CONTENT

INTRODUCTION
MYTHS
AUTHOR

3
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MYTHS FOR RCM IMPLEMENTATION

Reliability-centered maintenance
By Carlos Mario Prez

INTRODUCTION
RCM focuses on identifying what should be done to assure the functions of a system or an asset in a
safe, cost-effective and reliable way. RCM analysis is carried out by a group of experts, called the
analysis team, for an equipment or asset, object of the study. It is their responsibility to answer seven
questions about the asset being analyzed.
Questions
1. What are the functions and performance associated assets standards, in its current
operating context?
2. In what ways does not it perform its functions?
3. What is the cause to stop it from performing its function?
4. What happens when each failure occurs?
5. What is the impact of every failure?
6. What can be done to predict or prevent every failure?
7. What should be done if an adequate work could not be found before the failure?

MYTH 1
RCM means Reliability Centered Maintenance, because it helps improving MTBF (Mean Time
between Failures)
FALSE
The word reliability on RCM refers to a series of concepts, attributes, and demands that together allow an
organization to feel satisfied with their performance.
The most known concept to define reliability is: "the probability that an equipment or system operate
without failure for a certain period of time, under operation conditions previously established".
However the concept is sometimes used in the wrong way, due to the particular use that is given to the
expression "failure"; for many, failure means just stops, and so they build complex mathematical
models to calculate the probability of stops, without taking into account that there are also fails when it is
unsafe, inefficient, expensive, with high level of rejection and contributions to a bad image.

For others, "reliability" is the set of theories and mathematical methods, operational practices and
organizational procedures that, applying the study of the laws of occurrence of failures, can be directed
towards the resolution of the problems of forecast, estimation and optimization of the probability of
survival, improvement, average and percentage of time of functioning of a system.
A very common argument is whether or not reliability is a statistical problem, and the answer to this is
that data management has an undeniable usefulness in management of companies; It is necessary to
distinguish whether the statistic is used to handle real data and view their behavior or to support
predictions and estimates that sometimes border on daring and irresponsible speculation.

MYTH 2
RCM solves all reliability problems of a company
FALSE
Going back to the concept of reliability, as the average time between the occurrences of failures, we
must remember that it is an average number; there is a big difference between probability and reality,
which creates a lot of confusion. A probable failure is a possible failure, when a failure took place, it is a
real failure, and not necessarily a calculation algorithm guarantees its occurrence at a particular time.
The objective of RCM is very clear: define the most proper maintenance to ensure that assets meet
functions required by its users. However, its rigorous and appropriate installation is useless if it is not
conjugated and engages with other initiatives, activities, functions, methods, tools and methodologies,
that timely and correctly applied, provide the levels of reliability required.
These are some points that must be met in implementing RCM methodology, which will lead to great
benefits; this is not meaning that it will solve all reliability problems of the company.
Currently there are tens of concepts and maintenance techniques, and more approaches thereof emerge
in a permanent dynamic.

MYTH 3
There will be no more failures upon applying RCM
FALSE
If having no failures is an ideal and desired state, and for many reliability equals zero failures, no method/
methodology avoids a/o reduces all failures/risks.
The RCM objective is achieving more reliable assets and this is accomplished if they fail less, if failures
last less time, if there are fewer shutdowns lasting less time, if risks are diminished, if they look better, if
the nonconforming product is reduced and the cost of operation is decreased.

A correctly elaborated and rigorously applied RCM analysis, greatly reduces failure probabilities, the
number of failures, risks, duration of non-desired events, in addition to providing best elements to be
prepared if any component fails; combination of the above makes a more reliable asset.
Failure modes can be missed during the analysis and, therefore periodic review of assets allows
continuously improving quality thereof; this explains sentences heard in some organizations such as
"equipment has failed, therefore RCM is wrong". This is totally groundless, since if a defined failure
management strategy for some modes has been leading it to failure, therefore failures may occur.
RCM itself, as a concept, does not assure suitability of the analysis; it requires common sense, honesty,
and validity of those who make decisions.

