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Why RCM Doesn't Work?

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Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.

We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.

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Why RCM Doesn't Work?

  1. 1. From the Reliability Professionals at GPAlliedWhy RCMDoesn’t WorkHow To Avoid the 5 Biggest MistakesThat Lead To False Starts and Dead Ends A Special Report for Corporate Executives & Senior Managers GPAllied © 2009 • 1
  2. 2. Copyright NoticeCopyright 2008 GPAllied LLC. All rights reserved. Any unauthorized use, sharing, reproductionor distribution of these materials by any means, electronic, mechanical, or otherwise is strictlyprohibited. No portion of these materials may be reproduced in any manner whatsoever, withoutthe express written consent of the publisher.To obtain permission, please contact:GPAllied LLC.4200 Faber Place DriveCharleston, SC 29405Phone 888.335.8276Fax 843-414-5779pdmreport@gpallied.comwww.gpallied.com5th EditionSeptember 2010
  3. 3. Table of Contents RCM Made Simple................................................................................. 4 Does RCM Work for Manufacturers?..................................................... 7 RCM is too Resource Intensive - Mistake #1......................................... 8 RCM is Just too Complex - Mistake #2................................................ 10 Moving Forward Without A Plan - Mistake #3 . .................................... 13 RCM is All About Condition Monitoring - Mistake #4 ........................... 15 We Expect More From The RCM Process Than We Do From Our Leaders - Mistake #5 ..................................... 17 About GPAllied………………………………………………….... ............ 18 . GPAllied © 2009 • 3
  4. 4. IntroductionReliability Centered Maintenance (RCM) is a So that’s why we decided to publish this newproven, logical, sensible approach that helps report. Find out why RCM doesn’t work, whatcompanies improve reliability. needs to change and how to put RCM to workYet most companies are not getting the return at your company so it doesn’t become anotherthey expected. They see RCM as too much Resource Consuming Monster.trouble for too little reward. It has been almost 30 years since StanleyRCM Made SimpleNowlan and Howard Heap published taking planes out of service for maintenance“Reliability Centered Maintenance”, the every 1,000, 5,000 or 10,000 hours.ground-breaking study that changed But the problem with the 747’s was the amountmaintenance forever. of maintenance specified by federal regulatorsYet myth, mystery and confusion about RCM was three times more than the maintenancestill abound. So let’s begin with the basic required for Boeing 707’s. That meant moretruths. time in maintenance, more time out of service,To paraphrase RCM practitioner, Doug and a huge disruption to operations.Plucknette, of GPAllied, RCM is a structured Clearly, the airlines’ traditional approach toprocess developed to ensure the designed maintenance would not be economicallysafety and reliability capabilities of a process feasible for the new jumbo jets.or piece of equipment. The beauty of So the airlines had two choices: Either buyunderstanding the RCM process is it can be a larger fleet of planes or develop a moreapplied to virtually any physical asset in any economical approach to maintenance.plant around the world. That’s why United Airlines led a task forceRCM’s roots go back to the early 1960’s, to re-evaluate the concept of preventivewhen the commercial airline companies were maintenance and determine the mostconsidering buying the new jumbo jet, the economic strategy, without compromisingBoeing 747. safety. The result was the process that weAt the time, the airlines religiously practiced now know as RCM, which was successfullytime-based preventive maintenance. Why? employed on the 747 and all subsequent jetBecause the conventional wisdom was that aircraft.equipment wears out over time. So that meant4 • GPAllied © 2009 Why RCM Does Not Work
  5. 5. Who Developed RCM?United, along with and Boeing Aircraft was “Reliability Centered Maintenance”, aCorporation, were the early pioneers of RCM. landmark 495-page report by Stanley NowlanOther airlines also considering buying the new and Howard Heap, which described the RCM747’s joined the task force and contributed to methodology developed for the Boeing 747,the process. Douglas DC-10 and Lockheed 1011.But it was Boeing and United who took the (Nowlan was the Director of Maintenancelead in developing a logical, rational approach Analysis for United; Heap was United’sto maintenance that would also be acceptable Manager of Maintenance Program Planning.)to the federal regulators. In 1978, the Defense Department placed theIn 1976, the U.S. Department of Defense report in the public domain for use by anyonecontracted with United to publish how airlines interested in it.develop maintenance programs. The resultHow RCM Revolutionized MaintenanceThe key to RCM was abandoning the to “If it ain’t broke, don’t fix it”. philosophy of “preserve-equipment” in favor Nowlan and Heap also concluded that: of “preserve-function”. Simply put, - Time-based maintenance works only for a equipment became the means to an small percentage of components, and then end, not the end in itself. only when there is solid information on their In addition, Nowlan and Heap “wear-out” characteristics”. concluded that a maintenance - Condition Based Maintenance (CBM) is policy based on operating age the most-preferred option. That means would have little, if any, impact on monitoring, observing and taking non-intrusive failure rates. Thus, applying time- actions, such as lubricating and cleaning, until based maintenance on equipment a condition signals that corrective action is which has no “wear-out” pattern was necessary.futile. This forced a change in philosophyfrom, “It wasn’t broke, but we fixed it anyway” - Run-to-failure is a viable tactic in situations GPAllied © 2009 • 5
