Move beyond preventative maintenance

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Equipment failure can spell disaster for Life Sciences companies. That’s why companies adhere to strict preventative maintenance procedures. But did you know your preventative maintenance may not be enough? Go beyond preventative maintenance to reliability centered maintenance (RCM).

Learn more about RCM and how it can help you mitigate risk and reduce costs by visiting http://bit.ly/O0B4Gf.

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Move beyond preventative maintenance

  1. 1. Preventative maintenance isn’t enough. Reliability centered maintenance is the solution.
  2. 2. Preventative maintenance versus reliability centered maintenance At a basic level, consider a piece of equipment in one of your facilities that requires a part be replaced every two years to keep the equipment working properly. If a technician installs the part and waits exactly two years to replace it, per the manufacturer’s instruction, he has likely avoided equipment failure. This is preventative maintenance (PM). On the other hand, if the technician analyzes the part regularly and predicts that the part will fail five months after the manufacturer’s replacement instructions, he is able to optimize the life span of the replacement part. And, if this process is repeated over many pieces of equipment, not only does the technician ensure the equipment is working properly, he also saves money wasted on unneeded replacement parts. This is reliability centered maintenance (RCM).
  3. 3. Drawbacks to preventative maintenance • Manufacturer PM recommendations do not always align with actual experience and may be overly cautious. • Traditional PM procedures may be outdated for current equipment and operational scenarios; and if they are based on internal custom, they may have been wrong to begin with. • Over-servicing equipment can be detrimental to some equipment and systems and even shorten their productive lives, just like under-servicing. • Critically, traditional sensory inspection techniques cannot detect all problems.
  4. 4. Benefits to reliability centered maintenance • Balances accurate maintenance requirements with regulatory, economic and technical factors so that people, spare parts, consumable equipment and facilities are all utilized properly, safely and at full efficiency. • Moves beyond sensory inspections to sophisticated analytical tools, including: - Vibration analysis - Thermography - Tribology - Sonic listening devices • Minimizes risks of equipment failure to lab and manufacturing output, and to life safety. • Saves money in maintenance costs
  5. 5. Do you need RCM? Are all of your equipment and component parts being utilized to their full capacity – no more, no less? 4 1. 2. 3. 4. Do you have a master maintenance plan for each system and component part? Are you utilizing the current best practices of maintaining equipment, or the manufacturers’ recommendations? Is your PM program based on calendar dates instead an experience-based schedule of potential failures? Is your planning and scheduling of work optimized, or is your PM program disjointed? Do you maintain one piece of equipment in a space then come back soon to maintain the piece right next to it?
  6. 6. Do you need RCM? 5 5. 6. 7. 8. Have there been unexpected failures that caught you by surprise, causing interruption in production, product or equipment damage and threatened safety? Could you be saving money through a more effective maintenance system? Is your maintenance/repair/overhaul stockroom integrated into your CMMS? Are you taking full advantage of leading edge scientific evaluation techniques?
  7. 7. Four steps to RCM success • Conduct a comprehensive audit of all equipment and procedures • Create a detailed report with recommendations • Implement into present computerized maintenance management system • Conduct an annual follow-up to continuously improve the process
  8. 8. COPYRIGHT © JONES LANG LASALLE IP, INC. 2014 Thank you Want to learn more about RCM? Click here to read our full paper. Engage a knowledgeable RCM expert George Wittmann: George.Wittmann@am.jll.com Dick Auger: Richard.Auger@am.jll.com

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