             range of pre-set reports (using
                                             Crystal Reporting). Reports are
                                             available for Productive Units,
                                             Maintainable Items, Failure Modes,
                                             Management and Workflow
                                             headings. Additional ad-hoc reports
                                             can be created using Microsoft
                                             Access reporting methods. Note that
                                             RCM Turbo is NOT an Access
                                             application.. it uses Access format for
                                             storage of data only.
Methods of importing &                       Strategic provides clients with
exporting of data                            intelligent Excel spreadsheets for the
                                             import of data. An additional sheet is
                                             provided for the external
                                             development of failure mode and task
Web site/s                                 and
What range of                                RCM Turbo has been implemented in
industries is this                           almost every industry ranging from
software most suited                         the most complex to the most simple.
to?                                          Our web site lists users by name and
                                             industry. The industries most
                                             represented in our user base are
                                             Power Generation, Mining, Brewing
                                             and Aluminium related.
Current Version                              Current version is 9.6. Average new
number, New Version                          release rate about every 18 months.
releases (how often)?                        Software is fully owned by Strategic
Who owns/writes the                          and is Australian designed and
software?                                    supported

RCM Implementation and Philosophy Comparison Chart
                           RCM Cost (ARMS)          REM Cost Snowy Hydro
Suggested analysis &                         1- Identify area of most pain
implementation                               (Production reports, experience etc)
approach for a                               & set performance targets ($, Q, Rel)
reliability critical                         2- Identify the different ways to thing
processes (project                           can fail & what effect they have on
timeline, resource                           the business (FMEA)
requirement in-house &                       3- Select the ones that will give you
resource requirement                         the biggest wins and optimise
facilitation assistance)                     4- Stop when you meet your business
                                             driver targets ($,Q,R,Safety, Env)
                                             5- Load maintenance plans into
                                             6- Load performance expectations
                                             into the production system
                                             7- Continuously improve (any
                                             maintenance plan can be improved)
Suggested analysis &        Always attack the stuff that is causing
implementation              you’re the most pain. If this is not the
approach for a more         case don't use full RCM on the
implementation cost         problem.
critical project (project
timeline, resource
requirement in-house &
resource requirement
facilitation assistance)

Training /support           You need a champion to drive the
required to users           process. It is nice if he knows how to
initially up to speed       use the software, but you can get
with the RCM                consultants for that. It takes 3 days to
philosophy &                get your head around RCM Cost.
implementation              Also three days to get your head
approach used               around AVSIM.
                            Nothing beats experience!!
Ongoing support
required for a typical
maintenance planner to
make use of the

implementation support
arrangements: See 5         This is very business specific
items below

Supplier supported          The software comes with a 10% per
                            year technical support arrangement.
                            ARMS are generally very good with
                            free phone support. Training courses
                            are really good & practical.
                            Help is OK in the software. Tutorials
                            are good that comes with the tools.
                            They are a little simplistic in some
                            cases. You can download free demo
                            and play around with it!! This is how I
                            figured out how the tools worked
                            (Peter Horsburgh).
Company in-house           Snowy uses an internal guy to
support resources          support RCM. Snowy is experience
                           with RCM and has a need for the
3rd party assistance

Email, Internet, user      Snowy attends user conferences

Australian network of      Snowy talks to other users

Additional resources
(texts, Tech Papers etc)
to support

Examples of 'good'
implementations (what
is a successful
Typical implementation
problems and errors
    RCM Turbo PWCS               PMO 2000
Easy to use and logical
Provides library feature for
use on like machines
means roll-out time
Mature stable product
Proprierty database
Training is required for the
software but more
importantly for the RCM
philosophy. This includes
the level of machine to
direct the analysis to, how
the software deals with the
various methods of RCM,
what parameters need to
be considered when
establishing a PM schedule
My advice is to use a
facilitator from the vendor
so that you can learn as
you go

Supports Functions/
Functional failure /failure
mode structure
Complies to JA1011 RCM
Can sort on criticality

RCM process is all about
optimising maintenance
actions - facilitator can help
here untill confidence is
gained in the process.
Library facility is available

Task grouping feature -
Can optimise task group
interval - can report on task

Data can be reported
/Exported as required
Auto download & upload to
Tracks improvements
Full suite of reports availble
within the software

Any industry that considers
their Preventive
Maintenance program can
be improved by using a
structured systematic
method of review

