1.
Copyright Notice
Copyright 2008 Allied Reliability, Inc. All rights reserved. Any unauthorized use, sharing,
reproduction or distribution of these materials by any means, electronic, mechanical, or
otherwise is strictly prohibited. No portion of these materials may be reproduced in any manner
whatsoever, without the express written consent of the publisher.
To obtain permission, please contact:
Allied Reliability, Inc.
4360 Corporate Rd #110
Charleston, SC 29405
Phone 888-414-5760
Fax 843-414-5779
info@alliedreliability.com
www.alliedreliability.com
3rd Edition
January 25, 2008

2.
WHY RCM DOESN’T WORK
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
Table of Contents
RCM Made Simple…………………………………………………........ 3
Does RCM Work for Manufacturers?................................................. 6
RCM is too Resource Intensive
Mistake #1………………………………………………………… 7
RCM is Just too Complex
Mistake #2………………………………………………………… 8
Moving Forward Without A Plan
Mistake #3………………………………………………………… 12
RCM is All About Condition Monitoring
Mistake #4………………………………………………………... 15
We Expect More From The RCM Process Than We Do
From Our Leaders
Mistake #5….…………………………………………………….. 16
About Allied Reliability…………………………………………………... 18
©2007 Allied Reliability, Inc Page 1 of 18 www.alliedreliability.com

3.
WHY RCM DOESN’T WORK
Introduction
Reliability Centered Maintenance (RCM) is a proven, logical, sensible
approach that helps companies improve reliability.
Yet most companies are not getting the return they expected. They see
RCM as too much trouble for too little reward.
So that’s why we decided to publish this new report. Find out why
RCM doesn’t work, what needs to change and how to put RCM to work
at your company so it doesn’t become another Resource Consuming
Monster.
www.alliedreliability.com Page 2 of 18 ©2007 Allied Reliability, Inc.

4.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
RCM Made Simple
It has been almost 30 years since Stanley Nowlan and Howard Heap
published quot;Reliability Centered Maintenancequot;, the ground-breaking
study that changed maintenance forever.
Yet myth, mystery and confusion about RCM still abound. So let's
begin with the basic truths.
To paraphrase RCM practitioner, Doug Plucknette, of Allied Reliability,
RCM is a structured process developed to ensure the designed safety
and reliability capabilities of a process or piece of equipment. The
beauty of understanding the RCM process is it can be applied to
virtually any physical asset in any plant around the world.
RCM's roots go back to the early 1960's, when the commercial airline
companies were considering buying the new jumbo jet, the Boeing
747.
At the time, the airlines religiously practiced time-based preventive
maintenance. Why? Because the conventional wisdom was that
equipment wears out over time. So that meant taking planes out of
service for maintenance every 1,000, 5,000 or 10,000 hours.
But the problem with the 747's was the amount of maintenance
specified by federal regulators was three times more than the
maintenance required for Boeing 707's. That meant more time in
maintenance, more time out of service, and a huge disruption to
operations.
Clearly, the airlines' traditional approach to maintenance would not be
economically feasible for the new jumbo jets.
So the airlines had two choices: Either buy a larger fleet of planes or
develop a more economical approach to maintenance.
That's why United Airlines led a task force to re-evaluate the concept of
preventive maintenance and determine the most economic strategy,
without compromising safety. The result was the process that we now
know as RCM, which was successfully employed on the 747 and all
subsequent jet aircraft.
©2007 Allied Reliability, Inc. Page 3 of 18 www.alliedreliability.com

5.
WHY RCM DOESN’T WORK
Who Developed RCM?
United, along with and Boeing Aircraft Corporation, were the early
pioneers of RCM. Other airlines also considering buying the new 747's
joined the task force and contributed to the process.
But it was Boeing and United who took the lead in developing a logical,
rational approach to maintenance that would also be acceptable to the
federal regulators.
