Hello..
I am working on Steel making Company , POSCO, in South Korea.
Recently I started to apply RCM on my plant which produce hot coil(hot strip).
RCM concept is very good. however
As I know , POSCO maintenance department failed to apply RCM because of complexity, demanding long time to perform RCM Sheet etc in 2000 when Maximo system started.

At this moment , we are dominantly using a Preventive maintenance, a Conditon based maintenance and a Condition Monitoring System according to our own mainenance concept.

The problem what I have is (contracted) Maintenance crew size in maintenance.
Most of maintenance work is done by them in POSCO.

Maintenance administration fixed 1400m/day about 14 mechanical sections(hot rolling mill section where I work, cold rolling mill section, iron making section, steel making section, stainless steel making section etc).
Fixed crew size never can satisfied each section’s demand.
We call them “partner” (Cooperation) .
Because of this , we cannot complete all PM task even though we reduced PM Item as less as we finish compared to our Ideal plan.
Many PM are cancelled and delayed , this is our situation.

According to RCM, I want to carry out all proactive task but impossible now.
No work man is schedule as much as I want by the crew scheduler in administration.
Why the crew scheduler in administration cannot scehdule as much as each section’s demand, is partner company’s employment policy.
The reason is that manday for each section is not constant everyday.
my section,hot rolling mill plant, maintenance schedule is mainly two type.
Weekly Change roll down(CD)- normally 130M/D required on Monday.
monthly shut down(SD)- normally 180M/D required on Monday.
Rest of weekday –normally 40M/D required.

My company’s and partner’s Adminstration explain us that a company cannot take the challenge for the risk.
The risk is if partner company employes 3000men (now 1400men), during the time which doesn’t need all of them for repair at least more than half year in a year partner company cannot afford them with payment.
(For the temporary workmen, maintenance skill is poor.)
They can afford at most 1400men.
This is the problem for me to apply RCM in my company.
I want to know how other company manage this kind of situation?
I am so stressed about the failure.
So far 14hrs failure(production line stops) my two plants(#1,2 Hot rolling mill Plant)have.
Administration urges no failure.

This message has been edited. Last edited by: daeilkim,

Dear Kim,

The attached article may be of some interest to you in terms of making SAE compliant RCM more flexible and rapid in terms of its implementation approach.

It also speaks about some of the additional areas of importance for implementing RCM in the early 21st century.

I am going to be passing through Asia during September of this year to do a couple of seminars. If you want to send me an email I would be happy to give you details of the events etc.

Needless to say there are some obvious issues in your statements there. I would be happy to discuss further.

Regards

Daryl Mather
darylm@strategic-advantages.com
http://www.strategic-advantages.com

Age_of_the_RCM_Analyst.pdf (279 Kb, 53 downloads) The Age of the RCM Analyst - Adapting to Modern Pressures

Thank you . Daryl
The pdf article says what my situation is .
something sophistcated and advanced what we have about anti-backlog system?

This is a theoritic question.
On the book RCM2, on-condition task is predictive task as part of proactive task.
Another plant-wire rod mill- in POSCO
CMS(condition monitoring system) is especailly important for detecting potential failure of lots of gear box(tens of hundreds)
half of maintenance jobs are being carried out by report generated by CMS.
At this point , do I have to select these CMS and make predictive tasks as a proactive task based on RCM2 in "MAXIMO system".
Somebody said "don't make new proactive task in "MAXIMO" because job is the same both CMS and Proactive task.
this is a double job and waste time to make same paper work as both CMS and predictive task in MAXIMO."
Shall I don't need to make predictive task in MAXIMO with these CMS .
Just CMS is CMS?
So can I separated CMS and MAXIMO?

Somebody joked that RCM stands for "Resource Consuming Monster". So I would focus on critical equipment to reap the most benefits and only carry out tasks that are surely preventing equipment failures. Normally including all tasks such proactive and predictive works in CMMS eg Maximo will enable data analysis to track and measure your performance/KPIs such as cost of proactive works versus reactive ones etc. Performance measurement is important because anything that can be measured can be managed properly, otherwise not really. However, I believe doing things using computers and CMMS will only do any good after the humans can do it themselves. Computers and CMMS can only facilitate ie make things easier to do but can do magic. TQ

Josh,

I would direct you to the article that I posted above with regard to lowering the resource workload of implementing RCM.

