This presentation details how implementation of asset management strategies can be vastly improved by establishing a bedrock of fundamental knowledge across a team before any reliability improvement process is ever initiated. And it provides the steps on how to do it.

1. The Antidote for
“Implementation Failure” in the
World of Asset Management
By Nancy Regan

2.  Articles written by leading Maintenance and Reliability Practitioners
continue to abound detailing that up to 70% of organizations fail to
effectively implement the results of Reliability improvement methods.
- NOT failure of the improvement process or a particular sophisticated
device or system…failure to IMPLEMENT THE RESULTS
 One “Root Cause”
- Lack of understanding of Maintenance and Reliability fundamentals
 A lot of emphasis on software and technology
 Leaves many Maintenance and Reliability professionals unprepared for the
implementation phase of any process
One “Root Cause” for Implementation Failure

3. 1. How would you define Reliability in a way that would make sense to the
operator on the shop floor, or the maintenance technician, or the CEO?
2. At what level do we manage our assets?
3. In complex equipment, roughly what percentage of Failure Modes (Failure
Causes) occur randomly?
4. What is one (big) way random failure can be managed?
5. What dictates how often a Condition Based Maintenance task is
performed (AKA Predictive Maintenance and On-Condition Maintenance)?
Anyone who has anything to do with
Asset Management should be able to answer a few basic
Maintenance and Reliability Questions

4. Reliability Centered Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and Intervals
7. Default Strategies
“Reliability”
Design Capability VS
Required
Performance
Question #1
How would you define Reliability in a way that would make sense to the
operator on the shop floor, or the maintenance technician, or the CEO?

5. Reliability Centered Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and Intervals
7. Default Strategies
We manage assets at the
Failure Mode level
Question #2
At what level do we manage our assets?
What specifically
causes
loss of FunctionWe proactively identify what could cause loss
of Function, and then we figure out what (if
anything at all) we should do to manage it.

6. Reliability Centered Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and Intervals
7. Default Strategies
Question #3
In complex equipment, roughly what percentage of Failure Modes occur
randomly?
What specifically
causes
loss of Function
~89%

7. Reliability Centered Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and Intervals
7. Default Strategies
Question #4
How can random failure be managed?
Step 6
Includes
CBM
Analysis
One way is through the application of:
Condition Based Maintenance
(Predictive Maintenance or
On-Condition Maintenance)
Oil Analysis
Vibration Analysis
Ultrasonic inspection
Infrared Thermography
Ultrasound Assisted Lubrication
IoT – Remote Condition Monitoring

8. Reliability Centered
Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and
Intervals
7. Default Strategies
Question #5
What dictates how often a Condition Based Maintenance task is performed?
Step 6
Includes CBM
Analysis
ResistancetoFailure
Time F: Functional Failure


 P: Potential Failure Condition
P-F Curve
New
component
Installed
P-F Interval

9. Reliability Centered
Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and
Intervals
7. Default Strategies
Question #5
Step 6
Includes CBM
Analysis
ResistancetoFailure
Time F: Functional Failure


 P: Potential Failure Condition: Visual evidence of cuts and frays
P-F Curve
New V-Belt
Installed
6 months Belt breaks
What dictates how often a Condition Based Maintenance task is performed?

10. Reliability Centered
Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and
Intervals
7. Default Strategies
Question #5
Step 6
Includes CBM
Analysis
ResistancetoFailure
Time F: Functional Failure


 P: Potential Failure Condition: Visual evidence of cuts and frays
P-F Curve
New V-Belt
Installed
6 months Belt breaks
Belt is inspected just before visual
evidence of wear is visually detectable
What dictates how often a Condition Based Maintenance task is performed?

11. Reliability Centered
Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and
Intervals
7. Default Strategies
Question #5
Step 6
Includes CBM
Analysis
ResistancetoFailure
Time F: Functional Failure


 P: Potential Failure Condition: Visual evidence of cuts and frays
P-F Curve
New V-Belt
Installed
6 months Belt breaks
Belt is inspected just before visual
evidence of wear is visually detectable

The visual evidence of wear is detected
on the next inspection, 3 months later
Minimum time remaining to do
something about it…to take
action to manage the
consequences of failure…
3 months
What dictates how often a Condition Based Maintenance task is performed?

12. Reliability Centered
Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and
Intervals
7. Default Strategies
Question #5
Step 6
Includes CBM
Analysis
ResistancetoFailure
Time F: Structure fails


 P2: Crack detectable using radiographic x-ray
P1: Crack detectable using ultrasonic inspection


P3: Crack detectable using eddy current
P4: Crack detectable using dye penetrant
 P5: Crack detectable with the human eye
P-F Curve
Structure
is new
P-F Interval
What dictates how often a Condition Based Maintenance task is performed?

