Page 53 - RCM - A practical Guide_V1

RCM - A Practical Guide

analysts must ensure that they also plan their analysis and think ahead. Some information is difficult to
obtain and lack of it can lead to missed deadlines.
It is absolutely essential to have access to the equipment and the engineers and operators of the
equipment being analysed, therefore, a proper and effective line of communication is required.
Additionally regular visits to observe the equipment and to be shown aspects of its operation and
maintenance is essential if the analyst is to truly understand how it works. Without this it is difficult to
have confidence in the recommendations coming forth from the analysis.
Regular progress meetings with the owner/customer to ensure timescales are being met and to
present results to-date. It is also an opportunity to address sticking points such as lack of data or
slippage and to make programme adjustments etc. if required. It allows discussion of any emergent
issues and delivery of completed analysis for audit and/or discussion of feedback from previously
audited analyses.

FACILITATED APPROACH
The second approach to conducting an RCM programme is through a facilitated approach. This
requires a RCM Facilitator and a team of equipment specialists. Essentially this group are responsible
for deciding what maintenance is required. Everyone normally brings to the party specific specialities
which the RCM Facilitator is able to guide using the RCM process and good people management skills.
Who should be involved?
Although the Facilitator is responsible for effective planning and running of meetings it is essential that
the right people attend the planned meetings. The precise make-up of any team can vary depending
on the type of analysis and the need at any particular time during the analysis. Typically a study group
may include operators and engineers, managers, designers and/or other personnel as deemed
appropriate. Additionally a technical secretary could be used to capture information and decisions
made during group sessions, this allows the Facilitator to focus on managing the meeting.
The meeting
It must be appreciated that attendees need to arrange their time in order to take part in group
sessions, after all they still have a day job to do. With this in mind coupled with the mentally fatiguing
nature of intensive RCM, meetings 5 days a week is probably not wise. If this is attempted it will
quickly lead to analysis stagnation, slow progress and may result in non-attendance. A schedule of
meetings over 2 or 3 days per week with 2 sessions each day of about 3 hours is probably realistic. This
allows for the Facilitator to properly plan, prepare and consolidate after each round of meetings.
It is important that the team players are kept informed as to the objectives of any particular meeting
as well as the progress achieved. The RCM project plan can be used to do this, it also lets team
members prepare for the meeting. Keeping them enthusiastic and motivated is the best way to ensure
good debate and a successful outcome.
It is equally important that team members have ownership of the analysis from a technical
perspective, The Facilitator is there to steer the analysis, focusing on the RCM aspects to keep the
debate moving and focused.
The Facilitator should be professional throughout, being the first to arrive and be properly prepared.
The room must be ready with enough chairs, tables, pens paper etc. Refreshments must have been
organised or easily available nearby. All team members must be aware of the location and timings.

53
© ASPIRE CONSULTING LTD +44 (0) 1827 723820