Text Box: Text Box: By Rolly Angeles Announcement: Upcoming Reliability Workshops for 2009 RSA Reliability will be conducting a series of Public Seminar and Workshop on the following courses: Although, I understand that some of the subscribers are from the west or from a distance and would not find it feasible to come, it is my hope that if you have some reliability or maintenance friends, partners, counterparts or corporate branches in the Philippines or nearby countries you can send this information with them. For more details of each course, you may download it at my website at: http://www.rsareliability.com/benefits.htm 1) Reliability-Centred Maintenance for Industries - June 17, 18 and 19, 2009 Resource Speaker: Rolly Angeles, Venue: Will be announce before May 20, 2009 Free for the First 12 Early Birds 2) Total Productive Maintenance - July 15, 16 and 17, 2009 Resource Speaker : Rolly Angeles 3) World Class Maintenance Management - September 23, 24 and 25 2009 Resource Speaker : Rolly Angeles 4) The Latent Cause Analysis Experience - October 21,22,23 and 24, 2009 Resource Speaker : C. Robert Nelms from Failsafe-Network 5) Lubrication Strategy - Understanding Contamination Control - November 5 and 6, 2009 Resource Speaker : Rolly Angeles TPM and RCM Do They Contradict or Complement Each Other ? In a sequel to our June 2008 RSA Reliability Newsletter: TPM vs RCM which is the best lb for lb improvement strategy, I would like to discuss this subject once more and provide details based from my account and experience whether these two methodologies contradict or complement one other. If you want to read our June 2008 RSA Reliability Newsletter: Click Here! I would like to point out the facts between these two methodologies for us to serve as a basis and as a guide. The origin of these two methodologies are somewhat from the different parts of the world, TPM started from the east while RCM from the west. Origins of RCM can be traced back to the works done by Stanley Nowlan and Howard Heap from the United Airline industries which later on was adopted to land industries by the late John Moubrey. Just like the upcoming fight between the Philippines Manny “Pacman” Pacquiao and Ricky “The Hitman” Hatton from England be sure to watch it on May 2, 2009. ABOUT OVERALL EQUIPMENT EFFECTIVENESS (OEE) First, let us speak about the primary measure of TPM which is OEE or Overall Equipment Effectiveness. In John Moubray’s book, on page 302, he quote: There is often a tendency to focus too heavily on primary functions when assessing maintenance effectiveness. This is a mistake because in practice trivial secondary functions embody bigger threats to the organization if they fail than secondary functions. As a result every function must be considered when setting up the maintenance effectiveness and measures. The OEE as defined above only relates to the primary functions of the asset. And again on page 304, quote, the OEE defined above only relates to the primary function of any asset. This is misleading, because as in the case of the gasoline storage system, every asset, machine tools included have many more functions than the primary function and each of these will have their own unique performance expectations. Consequently, the OEE is not a measure of the “Overall” effectiveness at all, but only a measure of the effectiveness with which the primary function of the asset is being fulfilled. My point about John Moubray’s statement is that this is true. OEE is just a measure of the primary function and will never be able to measure the effectiveness of secondary functions, but the activities of TPM most especially the pillars of Autonomous Maintenance and Planned Maintenance will take care of the secondary functions of the equipment. While Autonomous Maintenance will address the abnormalities of the equipments, Planned Maintenance will address mostly the deteriorations found on the equipment. These two pillars when joined together will address the failed secondary functions of the equipment. The purpose of these two activities is to bring the equipment back to its original condition when the equipment was previously commissioned in the plant where all secondary functions of the equipment were working in the first place. In hindsight, if we address the secondary functions of the equipment which are not working, then we can expect fewer failure modes to maintain. WHICH COMES FIRST, TO MAINTAIN OR TO MODIFY ? There is no easy answer to this question, but allow me explain this the best I can. TPM is an improvement methodology, and its concept is about incremental step by step or drip by drip improvement. Again from the book of John Moubray on page 188, he quote, Which comes first, redesign or maintenance? Reliability, design and maintenance are inextricably linked. This can lead to a temptation to start reviewing the design of existing equipment before considering its maintenance requirements. In fact, the RCM process considers redesign first for two reasons, first, most modifications take from 6 months to three years from conception to commissioning depending on the complexity of the new design . . . Secondly, most organizations are faced with many more apparently desirable design improvement opportunities than are physically or economically feasible. By focusing on failure consequences, RCM does much to help us to develop a rational set of priorities for these projects. In other words, RCM simply tells us to first look on the consequences of failure so as we can set our priorities. While I definitely agree with the concept of RCM in this point, we must also look at this two strategies in different perspective. RCM is more flexible since it can be adopted to almost all types of industries including manufacturing, while TPM is design mostly for manufacturing industries. I recall having lost an opportunity here in my country just for being honest. A Power Plant industry wants me to conduct a series of training on TPM, I told them that TPM is not design for their plant, and I never heard from them again. Imagine having an OEE of 90% for a Power Plant, for sure the city will suffer a lot of blackouts, but for manufacturing an OEE of 90% will be considered as world class if secondary functions are likewise working at this stage. Again OEE is not design for Oil and Gas sector unless you have a way of measuring every contaminant or bad molecules the oil has. TPM have its own territories and boundaries. Duties and responsibilities of operators in a Power Plant or Oil and Gas industry differs pretty much from a manufacturing plant. A manufacturing plant operations can have hundreds or thousands of equipments inside their operations and performing modifications or redesign on one equipment to improve its design flaws and weaknesses will definitely take a much shorter time compared to other plants if you understand my point. There are pillars of TPM that will definitely not be applicable for an Oil or Gas Sector and one of them will be Autonomous Maintenance, since the duties and responsibility of operators differs from these types of industries as well as the type of equipment they handle.