  6. 6. when there is no safety and little economic - Non-intrusive maintenance tasks shouldimpact. be used instead of intrusive maintenance- In a significant number of situations, the very whenever possible. In other words, don’tact of maintenance itself causes subsequent do any maintenance, except monitoring andfailure of the equipment. non-intrusive sustaining actions, until condition directs intrusive corrective action.RCM PitfallsIn the last 40 years, no better method than “RCM is misunderstood to be software.”RCM has been found for determining what “In the beginning, it was hard. And itmaintenance should be performed. Four is still a challenge to steer the mind-statistically significant studies have confirmed set toward more condition-basedthe validity of RCM. maintenance than time-based.”Yet, in a survey conducted by Reliabilityweb. “We always ran into the problem withcom in 2005, several companies offered the implementation. In the few placesfollowing excuses when it came to their failure where we implemented it successfully,to begin or implement RCM as a reliability tool. it was at the maintenance level. And “Mining, like all industries, wants results recognition for it was non-existent.” right away, not in 6 months or a year. “The system is very strong but too high The classical RCM process is too time level ...” and resource intense.” The truth is, there are many pitfalls in RCM. “RCM is a great tool but very resource But few get revealed when an RCM project intensive.” fails. You see, nobody wants to write an article “100% reliability is extremely expensive, or present a paper at a conference which difficult to attain, and not necessarily reveals how money was wasted and great the right answer.” visions were never realized.6 • GPAllied © 2009 Why RCM Does Not Work
  7. 7. Does RCM Work for Manufacturers?At the RCM 2005 conference in Clearwater, This mission leads to a very tight set ofFlorida conference attendees were asked: maintenance guidelines, procedures and“If your company did the maintenance for controls. On the other hand, inside the typicalcommercial airplanes, how often would you manufacturing plant where maintenance isfly?” viewed as a repair, the maintenance mission is not that clear.Scary thought? Fortunately, most industrialmaintenance managers will never have to For example, if a packaging line goes down foranswer that question. a couple of hours, that may not be such a big deal. But when you’re talking about a planeTo be sure, when it comes to the with hundreds of people on board, that’s aunderstanding of maintenance and the roll of totally different story.Reliability Centered Maintenance, the airlinesare far ahead of industrial manufacturers. After See, the fundamental difference between RCMall, RCM was invented by the airline industry. and all previous approaches to maintenance is the emphasis on two things: safety andBut also, in the airline business, the reliability. So even when you take out themaintenance mission is quite clear, it begins safety factor, it’s obvious that RCM is still thewith an understanding of equipment functions best way to go.and the failure modes that result in functionalfailures and ends with a very specific If RCM is so successful, why do somemaintenance strategy designed to mitigate companies have failed RCM efforts?the consequences of each failure mode. As a To answer this question, GPAllied created theresult, maintenance is viewed as a reliability paper: Why RCM Doesn’t Work – How to Avoidfunction instead of a repair function. the 5 Biggest Mistakes that Lead to FalseIn viewing maintenance as a reliability Starts and Dead Ends. In viewing the problemfunction, the airline industry simply charges with a traditional RCM approach, GPAlliedmaintenance with the following mission: offers not only the top five causes for failed RCM efforts, but pro-active tasks that can beTo keep airplanes airborne, full of passengers, put in place to eliminate the failures.and safe. GPAllied © 2009 • 7