MYTH 4
A probability curve defines if RCM is applicable
FALSE
RCM is defined as a process to determine the proper maintenance, the correct way to run it and the right
opportunity to apply it; it is a process suitable for any type of asset, anytime and any organization.
Interpreting the famous "bathtub curve" for an entire asset, according to a probability curve factor form
and, defining that a methodology applies only to a part of the curve or to a part of its operational life is a
great mistake, since this implies that RCM analysis considers only certain failures and characteristics.
If RCM analysis is well done, there will be failure causes due to human mistakes, influence of the
environment, deterioration by normal use, wrong design practices and, for each of them through the
operating life, appropriate failure management strategies.

MYTH 5
Application of RCM should start from the current maintenance plan
FALSE
RCM is a zero-based analysis, e.g., the analysis is performed as if maintenance, which includes
operational inspections, will not take place. As a result, the new maintenance plan is not biased by
current practices which may not be technically appropriate.
In fact, the most popular method for "shortening" a RCM process begins with the current maintenance
work. Users of this approach try to identify the failure mode that each task is meant to prevent, and then
working forward again, through the last three steps of the RCM decision process, to reassess the impact
of each failure mode and identifying a more effective failure management strategy. This approach is also
known as "reverse RCM".
The approach is disadvantageous because it is assumed that current maintenance plans cover all failure

modes that reasonably require any maintenance; however RCM properly applied generally shows that
failure modes that really require a maintenance strategy are not covered by the current work in this area.
Retroactive approaches are especially weak when specifying proper maintenance for protection devices;
this explains why most of protective devices are kept in deficient manner, or no maintenance is
performed on them. So in most cases, a large number of protection devices will continue receiving no
attention, since tasks were not specified for them in the past.

MYTH 6
A criticality analysis must be applied before a RCM analysis
FALSE
The RCM analysis does not require a previous criticality analysis recommended by some to choose
assets to be analyzed. Criticality is the name given to the feature that allows establishing a classification
or hierarchy within a group of systems and assets, according to a criterion; it aims at facilitating decision
making, by directing efforts and resources in areas where it is more important or necessary.
Criticality analyses can normally be made at asset level and, the deepest ones at component level, but
despite their goal, they are insufficient to define the impact of a possible failure, since components have
many ways of failing, and their structural analysis is insufficient if lacking functional consideration. While
some have factors intended to express concepts associated to affectations in the organization,
sometimes they do not include human mistakes and environmental influence in the failure manner.
Frequently, seemingly superfluous assets are responsible for incorporating items which are very
important in terms of safety a/o environmental integrity.
It is right to define priorities in order to run the analysis, but it should look carefully whether to spend
months of work and a lot of "man hours" to make the classification offers some benefit; normally those
who lead organizations, that operate and maintain them, have sufficient criteria to know what dissatisfies
them and that is a reason enough to decide to run an analysis.

MYTH 7
It is hard to define systems and functions in RCM
FALSE
This is a groundless objection since an operator who knows an asset or those who have maintained it
have no problem in defining what they want it to perform, in fact they understand it and know exactly
what they expect from its operation.
Preparation of hierarchies diagrams, support from other maintenance tools as well as asset taxonomy
combined with a proper application of the maintenance information system, allows understanding what

they are expected to do and selecting appropriate levels.

MYTH 8
RCA Replaces RCM - Failure Analysis run to find the root cause (RCA), replaces the RCM
analysis
FALSE
Failure is defined as inability of a component, equipment, asset or system to perform its function as
specified, or as inability of a system or component to perform a function within specified limits.
The Root Cause analysis or RCA is defined as a process to find the root causes and proposes actions
for each upon occurrence of a failure.
Under this assumption, there is a root cause to identify each time an event takes place and proposals are
made upon the occurrence of the failure; this is the backbone of a reactive asset management strategy,
which could be expressed in a concise manner like "Analyzing upon failing". It sounds good at the
beginning, but under this point of view, the strategies all remain "waiting" for failures to occur.
Experience has shown that there is no single root cause for a failure, there may be several and all, but
with a different occurrence probability, then orientation towards a possible fault is reactive and it will only
serve to improve the performance of the works and not to make the equipment more reliable.
RCM orientation is totally different; it seeks to anticipate the occurrence of failures or, failing that, having
defined strategies if they occur. The real RCM proactive approach seeks to actually applying the PDCA
cycle (planning - doing - checking - adjusting or managing) throughout the asset's lifecycle.