TPM and RCM are not design to contradict each other.  In fact if you understand both its principles, they complement one another and they can work together, only  the independent RCM and TPM consultants do the contradiction and not the methodologies.

Can you perform Autonomous Maintenance Step 1, INITIAL CLEANING here?
Text Box: Modifications and redesign for manufacturing equipment will not take 6 months to 3 years but much shorter time. Let us say a design flaw had been spotted on a punch in which it does not reach its designed lifespan can be subject for a Planned Maintenance modification and improvement by studying the cause of its failure and identifying changes in its strength or shape in order to lengthen the lifespan of the part. But one thing I learned from RCM that I include in the selection of TPM’s pilot machine is to reconsider the time the equipment will remain in operations since if the equipment will no longer stay or will be decommission in a few months from now, then it will be pointless to perform any modification or improvement in this equipment. HOW BOTH TPM AND RCM IS PERFORMED ? RCM is performed by first writing the operating context of the asset which will undergo a thorough RCM process. This is followed by answering the 7 basic questions of RCM. The first part will be to conduct a simple FMEA on the asset and understand the consequences of each failure by subjecting it to an algorithm or decision diagram in order to derive the most feasible maintenance task to address each failure modes. On the other hand, TPM consists of 8 pillars and the pillar that is closely related to RCM will be Planned Maintenance. There are a wide variety of approach on Planned Maintenance depending on the consultant the plant hires. However, in my experience with TPM, whatever steps or phases Planned Maintenance will undertake will all boil down to the generic 4 Phases of Planned Maintenance. Phase 1: Stabilized MTBF - This initial phase of Planned Maintenance deals with restoring the equipment back to its original condition, which is done in parallel with Autonomous Maintenance which in turn will address the abnormalities of their equipment. Phase 2: Lengthen Equipment Lifetime - The second Phase of Planned Maintenance is to identify parts with inherent design weaknesses by analyzing it and modify it to improve its lifespan. Phase 3: Periodically Restore Deterioration - Once the parts with design weakness had been addressed, its lifespan will change, hence, we need to have a thorough review on how we are going to maintain the part. This is accomplished with the aid of a maintenance algorithm, a thorough study of the maintenance tasks must be done to establish the correct maintenance tasks as well as to establish the correct frequency for doing maintenance. Phase 4: Predict Equipment Lifetime - In Phase 4 we introduce the concept of Predictive Maintenance or Condition Based Monitoring Techniques, although this is similar in using the human senses in a much higher perspective with the aid of specialized instruments. Several parts of the equipment can be predicted through the use of these specialized equipment techniques which is done by checking the condition of the equipment. Whilst, TPM will aim for zero breakdown, RCM will deal with the consequences of failure. This statement is true, but there is also another point we need to understand. In TPM, the first 2 Phases deals in improving the overall performance of the equipment in terms of breakdown and MTBF. TPM classifies breakdowns into two parts Planned and Unplanned Breakdowns, what TPM is aiming for is zeroing out all unplanned breakdowns, TPM will not or can never eliminate Planned Breakdowns. An example of Planned Breakdowns is Scheduled Maintenance over the equipment. While the last 2 Phases of Planned Maintenance is no longer design to improve the performance of the