13. Reliability Centered
Maintenance
1. Functions
2. Functional Failures
3. Failure Modes
4. Failure Effects
5. Failure Consequences
6. Proactive Maintenance and
Intervals
7. Default Strategies
Question #5
Step 6
Includes CBM
Analysis
ResistancetoFailure
Time F2: Component fails



F1: More than 5 pits (corrosion control no possible; component must be replaced)

P: Corrosion is visually detectable
P-F Curve
Component
installed
P-F1 Interval
3 months
P-F2 Interval
2 years
What dictates how often a Condition Based Maintenance task is performed?

14. Are we are relying on machines and technology instead of arming our
teams with prerequisite knowledge to successfully implement results?
Scenario 1
1 Start with technology
 It’s common today for organizations
to incorporate sophisticated
monitoring devices in an attempt to
reduce the amount of scheduled
maintenance that’s performed
 Can be very beneficial...when it’s
established the right way…
Scenario 2
1 Start by defining what kind of
“Reliability” we wish to achieve.
2 Identify the Failure Modes (Failure
Causes) intended to be “managed”
3
4
Write Functions
(Required Performance…NOT
Design Capability!)
Remember…we manage assets at the
Failure Mode (Failure Cause) level
Determine (and quantify!) the
Potential Failure Condition
intended to be monitored and define
“Functional Failure”
Identify the P-F Interval
(Is it long enough to mange the
consequences of failure?)
5 Determine if it’s cost effective
Quantifying the Potential Failure
Condition and identifying the P‐F Interval
is often not easy and can be expensive
and resource intensive.

15. Are we are relying on machines and technology instead of arming
our teams with prerequisite knowledge to successfully implement?
Scenario 1
 It’s common today for
organizations to incorporate
sophisticated monitoring
devices in an attempt to reduce
the amount of scheduled
maintenance that’s performed
 Can be very beneficial...when
it’s established the right way…
 But…
Dangers of Scenario 1
Technician doesn’t understand why the scheduled replacement
task he’s been doing every 6 months for the last 20 years is
being replaced with a fancy monitoring device
Starting with the technology (can be)
an expensive trap. May result in data
being captured that an organization
doesn’t quite know what to do with.
1 Start with technology
Takes over the “human element,” so
those responsible for implementing
the results don’t understand why
change is taking place

16. And it’s not just Condition
Based Maintenance CBM
techniques…
 Industrial Internet of Things (IIoT)
 Artificial Intelligence (AI)
 Reliability Improvement Processes
 How can you decide upon technology or a particular process
unless you understand what’s going on with your equipment?
 How can you formulate proactive maintenance tasks and/or
default strategies unless you understand what Failure Modes
you’re trying to manage?
 Want the recipe to rally your team members?
 Need to increase buy-in from all organizational levels?
 Need to boost management support?
 Want to figure out what solutions are right for you?
Start with the
fundamentals and don’t
leave anyone out!

17.  Without actionable knowledge of the basics, it doesn’t matter what reliability improvement process
you embark upon. Not knowing can cause BIG implementation problems.
 When people understand WHY change is taking place, implementation of any solution becomes a
whole lot easier and lot more successful.
 Now your team knows WHY a particular process is being applied.
 Now the operator understands WHY that funky new detection equipment is installed on the machine
he’s been taking care of for the last fifteen years.
And it’s not just sophisticated
CBM techniques…
 Processes
 Industrial Internet of Things (IIoT)
 Artificial Intelligence (AI)
Start with the
fundamentals and don’t
leave anyone out!

18. 1. Decide what your goals are.
2. Arm your team with the basics.
3. Decide what kind(s) of reliability
improvement process(es) and/or
physical product solutions you
need.
4. Make sure you get your entire team
in on it.
How to Improve Chances of Successful Implementation
 Solve a chronic problem?
 Reduce Operating Costs?
 Decrease unplanned downtime?
 Optimize maintenance?
 Arm them with actionable knowledge!
 Without it (best case) your efforts can be a waste of time.
 (Worst case) they can be counterproductive.
 Now you can come at this from a position of
strength!
 Don’t fall prey to “shiny object syndrome.”
 Don’t embark on an improvement process until
you’ve decided which one(s) will really serve you.
 Literally get them in the same room together at the
same time…Operator, Maintainer, Engineer, etc.
 Whatever disciplines are relevant

19. Conclusion
So there it is…the antidote for “Implementation
Failure” in the World of Asset Management…
Start with the basics
Arm your team with
actionable knowledge
And don’t leave
anyone out.

20. Nancy Regan
NancyRegan@RCMTrainingOnline.com
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