Implementing Rcm

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    Implementing RCM

    recommendations An eternity or a

    challenge?

    By: Walter Nijsen

    Asst. Maintenance and Reliability LeaderCargill Grain and Oilseeds Europe

    Doug J. Plucknette

    RCM Discipline leaderGP Allied

    Conducting a thorough RCM is an investment in

    time and resources. When executed correctly,however, it will bring value to your organization by

    increased plant reliability, integrity and productivity.

    To capture this value, it is vital to follow and

    implement all the recommendations generatedduring the RCM analysis.

    While this may seem both simple and logical, manyorganizations are failing in this aspect, which can

    turn the RCM implementation into an eternity.

    How to turn this eternity into a challenge? To

    answer to this question, we must first ask ourselves,how do we plan to implement the tasks that came

    out of our RCM analysis?

    In the last years at Cargill, we have tried twoapproaches:

    -

    Single plant approach

    -

    Company Corporate / Business Unit approach

    Single Plant ApproachLooking back at dozens of analyses performed in

    the past, we have used the plant approach most oftenbelieving it to be best in terms of a 100 percent

    guarantee of finding all failures modes, failure

    causes and effects and defining your maintenance

    strategy. During your RCM, you will have all thelocal plant experts at the table, understanding the

    operational context of this specific installed

    equipment, understanding the current maintenance

    strategy and a new detailed maintenance strategy

    will be the result. With a fully engaged team andcorrect priority settings from the plant leadership

    team, the probability for a successfulimplementation and consequent results coming from

    your RCM is high.

    In reality, our experience suggests that not all

    organizations are as successful in the

    implementation as they should be. Several reasons

    can make the single plant implementation last

    -

    Implementation tracking and reporting is not in

    place.

    -

    Priorities at the plant level are changing andRCM implementations are forgotten and seen

    as the flavor of the month.

    - No implementation manager was assigned to

    track and report implementation progress toreliability leaders.

    The last consideration when using a single plant

    approach are the resources required to perform theRCM analysis while performing your day to day

    plant activities. Conducting a RCM will take onaverage about a week and in performing this event

    we will need to take some experts out of the dailyplant operations. This time and resources investment

    is not always easy to make and often results in

    interruptions in the RCM schedule. These singleplant analyses often result in performing RCM on

    similar assets at multiple sites and while the

    outcome will be a maintenance strategy that is

    specific to your asset, nearly 75 to 85 percent will beidentical.

    A plant approach (an RCM on a specific

    process/system/asset) is appropriate where the

    consequence of failure dictates this (nuclear,airplanes, etc)

    The single plant approach maybe the only correct

    approach to choose while the operational contextneeds to be evaluated for each failure mode.

    Company Corporate / Business Unit approachWithin less hazardous processes or the morecommon industry, a Business Unit (BU) approach

    can be a more efficient and effective approach.

    The Company Corporate approach is based on

    conducting a single RCM for a common asset that

    can be used globally across the entire organization.

    Within Cargill Europe Oilseeds Business Unit, thishas now been in place for two years with success.

    In the BU approach a common asset is selected

    using a short criticality evaluation on a BU level to

    determine which asset is critical for the businessbased on safety, food safety, operation and customer

    impact. After this selection, the following questionsare being asked:

    -

    Do these assets have a similar operational

    context?

    -

    Are the equipments basic functions common

    and do they have the same Original Equipment

    Manufacturer?

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    g p p

    Such a BU RCM team will be led by a certified and

    qualified RCM facilitator and note taker including a

    BU Maintenance and Reliability leader oroperational leader. The RCM team members are a

    group of experts from different disciplines

    (operations, maintenance, engineering, safety) from

    several locations and each team member is a highlyrespected among their peers for their knowledge of

    the selected asset.

    Before the RCM starts, the team members need tobe prepared and understand their roles and

    responsibilities in the team. Preparation is done byvirtual training on RCM Blitz concepts and having

    the participants collecting the failure history for theasset at their plant site.