However I wanted to address the point regarding the measurement of proactive versus reactive work.

I think this indicator and a range of others like it, have contributed a lot to the lack of understanding regarding RCM in recent time.

Within RCM you take a concious decision to allow various items to run to fail. So depending on the configuration of the plant and the level of tolerable risk that the company is willing to accept, there will be avarying amount of run-to-fail tasks.

This means that you will have taken a concious decision to have corrective work, as it is the most cost effective option, rather than take care of these failure modes through routine maintenance interventions.

The measure of proactive to reactive doesnt differentiate for these tasks, as such it is worthless as a measure of the effectiveness of your maintenance regime.

There are a number of other limitations with indicators such as these. As Einstein said "Things should be as simple as possible. But not simpler!"

Regards

Daryl Mather
Author of The Maintenance Scorecard
http://www.strategic-advantages.com

Dear Ozipsy, a well written article for RCM. However, even though I think SAE-compliant RCM can bring potential benefits, how to measure that these benefits? Any success stories with quantitative figures published to convince further on whether to go for RCM or not? If the article is attached with positive or negative results of RCM, I would be fully convinced because normally I will be convinced once I see the facts and figures. TQ

This message has been edited. Last edited by: Josh,

Daeilkim,

Your question is very important for you to allow you possibility of doing meaningful analysis.

Regarding your question how to formally entitle on-codition task, my proposal is to consider the whole situation as two dimension matrix, and you will be able to capture all the data for analysis.

One dimension is RCM output table. RCM output should be: optimized PM, oprimized CMS, intentional RTF and optimized overhaul plan. It means RCM cover all the tasks and if you want to track usefulness of RCM, you should maintain this table during all the life of RCM. There is no point to mention RCM in Maximo, because RCM should affect all range of tasks anyhow.

I think that Maximo should track work by its nature, that is on-condition task is corrective work, and is also a proactive work, so you really can track how much corrective work you have, and how much proactive-versus reactive (which is the most important for corrective and overhaul tasks, the others -PM, breakdowns, are already defined by its nature).

The same applies to CMS - you can track in your CMS how many corrective work CMS triggered. In Maximo it is enough to know that it is proactive work.

This way you capture all the data, part in Maximo, part in CMS and RCM table.

Ozgipsy remark is very useful, but you can deal with it easily, just stick to the rule that Maximo classifies the work according to is nature: add one more column to breakdowns "Intentional/Unintentional" and make it visible in your reports, so as to intentional breakdowns be neutral and don't affects your analitics indicator reactive versus proactive tasks.

Josh,

My name is Daryl mate, not Ozgipsy. Thats just a nickname.

I am not too sure that we are talking about the same thing, however I am currently working on an article called The RCM Scorecard, which is based on the principles within my book. (The Maintenance Scorecard)

This article will focus on the true areas within RCM where it can deliver benefits, as well as discussing some of the ways and areas where RCM has been implemented in the past.

I think this will be of some strong use to you in this area as it focusses on measuring the ability of the system to do "what it says on the tin" rather than just a list of direct performance indicators.

As a final comment, the original article was very much in support of SAE compliant RCM. In fact I do not consider non-compliant methods to be RCM. (Otherwise anything could end up being called RCM and we would be back in the pre-standard era. Sounds whacky but there are those who continually try to turn back the clock.)

When completed I will post here and send to Terrence O'Hanlon for publication on the Reliabilityweb if it is of interest.

As a final comment, thanks for the information on Maximo. I was not aware that this could be done there. Is it automatic or does it require user intervention at some stage?

Regards
Daryl Mather
http://www.strategic-advantages.com

Thanks to dc2 for your reply.
I have a question.
I don't understand the following sentence.

quote:

This way you capture all the data, part in Maximo, part in CMS and RCM table.

Can I understand like this that RCM table contain both the task triggered by CMS and the task generated by Maximo.
And should Maximo contain the CM(Condition monitoring) task about CMS governing equipments.
Or not?

At this moment, we here POSCO, don't contain the CM task about CMS governing equipments.
We check the trend of equipment and do act right away after an alret emerged about CMS.
We do not anything on Maximo about this.