MYTH 9
RCM favors condition tasks at the expense of Preventive Maintenance
FALSE
RCM is a rigorous process to select the best type of asset maintenance, correct application of the
method allows reaching appropriate conclusions without favoring any kind of maintenance. Rarely there
is a relationship between equipment reliability and age; however, many failures give an indication or sign
that a failure is occurring. When finding these faults in this this state of "potential" failure, it is possible to
avoid the consequences on the functional performance of the asset.
Condition-based tasks are inspections used to determine whether a potential failure is occurring, since
many failures show symptoms that they are occurring before reaching a point in which the functional
failure occurs; e.g., it is recognized that sometimes the failure is occurring, but it has not progressed to
the point of degrading the systems functionality.

Since most failures are random in nature, RCM first questions itself whether it is possible to detect them
in time to prevent the loss of the function of the system. There is a big difference between realizing that a
failure is beginning to occur and that it is about to not fulfil its role. Therefore, elapsed time between when
a fault is potential and it can be detected, and when it really occurs, e.g., it is a loss of function, must be
sufficiently long to be useful, in order to define a condition-based task and its subsequent right action.
Condition-based tasks frequencies have nothing to do with the regularity with which a failure occurs but,
rather, how quickly it happens, and therefore it has nothing to do with the frequency with which the
system or equipment has failed in the past.

MYTH 10
RCM and TPM are incompatible
FALSE
Some people fall into the error of generating conflicts between various initiatives, simply because they
believe that the use of multiple methods is not compatible with schemes that can be called totalitarian
and border on fanaticism.
TPM and RCM are complementary processes and they have very well defined and clear guidelines. On
pages 155 and 172 of the book TPM in process Industries, written by Tokutaro Suzuki, which was
originally published by Japan Institute of Plant Maintenance, JIPM; when explaining the maintenance
planned pillar at the stage of improvement maintenance effectiveness, the author is clear and explicit
when making some statements concerning the topic, shown below.
Tokutaro Suzukis statements (taken from the TPM book in process Industries):
...To improve maintenance effectiveness, start by reducing equipment failures,
process problems, losses such as quality defects, high equipment wear, low
production, safety risks and environmental problems.... you may need exploring
new approaches to assist you in this task, such as RCM.
Suzuki also quoted John Moubrays RCM definition:
RCM is a process to determine what should be done to ensure that any physical
asset continue fulfilling its required functions in its current operational context. It is
a highly structured framework, initially developed in civil aviation, allowing users to
determine the most appropriate maintenance strategy for different assets.
A fundamental method to reduce processes failures is to select the most
appropriate maintenance system for each of the functional components or major
items of equipment. To do these use the RCM methodology, based on failure
records and physical principles..

Suzuki recommends using both methodologies with an orientation towards complementarity, not
competition, in this approach, the pillar of planned maintenance allows you coordinating efforts to define
the best maintenance strategy.

MYTH 11
RCM is a project, e.g., an initiative with defined termination or completion
FALSE
Application of RCM is not temporary, it is a process that has a very clear objective "a process used to
determine what should be done, to ensure that a physical element continues performing the desired
functions in its current operational context".
RCM is a dynamic and permanent process, because analyses must be validated over time, since
operational context, functions, failure modes, effects and failure management strategies can be changed
by different requirements of the assets, changes in the skills of operators and maintainers, and by
environmental modifications.

MYTH 12
RCM must be applied to all assets of the company
FALSE
RCM is a process that can be applied to all asset of a company, but not necessarily at the same time in
an massive and intensive effort; the most advisable is to implement it step by step, selectively to
equipment, systems or assets in which facilitators with their analysis groups, reduce the high levels of
dissatisfaction; thus the results motivate management and the company to continue investing in further
asset analysis, which become those generating more dissatisfaction.
The approach as to analyzing all equipment hastily, with large amounts of resources and time usually
defined without foundation is not recommended, because few people share knowledge on a lot of assets
and it is physically impossible to be in several analysis groups.

MYTH 13
RCM is only for companies with many assets
FALSE
All companies, from all sectors and conditions want to be more reliable, in fact these questions allow
validating the interest in this condition:

Can the company sell everything it can produce (products or services)?