In 1976, the U.S. Department of Defense contracted with United to
publish how airlines develop maintenance programs. The result was
quot;Reliability Centered Maintenancequot;, a landmark 495-page report by
Stanley Nowlan and Howard Heap, which described the RCM
methodology developed for the Boeing 747, Douglas DC-10 and
Lockheed 1011.
(Nowlan was the Director of Maintenance Analysis for United; Heap
was United's Manager of Maintenance Program Planning.)
In 1978, the Defense Department placed the report in the public
domain for use by anyone interested in it.
How RCM Revolutionized Maintenance
The key to RCM was abandoning the philosophy of quot;preserve-
equipmentquot; in favor of quot;preserve-functionquot;. Simply put, equipment
became the means to an end, not the end in itself.
In addition, Nowlan and Heap concluded that a maintenance policy
based on operating age would have little, if any, impact on failure
rates. Thus, applying time-based maintenance on equipment which
has no quot;wear-outquot; pattern was futile. This forced a change in
philosophy from, quot;It wasn't broke, but we fixed it anywayquot; to quot;If it ain't
broke, don't fix itquot;.
Nowlan and Heap also concluded that:
- Time-based maintenance works only for a small percentage of
components, and then only when there is solid information on their
quot;wear-outquot; characteristics”.
- Condition Based Maintenance (CBM) is the most-preferred option.
That means monitoring, observing and taking non-intrusive actions,
such as lubricating and cleaning, until a condition signals that
corrective action is necessary.
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6.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
- Run-to-failure is a viable tactic in situations when there is no safety
and little economic impact.
- In a significant number of situations, the very act of maintenance itself
causes subsequent failure of the equipment.
- Non-intrusive maintenance tasks should be used instead of intrusive
maintenance whenever possible. In other words, don't do any
maintenance, except monitoring and non-intrusive sustaining actions,
until condition directs intrusive corrective action.
RCM Pitfalls
In the last 40 years, no better method than RCM has been found for
determining what maintenance should be performed. Four statistically
significant studies have confirmed the validity of RCM.
Yet, in a survey conducted by Reliabilityweb.com in 2005, several
companies offered the following excuses when it came to their failure
to begin or implement RCM as a reliability tool.
quot;Mining, like all industries, wants results right away, not in 6 months or
a year. The classical RCM process is too time and resource intense.quot;
quot;RCM is a great tool but very resource intensive.quot;
quot;100% reliability is extremely expensive, difficult to attain, and not
necessarily the right answer.quot;
quot;RCM is misunderstood to be software.quot;
quot;In the beginning, it was hard. And it is still a challenge to steer the
mind-set toward more condition-based maintenance than time-based.quot;
quot;We always ran into the problem with implementation. In the few
places where we implemented it successfully, it was at the
maintenance level. And recognition for it was non-existent.quot;
quot;The system is very strong but too high level ...quot;
The truth is, there are many pitfalls in RCM. But few get revealed
when an RCM project fails. You see, nobody wants to write an article
or present a paper at a conference which reveals how money was
wasted and great visions were never realized.
©2007 Allied Reliability, Inc. Page 5 of 18 www.alliedreliability.com

7.
WHY RCM DOESN’T WORK
Does RCM Work for Manufacturers?
At the RCM 2005 conference in Clearwater, Florida conference
attendees were asked:
“If your company did the maintenance for commercial airplanes, how
often would you fly?”
Scary thought? Fortunately, most industrial maintenance managers
will never have to answer that question.
To be sure, when it comes to the understanding of maintenance and
the roll of Reliability Centered Maintenance, the airlines are far ahead
of industrial manufacturers. After all, RCM was invented by the airline
industry.
But also, in the airline business, the maintenance mission is quite
clear, it begins with an understanding of equipment functions and the
failure modes that result in functional failures and ends with a very
specific maintenance strategy designed to mitigate the consequences
of each failure mode. As a result, maintenance is viewed as a
reliability function instead of a repair function.
In viewing maintenance as a reliability function, the airline industry
simply charges maintenance with the following mission:
To keep airplanes airborne, full of passengers, and safe.
