Overview

Relcom Solutions are pleased to present its portfolio of services presented in this modular format.

This document depicts a “10 step” approach to best practice Asset Care. However, we believe that elements
can be applied in a modular fashion so that benefits can be returned quickly.

The author and Director of Relcom Solutions, Rhisiard Jenkins, would be pleased to discuss the provision
and implementation of each or any of these services, and can be reached in any of the following ways;

Contact Details
Name Rhisiard Jenkins
Web page contact form: http://www.relcom.org.uk/contact.htm
e-mail rhsiard@relcom.org.uk
Telephone 07894 911 958

Document History

Review
Issue Date Issuer Reviewer Notes
Date
A 14/12/06 RWJ

1
 Index
Relcom Solutions Error! Bookmark not
defined.

Overview of Services 3

Step 1: Preliminary Audit 4

Step 2: Extended Audit 5

Step 3: Installed Base Evaluation 6

Step 4: Criticality Assessment 7

Step 5: FMEA 8

Step 6: Maintenance Strategy 9

Step 7: Spares & Stores 10

Step 8: MRO 11

Step 9: OEE & Downtime 12

Step 10: Sustainability 13

2
Overview of Services

R STEPS
E
L
C Step 1:
O Preliminary Audit
M
Step 2:
S Extended Audit
O
L Step 3:
U Installed Base Evaluation
T
I
Step 4:
O
Criticality Assessment
N
S
Step 5:
T FMEA Assessment
E
N Step 6:
Review and Update Maintenance Strategy
S
T Step 7:
E Review and Update Spares Arrangements
P
S
Step 8:
T Review and Update Repairs Arrangements
O
Step 9:
E Consider OEE and Downtime Recording
X
C
E Step 10: Sustainability
L Routinely Review:
L
E 1. How maintenance work is
N organised.
C 2. How maintenance work is
E recorded.
3. How equipment is organised in the
CMMS.
4. How equipment history is used
daily.
5. What KPI’s (performance, cost,
maintenance categories etc.) have
been set up and used.
6. How the Reliability strategy fits.

3
Step 1: Preliminary Audit

Step 1:
Preliminary Audit

Site Familiarisation – geographical

locations of key assets, meet the people.

Understand equipment priorities and

customer demands

Discuss and overview opportunities for the

customer versus services available.

Produce high level report, and plan to

include a path forward.

Preliminary Audit Approach

A preliminary audit typically takes two days at the customer’s premises, followed by a further day in
order to generate a report. Given the considerable scope of analysis required in order to finally tailor a
full CBM (Condition Based Maintenance) program, it is prudent to gain a broad understanding of the
customer’s operational environment and requirements. In addition, it is important to set the scene for
any main audit in terms of;
• Defining the scope of the full audit.
• Site familiarisation for the auditor.
• Understanding any specific safety requirements that will be required in order to examine
equipment at reasonably close quarters.
• Agreement on the level of detail, in terms of criticality and so on.
• Duration, in days, of the main audit.
• A plan of work: who to speak to, about what, and when.
• Whether or not to arrange any sample reports, including VA, Thermography or Oil analysis.
• In broad terms benchmarking the customer against recognised world class maintenance
techniques.
• Defining an opportunity or not, as the case may be, for any implementation of a condition-
based maintenance program.
• Arranging practical facilities for the main audit, so that no time is lost organising offices, access
to equipment information etc. etc..
•
Customer Specific Aspects

As applicable.

4
Step 2: Extended Audit
Step 2:
Extended Audit

Discuss specific concerns or issues with any

staff at any level who can contribute.

Review all aspects of the current

maintenance strategy.

Upload, or generate, an equipment

hierarchy into MS Excel.

Assign generic equipment categories

against specific equipment, along with
suggested PdM techniques.

Generate a comprehensive report that

analyses opportunities and strategies
beneficial for the customer.

Extended Audit Approach

The duration of the main audit will depend upon the report generated from the findings of the
preliminary audit, as described in section 5. However, a timescale of two weeks (ten working days) is fairly
typical to meet the agreed expectations. A full executive summary will head the report, which will outline
background, objectives and any other useful information surrounding the audit history.
A simple process flow diagram will be produced. This will provide a visual aid for activities including plant
criticality. This, along with discussions with staff at all levels, will form the basis of the critical approach at
this level.
A description of how the installed base has been replicated into the CMMS (Computerised Maintenance
Management System) will be included within the report. Constructive advice will be offered if any
opportunities present themselves in this area, including that of levels of hierarchy implemented down to BOM
level. An overview of the suitability and any sample exercises undertaken within the audit will be reported in
summary format. Special attention will be directed towards the development of Bills Of Material (BOM’s) for
inclusion within the CMMS. This information will be imperative in order to form the basis of a criticality
assessment.
A sample of the full equipment list, which will demonstrate the core of the audit approach, will be included
within the report. In essence, the equipment will be analysed in as detailed fashion as possible in order to
ascertain which predictive techniques can be applied in each case. Once the equipment list, and appropriate
recommended techniques applied in each case, then a rolling annual plan, indicating precisely which
equipment should be inspected by predictive category, will be produced. Man/hours in each case will be
recorded. Any existing condition based maintenance activities and arrangements can be analysed for
effectiveness and efficiency.

