ˇ@

Corporate and site level

ˇ@

ˇ@

                                                  Site and system level

      

ˇ@

ˇ@

                                                                          System and equipment level

        

              Some of Our Customers

ˇ@
ˇ@
ˇ@
ˇ@
ˇ@

ˇ@

Site Map

ˇ@

 Purpose of the RCM three-day training course

  • To introduce the development and principles of RCM and demonstrate the necessity of the process as part of the overall reliability management program to delegates.

  • To enable delegates to understand the underlying principles of failure analysis and the identification of failure modes and causes and the associated risks.

  • To enable delegates to realign their thinking about maintenance and its multi-disciplinary position in all industrial enterprises.

  • To enhance the understanding of delegates of how to implement site and organisation wide in the shortest possible time frame without sacrificing the integrity of the process and still enjoy the long-term benefits of the process.

ˇ@

ˇ@

RCM 3 DAY INTRODUCTORY COURSE OUTLINE

Delegates will have the opportunity to apply all the theory in practical workshops. Extensive use is made of exercises and case studies throughout the course

ˇ@

Day 1

  • History of maintenance

    • Putting the development of maintenance in perspective.

    • Defining reliability.

    • Maintenance measurements.

    • Defining the role of maintenance in the new generation plant and operations.

    • The development of RCM and RISK BASED RCM.

    • The nature of failure.

    • The meaning of maintenance.

    • Moving beyond ˇ§maintenanceˇ¨ to Physical Asset Management.

  • RCM ˇV The process

  • The Operating Context.

    • Defining the operating context to determine all relevant factors that can influence the performance and resulting risks associated with the operations of the plant or equipment.

  • Intended Functions.

    • Defining the intended functions of a system in the context of the intended operating environment to establish the organisations expectations.

  • Functional Failures.

    • Defining the way in which equipment can fail to fulfill their intended functions. All categories of failures will be discussed in detail.

ˇ@

Day 2

  • Failure Modes and Causes. Defining the actual root causes of failures. Special attention is given to:

    • Failure modes and causes. The identification of the cause of a failure mode at the level required for determining technically appropriate failure management policies.

    • The different categories of causes of failure modes (physical, human and latent).

    • The applicability and practicality of statistical failure analysis techniques in the application of RCM in the industry (Examples include Weibull Distribution etc.).

  • Failure Effects

    • Defining the physical effects of the failures.

    • How the effects of failure (modes and causes) influences the associated risks.

  • Failure Consequences - Identifying and Quantifying the Risks
    Identifying the impact of failures on business and the associated risks. Hidden Risks / Protecting Devices, Operational and Non-Operational Risks.

ˇ@

Day 3

  • Pro-active Failure Management Policies:

    • Predictive Maintenance / Condition Based Maintenance techniques that are technically appropriate and applicable or cost effective.

    • A general session on the different categories of condition based maintenance and how the RCM process should be used for developing the most effective CBM program as an integral part of the overall maintenance strategy and plan.

  • Default Failure Management Policies. This section deals with the failure modes for which no pro-active failure management policies can be identified based on the technical characteristics of the failure mode and underlying failure mechanisms or root causes. These default policies include:

    • Functional Testing in the case of protecting devices.

    • Combination of pro-active tasks in the event of direct physical risk.

    • The cases where ˇ§Run To Failureˇ¨ is justified and what needs to happen beyond the ˇ§Run To Failureˇ¨ decision.

    • Development of or modification (upgrading) of operating or maintenance procedures.

    • Development of or modification (upgrading) of relevant training modules.

    • Modification of the assets.

The RCM process incorporates the step of risk reduction. After the failure management policies have been identified, the associated risk reduction is identified and captured along with the other relevant information for future reference and ensuring management support is secured.

During these two sessions time is spent on discussing the difference between the logic tree / decision diagram approach for identifying failure management policies and a more rigorous approach for developing failure management policies.

  • Implementing the resulting recommended failure management policies.
    The process involved to implement the outcomes of the RISK BASED RCM process.

    • The importance of the implementation of the RCM results.

    • RCM auditing.

    • Detail task development.

    • Refining of the PM schedules and task packaging for implementation into the CMMS.

    • Use the risk ranking to prioritise the implementation of the RISK BASED RCM results.

    • The development of the planned corrective maintenance plan based on the outcomes of the RISK BASED RCM process.

    • Continuous improvement.

  • Applying the RCM Process.
    The implementation strategies involved ensuring successful and enduring results from the RCM process

    • Special emphasis on how to get started. Establishing the objectives to manage expectations.

    • The competency development process.

    • Decision making matrix for when and where to apply RCM formally.

    • Develop an implementation strategy to ensure the biggest return on investment in the shortest possible time frame.

    • RCM in the different life cycles of a plant or equipment prior to service.

  • General discussions and closing sessionss

Copyright © Max Honour Consultants Ltd. 1997-2018