This mission leads to a very tight set of maintenance guidelines,
procedures and controls. On the other hand, inside the typical
manufacturing plant where maintenance is viewed as a repair, the
maintenance mission is not that clear.
For example, if a packaging line goes down for a couple of hours, that
may not be such a big deal. But when you’re talking about a plane
with hundreds of people on board, that’s a totally different story.
See, the fundamental difference between RCM and all previous
approaches to maintenance is the emphasis on two things: safety and
reliability. So even when you take out the safety factor, it’s obvious
that RCM is still the best way to go.
If RCM is so successful, why do some companies have failed RCM
efforts?
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8.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
To answer this question, Allied Reliability created the paper: Why RCM
Doesn’t Work – How to Avoid the 5 Biggest Mistakes that Lead to
False Starts and Dead Ends. In viewing the problem with a traditional
RCM approach, Allied Reliability offers not only the top five causes for
failed RCM efforts, but pro-active tasks that can be put in place to
eliminate the failures.
“RCM is Too Resource Intensive”
Mistake Number 1 Leading to False Starts and Dead Ends in RCM
RCM is often viewed as a very resource-intensive process. To perform
a single RCM analysis requires a substantial amount of work with
literally hundreds of decisions that have to be made.
So RCM should not be applied to every single asset you have. The
key is to apply it only where it’s needed.
For instance, there might be only about 10% of the assets in your plant
where you need RCM. If you apply RCM on that critical 10%, you
should be able to improve your overall capacity, increase output and
return a value much greater than the money you spend to do it.
How do you determine where you should apply RCM?
Focus on the systems that will give you the best Return on Investment
(ROI). Simply put, RCM is a slam dunk when it comes to return on
investment for critical assets. Begin you RCM effort by identifying the
top 10% of your most critical assets. Once this list has been identified,
you should now begin to measure Overall Equipment Effectiveness
(OEE) on these assets and performing RCM analysis on those critical
assets that have equipment-based operational, speed and quality
losses. If you have selected a critical asset, your implemented RCM
maintenance strategy will show measurable improvements in OEE with
added improvements in Health, Safety and Environmental performance
as well.
As a general rule, the success of your first implemented RCM analysis
will build the business case to complete RCM analysis on the
remainder of your critical assets.
Why is RCM viewed as being resource-intensive?
A good RCM analysis requires a number of key people to take time
away from their regular jobs. Subject matter experts, like operators,
maintainers, supervisors and trades people, will need to become a part
©2007 Allied Reliability, Inc. Page 7 of 18 www.alliedreliability.com

9.
WHY RCM DOESN’T WORK
of your RCM effort as it’s their expertise and experience that makes
the process successful.
While some plants believe they can’t afford or even consider RCM –
especially in a reactive situation where the main job is to keep the plant
running. Companies who have successful RCM efforts in place know
the reality when it comes to critical assets; “We can’t afford to not do
RCM when it comes to our critical assets as the cost of lost
opportunities alone will doom our business.”
When we get down to the nuts and bolts of why RCM works for some
companies and not others we find three things all the successful efforts
have in common;
1. Leadership
2. Structure
3. Discipline
Companies that don’t use RCM, look for and share openly with others
excuses as to why a proven process didn’t work at their plant. While
some may view RCM as being labor intensive, companies who have
successful RCM efforts understand that RCM analyses performed by
your experts on critical assets will provide a return on investment in
improved equipment reliability with reduced Health, Safety, and
Environmental incidents and accidents.
It takes experience and expertise to understand your failure modes
and mitigate the consequences. Only your people bring both
experience and expertise to the table. They are the critical resources
able to deliver exceptional results.
RCM Excuse Number 1 is busted!
“RCM is Just too Complex”
The 2nd Mistake Leading to False Starts and Dead Ends
in RCM
If you’re looking for the book of excuses why RCM didn’t work at your
plant we have heard them all. Recently we received a call from an
operations manager at a mid-sized U.S. utility company. He’s part of a
five-member corporate team trying to improve the way they do
maintenance.
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10.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
Basically, their challenge is to raise availability across their fleet of
plants from 85% to 91%.