Customer Specific Aspects

It would be highly beneficial for an extended audit to be conducted prior to any major activities being
conducted from this services portfolio.

5
Step 3: Installed Base Evaluation

Step 3:
Installed Base Evaluation

Obtain Review & Review any Contact Review &

Equipment record other sources OEM’s record
lists & BOM’s relevant info of info, e.g. directly relevant info
from CMMS. from OEM technicians from other
manuals etc. sources.

Assemble all the information into one

common database, typically MS Excel.

Encourage BOM information to be

gathered as a matter of course.

Apply robust equipment hierarchy

approach in agreement with customer.

Feed all gathered information back into

the CMMS

Installed Base Evaluation (IBE) Approach

As can be seen from the flowchart, a logical approach will be undertaken in order to identify the
composite parts of all equipment. The prioritisation of this activity will be based upon the customer’s
high-level “criticality” (not in depth at this stage) relating to operational equipment.

For the purposes of engaging all available assistance, and sustainability, some standing instructions
will be issued through maintenance planning so that each time a piece of equipment is overhauled or
maintained, technical information will be gathered during the course of that activity.

All information will be fed back into the CMMS.

The time taken in order to complete the whole task will of course depend on the magnitude of the
Installed Base, and the level of resources applied.

Customer Specific Aspects

As applicable.

6
Step 4: Criticality Assessment

Step 4:
Criticality Assessment

Consider Health, Analyse impact of Consider any Discuss

Safety & failure, i.e. by-pass or operating
Environmental downtime, output mitigation of complexity of
impact of failure (at loss in time and any failures the equipment
equipment level) cost

All the above will be analysed using input

from maintenance, operations etc..

A critical number will be generated for all

equipment analysed.

Criticality

Criticality is the foundation of the prioritisation of maintenance time, effort and spend. Ideally,
criticality assessments down to component level produce the most “honed” application of maintenance
techniques and services. In most applications, however, a critical number for all equipment will
provide a good start to a predictive maintenance regime.

Once the critical number is defined, then this will lead to a prioritised approach to a FMEA (Failure
Modes and Effects Analysis). The two activities are indelibly linked, but it is wise to approach them as
separate overall activities.

Customer Specific Aspects

As applicable.

7
Step 5: FMEA

Step 5:
FMEA Assessment

Brainshower all previous and potential failure

modes for specific equipment, in critical order.

Analyse CMMS or OEE based information so

that all failure modes are identified.

List any early predictors for each failure mode.

Failure Modes and Effects Analysis (FMEA)

Firstly what is a failure? A failure does not necessarily mean that the equipment is completely
inoperable. It is extremely common for equipment to be in a “functional failure” mode whilst still in
some form of operation. There are countless examples of pumps, motors and production consumable
materials that begin their path to failure a significant time before reaching the point of inoperability.

There are only so many ways that equipment can fail. By conducting a FMEA, all failure modes are
placed “on the table”. The next step within this element is the identification of “early predictors” for
each failure mode, so that each and every failure can be identified as early as practically and
economically possible in its path to failure. In most cases, early intervention can actually avoid the
failure, and in other cases the failure effects can be drastically reduced. This philosophy gives robust
rise to the 10x cost maintenance “rule” for breakdown vs. planned correction of failures.

It will then be possible to design a predictive maintenance strategy that will anticipate and correct the
failures at the earliest detectable stages.

Customer Specific Aspects

As applicable.

8
Step 6: Maintenance Strategy

Step 6:
Review and Update Maintenance Strategy

If possible, involve OEM’s and technical

staff to identify critical parameters and
settings.

Generate equipment categories (e.g.

“pump”, “motor” etc.).

Generate predictive routines based on the

early predictors identified during FMEA.

Involve technical staff and OEM’s to

identify critical parameters and settings.

Enter all routines back into CMMS

Monitor & Audit equipment

performance for improvement.

Maintenance Strategy

Each operation requires a slightly different strategy. However, some elements hold true in all
applications. For example, scheduled maintenance (PM) is difficult to gauge and can be expensive if
applied everywhere. In addition, the equipment maintained can be returned to an unreliable state
considering infant mortality aspects and so on. Breakdown Maintenance (EM) is usually expensive,
hazardous and usually results in side effects such as excessive fluctuation in budget control, low
morale and loss of production/production planning and therefore customer confidence. Corrective
Maintenance (CM) can be either reactive (chance findings, follow up work from PM etc.), or
preferably pro-active when used in order to rectify issues raised from Condition Monitoring (PdM) or
good plant inspections.