     RCM Turbo PWCS                                    RCM Turbo (Strategic)
PWCS is a materials              It is common for RCM Turbo to be introduced to an organisation
handling facility with heavy     through an on site 'pilot' normally of 5 days duration. The
exposure to conveyors.           acceptance of such a pilot normally leads to a licence
We used one conveyor as          acquisition and full implementation. This is quite often an
a base and rolled the            extension of the pilot. In the course of these activities, time is
results out across all           devoted to instruction in the principles of RCM (taking into
conveyors after considering      account any residual knowledge). RCM Turbo has always been
the failure effect the loss of   an 'end-user' methodology. Strategic direct involvement takes
each conveyor would have         the form of assistance in setting up the assessment time line,
on the business.                 training a local 'owner', providing facilitation assistance and
                                 audit/review visits. The optimal combination of these services
                                 provides the best client outcomes.Depending on the 'cultural'
                                 status of a client organisation, decisions are made about
                                 implementing results in the CMMS as soon as possible, so that
                                 benefits can be derived in the shortest possible time
                                 frame.Nothing can enhance the spread of a successful
                                 maintenance strategy development more than good results
                                 from implementing in a high profile area. It is not good advice to
                                 attempt the complete review of a site. This prolongs the
Always attack the stuff that    As above. While it is true that RCM Turbo is an end-user
is causing you’re the most      methodology, it is also true that the longer Strategic personnel
pain. If this is not the case   are involved in the process, the quicker (and higher quality)
don't use full RCM on the       outcomes can be expected. Our experience is that budgetary
problem.                        issues can often prevent the optimal approach (a false
                                economy but difficult to overcome in the short term). The
                                internal resources required for any implementation will be at a
                                minimum, someone who 'owns' the software and presides over
                                the order of assessments. This person would also be the
                                primary contact for Strategic support. The owner would
                                organise internal meetings to assemble those other people who
                                can lend the most experience and knowledge to the
                                assessment of chosen equipment. He would also preside over
                                "challenge" sessions during which any new strategies are
                                agreed to and signed off on by all those who may be affected
                                by the new regime.

You need a champion to          A minimum of 10 days direct on-site involvement would be
drive the process. It is nice   required. The level of high level training in the principles of
if he knows how to use the      reliability will be influenced by the level of existing knowledge.
software, but you can get       The software itself is easy to operate given a good level of
consultants for that.           exposure during any pilot implementation.

The best people to get          This is normally minimal but may include assistance in aspects
involved are the tradesmen      of the software use that do not relate to reliability assistance but
for pratical advice on what     more to workflow, grouping and scheduling. This happens
fails and why. They need        because these aspects of the software use by definition are
some mentoring from             delayed until the completion of a technical assessment. Thus,
someone well versed in          any instruction provided at the beginning may well have been
RCM. Save time and use          forgotten. In any case, support relating to this (and all other
an expert facilitator. May      issues that are 'software' related) are covered under our annual
cost more up front but a        software support and update agreement (see below) at no
cheaper overall outcome.        additional charge.

Good vendor support             Yes, under the terms of an annual Software Support and
available                       Update agreement which provides for unlimited remote support
                                and access to new versions as they become available.
Depends on how skinny the Only the 'super' user described above, although no limitations
in house resource base is. are put on who may obtain support from Strategic.

                             Over time, Strategic has developed relationships with third party
                             organisations who are able to assist users of RCM Turbo.
                             These include ABB, Fluor, LMA Partnership in Australia and a
                             large number of international organisations in other parts of the
PWCS attends user            We have provided a user interactive area on our web site (see
conferences                  above). Strategic's User Group meets annually in Sydney for
                             our Reliability Conference (to which we have invited SIRF
                             members during our presentation last week)
PWCS talks to other users The annual conference is predominantly Australian users but
                             each year, we bring along key note speakers and major users
                             from overseas.
                             RCM Turbo is provided with a range of manuals including an
                             RCM Overview training manual (which supports a three day
                             course), a full User Guide, a Quick Reference Guide and a
                             tailorable 'Desktop Guide' which records local issues such as
                             cost of lost production calculations and risk acceptance
                             matrices. Extensive, context sensitive on-line help is also
                             provided within the software.
One that gives you an        A 'good' implementation is one where outcomes are
improved reliability bottom implemented in the CMMS and results carefully measured. A
line. The difficulty is that 'good' implementation will reflect the expectations at the
systems such as RCM are beginning, whatever they may have been. Expectations will
rarely done in isolation so include measurably increased equipment reliability,
many other factors are at    minimisation of breakdown maintenance and consequence,
work that all combine to     reversal of the ratio of planned to unplanned maintenence,
give the improvement         increased production arising from less downtime and a range of
                             other possibilities. Recent 'good' results would include those
                             achieved at BHP's Phosphate Hill operation, Holcim Cement's
                             Vietnam facility, Coors Brewing Shenandoa packaging plant
                             and major brewery at Golden Colorado, Inco Goro Nickel
                             (Brisbane). Longer term 'good' outcomes can be referenced at
                             Western Power (WA), Meridian Energy (NZ), Comalco
                             Aluminium Bell Bay, Cadia Gold, Newcrest Telfer, Iluka
                             Resources and many others. SIRF members looking for a full
                             reference list need only ask.
Aiming the process too low   The following issues are worth thinking about (in no particular
(at the gearbox instead of   order): Regarding the maintenance strategy review as a
the conveyor) and ending     'project' something that has a beginning and an end.
up with an unmanagable       Introducing a reliability approach to maintenance is a
list of PMs to do.           permanent cultural change issue. Not providing at least one
                             dedicated local resource (a maintenance strategy development
                             and the continuous improvement issues that go along with that
                             are not activities that can be properly carried out during 'spare
                             time' (nobody has any spare time). Not implementing results in
                             the CMMS as soon as they are available (this can only lead to
                             loss of faith in the process and continuation of the view that
                             RCM = Resource Consuming Monster). Until new strategies are
                             reflected in Job Cards issued through the CMMS, the
                             maintenance strategy development or review process can be
                             regarded as entirely academic. Not advertising 'good' results to
                             colleagues and management. Not having management support
                             in the first place (a formula for disaster). Not detailing before
                             and after scenarios such that improvement can be measured.
Hatch Gateway   MS Excel
PMO 2000   Hatch Gateway
MS Excel

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