The formal work identification element used to develop PM/PdM programs employs consistent methodologies, such as RCM, FMEA/FMECA, PMO, and CPR, to design maintenance activities. These methodologies identify and control failure modes that affect the equipment’s ability to provide the intended function at the required performance level.

Work identification is also a term used to designate work identified outside of the PM/PdM process in the form of a work request. This work must also be validated and managed efficiently.

Diary:

• Generation of a work request
• Development of formal PM/PdM programs
• Job Identification and P-F Interval
• Implementation, implementation and maintenance of a new PM/PdM program
• Planning a PM/PdM job
• Selecting a strategy

RCM is a specific process used to identify policies that must be implemented to manage failure modes that could cause the functional failure of any physical asset in an operational context.

SAE JA1011 and JA1012 standards

Reliability Centered Maintenance (RCM) was initially developed by the commercial aviation industry to improve the safety and reliability of their equipment. It was first documented in a report written by F.S. Nowlan and H.F. Heap and published by the US Department of Defense in 1978. Since then, RCM has been used to help formulate physical asset management strategies in almost every area of ​​organized human endeavor and in almost every industrialized country in the world. world.

The following sections are based on SAE standards and are the building blocks for participating in, implementing, and facilitating RCM, FMEA/FMECA, PMO, and CPR analyses.

What are the functions and associated desired performance standards of the asset in its current operating context (functions)?

Diary:

• Operational context
• Feature List
• Describing Functions
• Performance standards
• Case study

In what way can it fail to fulfill its functions (functional failures)?

Diary:

• Partial and Total Failures
• Upper and lower limits

What causes each functional failure (failure modes)?

Diary:

• Identification of failure modes
• Establish what is meant by reasonably probable
• Levels of causality
• Information sources
• Types of failure modes

What happens when each failure occurs (failure effects)?

Diary:

• Basic assumptions
• Needed information

In what way does each failure matter (failure consequences)?

Diary:

• Consequence Categories
• Hidden & Evident Failures
• Safety, Environmental, Operational & Non-Operational
• RCM & Safety Legislation / Regulation
• Assessing Failure Consequences

Diary:

• The relationship between age and failure
• Technically feasible and worth doing
• Cost effectivenes
• Failure Management Policy Selection

Diary:

• Evident FM with Safety or Environmental Consequences
• Hidden FM with Safety or Environmental Consequences
• Evident FM with Economic Consequences
• Hidden FM with Economic Consequences

What should be done to predict or prevent each failure (proactive tasks and task intervals)?

Diary:

• On-Condition Tasks
• Scheduled Restoration and Scheduled Discard Tasks
• Failure-finding Tasks
• Combination of Tasks

What should be done if a suitable proactive task cannot be found (default
actions)?

Diary:

• One-Time Changes
• Run-To-Failure

Diary:

• Two approaches
• The rigorous approach
• Decision diagram approach

The RCM analysis only brings value if it is implemented, deployed and
executed. The same is true for FMEA/FMECA and PMO analyses.

Diary:

• Review and Implementation
• Deployment
• Sustainability
• An RCM Centric Culture
• Next: Facilitation

The RCM facilitator plays a crucial role in implementing an RCM analysis. In this hands-on interactive workshop, you will learn how to guide a group in the application of RCM as well as consolidate your own knowledge on the topic. You will work as a group on a series of exercises in which each attendee will take turns acting as a facilitator.

Diary:

• Selecting and Scoping an Asset
• Gathering Supporting Information and Documentation
• Selecting Subject Matter Experts
• Writing an Operating Context
• The Role of the Facilitator
• Group Lead Facilitating Activities:
• Functions
• Functional Failures
• Failure Modes and Failure Effects
• Decision Diagram and Action Plans
• Zero Based Case Study
• Completing, Reviewing and Implementing the Analysis

Many organizations face resource constraints that prevent them from applying
RCM to all their significant assets in a timely fashion. Despite this, responsible
Asset Managers must find a way to address their asset maintenance program
shortcomings within a reasonable timeframe. This has given rise to FMEA and
FMECA. Where RCM is a functional analysis at the system level, FMEA/FMECA
is a failure mode analysis at the component level. This allows for a faster less
resource intensive analysis that is technically sound and easily templated.

Diary:

• Selection and scope of an asset
• Collection of information and supporting documentation
• Selection of experts in the field
• Write an operating context and a main function
• The role of the facilitator
• Facilitating activities:
• Failure mode and failure effects
• Failure mode, criticality and failure effects
• Decision diagram and action plans
• Case study
• Complete, review, and implement the analysis

PMO is a logical discipline for the review and optimization of scheduled (preventive) maintenance programs for complex assets and the ongoing management of such programs. It can be carried out in groups or as an individual methodology when existing PM programs are reviewed with subject matter experts to add details to the program and correct errors. It is a knowledge capture approach that is very fast and follows the approach: “Tell me what you do. Do what you tell me.

Diary:

• Grouping assets in logical blocks
• Gathering Supporting Information and Documentation
• Selecting Subject Matter Experts
• The Role of the Facilitator
• Facilitating Activities:
  Review Existing PMs
• Review Failure History
• Identifying Other reasonably Likely Failure Modes 
• Case Study
• Completing, Reviewing and Implementing the Analysis

Following the analysis, we need to implement the results in the CMMS and
deploy these, ensuring sustainability. In this context we refer to implementation
as the technical activities and deployment as the cultural and organizational
activities. The process described ensures the results targeted by the analysis.

Diary:

• Work Identification and Work Control Management
• Steps to Applying the Results