Reliability Fundamentals

Training Course

5 Days

Senior Management

This course provides a comprehensive introduction to the reliability engineering techniques that are most commonly applied in asset-owning organisations. It is designed for those that are new to reliability engineering, as well as those that may have been practicing as reliability engineers but have not yet received formal training. Starting out with an overview of the key areas where reliability engineering can help to make a difference to organisational performance, the course then provides more detail regarding some specific areas where reliability engineers are called on to assist – notably:
• The application of Reliability Centred Maintenance (RCM) principles to determine and optimise preventive maintenance routines, and
• The application of Root Cause Analysis (RCA) to uncover the reasons for recurring reliability issues and determine the most appropriate long-term solutions to these problems. The course is filled with practical examples and exercises that show how these principles are actually applied in practice, and give participants practice in applying these principles in a safe, supportive environment.

"Day 1 - Introduction to Reliability Improvement Introduction
Outline the contents of the training package
Introductions to other participants and their roles in reliability improvement
Gain an understanding of what is expected through the course
Objectives of the training course
"
"Reliability Concepts and Principles •Benefits of high reliability
•Reliability concepts and principles
•The asset life cycle"
"Design and Reliability •Specifying reliability targets
•Design for reliability
•Design for maintainability
•Reliability modelling"
Operators and Reliability
•Operational planning
•Operator driven reliability
•Operational excellence
Maintainers and Reliability
•Root Cause Analysis/Defect Elimination
•Reliability Centred Maintenance
•Planned Maintenance Optimisation
•Maintenance quality
•Repair/replace decisions
Suppliers and Reliability
•Spare parts optimisation
•Spare parts specifications
Measurement
•Continuous improvement
•Performance monitoring and feedback
Asset Management
•Asset Management and Reliability
•Risk-based decision making
•Life cycle costing principles
Days 2 & 3 - Reliability Centred Maintenance and PM Optimisation
Introduction to Equipment Strategy Development
•Benefits of improved maintenance strategies
•Origins of FMEA, RCM and PMO
•Underlying principles of equipment strategydevelopment
•Equipment strategy development process steps
Step 1: Determine Scope of Analysis
•How to select equipment for analysis
•Documenting the scope
Step 2: Identify Primary Functions
•Identifying functions
•Functional performance standards
Step 3: Verify Equipment Capability
•Detailing performance requirements
•Identifying design capability
•Identifying and assessing gaps
Step 4: Identify Failure Modes
•What is a failure mode?
•The RCM approach to identifying failuremodes
•The PMO approach to identifying failuremodes
•Describing failure modes
Step 5: Analyse Failure Causes, Effects andConsequences
•Why analyse failure causes, effects andconsequences?
•Describing failure effects
•Describing failure consequences
Step 6: Select Maintenance Tasks
•Assessing task effectiveness
•Types of consequences
•Assessing task applicability
•Ensuring maintenance quality
Step 7: Identify Additional ImprovementTasks
•Types of one-time changes
•Maintenance error management
Step 8: Consolidate Schedules
•Identifying windows of opportunity
•Grouping & sorting tasks
•Identifying the schedule cycle and interval
•Dealing with outliers
•Reviewing shortest interval shutdown tasks
•Identifying & resolving constraints
•Packaging & sequencing tasks
•Estimating labour & downtime
•Levelling workloads
Step 9: Gain Approval
•Process outputs
•Approving implementation
•Managing review quality
•Managing time
Step 10: Implement Recommended Actions
•Implementing process outcomes
•Identifying and completing actions
•Preparing work instructions
•Characteristics of a good work instruction
Step 11: Track Success
•Measuring achievement
•Continuous improvement
Beyond Equipment Strategy Development
•The Journey to Operational Reliability
•Failure elimination & life extension
Days 4 & 5 Root Cause Analysis
Introduction to RCA
•Why do we need Root Cause Analysis?
•Why most traditional problem-solvingprocesses fail
12 Steps to Effective Root Cause Analysis
Step One – Defining the Problem
•Is there a problem?
oNatural variability
oOne-off "significant" events
oRepetitive "chronic" events
•Which problems should we investigate?
•Elements of good problem definition
Case Study:
•Select a recent, real problem from participants'workplace
•Define Problem
Step Two – Preserving and Collecting Data
•Treat the scene as a crime scene
•What data should we collect?
•What tools can we use?
•What stops us from collecting data?
•Interviewing – some tips
Case Study:
•Examine and evaluate data from the case studyexample
Step Three – Minimising Further Consequences
•What can be done to minimise immediateconsequences?
•Temporary fixes
Case Study:
•What was/could have been done in the casestudy example?
Step Four – Arranging the Analysis Team
•Team-based vs individual problem solving
•Successful problem-solving in teams
•Facilitator role
Case Study:
•Assess the case study example – who should beinvolved?
Step Five – Analysing the Data
•Cause-effect principles
•Physical Root Causes
•Human Root Causes
•System (Latent) Root Causes
•Searching for patterns and comparisons
•Conducting a 5 Whys analysis
•Preparing a Cause-Effect diagram
Case Study:
•Develop a Cause-Effect diagram for case studyexample
Step Six – Verifying hypotheses and validating causes
•Verifying hypotheses – could the "cause" leadto the event?
•Validating causes – was the "cause" actuallypresent?
•Dealing with uncertainty
Case Study:
•Identify additional data requirements andcollection methods for case study example.
Step Seven – Developing Solutions
•Characteristics of good solutions
•How do we identify solutions?
•Eliminating causes
•Minimising effects
•Solution Killers
Case Study:
•Develop solutions for the case study example
Step Eight – Selecting RecommendedSolutions
•Assessing alternatives
Case Study:
•Assessing the recommended solutions for thecase study example
Step Nine – Communicating Findings and Recommendations
•Developing a written report
•Developing a verbal presentation
Case Study:
•Prepare and present a brief presentation forthe case study example
Step Ten – Implementing Outcomes
•Obtaining approvals
•Tracking implementation progress
•Getting proactive work done in a reactivemaintenance environment
Case Study:
•Plan implementation activities for the casestudy example
Step Eleven – Tracking for Results
•Developing and implementing tracking metrics
•Case Study:
•Propose tracking metrics for the case studyexample
Step Twelve – Institutionalising the Process
•Senior management support
•Policies and procedures
•Consistent process
•Resources
•Tracking Implementation Compliance
Course Summary
•Fix it once, fix it forever
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