  8. 8. RCM is Too Resource IntensiveMistake Number 1 Leading based operational, speed and quality losses.to False Starts and Dead If you have selected a critical asset, your implemented RCM maintenance strategy willEnds in RCM show measurable improvements in OEE withRCM is often viewed as a very resource- added improvements in Health, Safety andintensive process. To perform a single RCM Environmental performance as well.analysis requires a substantial amount of work As a general rule, the success of your firstwith literally hundreds of decisions that have to implemented RCM analysis will build thebe made. business case to complete RCM analysis onSo RCM should not be applied to every single the remainder of your critical assets.asset you have. The key is to apply it onlywhere it’s needed. Why is RCM viewed as beingFor instance, there might be only about 10% resource-intensive?of the assets in your plant where you needRCM. If you apply RCM on that critical 10%, A good RCM analysis requires a number ofyou should be able to improve your overall key people to take time away from their regularcapacity, increase output and return a value jobs. Subject matter experts, like operators,much greater than the money you spend maintainers, supervisors and trades people,to do it. will need to become a part of your RCM ef- fort as it’s their expertise and experience that makes the process successful.How do you determine where you While some plants believe they can’t affordshould apply RCM? or even consider RCM – especially in aFocus on the systems that will give you the reactive situation where the main job is tobest Return on Investment (ROI). Simply put, keep the plant running. Companies whoRCM is a slam dunk when it comes to return have successful RCM efforts in place knowon investment for critical assets. Begin you the reality when it comes to critical assets;RCM effort by identifying the top 10% of your “We can’t afford to not do RCM when itmost critical assets. Once this list has been comes to our critical assets as the cost of lostidentified, you should now begin to measure opportunities alone will doom our business.”Overall Equipment Effectiveness (OEE) on When we get down to the nuts and bolts ofthese assets and performing RCM analysis why RCM works for some companies and noton those critical assets that have equipment-8 • GPAllied © 2009 Why RCM Does Not Work
  9. 9. others we find three things all the successful performed by your experts on critical assetsefforts have in common; will provide a return on investment in improved 1. Leadership equipment reliability with reduced Health, Safety, and Environmental incidents and 2. Structure accidents. 3. Discipline It takes experience and expertise toCompanies that don’t use RCM, look for and understand your failure modes and mitigateshare openly with others excuses as to why the consequences. Only your people bringa proven process didn’t work at their plant. both experience and expertise to the table.While some may view RCM as being labor They are the critical resources able to deliverintensive, companies who have successful exceptional results.RCM efforts understand that RCM analyses Only your people bring both experience and expertise to the table. GPAllied © 2009 • 9
  10. 10. RCM is Just too ComplexThe 2nd Mistake Leading on the team, and are all maintenanceto False Starts and Dead managers. So in effect, the company’s senior maintenance staff has already decided NOT toEnds in RCM use RCM as a way to improve availability.If you’re looking for the book of excuses why Why? I didn’t ask, but I have a strong hunchRCM didn’t work at your plant we have heard that the complexity of an RCM analysis and allthem all. Recently we received a call from the documentation required can be extremelyan operations manager at a mid-sized U.S. demanding. That’s the main reason whyutility company. He’s part of a five-member manufacturers have been so slow to adopt thecorporate team trying to improve the way they RCM approach.do maintenance. Reliability Centered Maintenance is aBasically, their challenge is to raise availability structured step by step, logical process. Theacross their fleet of plants from 85% to 91%. structure of this process, while quite simple,At first, he wanted to talk about some requires a trained facilitator who has theCondition Monitoring solutions. It seems they discipline to lead the team step by step throughhave numerous plants, and “each one is doing the process.something different on PM and PdM.” At first glance, the RCM process can beThen I asked a couple of questions about intimidating and we are often challenged withRCM. Quickly, his tone changed fromenthusiastic to reluctant.Finally, he said, “Hang ona minute; I need to shut mydoor.”“Look”, he said, “RCM is adirty word around here. I’mworking with a group thatreally doesn’t like RCM.What they like is condition-based. So I can’t go backto them with anything thatsounds like RCM.”Now what’s interesting isthere are four other members10 • GPAllied © 2009 Why RCM Does Not Work
  11. 11. the question; Do we really need to discuss 2. Use TBTUFfailures to this level of detail? Total best thinking up-front, or TBTUF, is oneIf you want to be successful in improving of the keys to successful RCM. In the simplestreliability, the answer is yes. terms, RCM is a decision-making processRemember the three traits of companies who which calls for answers to questions such as:have successful RCM efforts? • What is this system supposed to do? • How can it fail to do that?Leadership – Structure – Discipline • What causes it to fail?The RCM process provides the structure • What happens when it does fail?needed to be successful. Our GPAllied RCM • Can we predict or prevent that fromBlitz™ Practitioners provide the leadership and happening?direction through hands on mentoring that will Obviously, the answers must come from theprovide the leadership and discipline it takes to people who know the system: operators,make RCM part of your company culture. maintainers, supervisors, technicians,Some recommendations when it comes to designers and manufacturers.starting a successful RCM effort: