Up Time Magazine- April/May 2008 - (Page 15) going into the program, we were not able to sidestep delays in implementation. We did not anticipate the extent of the effort required by our CMMS provider to link our existing PM scheduling system with our new maintenance strategy development system. At the time of writing of this paper, we are making good progress and testing out the automated links between systems. Once finalized, we can move to have software system distributed to end users with appropriate user levels configured and then the training will take place. Each task analyzed has its own entry for any “needs to arrange” items that are required to make the tasks a success. These are allocated on the spot and lists are distributed after the workshop to the responsible parties. Other tasks to be tackled prior to full implementation include the training of staff, where appropriate. For example, we found a number of tasks that are within the job descriptions of our operator, but where they need appropriate training to take over these tasks from mechanics. We also scoped out the required tooling and tasked the appropriate parties to put these resources in place in preparation for implementation. With a highly skilled but limited pool of people, it was also necessary to brief the bulk of our staff on the coming changes. Key to their acceptance was that their most respected peers were the drivers for the change. to the Pareto principle which states that 80% of the issues (E.g. downtime) are generated from 20% of the issues (E.g. types of faults). With a focus on these big impact faults, we are looking for a significant increase in uptime. This promises to double the returns we expect from our Phase I development of a more coherent strategy. Keys to Success Based on our experience to date, the following are a few Keys to Success to remember for your initiation of RCM in Uncharted Waters: 1. Do your research on an approach that will work for your organization and its people. 2. Be bold enough to establish targets using other industries if needed. 3. To establish a program you need a champion who understands the promise of RCM and has the ear of senior management. If it isn’t you, you will need to connect with this person. 4. To maintain and grow the program you need to market results far and wide. Use post-analysis presentations, internal newsletters, corporate broadcasts, intranets, e-mail etc. 5. Anticipate the human problems: Expect everything the program was never designed to resolve to be thrown in your face by frontline staff. How you accept it, learn from it and navigate it is key. Including a broad spectrum of first rate people on your team gets you halfway there. 6. Make the time to crunch the numbers. Abayomi Carmichael is the Senior Reliability Engineer of the Energy Supply department at the Bermuda Electric Light Co Ltd. He is currently in his 19th year with the firm. He also serves as Bermuda’s International Professional Registration Advisor for the Institute of Engineering Technology assisting engineers seeking to acquire Chartered Engineer status. He completed an Electrical Apprenticeship in 1993 and went on to study Electrical Engineering at Newcastle University in England. He also earned a MBA from Imperial College in London with a specialization in Finance. Over the years, he has established a number of predictive technology programs at BELCO including Infrared Thermography, Ultrasonic and Partial Discharge testing. The Future: Doubling Up We anticipate bringing closure on all the outstanding issues within the next few months and have already begun the next phase of this RCM Initiative. At the time of this writing, we have a strategy in place for all our main generating assets, based on preventable failure mechanisms across all trades. We are very pleased with our results to date, especially having arrived at them through a diverse team based approach, driven by those closest to the work, which we are sure has strengthened our organization. The next phase of this system is Defect Elimination, a process of addressing performance deviations that should have otherwise been addressed by the strategy and feeding the resolution back into the maintenance strategy. This is the basis for continuous improvement. For this we are relying heavily on Root Cause Analysis prioritized according www.uptimemagazine.com 15 http://www.reliability.com.au/sapimplementation http://www.reliability.com.au/sapimplementation http://www.uptimemagazine.com
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