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8/11/2019 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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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


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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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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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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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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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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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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Benefits compared to single plant

approaches:

You dont know, what you

dont know

You dont know, what you

dont know


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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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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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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 %



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 %


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]om