At first, he wanted to talk about some Condition Monitoring solutions.
It seems they have numerous plants, and quot;each one is doing
something different on PM and PdM.quot;
Then I asked a couple of questions about RCM. Quickly, his tone
changed from enthusiastic to reluctant. Finally, he said, “Hang on a
minute; I need to shut my door.”
quot;Lookquot;, he said, “RCM is a dirty word around here. I’m working with a
group that really doesn’t like RCM. What they like is condition-based.
So I can’t go back to them with anything that sounds like RCM.”
Now what’s interesting is there are four other members on the team,
and are all maintenance managers. So in effect, the company’s senior
maintenance staff has already decided NOT to use RCM as a way to
improve availability.
Why? I didn't ask, but I have a strong hunch that the complexity of an
RCM analysis and all the documentation required can be extremely
demanding. That's the main reason why manufacturers have been so
slow to adopt the RCM approach.
Reliability Centered Maintenance is a structured step by step, logical
process. The structure of this process, while quite simple, requires a
trained facilitator who has the discipline to lead the team step by step
through the process.
At first glance, the RCM process can be intimidating and we are often
challenged with the question; Do we really need to discuss failures to
this level of detail?
If you want to be successful in improving reliability, the answer is yes.
Remember the three traits of companies who have successful RCM
efforts? Leadership – Structure – Discipline
The RCM process provides the structure needed to be successful.
Our Allied RCM Blitz™ Practitioners provide the leadership and
direction through hands on mentoring that will provide the leadership
and discipline it takes to make RCM part of your company culture.
©2007 Allied Reliability, Inc. Page 9 of 18 www.alliedreliability.com

11.
WHY RCM DOESN’T WORK
Some recommendations when it comes to starting a successful RCM
effort:
1. Sell team members on the benefits of RCM
RCM takes time and effort away from people who already have full-
time jobs. So you’ve got to be able to explain to them, in plain English,
the benefits of RCM.
Forget all the technical jargon. You must be able to show how RCM
will improve the economics, safety or quality of life at the plant.
Post some examples of successful RCM efforts and begin your effort
by getting baseline OEE measures on your critical assets. Continue to
measure OEE as you begin to complete and implement the tasks from
your RCM analyses. The success or your effort and the improved
OEE will sell the process.
2. Use TBTUF
Total best thinking up-front, or TBTUF, is one of the keys to successful
RCM. In the simplest terms, RCM is a decision-making process which
calls for answers to questions such as:
- What is this system supposed to do?
- How can it fail to do that?
- What causes it to fail?
- What happens when it does fail?
- Can we predict or prevent that from happening?
Obviously, the answers must come from the people who know the
system: operators, maintainers, supervisors, technicians, designers
and manufacturers.
The key is to identify these experts and get their buy-in well in
advance.
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12.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
3. Involve the RCM team members in implementation
Each RCM analysis should have an Implementation Manager assigned
to the analysis. This person is responsible for tracking and reporting
the progress of your implementation to company management and the
RCM team. To help push the implementation forward, each task
identified in the RCM analysis should be assigned to a specific
individual and each task should have a due date for completion.
One way to assist in moving forward with implementation is to involve
the RCM team in the implementation of RCM tasks. The people
involved in the analysis will often take ownership in making sure the
tasks are implemented, scheduled and completed.
4. Get leaders on board
It is not unusual to see the least experienced and most junior
personnel assigned to an RCM analysis team. What does that tell
everyone about the project?
Your RCM teams should be made up of people who are viewed as:
• Experts in the process or piece of equipment being analyzed
• Respected by their peers in operations and maintenance
• Outspoken, Honest, and Open to Change
5. The A-B-C formula for avoiding quot;analysis paralysisquot;
Information overload makes it difficult, if not impossible, for people to
make decisions. So that's a good reason to avoid non-stop RCM
analysis meetings which tie up people for weeks on end.
Your RCM meetings should be prepped, planned, scheduled and
performed with the efficiency of heart bypass surgery and tying up
critical resources (people) for weeks on end will only doom your effort.