Does the Company want a tolerable and acceptable performance in terms of safety and
environmental integrity?
Does the company have a lot of preventive activity simply because it is a habit?
Are operating costs high in relation to other similar businesses?
For decades, have they been collecting information to be able to make the best decisions?
Do user areas believe that shutdowns and breakdowns are only maintenance problems?
Are priorities and criteria of operators and maintainers different?
Are shutdowns long and costly?
Were maintenance plans not made by people close to assets?

MYTH 14
RCM has a poor cost-benefit ratio
FALSE
Many maintenance managers do not understand what is RCM and believe that they cannot handle costs
to do it properly; this is dangerous, since in decision-making schemes, money and production stoppages
are no longer the only elements present; now risk shows up too and, therefore, those who say that they
do not have time and money to implement responsible and defensible methods cannot afford not to do it,
because there are lives depending on them.
Applying RCM slightly, without a series of indicators that allow checking the progress, achievements and
the advance of the process, is useless, the rate of return of a RCM process is 17 to 1; for that, in addition
to its intangible achievements is still used and enjoys such a good reputation.
If RCM is applied correctly by well-trained people working on projects clearly defined and properly
managed, the analyses are typically paid by themselves within weeks and months.

MYTH 15
RCM outcomes take time to be seen
FALSE
Outcomes from a RCM process are related to the level of dissatisfaction the user has with respect to the
asset, so when choosing assets, some kind of indicator showing the opportunity for reliability
improvement should be selected; in some cases the assets have not been operated, maintained and
managed in an appropriate manner; therefore in the stage of analysis implementation, urgent findings are
achieved and they serve to show the benefits of the process without finishing it; in other cases, analyses
must be implemented as well as the proper application of the results, which allows achieving the
expected improvements.

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If there are no urgent findings, especially in assets that currently have "satisfactory levels" in their
indicators, but offer attractive opportunities for improvement, it is necessary to implement all the
recommendations of the analysis to obtain the results.

MYTH 16
RCM is considered one of the so-called best practices
TRUE
Best practices are understood as the consistent application of a certain technique, methodology, tool,
process, activity or action, as the most effective way to deliver a particular outcome. It includes
experiences based on learning and continuous improvement; thats how processes and activities are
progressively checked and tested. Application of best practices is very useful. Standardization of
practices across companies allows optimization of integration and management tools, so many
organizations perform similar tasks using the same method.
RCM can be described as a process of high levels of commitment; constructing new maintenance plans
is a great improvement for two reasons: first, experts in operating and maintaining the equipment perform
the RCM analysis and second, companies know that maintenance plans are technically justified.

MYTH 17
RCM is a maintenance initiative; therefore its success lies in the maintenance staff
FALSE
Although there is a wrong perception that RCM is an initiative that is only within the maintenance area of
a Company, it is necessary to emphasize that the success of RCM is associated with all units of the
Company, because only in this way the degree of reliability required is reached.
Conviction, support and monitoring of the directors of the company are key factors for the achievement of
the purposes of a RCM process; this manifests itself in a good budget, reporting requirements, results
and extension efforts to all areas of the company.

MYTH 18
Weekly meetings schemes and work teams
FALSE
Companies do have time to gather; they even do it all the time because they are immersed performing
failure analysis, problem analysis, corrective actions, planning and scheduling to handle failures, using
software to attack the failures; so modifying their routine to analyze how to solve problems is something
linked to the proactive and modern vision of the management.

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In addition, creativity to find appropriate times to meet is linked to intelligence, motivation and
commitment.
There are alternative models for meeting, such as full weeks of total dedication, which increase efficiency
and effectiveness of the process.

MYTH 19
RCM can only be carried out by the maintenance area, or even more, it can be hired
FALSE
RCM is not a household word of the "do it yourself" style, and even some academics, friends of the
"performed analyses loan" scheme, as well as those of the downloading performed cases from the
network" or friends of copies" say sometimes with indiscretion and a certain degree of irresponsibility
that they can do anything without help, in forums, congresses and conferences there is the idea that
RCM must be learned and practiced to achieve skill and gaining the benefits that can be obtained.
Maintenance staff cannot answer all questions themselves. Many of the answers can only be provided by
operators; this applies especially to the questions concerning the desired performance and effects and
consequences of failures. For this reason, an analysis of maintenance requirements of any equipment
must be performed with work teams that include operators and maintainers.
Seniority of the team members is less important than having a broad knowledge of the equipment being
considered. Each Member of the team must also have been trained in RCM.
The team must be multidisciplinary, and be able to receive the knowledge from specialists in the subject
when required. The use of these teams not only allows managers gaining access in a systematic way to
the knowledge and experience of each member of the team, but it also distributes in an extraordinary
manner maintenance problems and their solutions.