equipment, but rather the last 2 Phases are done in order to improve how maintenance is performed on the equipment. In short, we are dealing with improving the system and not the performance of the equipment. Phase 4 is about Predictive Maintenance, it is my initial thoughts that the aim of Planned Maintenance is to transition from a Preventive to a Predictive Maintenance structure, how very wrong I am. Phase 3 is done so that we can identify which parts are more suitable to undergo a Predictive Maintenance stage. In reality, there is no transitioning from Preventive to Predictive since it is unlikely that all failure modes is suitable for a Predictive Maintenance strategy. Second point is that, TPM believes that it is more feasible and effective to use Predictive Maintenance if the basic equipment conditions of the asset is addressed in the first place. Now, if you understand the concept of Reliability-Centred Maintenance, isn’t it that the goals of Planned Maintenance Phase 3 and 4 are similar to what RCM wants to do in the first place? In fact, I truly believe that RCM will fit perfectly into Phase 3 and 4 of Planned Maintenance. When I was still with the TPM Office, I asked our JIPM Consultant if we can add RCM into the Planned Maintenance structure, and the consultant just smiled and said, do not be in a hurry, you can do that in the later steps of Planned Maintenance. At first I do not understand what he meant, but as we progress into the Planned Maintenance implementation, I understand his point fully. No disrespect to other TPM and RCM consultants, but if an independent RCM consultant with little knowledge on TPM will be a bit of biased and that is what I had experience before with an RCM consultant. He wants us to drop TPM and implement RCM. That is why instead of following his advise and dropping TPM off, we drop him off. When I was in India last year and conducted a series of offsite training on RCM, I received a lot of negative reaction from some (not all the delegates), when I explaining the principles of RCM process. Some say, is that it? Others said, where does cleaning and doing the basics be done on RCM? You see, India’s industries are heavy on TPM and for most industries the RCM concept is quite new to them. Most of them are familiar with TPM and some of the companies there have already been awarded on TPM Excellence Awards. However, what I was teaching was RCM and not TPM. Some of the people complained to the sponsors and wanted to quit the training, I remain patient and on the last day, I explained to them where does RCM fit in the TPM process, and I told them that it fits perfectly into the last Phases on Planned Maintenance and the delegates began to smile. A couple of them even apologized for their behavior, Whilst others said why didn’t you explain that on the beginning? And so they went home with a smile on their faces. My message in this newsletter is straightforward and simple, these two methodologies do not contradict each other if you understand both its principles. In fact they even complement each other. RCM fits perfectly into the last phases or steps of Planned Maintenance. I think only the consultants of both RCM and TPM do the contradiction but not the methodologies itself and I think that’s all I have to say about that. I hope that you enjoy reading this newsletter in as much as I do enjoy writing it. rsarsa
RSA Reliability and Maintenance Consultancy Firm
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Issue No. 23 -  March 2009
Text Box: RCM and TPM Do They Contradict or Complement Each Other

     Since establishing this website last May of 2007, I have made many efforts to improve this site and provide some useful insights about our common link which is all about improving our equipment reliability and the way we do maintenance. 

 

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