    After the preparation, the RCM team gathers

    together at a selected plant and spends a full weekon the RCM study without getting disturbed by day

    to day business or other call outs. During this RCM,

    not only the plant specific operational context isevaluated but also the operational context and

    failure modes from other locations. Experience has

    shown that this will produce about 5 to 15 per cent

    more failure modes than a site specific RCM

    analysis. After the completion of the RCM study, aspecific implementation tasks list is created and

    sorted by priority and assigned to specific functions.

    The final RCM analyses and implementation taskslist is owned by the BU reliability leader and

    updated when needed. The BU reliability leader

    distributes the RCM implementation list to the

    reliability leaders at the site and requested theoperational context, failure modes and effect to

    analyze and compare with their plant / system. We

    have learned that about 95 percent is common andfor about 5 percent failure modes need to be

    adjusted.

    What are the benefits of the Business Unit

    approach?As stated before, having the experts from the whole

    organization together is a significant benefit. We

    have experienced different views on failure

    probability where one location has never noticed afailure mode occurring, other locations have had it

    several times. This triggers a different prioritysetting on the implementation task, but also this

    experience is brought into the RCM with multipleimplementations and recommendations to follow up.

    Another benefit is the design review during the

    RCM study. The principle of RCM is to identify all

    functions (components) of an asset as it is in current

    discovered several plants had made some significant

    design changes to our assets, some were successful

    and some were not.

    What makes the probability of successful

    implementation higher with a BU approach?The answer to this question is very simple:competition and the desire to be successful!

    Lets explain. By the time we began performing

    RCM analyses at the BU level, we had someexperience using the single plant approach.

    Looking back at these analyses, we noted that thosethat were implemented resulted in improved

    reliability. Understanding this, we understood that

    we must focus on building a successful

    implementation plan; we started this by getting

    RCM on the Dashboard at the BU level by trackingand showing implementation status site by site. The

    hope here was to clearly show where we were

    implementing RCM tasks and where we were

    struggling to implement.

    Imagine you are a Reliability Engineer at a single

    plant and have conducted a single plant approach

    RCM. You are assigned as the responsible and

    accountable person to implement the tasks. Youstruggle to get it implemented at different job

    families; however, you are afraid to report the

    implementation status: 1st it makes you look a bad

    leader not able to implement, 2ndif you would reportyour implementation status what is your reference

    point? Forty percent implemented in four month is

    this a good result? Or should it be 80 percent? At a

    certain moment, you will lose momentum and therisk could be an implementation slow down or even

    stop.

    Within Cargill, we have seen this happening and for

    this reason we changed to the cross functional

    approach. Now imagine youre the same Reliability

    Engineer still responsible and accountable forimplementing the RCM recommendation; however,

    you are asked on a quarterly basis to report the

    implementation status for all critical failure modes

    and total failure modes to the BU Reliability Leader.

    The implementation status per plant is embedded inthe BU balanced score card as a leading key

    performance indicator. The person selected to trackthe implementation progress site to site is identified

    at the RCM Implementation Manager.

    This balanced score card is communicated and

    shown at several levels in the organization and it

    will help to clarify what an acceptable

    implementation status per period should be. On top

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    As said BU management sponsorship is vital to

    enforce the importance of the RCM

    implementations in Cargill Oilseeds is stated; Anyfailure on a RCM evaluated asset, resulting in high

    downtime is unacceptable, will be reported and

    investigated.

    The RCM implementation becomes now an

    organizational objective driven by the local

    reliability engineer supported by the local

    management team

    This tracking and reporting can be achieved withoutany sophisticated tools, just an excel overview with

    a standard format for all sites including: failuremode, implementation tasks, responsible person and

    implementation status (not started, in progress,

    complete)

    The BU Score Card is a compilation of all thesesheets.