However I am confused about the above.
For example, RCM choosed the one gear box as a
critical equipment.
It says the best way to prevent a failure of a gear box is vib Condition Monitoring.
We are operating a vib CMS on the gear box.
SO now , our CMMS is a Maximo.
Should Maximo contain the CM task for a vib monitoring?
I am really confuesed at the RCM point of view
as a beginner.

Daeilkim:

Not sure if it has been mentioned. At RCM 2005, some of the best minds in the RCM industry got together with the intent to develop an agreed to RCM Scorecard. This is available for free from ReliabilityWeb:

http://www.reliabilityweb.com/art05/rcm_scorecard.htm

Terry O'Hanlon should be able to answer questions related to the scorecard.

Howard,

I think you will find that the document you refer to is focussed almost solely on direct performance indicators and produced basically a large list of indicators for people to choose from to measure RCM.

The RCM scorecard as published within the book The Maintenance Scorecard is a different beast altogether.

As stated within the book one of the more inefficient forms of managing maintenance, through performance systems, is the production of long lists of indicators, among others.

The RCM Scorecard, in keeping with this, recognises that RCM is capable of delivering results in a range of direct performacne related areas. The measurement of which is pretty baseic really. It also recognises that every implementation is somewhat different based upon the different configuration of physical assets as well as the levels of risk that an organization is willing to accept as tolerable.

This shows that assertions such as "increases of 30%" in predictive maintenance are also somewhat inaccurate. (Based on the above)

What the RCM Scorecard actually focusses on are the areas where RCM delivers results, not just the direct performance areas which are project specific really.

The focus and intention of the RCM Scorecard is to allow users to develop a sophisticated measurement regims aimed at providing the tools for implementing RCM as a living program, measuring its ability to deliver the results it truly delivers, (rather than the narrow direct performance areas) and allowing for proactive management of items such as risk.

This is a far cry from the long lists that have been compiled in the past and places the emphasis squarely where it should be place, in my view.

Regards

Daryl Mather
http://www.strategic-advantages.com

Howard,

Just as a side issue, I have found that the majority of my clients appreciate the clarity of vision associated with a deeper understanding of reliability affords them.

I dont accept that companies are afraid to use RCM, nor do I accept that they are distrustful of it. (AM happy to be challkenged on that but currently it is not something that I have found)

I do believe that it has had some bad press and I do believe that the team-facilitated approach has lead to it being known as a resource hungry initiative.

I also think that this is what has allowed for some non-legitimate RCM methods to enjoy popularity. The attack on the method instead of on the method of implementation to try and increase implementation speed.

Do you really think, or have evidence to prove, that companies are afraid of RCM?

Daryl Mather
http://www.strategic-advantages.com

Dear all RCM pros, what is the success rate of implementing RCM? I hope there are more successes than failures because somebody quoted 40% successful 60% failed. We are thinking of implementing RCM and I'm asked to show the benefits before and after RCM implementation for successful ones and the lessons learnt from those RCM failures. I'm all for RCM, so those who have seen its glorious successes, kindly share your great achievements because we are in dilemma here. Thanks to Daryl as I have learnt a lot about RCM from your article and I'm looking forward to the next one. TQ

Thanks alot.

quote:

Originally posted by MotorDoc:
Daeilkim:

Not sure if it has been mentioned. At RCM 2005, some of the best minds in the RCM industry got together with the intent to develop an agreed to RCM Scorecard. This is available for free from ReliabilityWeb:

http://www.reliabilityweb.com/art05/rcm_scorecard.htm

Terry O'Hanlon should be able to answer questions related to the scorecard.

Dear Josh,

Thanks for your comments. I think the article makes it pretty clear some of the areas where RCM has fallen down in the past, it also makes it pretty clear the need for a new form of implementation, one that I have been developing and implementing now for around 4 years in Europe and Latin America.

I will publish a pre-report here within the next few days which comes form the international research project called RCM - The state of the practice. I think it wil lanswer some of thesae questions.

It is part of an ongoing research project accomplished through the internet, focus groups, wrtitten questionnaires and other means. We have had a lot of success and a lot of information so far.

I will be in touch, please feel free to send me an email if you want to be involved.

Daryl Mather
http://www.strategic-advantages.com

Dear daeilkim,

Your original post raised some very practical issues that you face. The respondents have been been very helpful, but I am not sure if you are any wiser as to what to do next.

