Larry, you mentioned one of the key objectives of implementing PMOs is to extend the PM cycle from 12 to 18 months. Similarly, at KNPP, we are looking at extending the plant turnaround interval from 12 to 18 months, aligning with the 12-month certificate of fitness for pressure vessels and boilers approved by DOSH, which can be extended for another 6 months. Despite this extension, we have not observed any significant changes in corrective maintenance. We had hoped to see a reduction in breakdown maintenance following the PMO exercise. It is encouraging to note that the RCM Manager has now been established as a staff position, signifying the growing importance of reliability within the organization. Some believe that reliability should be integrated into every staff member's job description, making it a collective responsibility. What exactly does the job description of the RCM Manager entail at KNPP? If you have overlooked or been occupied, I have reposted my question on the following link: [link].
Josh, after revisiting my paper from the SMRP conference, I, like you, was surprised by the lack of change in corrective maintenance despite a significant decrease in preventive maintenance activities. One would expect a reduction in the number of preventive maintenance tasks to result in a proportional decrease in corrective maintenance, as less equipment would be prone to failures. Fortunately, I still have access to the original data used in the paper, which provided some insights. During the initial PM optimization project, we eliminated 686 PM tasks and introduced 109 new ones. Additionally, we removed 80 equipment items from the PM program and reclassified them as Run-To-Failure. This shift resulted in an increase in corrective work orders, as noted in the reliability manager's report. The fact that some equipment items were later added back to the PM program due to failures or other reasons suggests that the overall number of corrective work orders remained constant. This could be attributed to a decrease in infant mortality failures, indicating less frequent intrusive maintenance. Moving on to your second question about the role of a Reliability Manager, it is crucial for all engineering, operations, and maintenance personnel to have a solid understanding of equipment reliability. Companies are now implementing strict guidelines, such as requiring documentation of the equipment's failure mechanism and justification for any changes based on RCM principles. Traditionally, maintenance responsibilities were divided among departments, but a reliability program aims to integrate these functions. RCM analysis helps create a well-balanced equipment strategy focused on preventing failures with minimal resources. Communication between departments is key to maintaining equipment effectively, as even minor changes to PM activities can impact the overall strategy. To ensure controlled changes to the PM program, all requests must go through the Reliability Manager for evaluation and approval. Regards,
In the realm of workplace safety, a Reliability Manager plays a crucial role similar to that of a Safety Manager. Just as a Safety Manager fosters a safety culture by training and assisting line managers, a Reliability Manager promotes reliability within the organization. They serve as a vital link between line managers and top management, offering expert advice upon request, and representing the company with external bodies such as regulators. Larry, your insightful analysis is greatly appreciated and aligns well with our objectives. It is unfortunate that the audit trail is unclear, making it difficult to pinpoint the exact correlation to our optimization efforts. However, your deductions are logical and sound.
Returning to the initial question, I observed an increase in the number of maintenance requests despite the improvement in equipment reliability following the implementation of a comprehensive reliability program. Plant personnel became actively involved in the program, realizing how it directly benefitted them. They began submitting work requests for long-standing issues that had been temporarily fixed and overdue for repairs, as well as for routine maintenance tasks that were previously unrecorded. This led to a perception of increased corrective work being done, when in reality, it was due to better documentation of existing work and the ability of maintenance crews to focus on non-emergency tasks. Unfortunately, I lack current data to support this observation, as I am no longer employed at the plant. Richard.
When using a dynamic CMMS system, it is important to take statistics with a grain of salt. Work orders can often be misleading, especially as work types are added or removed over time. The addition or removal of work types can impact the statistics, causing changes as the system is redesigned. This means that work orders initially categorized as CMs may be reclassified as a different work type later on, and vice versa. It is important to be mindful of these potential changes when analyzing data in a dynamic CMMS system.
Indeed, the issue of defining corrective maintenance (CM) and breakdowns adds a layer of complexity. CMs can stem from various sources: inspections, rework following a preventive maintenance (PM) task, or analysis results from condition-based maintenance (CBM). In all these scenarios, there is an imminent risk of functional failure, with the physical deterioration already underway. Some argue that CBM activities should be excluded when calculating mean time between failures (MTBF) since they are typically planned in advance. However, I disagree with this perspective. While CBM can prevent premature functional failure and mitigate the impact of failures, the equipment degradation process is already underway (beyond the 'P' point in the P-F curve). This leads to a common challenge of comparing apples to pears. It is important to acknowledge such discrepancies while analyzing trends, but they may not significantly affect the overall assessment. Consistency in definitions and avoiding mid-stream changes is key.
I absolutely agree that the role of an RCM Manager is crucial in an organization like KNPP, and integrating reliability in every staff member's job description would significantly improve the overall effectiveness and service life of our facilities. As for the job description of the RCM Manager at KNPP, it usually involves overseeing and implementing the reliability-centered maintenance methodology, working towards improving systems and processes, and reducing unwanted machine downtime. They plan and manage maintenance resources, supervise maintenance activities, and coordinate with other departments for maintenance scheduling. They also perform failure mode effects analysis (FMEA) to understand machine behavior and extend their life cycle. However, these responsibilities can vary depending on the organization's size and infrastructure. For a more detailed understanding, the specific job description from the HR team could provide more clarity.
Larry, that's interesting, you're aligning your PM cycle with your certification schedule - a sensible move. However, not seeing a reduction in breakdown maintenance after implementing PMOs must be a bit disappointing. As for the role of the RCM Manager, in my experience, it typically involves overseeing the development of maintenance strategies, processes, and standards; implementing reliability studies and predictive maintenance benchmarks; and coordinating with operations management to optimize equipment availability and performance. Of course, exact duties could vary between organizations. The idea of integrating reliability responsibilities into all job descriptions is intriguing and might foster a culture of proactive maintenance. Looking forward to checking out the link you shared.
The job description of an RCM (Reliability-Centered Maintenance) Manager varies between organizations, but the main role typically involves developing and implementing maintenance strategies that are based on reliability principles. These can range from predictive to preventative maintenance schedules, always focusing on improving plant reliability and efficiency. The RCM manager also typically plays a huge role in training staff to support a reliability culture within the organization, so I absolutely agree with your statement about integrating reliability into every staff member's job description. By fostering a collective responsibility towards maintaining the health of the organization's assets, we can proactively reduce unplanned downtime and extend the lifecycle of equipment.
✅ Work Order Management
✅ Asset Tracking
✅ Preventive Maintenance
✅ Inspection Report
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Answer: - The objective is to align with the 12-month certificate of fitness for pressure vessels and boilers approved by DOSH, which can be extended for another 6 months.
Answer: - The extension was expected to reduce breakdown maintenance, but there have been no significant changes observed so far.
Answer: - The RCM Manager's job description entails overseeing reliability within the organization, signifying the growing importance of reliability.
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