    An example of a BU RCM score card:

    Plant A 93% 95%

    Plant B 92% 82%

    Plant C 92% 95%

    Plant D 91% 93%

    Plant E 89% 90%

    Plant F 83% 88%

    Plant G 77% 79%

    Plant H 73% 63%Plant I 70% 80%

    Plant J 68% 71%

    Plant K 62% 38%

    Plant L 59% 68%

    Plant M 41% 39%

    Plant N 30% 29%

    Plant O 20% 19%

    Plant P 17% 18%

    Plant Q 12% 11%

    Plant R 12% 9%

    Plant S 0% 0%

    Plant T 0% 0%

    BU OVERALL 54% 53%

    RCM implementation Sco re Card

    Critical

    Implementation

    Tasks

    Overall

    Implementation

    Tasks

    Fig 1. RCM Score card

    Are we successful?Looking at the score card for this specific analysis

    understanding that some implementation tasks may

    not apply depending on design differences),

    however only 5 out of 20 (25percent) of thelocations have achieved this.

    Fifty percent of the plants have an implementation

    score between 20 and 90 percent.

    And sad but true 25 percent did not make any

    progress.

    So, yes we have been successful at some sites and

    these sites are seen as leaders in terms of RCMimplementation. As a result, we look closely at

    these sites to understand the behaviors that resultedin completing their implementation and ask that

    they share tips and suggestions to plants that are

    lagging or struggling to implement.

    This normal distribution and variance of the

    implementation results is not a surprise; you will

    always have some leading, a majority in the middleand some lagging plants. It takes relentless

    leadership and support to have all plants above 80

    percent implementation score.

    The BU reporting and tracking helps, however, to

    get the organization moving but also determineswhen you are ready for new RCM implementations.

    Final point for attention is that having a reporting

    and tracking system in place is not a guarantee forsuccess. It is simply a tool by which to track the

    behavior of implementing tasks and managing the

    RCM process. Experienced practitioners of RCM

    understand that a process for analyzing the correctdeployment and execution of the RCM tasks needs

    to be in place if you desire successful results; it is all

    about flawless execution!

    Acronyms:

    RCM: Reliability Centered Maintenance

    OEM: Original Equipment ManufactureBU: Business Unit

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    1

    How to Manage RCM Implementationsacross multiple sites

    Walter Nijsen andDoug Plucknette

    Track 2 Manufacturing Process

    Reliability

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    Content

    About RCM

    Single plant approach

    Business Unit approach

    Score and tracking

    Conclusion

    Question and Answers

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    About RCM

    Conducting a RCM is easy, if you have the

    experts at the table and you follow the process

    correctly the result is a maintenance strategy

    covering all failure modes

    Conducting a RCM is easy, if you have the

    experts at the table and you follow the process

    correctly the result is a maintenance strategy

    covering all failure modes

    Key for success is implementing all the

    recommendations and follow-up from the RCM

    Key for success is implementing all the

    recommendations and follow-up from the RCM

    Implementing RCM recommendations can be

    hard to do and end up as an eternity

    Implementing RCM recommendations can be

    hard to do and end up as an eternity

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    From eternity to challenge

    Start with the correct RCM approach for

    your organization:

    Single Plant Approach

    Company corporate or Business UnitApproach

    Track and measure implementations

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    Single plant approach

    Advantage:

    Having all experts from the plant at the

    table

    Fully understand operational context

    Easy to determine gap between current

    maintenance strategy and RCM outcome

    However..

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    Single plant approach

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    Single plant approach

    Possible causes for despair and giving up:

    Implementation needs to be done at multiple

    job families

    No clear timeline and milestones are set No tracking in place

    No budget set for implementation Priorities changes; Flavor of the month

    No responsible person to implement and

    report

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    Business Unit approach

    Systems selected by:

    Do the assets have a similar operational

    context?

    Are the equipments basic functions commonand do they have the same OEM?

    Have there been any failures the prior years

    with un-expected consequence which has

    impacted the business?

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    Business Unit approach

    Selecting your RCM Team members

    Certified RCM facilitator

    Certified and experienced note taker

    Well respected and experienced operations /engineering / maintenance / safety experts.