The RCM Blitz™ methodology came about as a result of recognizing
that RCM analyses don’t have to last for weeks and months on end.
The average RCM Blitz analysis lasts less than one week and by
Monday afternoon the following week you will have a complete
implementation plan in place.
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13.
WHY RCM DOESN’T WORK
Best of all, the team can start implementing the simpler changes that
come out of the RCM process and start showing results!
Debunking myth number two, “RCM is too complex”!
RCM is not complex, it’s structured, and as a result, this structure
requires a detailed plan and the leadership to see it through.
Moving Forward Without a Plan
The 3rd Mistake Leading to False Starts and Dead Ends
in RCM
One of Murphy's Law states that everything takes longer and costs
more than originally projected and we're afraid that's true about many
RCM projects.
The old maxim quot;time is moneyquot; most definitely applies to maintenance.
One sad fact we all recognize about time; You can't speed it up or slow
it down. When we are young we can’t wait to get older so we can drive
or move out on our own. When we get older we often wish we could
go back and change things or just slow time down to enjoy life. So
when it comes to time, what do we have left?
We have to manage time to get the most out of life and the same is
true when it comes to RCM. The best RCM efforts have a detailed
plan from start to finish and this plan is reported to everyone who has a
stake in the RCM effort.
From a 30,000-foot view, there are basically four steps to any RCM
project:
1. Up front planning
2. The RCM Analysis
3. Implementation of RCM tasks
4. Achieve results, benefits and return on investment
The secret is to consider step 3 first. Why? Because if there's no
execution, there will be no return on investment. So if you don't have
or can't get the resources needed for implementation, there's no point
doing any analysis.
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14.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
Now this point seems obvious, but it's often overlooked.
For instance, in 2001 a steel plant did a complete RCM analysis on a
number of critical systems in their rolling mills. But afterwards, the
company's management denied all requests for resources to
implement the results. The company later declared bankruptcy and
the plant was sold.
In another case, a big international chemical company hired a
consultant to facilitate RCM analysis on a troublesome process which
was impacting multiple plants. The analysis was completed, report
written and recommendations made within 3 weeks.
Yet two months later, the implementation still hadn't begun, and it
probably never will.
The key to having a successful RCM effort comes in understanding
why the two above RCM efforts failed. What did both efforts have in
common?
They failed to have a detailed plan in place to set the project up for
success. If you don’t have a detailed plan for success, then you can
plan on failure.
Think Days Instead of Weeks
Without a doubt, one of the biggest success factors in RCM is how fast
you can go from the analysis in step 2 to implementation in step 3.
The whole purpose of RCM is to determine the most cost-effective type
of maintenance for a particular system. So it makes sense that the
sooner you can implement the results of an RCM analysis, the sooner
you should be able to show the value.
In contrast, the longer it takes to implement the results of an RCM
analysis, the less likely the project is to succeed.
That's why one of the roles of an RCM Implementation Manager is to
push, push and push some more to keep the elapsed time between
analysis and implementation down to the shortest number of days
possible.
You've probably heard of the concept in time management which says
work expands to fill the time available. That principle will kill you in
RCM if you aren't careful. It's the positive pressure of tight deadlines
and high expectations that get and keep RCM projects in high gear.
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15.
WHY RCM DOESN’T WORK
He Who Hesitates….
Another costly mistake is when RCM leaders wait until all the analysis
are complete before they begin implementing the new maintenance
plan. To be sure, in most cases implementation can and should start
soon after analysis begins.
The fact is that RCM analysis teams have many quot;Ah Haquot; moments
when they uncover changes they know would have an immediate
impact ... IF immediate action was taken.
The secret is to treat the analysis, implementation and results steps as
overlapping with each other rather than in strict sequence. The ideal
situation is when you can begin showing real benefits of the RCM
process before the analysis stage has even been completed.
Keep Approval Chains to a Minimum
Finally, it's a good idea to keep the approval process as short as
possible in order to prevent any delays in execution. You don't want
anyone who is unfamiliar with the RCM process blocking progress
without good reason.