The key is to identify these experts and get their buy-in well in advance.1. Sell team members on the benefits of RCM 3. Involve the RCM team members inRCM takes time and effort away from people implementationwho already have full-time jobs. So you’ve got Each RCM analysis should have anto be able to explain to them, in plain English, Implementation Manager assigned to thethe benefits of RCM. analysis. This person is responsible forForget all the technical jargon. You must tracking and reporting the progress of yourbe able to show how RCM will improve the implementation to company managementeconomics, safety or quality of life at the plant. and the RCM team. To help push thePost some examples of successful RCM implementation forward, each task identifiedefforts and begin your effort by getting baseline in the RCM analysis should be assigned to aOEE measures on your critical assets. specific individual and each task should have aContinue to measure OEE as you begin to due date for completion.complete and implement the tasks from your One way to assist in moving forward withRCM analyses. The success or your effort and implementation is to involve the RCM teamthe improved OEE will sell the process. in the implementation of RCM tasks. The GPAllied © 2009 • 11
  12. 12. people involved in the analysis will often analysis meetings which tie up people fortake ownership in making sure the tasks are weeks on end.implemented, scheduled and completed. Your RCM meetings should be prepped, planned, scheduled and performed with the4. Get leaders on board efficiency of heart bypass surgery and tying up critical resources (people) for weeks on endIt is not unusual to see the least experienced will only doom your effort.and most junior personnel assigned to an RCManalysis team. What does that tell everyone The RCM Blitz™ methodology came aboutabout the project? as a result of recognizing that RCM analyses don’t have to last for weeks and months onYour RCM teams should be made up of people end. The average RCM Blitz analysis lastswho are viewed as: less than one week and by Monday afternoon • Experts in the process or piece of the following week you will have a complete equipment being analyzed implementation plan in place. • Respected by their peers in operations and Best of all, the team can start implementing maintenance the simpler changes that come out of the RCM • Outspoken, Honest, and Open to Change process and start showing results! Debunking myth number two, “RCM is too5. The A-B-C formula for avoiding complex”! “analysis paralysis” RCM is not complex, it’s structured, and as aInformation overload makes it difficult, if not result, this structure requires a detailed planimpossible, for people to make decisions. So and the leadership to see it through.that’s a good reason to avoid non-stop RCM12 • GPAllied © 2009 Why RCM Does Not Work
  13. 13. Moving Forward Without a PlanThe 3rd Mistake Leading Because if there’s no execution, there willto False Starts and Dead be no return on investment. So if you don’t have or can’t get the resources needed forEnds in RCM implementation, there’s no point doing anyOne of Murphy’s Law states that everything analysis.takes longer and costs more than originally Now this point seems obvious, but it’s oftenprojected and we’re afraid that’s true about overlooked.many RCM projects. For instance, in 2001 a steel plant did aThe old maxim “time is money” most definitely complete RCM analysis on a number ofapplies to maintenance. critical systems in their rolling mills. ButOne sad fact we all recognize about time; You afterwards, the company’s managementcan’t speed it up or slow it down. When we denied all requests for resources to implementare young we can’t wait to get older so we the results. The company later declaredcan drive or move out on our own. When we bankruptcy and the plant was sold.get older we often wish we could go back and In another case, a big international chemicalchange things or just slow time down to enjoy company hired a consultant to facilitatelife. So when it comes to time, what do we RCM analysis on a troublesome processhave left? which was impacting multiple plants. TheWe have to manage time to get the most out analysis was completed, report written andof life and the same is true when it comes to recommendations made within 3 weeks.RCM. The best RCM efforts have a detailed Yet two months later, the implementation stillplan from start to finish and this plan is hadn’t begun, and it probably never will.reported to everyone who has a stake in theRCM effort. The key to having a successful RCM effort comes in understanding why the two aboveFrom a 30,000-foot view, there are basically RCM efforts failed. What did both efforts havefour steps to any RCM project: in common? 1. Up front planning They failed to have a detailed plan in place 2. The RCM Analysis to set the project up for success. If you don’t 3. Implementation of RCM tasks have a detailed plan for success, then you can 4. Achieve results, benefits and return on plan on failure. investment Think Days Instead of WeeksThe secret is to consider step 3 first. Why? Without a doubt, one of the biggest success GPAllied © 2009 • 13