    Business unit reliability or operational leader

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    Business Unit approach

    Execution:

    Good preparation is important

    Training on RCM concept done upfront

    Meeting room and place well prepared

    Note taker key role

    Respect each other and have fun! Outcome:

    Common RCM recommendations ready for

    implementing for all plants

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    Business Unit approach

    Benefits compared to single plant

    approaches:

    You dont know, what you

    dont know

    You dont know, what you

    dont know

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    Business Unit approach

    What makes the probability of successful

    implementation higher with a BU

    approach?

    Competition and desire to

    be successful

    Competition and desire to

    be successful

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    Business Unit approach

    Get RCM on the dashboard at business

    unit level:

    Track and reported RCM implementations

    Make RCM implementations a leadingindicator at the balance score card

    Report all failures on a RCM conducted

    process

    Have RCM as a site management objective

    set by BU leaders

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    Business Unit approach

    Results:

    People want to be in the leading group I want

    what they have! (Leaders see results first)

    Reference point is set, what is a reasonablescore in what time frame

    Brutal facts, maybe my overall lagging results

    are not so good.but I focused on the correct

    actions!

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    Score and Tracking

    Very simple to achieve:

    Standardized excel sheet for implementation

    template

    Report on a quarter basis % critical and %overall implementation

    Compile in 1 overview and report through

    several levels in the organization

    Implementation is a behavior and leading

    indicator

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    Score and Tracking

    FFM Pri ority Task 1 Resp Person Status

    1-1-1 H- H Feed gas pi pi ng - Perfor m NDT every

    5 years

    Pl anner co mpl eted

    1-5-7 H- H Pressure Gauge - Devel op i nspecti on

    for co mpari ng pressure gauge withpressure trans mitter, report

    Producti on

    Supervi sor

    co mpl eted

    1-5-18 H- H Pi pi ng and Boil er i nsull ati on - setup

    operator rounds for i nspecti ng

    i nsull ati on conditi on and repair where

    Producti on

    Supervi sor

    i nprogress

    1-1-2 M- H Feed gas pi pi ng - Inspect if proper

    guardi ng i s i n pl ace, col or pai nted as

    regul ati ons, and cl ear l abel ed

    Mai ntenance

    Manager

    not started

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    Score and Tracking

    L M HL LL 4 LM 3 LH 1

    M ML 3 MM 2 MH 1

    H HL 2 HM 1 HH 1

    RCM failure matrix

    Consequence

    Probability

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    Score and Tracking

    RCM Score Card criti cal tasks Pl ant A

    %co mpl eted Tasks 1 40.3 %

    %co mpl eted Tasks 2 24.1 %

    %co mpl eted Tasks 3 62.5 %

    ri t i c al I m pl e m e nt ati o n s c or e 42.3 %

    RCM Score Card overall tasks Pl ant A

    %co mpl eted Tasks 1 86.1 %%co mpl eted Tasks 2 34.5 %

    %co mpl eted Tasks 3 62.5 %

    Ov er al l I m pl e m e nt ati o n s c or e 61.0 %

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    Plant A 93% 95%Plant B 92% 82%

    Plant C 92% 95%

    Plant D 91% 93%

    Plant E 89% 90%

    Plant F 83% 88%

    Plant G 77% 79%

    Plant H 73% 63%

    Plant I 70% 80%

    Plant J 68% 71%

    Plant K 62% 38%

    Plant L 59% 68%

    Plant M 41% 39%

    Plant N 30% 29%

    Plant O 20% 19%Plant P 17% 18%

    Plant Q 12% 11%

    Plant R 12% 9%

    Plant S 0% 0%

    Plant T 0% 0%

    BU OVERALL 54% 53%

    RCM implementation Score Card

    Critical

    Implementation

    Overall

    Implementation

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    Are we successful?

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    Conclusion

    Choose the correct approach

    Get RCM implementation on the dash

    board of management team

    Track and communicate results

    Have flawless execution!

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    Contact

    Walter Nijsen, CMRP

    Cargill Europe

    [email protected]

    Doug Plucknette, RCM Discipline Leader

    GPAllied

    [email protected]

    mailto:[email protected]:[email protected]:[email protected]:[email protected]