Providing infinite resources for doing PM work does not impress any management. So look for ways to manage the workload within your resource limits.

Firstly, PM compliance has a dramatic influence on reliability, uptime and maintenance costs. This is true whether the PMs are based on RCM analysis or not. It is essential that compliance is above 90% before you can see the link.
Secondly, maintenance work quality makes a huge difference to reliability. Hence dont push for speed, push for quality.
Thirdly, productivity depends largely on the quality of the planning and scheduling effort, not, as is commonly believed, on the laziness or otherwise of workers. Improving the quality of planning and scheduling can reduce waitng times by upto 30-50%. Guess what this can do to the number of jobs completed per manday. Suddenly you dont need 3000 m/d! But for this you do need, at least in the short term, more planners and schedulers. Can you manage that?

Ultimately reliability impovement is the key and that is something you need between the ears of people.

RCM is just a tool to identify the right work and the right timing. It is not a silver bullet to solve world hunger. I suggest you focus on
- getting the basics right (cleanliness, lubrication, alignment, bolt tightness , balancing) - TPM does this well.
- good planning and scheduling to make sure that workmen dont have to wait for instructions, drawings, spares, consumables, procedures)
- ensure a PM compliance level much higher than 90%.

If you do these things, you will find that breakdowns decrease dramatically, MTBFs rise, MTTRs fall and that the production lines dont stop.

Then you are ready to embark on RCM, else you will always be chasing your tail. Good luck.

V.Narayan.

quote:

RCM is just a tool to identify the right work and the right timing

Such a clear definition you make.

Thank you, Mr.Narayan.
This is very happy to talk to you.
On my desk , there is a your book, Effective Maintenance Managment..

Your comment which is "With limited resource, you have to manage workload.."
That is very realistic.

At this moment I have hard time to follow RCM.
How I impress CEO(Chief Engineering Officer),
How I carry out effectively, efficiently,
How I contribute to my company in terms of Maintenance.
How I persuade workman to believe me..

Anyway, company got a interest again .
Some of maintenance teamleaders and a manager are going to attend CMMS2005.What is going on, Whis is uprising issue recently..

Thanks Vee.
See you again

Dear daeilkim,

You state that you have to 'impress' your CEO. Have you wondered why many of us fail to impress our customers - our Production colleagues?
Let me list some reasons (none of these may apply in your situation).
- We dont return equipment in time
- Equipment does not always run well after our 'repairs'
- Our staff are seen to be standing around -waiting for parts, drawings, procedures, instructions, tools etc.
- We dont prepare the work site properly and in time
- We dont tell the customerd what we found
- We dont clean up the site

Similarly, our own bosses may not be impressed if we
- dont deliver a reliable plant
- have too many safety, health and environmental incidents
- appear to be always fighting with our Production colleagues
- cant level our resource requirements (peaks & troughs)
- dont stay within our budget

Good scheduling needs proper prioritization of work and an ability to find windows of opportunity.
Good planning needs proper tools such as RCM, RBI and IPF, but these tools can be applied AFTER you have set your house in order.
A good well implemented CMMS can help both planning and scheduling.

The right order is the one I suggested in my earlier post, the rest can follow once you get that in control.

I hope you have read the book in addition to keeping it on your desk!
Good luck.

V.Narayan.

Dear Vee

POSCO's company slogan is "Resources are limited, Creativity is unlimited".
This is the only first time strongly that slogan face to me.

As you said , I was going to analyze our sector's situaton.
Roughly tasks depending on work types done during last year, is very poor.
Your comment is correct and well explained to me and to others.
----
Similarly, our own bosses may not be impressed if we
- dont deliver a reliable plant
- have too many safety, health and environmental incidents
- appear to be always fighting with our Production colleagues
- cant level our resource requirements (peaks & troughs)
- dont stay within our budget
-------------------
You say like my boss.
In my Sector
Mostly corrective(there are some of input errors) tasks are.
So, my sector's boss, colleagues and I wonder and are curious about its output.
What you mentioned are We,POSCO managers already knew that. However ,you know, easy to say but hard to change that I feel.
I think some of them gave up changing people's nature.

First I have to analyze maintenance cost and PM numbers before and after RCM.