The objective will be to apply as much PdM as possible by applying the techniques in the correct
fashion, frequency and depth of analysis. The CMMS (if available) will be the “hub” of all these
activities.

Customer Specific Aspects

As applicable.

9
Step 7: Spares & Stores
Step 7:
Review and Update Spares Arrangements

Analyse how spares are stored and managed.

Consider stores centralisation, satellites and

line-side strategies.

Compare IBE, criticality and current spares

holdings. Provide recommendations.

From criticality data consider where spares

should be held, including:

Committed, at Committed, at the Consignment, at At strategic internal

the customer’s distributor or the customer’s locations where spares
premises. OEM’spremises. premises are “group common”

Implement warranty invocation, stock

rotation, levels adjustment etc..

Agree & apply strategy

Spares Approach

It is usually not practical to carry a spare for every component on site. The best maintenance strategies
will incorporate a realistic and cost effective strategy to the handling of spares. As a general rule, the
higher percentage of spares held on site, the more reactive an organisation is likely to be.

In conjunction with the IBE and criticality assessments, the existing spares handling arrangements will
be reviewed with a keen eye. All available strategies, including location and management arrangements
can be considered so that a cost effective solution can be reached.

Customer Specific Aspects

As applicable.

10
Step 8: MRO

Step 8:
Review and Update Repairs Arrangements

Examine how repairs are currently managed.

Consider the management of electrical and

mechanical spares to be incorporated through
one distributor, at an agreed saving.

Consider and/or negotiate an account manager

to be resident as part of any single source
agreements.

Maintenance and Repair Operations (MRO) approach

An Asset Management Professional (AMP) for the implementation of a RAAMP contract to provide
Electrical & Mechanical Maintenance Repair and Operation services for the plant will be provided.
The importance of the MRO storeroom in supporting the manufacturing Overall Equipment
Effectiveness (OEE) cannot be underestimated. Increased plant OEE will be achieved through the
delivery of services that incorporate MRO Purchasing, Engineering services, Asset Management and
Manufacturing Process Improvement.

This would be achieved by identifying the equipment installed base, down to BOM (component) level,
with the assistance of the customer (this is essential), conduct a criticality assessment of that
equipment, assigning a critical number to each and every spare component identified within the
activity, agree where and how parts should be located, stored and catalogued (if the CMMS has
material management capability, this will be the preference), agree and confirm a strategy for parts
locations and repairs criteria for future activities, repair or overhaul of equipment should only be
undertaken when economically and efficiently viable to do so.

Customer Specific Aspects

As applicable.

11
Step 9: OEE & Downtime

Step 9:
OEE and Downtime Recording

Discuss with operational, maintenance and

corporate staff KPI requirements

Generate cross functional team

The team is charged to produce the system

specifications

OEE (Overall Equipment Efficiency) and Downtime Approach

In order to monitor the effectiveness of any manufacturing organisation, the trending and analysis “on
tap” of any performance issues is required. OEE, output rates, downtime causes and other critical
process parameters are now available to be automated into a business performance monitoring system
such as RS Bizware.

All causes of downtime should be investigated, albeit to varying degrees of intensity. Input from
operators and/or technical staff is usually the most important, and again is usually lost. With RS
Bizware, it is possible to make downtime reasons (using equipment hierarchy and customised root
causes and effects) mandatory. Coupled with real-time downtime durations, bar charts, pie charts etc.
are readily and widely available dynamically so that organisations can cease debating the causes and
durations, then concentrate on generating corrective measures.

Once the customer has decided this is a route that it should take, then the set up of a cross functional
team that will specify, design, implement, train and communicate the successful implementation of this
system should be initiated. Elements of this team will include RA design engineers, IT, operations,
maintenance. A high prevalence of shop floor staff on this team will produce the best results, and
ensure that the system launch will be seamless.

Customer Specific Aspects

As applicable.

12
Step 10: Sustainability

Step 10: Sustainability

Routinely Review:
1. How maintenance work is organised.
2. How maintenance work is recorded.
3. How equipment is organised in the CMMS.
4. How equipment history is used daily.
5. What KPI’s (performance, cost, maintenance categories etc.)
have been set up and used.
6. How the Reliability strategy fits.

Sustainability Approach

Without a sustainability plan, much of the hard work relating to the foundations and building blocks
constructed along the 10 step road may be lost if a sustainability plan is not set up and maintained.

Using RA’s alliance partner Relcom Solutions, critical KPI’s and any organisational changes will be
monitored and realigned on a quarterly basis. Typically this will take the format of informal
discussions with staff at all levels then the generation of an “open issues” document that will indicate
which elements of RAAMP, ICM, RS Bizware or any other initiatives which require attention.

This approach has been successfully implemented elsewhere.

Customer Specific Aspects

This element can be discussed as part of any services offered.

13