All the mechanisms should be in place to start implementing results
well before the analysis is complete on the first system. There can be
multiple activities to consider, including:
- Identifying and allocating resources
- Writing new procedures, walking-down equipment and getting
approvals
- Buying special parts and tools
- Training and orientation of crafts personnel on new procedures
- Planning and scheduling
- Executing new tasks
The reality is that some companies can take months to make small
decisions. That's why it's important to set aggressive timelines and
make everyone live by them once the changes have been approved.
Shall we put to bed RCM excuse number three? Rest assured, your
RCM effort will fail if you don’t have a plan. RCM takes time, critical
resources and money, so it should only be applied where it will show a
return on investment.
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16.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
Does that statement sound familiar? It should, we have the same
expectations for capital spending, yet how many capital projects move
forward without a plan?
If you want your RCM effort to be successful you will need a detailed
plan in place. The RCM Blitz™ method gives your RCM facilitators
detailed instruction on how to set your effort up for success. Prior to
starting your first RCM you will prepare the RCM contract that details
each step of process, the people involved in each step and the date it
will start and the date it will be completed. This contract requires
signatures from company management, area managers, supervision
and the RCM team.
In ten years of leading companies to successful RCM efforts, every
company that completed the RCM contract implemented their analysis
tasks, showed a return on their investment and continued with a
successful RCM effort. The contract is your plan for success when it
comes to RCM, and now that we have a plan, you can forget about
making mistake number three!
RCM is All About Condition Monitoring
“We don’t have it, we don’t get it, and we
can’t afford it”
The 4th Mistake Leading to False Starts and Dead Ends
in RCM
RCM is often viewed as a complex and advanced reliability tool
intended only for companies with advanced maintenance and reliability
efforts. As a result, many companies who could be successful in RCM
are scared away from the tool because they don’t have a predictive
maintenance group or their tradespeople have not been trained in
precision alignment or balancing.
As a result, they shy away from a tool that will help them build the
business case for using PdM and precision maintenance techniques.
A good RCM analysis delivers a balanced set of maintenance tasks
designed to ensure the inherent designed safety and reliability
capabilities of your asset. The key word here is balanced, each task is
designed to mitigate a specific failure mode with the recognition that
one task can not and will not cover all the failure modes for any given
component.
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17.
WHY RCM DOESN’T WORK
RCM is all about understanding failure and the relationship between
causes and effects. It’s a process that shines a light on each
component detailing, not only the ways it can fail, but also the ways we
as humans cause it to fail.
As part of the RCM decision making process we ask the question; Can
the failure be detected using On-Condition Maintenance?
When I ask this question regarding the failure of a high speed bearing
on a piece of rotating equipment, I will often get the following answer;
“Well, no…..we don’t have a vibration group, so we can’t detect that
failure.”
Reliability Centered Maintenance is not about the haves or have nots,
it’s about making the determination of what is the best thing to do. So
when it comes to answering the question; Is there an On-Condition
task that would detect the failure? The correct answer is always yes,
and that task is vibration analysis.
If we follow the RCM process and start our effort with a plan, the
business case to perform vibration analysis and other PdM techniques
on our critical assets will be a slam dunk. The cost of bringing in the
technology, detecting the failure, and planning and scheduling the
repair prior to failure will be far less than cost of an unscheduled
emergency failure.
Reliability Centered Maintenance is all about building the business
case for reliability. It’s about learning how to operate and maintain our
assets in the most efficient way possible. With that being said, I think
we can burry excuse number four. Every one can afford to learn and
apply PdM techniques to their critical assets.
“We Expect More From the RCM Process
Than We Do From Our Leaders”
The 5th Mistake Leading to False Starts and Dead Ends
in RCM
It’s been said in the past that one in every three RCM efforts will end in
failure. I think that statement is actually being very kind to RCM. I
would put the number to two out of every three.
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18.