  14. 14. factors in RCM is how fast you can go from the impact ... IF immediate action was taken.analysis in step 2 to implementation in step 3. The secret is to treat the analysis,The whole purpose of RCM is to determine the implementation and results steps asmost cost-effective type of maintenance for a overlapping with each other rather than in strictparticular system. So it makes sense that the sequence. The ideal situation is when yousooner you can implement the results of an can begin showing real benefits of the RCMRCM analysis, the sooner you should be able process before the analysis stage has evento show the value. been completed.In contrast, the longer it takes to implement theresults of an RCM analysis, the less likely the Keep Approval Chains to a Minimumproject is to succeed. Finally, it’s a good idea to keep the approvalThat’s why one of the roles of an RCM process as short as possible in order toImplementation Manager is to push, push and prevent any delays in execution. You don’tpush some more to keep the elapsed time want anyone who is unfamiliar with the RCMbetween analysis and implementation down to process blocking progress without goodthe shortest number of days possible. reason.You’ve probably heard of the concept in time All the mechanisms should be in place to startmanagement which says work expands to implementing results well before the analysisfill the time available. That principle will kill is complete on the first system. There can beyou in RCM if you aren’t careful. It’s the multiple activities to consider, including:positive pressure of tight deadlines and highexpectations that get and keep RCM projects • Identifying and allocating resourcesin high gear. • Writing new procedures, walking-down equipment and getting approvalsHe Who Hesitates…. • Buying special parts and toolsAnother costly mistake is when RCM leaders • Training and orientation of crafts personnelwait until all the analysis are complete on new proceduresbefore they begin implementing the new • Planning and schedulingmaintenance plan. To be sure, in most cases • Executing new tasksimplementation can and should start soon after The reality is that some companies can takeanalysis begins. months to make small decisions. That’s whyThe fact is that RCM analysis teams have it’s important to set aggressive timelines andmany “Ah Ha” moments when they uncover make everyone live by them once the changeschanges they know would have an immediate have been approved.14 • GPAllied © 2009 Why RCM Does Not Work
  15. 15. Shall we put to bed RCM excuse number contract that details each step of process, thethree? Rest assured, your RCM effort will people involved in each step and the date itfail if you don’t have a plan. RCM takes time, will start and the date it will be completed. Thiscritical resources and money, so it should contract requires signatures from companyonly be applied where it will show a return on management, area managers, supervision andinvestment. the RCM team.Does that statement sound familiar? It should, In ten years of leading companies towe have the same expectations for capital successful RCM efforts, every company thatspending, yet how many capital projects move completed the RCM contract implementedforward without a plan? their analysis tasks, showed a return on theirIf you want your RCM effort to be successful investment and continued with a successfulyou will need a detailed plan in place. The RCM effort. The contract is your plan forRCM Blitz™ method gives your RCM success when it comes to RCM, and now thatfacilitators detailed instruction on how to set we have a plan, you can forget about makingyour effort up for success. Prior to starting mistake number three!your first RCM you will prepare the RCMRCM is All About Condition Monitoring“We don’t have it, we don’t get it, help them build the business case for usingand we can’t afford it” PdM and precision maintenance techniques.The 4th Mistake Leading A good RCM analysis delivers a balancedto False Starts and Dead set of maintenance tasks designed to ensureEnds in RCM the inherent designed safety and reliability capabilities of your asset. The key word hereRCM is often viewed as a complex and is balanced, each task is designed to mitigateadvanced reliability tool intended only for a specific failure mode with the recognitioncompanies with advanced maintenance that one task can not and will not cover all theand reliability efforts. As a result, many failure modes for any given component.companies who could be successful in RCMare scared away from the tool because they RCM is all about understanding failure and thedon’t have a predictive maintenance group or relationship between causes and effects. It’s atheir tradespeople have not been trained in process that shines a light on each componentprecision alignment or balancing. detailing, not only the ways it can fail, but also the ways we as humans cause it to fail.As a result, they shy away from a tool that will GPAllied © 2009 • 15
