What is reliability  | Why Move Toward Proactive Work

What is reliability  | Why Move Toward Proactive Work


In this article, garment merchandising will discuss What is reliability  | Why Move Toward Proactive Work | A New Way to View Failure.Most maintenance professionals are scared by the word reliability, because they associate reliability with RCM (reliability centered maintenance) and are uncertain on what it actually means. Reliability is that the ability of an item to perform a required function under a stated set of conditions for a stated period of your time. However, many companies specialize in fixing equipment when it’s already failed instead of ensuring reliability and avoiding failure. A typical reason for this finding is that the lack of your time to analyze what’s desired to make sure the reliability of apparatus. Yet, a growing awareness among these reactive maintenance organizations is that the implications of poor equipment performance include higher maintenance costs, increased failure, asset availability problems, and safety and environmental impacts. There’s no simple solution to the complex problem of poor equipment performance. The normal lean manufacturing or world-class manufacturing isn’t the solution. These policies don’t address actuality target; but if we specialize in asset reliability, the results will follow.


Companies that tumble:


Imagine a company fighting an uphill battle to survive despite foreign competition, an elderly workshop, and plenty of other issues. The chief military officer (CEO) decides to specialize in reliability because maintenance is that the largest controllable cost in a company and, without sound asset reliability, losses multiply in many areas. Over a two year period, a frenzied team of over 50 key employees researched the world’s best maintenance organizations, assimilating the “best practices” they found and implementing them in an exceedingly disciplined, structured environment. Specializing in reliability was found to supply the largest return with the longest enduring results. Corporations that really understand reliability naturally have the simplest performing plants. Some common characteristics of a “reliability focused” organization are

their goal is perfect asset health at an optimal cost.

  1. They specialize in processes—what people do to attain
  2. They measure the effectiveness of everystep within the process, additionally to the results.
  3. Their preventive maintenance programs focus mainly on monitoring and managing asset health.
  4. Their preventive maintenance programs are technically sound, with each task linked to a particularfailure mode. Formal practices and tools are accustomed identify the work required to make sure




Why Move Toward Proactive Work?

Many companies focus their entire maintenance efforts on a preventive maintenance (PM) program that doesn’t meet the particular reliability needs of the equipment, actually because “this is that the way we’ve always done it.” Others use statistical analysis to boost reliability instead of statistical analysis techniques, like Weibull analysis, to spot assets where reliability could be a problem. Here are some sobering facts which will cause you to consider about the effectiveness of a time-based PM program


  1. But20% of asset failures are age connected. How are you able to identify the frequency of their preventive maintenance activities? Does one have good data to work out this frequency? If you have got, then most asset failures are correctly documented and coded within the CMMS/EAM [computerized maintenance management system/enterprise asset management]. We discover that 98% of companies lack good failure history data.
  2. Most reliability studies show that over 80% of asset failures are random. How does one prevent random failure? In many cases, it’s possible to detect early signs of random failure by monitoring the correct health pointers. In simple terms, what quantity has the asset degraded and the way long before it now not functions? This approach allows time to require the corrective action, in an exceedingly scheduled and proactive manner.                                                                                                                                                                                                         Let us take this statement a step further. Preventive maintenance for random failures usually focuses on the health of the asset (through monitoring indicators like temperature, tolerance, and vibration) to work out where an asset is on the degradation or PF curve (Figure). Point P is that the first point at which we will detect degradation. Point F, the new definition of failure, is that the point at which the asset fails to perform at the specified functional level. The quantity of your time that elapses between the detection of a possible failure (P) and its deterioration to functional failure (F) is understood because the PF interval. A maintenance organization must know the PF curve on critical equipment to take care of reliability at the amount required to satisfy the plant’s needs. An example of a possible (partial) failure could be a conveyor that’s presupposed to operate at 200 meters per minute but, thanks to an issue, can run at only 160 meters
    per minute. Full functional failure occurs when the conveyor ceases to run. However, some barriers prevent a plant from obtaining a better level of reliability of its assets:• Most maintenance and production departments consider failure only the equipment is broken. a real failure occurs when an asset now not meets the function required of it at some known rate of normal. as an example, if a conveyor is meant to work at 200 meters per minute, when the conveyor’s speed now not meets this requirement, it’s failed functionally, causing a right away loss of revenue for the corporate.


What is reliability  | Why Move Toward Proactive Work | A New Way to View Failure

What is reliability  | Why Move Toward Proactive Work | A New Way to View Failure




A New Way to View Failure


Inside every operation is that the “hidden plant,” made of all equipment operating below defined performance targets. These need immediate maintenance. By that specialize in the equipment performance targets, asset reliability might be increased rapidly. A plant must apply RCM methodology to satisfy the goal of “optimal reliability at optimal cost.” That RCM methodology might be RCM II, Streamlined RCM, failure modes and effects analysis (FMEA), or maintenance task analysis (MTA). take care which methodology you employ if you would like rapid performance.


To know what’s needed, an organization must review the way it manages equipment performance. If equipment continues to fail after preventive maintenance or overhauls, then clearly a change is required. As a start line, everyone in an exceedingly plant should understand what’s meant by reliability and what it means to the success of the corporate. Reliability should be the plant’s collective buzzword.


Reliability process and developing an idea to shut the gap between current and desired performance. Tables 1.2–1.8 list specific inquiries to answer so as to define the gap between this performance of maintenance and reliability processes and people considered “best practices.” All answers should be “yes”; if not, this area may have to be explored in additional depth. If you’re unsure about the question or answer, then the question answer is “no.” Remember this assessment is employed only to assist a corporation determine thegaps between its current and desired



TABLE: Key Maintenance and Reliability Process Principles




Yes / No

Does management have roles and responsibilities defined for all the maintenance staff?
Does management know and manage with leading key performance indicators?
Are the work flow processes defined for all elements of the maintenance and reliability process, such as planning, scheduling, and work execution?

Have the critical assets been defined  based on consequence and risk to the business, weighting values to determine asset critical in areas such as Safety Environmental Capacity Cost Other criteria

Has the management team defined the gap between the current and desired plant performance and determined the financial opportunity identified?
Is the current PM/PdM (predictive maintenance) program on critical assets based on RCM methodology (RCM, FMEA, etc.)?
May the organization define failure based on the functional failure of the asset?
Does your organization have dedicated planner/schedulers?
Does the whole organization accept responsibility for reliability?




You may also like ?


Implementation of ERP

Like to visit??