Leaders in RCM asset strategy development

Reliability Success Pty Ltd have conducted asset performance improvement projects for companies all across the globe.

This includes companies from LNG, Petrochemical, Mining, Longwall, Water and Electricity Utilities, as well as the Rail industry.

We provide world class training, maintenance services and facilitation, and desktop strategy creation.

Thursday, 13 March 2014

Avoiding reliability failure: Tales from a road weary analyst

Most major resource and asset intensive companies have a team of specialists whose role is to develop, improve and implement asset maintenance strategies.

While this level of attention is undeniably positive, such as large demand for expertise has also created the opportunity for exceedingly bad practices to develop and to flourish. 

Some of these practices are just dumb, some are counterproductive, and others are potentially very dangerous.

Monday, 11 November 2013

KPI Handbook

In preparation for a series of training events next year I have been working hard on the KPI Handbook. 

This will focus on the KPI's that deliver best results for the maintenance environment, and will take into account my own particular view of modern performance management. 

As I have mentioned several times on this blog I became disillusioned with the current approach to managing KPI's over the past decade or so. The KPI Handbook will contain many measures and metrics that I fully believe do work, and some different approaches to managing performance. 

When published it will be available via Amazon, iBooks and iTunes, or via my own website at Reliability Success.

I hope it is of interest. Good luck. 

Tuesday, 29 October 2013

Asset Replacement Value as a benchmark

Benchmarking yourself against the leading companies in asset management globally is a tricky business. it is very easy to adopt something you read in a book without really understanding what the measure is actually showing. 

For example, take the very common Asset Replacement Value (ARV) measure. This is a measure of all maintenance costs as a percentage of the ARV.

My own measures of this metric are:

Best in class - 1.75%

Average - 2.3 %

Worst in Class - 5.3%

But on further analysis... is this measure really of any use?

Wednesday, 9 October 2013

The Age of the RCM Analyst

The RCM Analyst approach had its genesis in the Utility industry of the United Kingdom in 2002. 

When RCM was first introduced globally it was 1991, just after the Moubray first edition of RCM2. At the time maintenance departments were not as efficient or as lean as they are today. 

There were no mobile phones and we communicated via plastic devices attached to walls with cables.

There was no widely accessed internet or email, and we sent messages with markings made on bits of trees we would pass from office to office hoping they didn't get lost.

It was into this environment that team-facilitated RCM implementation was introduced. An approach focused on getting relevant stakeholders into a room, and using their collective experience to produce accurate and rigorously produced RCM analyses. 

By 2002 the world was different, and it was clear to me that this would no longer suffice. Recognised by others also, this challenge was being met by "Streamlined RCM" approaches, designed to cut into the rigour of the method.

I wasn't happy with that. While it was clear that the current implementation approach was unsustainable, there had to be another way aside from the sometimes dangerous streamlining approaches. 

Wednesday, 2 October 2013

Rio Tinto contractor clearance

It is with some considerable pride that I am able to announce our recent appointment as an approved contractor for Rio Tinto, Pilbara Iron after an exhaustive audit and review of our HSE systems and processes.

We have been working very hard towards this end as a small organization and I am exceptionally grateful to Belda Alibas, Marlee Howie and the remainder of our team here for their efforts.

Reliability Success provide asset management, maintenance optimisation and reliability improvement services across a range of areas within Australia, Asia and globally.

This includes globally recognised services in Reliability-centered Maintenance, Asset Management reviews, and Maintenance Optimisation.

The advantage of leading practices

No matter which company I work with they all have the crushing pressure of reduced operational budgets. Sometimes caused through competitive necessity  new taxes reducing bottom line earnings, or even the need to just stay in business. 

In fact, recent studies have shown that this is overwhelmingly the case for most organizations, closely followed by the need to maximise the return on assets and reduced capital budgets.
Pressures driving asset management

When confronted with these pressures most organisations fumble around in the dark trying hard to find something that sticks. Something that is able to turn unplanned downtime into planned stoppages and reduced the overall costs of ownership. 

How are they performing in relation to other asset intensive companies in their sector? How far is the gap that they need to close, which areas represent the greatest value for money, and how can they do all of this rapidly?

The good news is that this is not philosophy, this is a physical science. There are companies that are achieving best in class performance, there are methods and techniques that do deliver results, and there is a roadmap that suits their economic drivers, suits their operating environment, and doesn't come in shrink wrapped disks.

Monday, 16 September 2013

Introducing ReflexRCA

Many companies live with ongoing issues with equipment performance, work quality inconsistency and inefficient work practices. This means accepting lower performance than they could achieve, and higher costs than they should spend.

When they try to do something about it they often charge off down some software illuminated path and end up with efforts that are badly focused, produce sub standard results, and take forever to implement. 

ReflexRCATM was specifically built to make problems solving a reflex, not a special event. 

We have worked to develop this method over several decades to make sure it deals with the common flaws in root cause analysis programs. 

Sunday, 15 September 2013

Extending Reliability-centered Maintenance

Over the past two decades myself and my team have been working hard to continue the development of Reliability-centered Maintenance. 

It occurred to me a while ago that RCM was not just another tool in the toolbox, but it was the toolbox itself. A structured approach that could and should house a range of additional methods.

Importantly, there is no insistence anywhere that each of these should be addressed every single time. But there are a range of techniques and methods that can be used to obtain more accurate answers where this is deemed to be necessary. 

This post is a brief summary of some of the work we have been doing in this area, and I hope it sparks some interest and research within your own organisations. I will work to detail some of these areas in more detail in later posts. 

Monday, 9 September 2013

Infrastructure Organisational Report

The Infrastructure organisational report is an overview of the best practices for developing asset management departments within infrastructure industries. 

Using expertise from global leaders in the asset management discipline, this report collects many of the organizational structure practices that are used around the globe for effective and efficient operations. 

it can be downloaded here

Friday, 16 August 2013

ReflexRCA - Causal Analysis

Next week I will be facilitating an RCA exercise in a coal mine on the east coast of Australia. I have always particularly enjoyed facilitation, as I get to help others get to make improvements pretty quickly. 

In this case we will be looking at a Sporadic failure in the electrical field, although it appears to have happened more than once. 

Should be interesting... 

Last time I wrote about Reflex RCA we spoke in a little bit of detail about failure identification. In particular about chronic and sporadic failure types, and using common measures and technologies to determine which chronic failures to spend time and energy on. 

This post I want to start working through some of the issues related to causal analysis.