  16. 16. As part of the RCM decision making process If we follow the RCM process and start ourwe ask the question: Can the failure be effort with a plan, the business case to performdetected using On-Condition Maintenance? vibration analysis and other PdM techniquesWhen I ask this question regarding the failure on our critical assets will be a slam dunk. Theof a high speed bearing on a piece of rotating cost of bringing in the technology, detecting theequipment, I will often get the following failure, and planning and scheduling the repairanswer; “Well, no…..we don’t have a vibration prior to failure will be far less than cost of angroup, so we can’t detect that failure.” unscheduled emergency failure.Reliability Centered Maintenance is not about Reliability Centered Maintenance is all aboutthe haves or have nots, it’s about making the building the business case for reliability. It’sdetermination of what is the best thing to do. about learning how to operate and maintainSo when it comes to answering the question; our assets in the most efficient way possible.Is there an On-Condition task that would detect With that being said, I think we can burrythe failure? The correct answer is always yes, excuse number four. Every one can afford toand that task is vibration analysis. learn and apply PdM techniques to their critical assets.16 • GPAllied © 2009 Why RCM Does Not Work
  17. 17. We Expect More From the RCM ProcessThan We Do From Our Leaders The 5th Mistake Leading six people through a RCM analysis and they to False Starts and Dead will come out of that analysis with a thorough understanding of how the equipment is Ends in RCM supposed to work and the consequences It’s been said in the past that one in every of each failure mode. That knowledge has three RCM efforts will end in failure. I think tremendous value, but on its own, it won’t that statement is actually being very kind to show a return on investment for the RCM RCM. I would put the number to two out of analysis. To get the value from your analyses, every three. they must be implemented. These numbers are both sad and discouraging While its been stated over and over that considering the workforce in today’s implementation is the graveyard of RCM, I tend manufacturing companies are both more to have different belief. While your RCM effort experienced and educated than the workforce might be dead and buried because it wasn’t Stan Nowlan and Howard Heap had to work implemented. Your leadership holds the RCM with. shovel and they have two choices: I stated earlier that Reliability Centered 1. They can use the shovel to dig a grave Maintenance is about understanding the by ignoring the process, expecting relationship between causes and effects, and implementation to happen all on its own. in doing so we use the experience of our RCM 2. They can use the shovel to dig the team to identify the failure modes of our assets foundation for a successful RCM effort and in turn use the RCM decision logic to by becoming involved with the planning identify a maintenance task to mitigate each and execution of each step of the RCM failure. process. Using that same logic, could we not perform a When it comes to successful RCM efforts, RCM analysis on Why RCM Efforts Fail? we see leaders and leadership at all levels. In simple terms Reliability Centered People who understand that while the RCM Maintenance is Pro-Active Root Cause process will deliver the structure, it takes Analysis and if we look at the causes of why people to deliver the leadership and discipline RCM efforts fail, one major piece of this cause necessary to guarantee success in any RCM map would be leadership. initiative. With Leadership factored in….RCM All by itself RCM is a fantastic process, put really DOES work! GPAllied © 2009 • 17
  18. 18. About GP AlliedGPAllied helps companies build wealth and Those who prepare now will reap big dividendscompetitive advantage through world-class in the future…while others will struggle topredictive maintenance and reliability across a survive.global manufacturing network. There are very few shortcuts. However, one isFounded in 1997, GPAllied has quickly to make sure you get the right help.become the largest engineering firm Now you can get answers to your mostspecializing in predictive maintenance and important questions about RCM with a free,reliability engineering. 55-minute reliability phone consultation.Today, GPAllied serves some of the biggest There’s no hassle, no cost and no obligations.names in manufacturing, including more than Any information you provide is confidential and200 plants and facilities in the U.S., Canada, will not be shared outside of our firm.Europe and Latin America. To take advantage of this special offer contactFREE Reliability Consultation GPAllied at:Every year the gap between the companies Phone: 888-414-5760who are taking advantage of reliability and theones who aren’t gets wider. Fax: 843-414-5779That’s why you can’t afford not to make Email: info@gpallied.comsignificant reliability improvements in 2007.18 • GPAllied © 2009 Why RCM Does Not Work
  19. 19. Legal Notice While all attempts have been made to verify information provided in this publication, neither the author nor the publisher assumes any responsibility for errors, omissions or contradictory interpretation of the subject matter herein. The purchaser or reader of this publication assumes responsibility for the use of these materials and information. Adherence to all applicable laws and regulations, including federal, state and local governing business practices and any other aspects of doing business in the U.S. or any other jurisdiction is the sole responsibility of the purchaser or reader. GPAllied LLC. assumes no responsibility or liability whatsoever on behalf of any purchaser or reader of these materials. GPAllied © 2009 • 19
  20. 20. GPAllied, LLC.4200 Faber Place Drive ▪ Charleston, SC 29405 USA Phone 888.335.8276 ▪ Fax 843.414.5779 www.GPAllied.com ▪ info@GPAllied.com