In this short clip from Reliability Centered Maintenance Training Seminar, Anthony M. (Mac) Smith answers the question of why this seminar exists and why you should watch it.
Learn RCM from Anthony M. (Mac) Smith who is internationally recognized for his pioneering efforts in the application of Reliability Centered Maintenance (RCM) to complex systems and facilities in the industrial and government arenas. His engineering career spans 50 years of technical and management experience, including 24 years with GE. For the past 25 years, he has consulted in RCM for many Fortune 100 companies as well as the Air Force, Navy and NASA.
An hour long Webinar Tutorial On Demand Led by Doug Plucknette GPAllied World-Wide RCM Discipline Leader
Anyone who has ever been involved in the effort to perform and implement Reliability Centered Maintenance has from time to time wondered if they are doing the right things to ensure the program will be a success. In this webinar you will learn a simple way to assess your effort to help keep your program successful.
Participate to learn:
1) Learn the 4 scoring categories
2) Learn key questions for scoring each category
3) Learn how you can improve the success of your RCM effort
Corporate maintenance strategies are easy to administer and can be a platform to standardize work practices across the enterprise. However, these strategies are typically generic in nature and do.
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This article does not present original theorems in mathematics or RCM, but is an attempt to consolidate some existing but distinct concepts relating to maintenance periodicity selection, and to provide some guidance on the best way to apply them.
Last month, my Maintenance tip was on Criticality and finding that sweet spot of the correct number of critical machines. This month, continuing with Criticality in mind, I wanted to discuss who
... Rod Acklin, CMRP - General Manager +1 865-588-2946
The trick to PM optimization (reduction) and proper deployment of predictive maintenance tools is first to know how to categorize the assets, using analysis methods designed to understand likely
An 8 minute iPresentation by Paul Lanthier of Ivara
Paul Lanthier, Director of The Aladon Network & Ivara Reliability Services, shares his insights on an inherent problem of FMEA. To learn how to avoid falling into this common trap, watch this 8 minute video.
Investigation of past failures can highlight areas where massive improvements in performance can be gained. Review all your past failures and downtime incidents and then categorize them as;
At a recent conference, I was asked for the "Cut Off" value for critical machines. Not having a good idea of the intent of the question, I had to ask for clarification and the response was What The question got me thinking about Criticality Assessments and how unique they are to each process and facility. If you do an honest assessment of your equipment and you see a high number of critical machines, defined as failures of assets that will cause harm to your people, harm to the environment, or harm to quality and / or throughput, and you have a very high percentage of these as critical, you might want to evaluate if you can sustain a meaningful maintenance strategy. Simply put, critical assets need attention and if you do not have the resources to attend to this equipment, it might be time to build some redundancy around the critical machines.
As used in reliability calculations, the probability than an item or system is operating satisfactorily, at any point in time, when used under stated conditions.
Expressed by the formula Availability = MTBF (MTBF + MTTR). Synonymous with inherent availability
An hour long Webinar On Demand Led by Ricky Smith CMRP, Principle Reliability Advisor, GPAllied
If there is one thing a maintenance and reliability professional should know it's that their maintenance strategies should be focused on specific failure modes and how they can prevent or identify those failure modes. This is where most of maintenance work should be extracted from, not from breakdowns or reactive work.
Now get off the couch and make things happen. This webinar on failure modes will not make you an expert, but it will begin the conversation. You will love it, I promise.
Participate to learn:
1) What a Failure Mode is
2) How Failure Modes drive a company to be reactive or proactive and what to do about it
3) Steps to develop an organization into a Failure Modes Driven Org.
A potential failure identified in the failure mode and effects analysis (FMEA) where no failure detection method is evident to the operator to make him/her aware of the failure.
1) If you do not find and correct the root cause of a failure it will hit you (likely in a vulnerable spot) again!
2) If the same undesired event happens more than once, you have a programmatic deficiency.
3) The root cause is defined by the culture or philosophy of the organization seeking the root cause.
4) Root cause analysis starts out as a reactive process and after it is fully understood, it becomes a proactive process.
5) If an organization seeks answers honestly and with integrity, the root cause can always be found.
6) Dereliction of duty, or lack of attention, are the only personnel performance problems which are not programmatic in nature.
7) The use of disciplinary action as a learning experience does not instill a sense of ownership or quality.
8) Use experts to solve technical problems; use peer-to-peer interviews and peer review committees to solve personnel performance issues.
9) In simply satisfying the need to be needed, you will prevent more personnel problems than any other act. Tip provided by: Jack Nicholas Jr., Author of Root Cause Analysis
A 50 minute recorded webinar on demand by Steve Murray, Director, ABB Reliability Services.
Failure analysis requires technical ability, time and an established reliability and maintenance system. While it's a struggle for many plants to complete these both timely and accurately, if done correctly, it can minimize equipment failures and provide a direct solution to equipment performance improvement. In this webinar, we will examine major historical failures and look at requirements, various analysis methods and pitfalls of failure analysis.
Participate to learn:
1) How to recognize common causes of equipment failure
2) Learn how increased reliability leads to higher profitability
3) Understand the basics of Root Cause Failure Analysis and Failure Modes & Effects Analysis to identify and correct causes of failure
A 60 minute workshop by Jeff Shiver, Managing Principal, People and Processes, Inc.
In a recent survey of more than 1,300 plant professionals in 40 countries, 62% said they either did not have a preventive maintenance program or are in the process of building one. If you ask Maintenance groups within those same organizations, they would respond that over 90% have a PM program. Why is there a disconnect between the audiences? Do you have a real program? A better question might be "How would my engineering and operations ‘partners' respond to a similar survey?" Can you truly measure and communicate the success your PM program generates to ensure a favorable survey response from those partners? What would happen if you were asked that question in a court of law? Does your CMMS data support "perceptions" or "reality"? Do you know if your data is the result of "pencil-whipping"? Are the PM task activities the "right" work and value-added? How can you tell?
This presentation will address the components of a good PM and methods to ensure the PM activities are executed properly. In addition to the PM components necessary, learn tools and techniques for establishing an effective PM process, adding a continuous improvement loop for optimization, measuring the value of the PM program and inspecting to ensure the right execution. Understand why pencil-whipping occurs and how to break the habit. Gain insights on communicating and managing the perceptions with your operations and engineering partners to eliminate disconnects so that everyone is on board with the value your organization adds.
Reliability Centered Maintenance (RCM) has received a bit of a bad wrap because of perceived difficulties and high cost associated with it. When problems occur, it's usually because managers did
A routine maintenance task, normally an inspection or testing task, designed to determine whether an item or component has failed. A Failure finding task should not be confused with an
The following procedure uses nine basic steps to be followed in looking for the causes of a failed bearing, and within each of the steps are numerous questions to be asked. It starts with an ...