Hello everyone, I am new to the maintenance field and looking to connect with experienced professionals. I recently graduated in engineering with a focus on manufacturing and mechanical engineering, and have begun my first job as a maintenance planning engineer in the mining industry. My task is to develop and lead a new maintenance program at a mineral processing facility. While I have not been provided with specific goals or guidance, I have taken it upon myself to familiarize myself with various maintenance concepts and strategies, including RCM, TPM, PM, and PdM. It is evident to me that implementing a framework like RCM is essential for the company. Currently, the maintenance work is mostly reactive, and there is a recent introduction of a manual planning/scheduling system. My plan is to pilot an RCM implementation in a specific area of the plant to assess its feasibility within the company culture and without external expertise. I intend to thoroughly review RCM concepts with a group before implementing PM procedures on 130 components in the pilot area. I have received approval from management for necessary resources and have the support of forward-thinking colleagues. I welcome feedback on this approach and whether it is realistic or too ambitious. Thank you for any advice you can provide.
Hello Hanspetterb, Incorporating Reliability Centered Maintenance (RCM) into your maintenance strategy is a positive step towards optimizing equipment performance. However, it is important not to overdo it as solely relying on RCM may only appear beneficial on paper. RCM should be reserved for critical equipment assets that have the potential to impact overall plant operations. Before diving into RCM, it is advisable to review the basic preventive maintenance tasks for your equipment. It is crucial to assess your current maintenance approach, whether it aligns more with RCM (Reliability Centered Maintenance) or MCR (Maintenance Centered Reliability). As an experienced electrical reliability maintenance consultant, I have helped numerous plant owners navigate the complexities of RCM implementation. Taking a neutral stance towards RCM, I prioritize a practical engineering perspective. Analyzing the maintenance history of your equipment will provide valuable insights into whether RCM is necessary or if a Maintenance Centered Reliability (MCR) approach would be more suitable.
Is RCM conducted on all parts to assess their criticality? Can you clarify what is meant by Maintenance Centered Reliability? This term is new to me. Thank you for your assistance!
Is there currently a CMMS system being utilized by the organization? If not, I recommend prioritizing the implementation of a CMMS system as it serves as the foundation for efficient operation. If a CMMS is in place, it is vital to assess its setup. Is the location hierarchy well-structured? Are equipment and parts accurately recorded in the system? Is the system being effectively utilized for documenting work and assigning Failure Codes? Are maintenance job plans integrated into the CMMS for streamlined operations? Additionally, it is essential to have a standard operating procedure (SOP) in place for guidance on using the CMMS effectively. These considerations hold more significance than immediately starting an RCM initiative. Large-scale RCM projects across a plant may often benefit consultants more than the actual operational sites, hence, approaching such projects with caution is advised.
The company is currently operating without a CMMS, which is a crucial tool for efficient maintenance management. Despite a recent attempt to implement a manual system using whiteboards and excel sheets, the staff are struggling to fully adopt it. This poses a challenge for introducing a CMMS, as there is a risk that the staff may not take it seriously if they feel the current system is being discarded too quickly. In my report to management, I recommend waiting a few months until the current system is fully adopted before beginning the CMMS implementation. This will allow the staff to experience the benefits of proper planning and be more receptive to the new system. While the general manager is enthusiastic about implementing a CMMS, it is important to ensure that the staff are ready to embrace the change. By taking a phased approach, we can ensure a successful transition to a more efficient maintenance management system.
Oh dear, this is quite a conundrum, isn't it? I am at a loss on where to begin as I have a meeting to attend. I am grateful for that. If you foresee any challenges in adopting a CMMS system, you are sure to encounter obstacles in implementing an RCM analysis.
Hello and welcome to this exciting field! Your approach seems well-thought-out, especially with your envisaged gradual implementation of the RCM initiative. It's wise to limit your initial implementation to a select portion of the plant to gauge its effectiveness and cultural fit. However, be sure to engage your team in continuous learning and robust training as the pilot progresses, as understanding and acceptance of novel approaches often hinge on education. Also, since you're transitioning from a reactive to proactive maintenance culture, make sure you have a solid system in place to track failures, downtime, and maintenance costs; this will be essential for comparing the efficacy of the new RCM strategy against the previous one. Keep up the good work! It's great to see such initiative in budding engineers!
Welcome to the field and congratulations on graduating and landing into your important role! It sounds like you've already gotten a strong grasp on the key concepts and are moving ahead strategically. Piloting an RCM implementation in a specific area is a smart approach as you can evaluate how well it is adopted and make necessary adjustments before rolling out on a larger scale. Since your maintenance work is currently mostly reactive, implementing a proactive methodology like RCM is bound to make a significant impact in the long run. It would be realistic to expect some resistance to change, as is common in such transformations, but it sounds like you have the necessary support from your management and colleagues. One advice I'd give is to always communicate the clear benefits of RCM to all stakeholders, so they understand the value. Sounds like you're on the right track, wishing you success in your endeavors!
Welcome to the maintenance field! It sounds like you're taking a proactive approach, which is fantastic. Starting with a pilot RCM project is a smart move, especially since it allows you to gather data and feedback without overcommitting resources right away. Engaging your colleagues from the start can really help in creating a shared understanding and align everyone towards the same goals. Just keep in mind that buy-in from the team is crucial; consider conducting some workshops or training sessions to get everyone on board and comfortable with the new processes. Also, regularly check in with management about your progress to ensure continued support. Best of luck—you’ve got this!
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Answer: - A new maintenance planning engineer should be familiar with concepts such as RCM (Reliability Centered Maintenance), TPM (Total Productive Maintenance), PM (Preventive Maintenance), and PdM (Predictive Maintenance).
Answer: - One approach could be to pilot the implementation of RCM in a specific area of the plant to assess its feasibility within the company culture. This could involve reviewing RCM concepts with a group and then implementing PM procedures on selected components.
Answer: - While it is ambitious, the feasibility of implementing RCM without external expertise ultimately depends on the engineer's knowledge, support from management, and the cooperation of colleagues. Seeking feedback and advice from experienced professionals in the field could also be beneficial.
Answer: - To effectively lead the development of a new maintenance program, the engineer should familiarize themselves with maintenance concepts, engage with colleagues and management for support, secure necessary resources, and pilot proposed strategies in specific areas to assess their viability and impact within the organization.
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