How to Avoid the 5 Biggest Mistakes that Lead to False Starts and Dead Ends
These numbers are both sad and discouraging considering the
workforce in today’s manufacturing companies are both more
experienced and educated than the workforce Stan Nowlan and
Howard Heap had to work with.
I stated earlier that Reliability Centered Maintenance is about
understanding the relationship between causes and effects, and in
doing so we use the experience of our RCM team to identify the failure
modes of our assets and in turn use the RCM decision logic to identify
a maintenance task to mitigate each failure.
Using that same logic, could we not perform a RCM analysis on Why
RCM Efforts Fail?
In simple terms Reliability Centered Maintenance is Pro-Active Root
Cause Analysis and if we look at the causes of why RCM efforts fail,
one major piece of this cause map would be leadership.
All by itself RCM is a fantastic process, put six people through a RCM
analysis and they will come out of that analysis with a thorough
understanding of how the equipment is supposed to work and the
consequences of each failure mode. That knowledge has tremendous
value, but on its own, it won’t show a return on investment for the RCM
analysis. To get the value from your analyses, they must be
implemented.
While its been stated over and over that implementation is the
graveyard of RCM, I tend to have different belief. While your RCM
effort might be dead and buried because it wasn’t implemented. Your
leadership holds the RCM shovel and they have two choices:
1. They can use the shovel to dig a grave by ignoring the process,
expecting implementation to happen all on its own.
2. They can use the shovel to dig the foundation for a successful
RCM effort by becoming involved with the planning and
execution of each step of the RCM process.
When it comes to successful RCM efforts, we see leaders and
leadership at all levels. People who understand that while the RCM
process will deliver the structure, it takes people to deliver the
leadership and discipline necessary to guarantee success in any RCM
initiative. With Leadership factored in….RCM really DOES work!
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19.
WHY RCM DOESN’T WORK
About Allied Reliability
Allied Reliability helps companies build wealth and competitive
advantage through world-class predictive maintenance and reliability
across a global manufacturing network.
Founded in 1997, Allied Reliability has quickly become the largest
engineering firm specializing in predictive maintenance and reliability
engineering.
Today, Allied Reliability serves some of the biggest names in
manufacturing, including more than 200 plants and facilities in the
U.S., Canada, Europe and Latin America.
FREE Reliability Consultation
Every year the gap between the companies who are taking advantage
of reliability and the ones who aren’t gets wider.
That’s why you can’t afford not to make significant reliability
improvements in 2007. Those who prepare now will reap big dividends
in the future…while others will struggle to survive.
There are very few shortcuts. However, one is to make sure you get
the right help.
Now you can get answers to your most important questions about
RCM with a free, 55-minute reliability phone consultation.
There’s no hassle, no cost and no obligations.
Any information you provide is confidential and will not be shared
outside of our firm.
To take advantage of this special offer contact Allied Reliability at:
Phone: 888-414-5760
Fax: 843-414-5779
Email: info@alliedreliability.com
www.alliedreliability.com Page 18 of 18 ©2007 Allied Reliability, Inc.

20.
Legal Notice
While all attempts have been made to verify information provided in this publication,
neither the author nor the publisher assumes any responsibility for errors, omissions or
contradictory interpretation of the subject matter herein.
The purchaser or reader of this publication assumes responsibility for the use of these
materials and information. Adherence to all applicable laws and regulations, including
federal, state and local governing business practices and any other aspects of doing
business in the U.S. or any other jurisdiction is the sole responsibility of the purchaser
or reader. Allied Reliability, Inc. assumes no responsibility or liability whatsoever on
behalf of any purchaser or reader of these materials.
©2007 Allied Reliability, Inc www.alliedreliability.com

21.
Allied Reliability, Inc.
4360 Corporate Road ▪ Suite 110 ▪ Charleston, SC 29405 USA
Phone 888-414-5760 ▪ Fax 843-414-5779
www.alliedreliability.com ▪ info@alliedreliability.com
Allied Reliability helps companies build wealth and competitive advantage through world-
class predictive maintenance and reliability across a global manufacturing network.