MYTH 20
Third parties - who using templates save time in the analysis - may be hired
FALSE
Third parties are far less informed than maintenance personnel about the operational context of the
asset, the desired performance patterns, failure modes, effects and their consequences, the capabilities
of users and maintenance staff. Often these third parties don't know anything about these issues. As a
result, plans achieved with this support are almost always unsatisfactory.
Third parties commit resources of maintenance users, therefore, they have little interest in optimizing it,
the mistake in these cases is committed by the users, for making unreasonable requests to organizations
that are not in the best position to meet them.

12

On the other hand, application of an analysis performed on a particular procedure, on systems that are
technically identical under the "buying an analysis is cheaper" assumption, has to be carried out with the
greatest care for several reasons:

The operational context is different.

Competences of persons performing maintenance, since in one case they may prefer a
proactive technology type, while another team working on another identical asset may be
more comfortable using other technology.
The analysis level may be inappropriate to establish the causes of failures for technically
identical resources; this can deliver a result that is too superficial, possibly dangerous, or
perhaps useless.
Performance standards may differ.

All these reasons show that the best thing to do is to take advantage of the accumulated experience of
those who operate and maintain assets to define the best strategies to handle failures.
solicitudes no razonables a organizaciones que no estn en la mejor posicin para cumplirlas.

MYTH 21
RCM process does not require facilitators
FALSE
The RCM process requires enthusiasm champions, persevering individuals, with ability to overcome
resistance to change and with management support.
The primary function of a RCM facilitator is enabling the application of the RCM methodology asking
questions to a group of people selected for their knowledge on the equipment or asset, ensuring
agreement upon answers and registering them. He/she is responsible for:

Technical quality of the analysis.

Proper handling of the attitude of the participants.
Handling of the analysis as a project.
Time administration during the analysis.
Application of an appropriate analysis pace.
Application of RCM logic without tricks, shortcuts and mistakes.
Conduction of the meetings.
Managing the implementation of the RCM with a corporate approach as a whole.
Proper implementations of all tasks, re-designing, training, couching, inventory policies and
keeping alive and updated the RCM process in the company.

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MYTH 22
All methods are equal; after all they are called RCM
FALSE
It is true that many systems call themselves RCM, but in most cases it has been shortened, and it is
stated that these approaches can produce the same results as the legitimate RCM in half or a third of the
time.
Since the RCM model was implemented, a variety of processes have emerged and they are called RCM
by their proponents, but they often have little or no resemblance to the original process developed by
Nowlan and Heap: structured and fully tested. As a result, if an organization says it wants assistance to
use or learn to use the RCM, it may not be sure what process will be offered to it.
The word "abbreviated" suggests that something is being left out; leaving things out inevitably increases
the risk. If the worst happens, directors and managers will have to give explanations why they chose a
non-optimal decision making process to establish their strategies, instead of using one that meets a
standard set by an international organization specialized in establishing such schemes.

14

AUTHOR
Carlos Mario Prez Jaramillo
Mechanical Engineer. Information Systems Specialist. Specialist in asset management and project
management; he has a Master Degree in project/business and physical asset management.
RCM2 Professional of Aladon Network. Endorsed assessor and endorsed trainer of the Institute of
Asset Management.
Maintenance Management Advisor and consultant. He has developed and supported the implementation
of asset management models in the food industry, mining, petroleum, petrochemical, textile, utilities, and
entertainment and power companies.
Instructor in RCM, reliability, failure analysis, maintenance planning and scheduling, cost, maintenance
management indicators, analysis of life cycle cost and the PAS 55 standard for optimal management of
assets.
He has worked in dissemination, training and application of RCM2, maintenance management and asset
management companies in Ecuador, Peru, Spain, Chile, Argentina, Cuba, Mexico, Panama, Costa Rica,
El Salvador, Guatemala and Colombia.

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