Fundamentals of Reliability-Centered Maintenance (RCM)

Added: 2026-05-28

[00:00:00]RCM we have to select a system and people will use it for equipment and it is up to them to decide where this RCM concept should be applied but this RCM is meant to be applied on a system with a component function. So there will be lot of components and then you have to analyze this as a system base. Then now having made some functions now we need to describe what is the function for the system and what is the associated assets are going to support the system function and what are all the functional failures you will get it and then we will try to see what are the failure modes attached with each functional failures and our attempt is our goal is to reduce the consequences. We are not going to prevent failure modes and no one can do this. we all try to do some mitigations in the in an effect that to reduce the failure effect consequences. So all this uh expertise is required to identify functions identify function failures identify the scenario to the final consequences how best you will be able to mitigate this process is only this it's a simple process.

[00:01:14]So if you want to define RCM, this is the best method to define RCM is a process.

[00:01:20]It's a process used to determine what must be done to ensure that the asset continue to meet the users requirement in their present operating context. See this one statement is giving a lot of informations. If you are not able to understand word by word then we are going to make mistakes. Sir one minute sir your your voice is breaking sir sometimes breaking sir >> yeah now it will be visible sir I think so increased the volume now even though now now it >> yeah it seems fault from your side I I could able to hear sir's voice very clearly >> yeah is clear now is it clear now is it okay now >> yeah sir >> yeah it's okay sir okay >> fine so this statement to be understood very perfectly because this is where you know we are going to start our RC. The same component can be purchased by many people and the vendor will give you one uh pattern of maintenance and it is not correct that the same thing can be followed in different areas. People buy the same asset but they put that into use in a different amience. So the ambience changes and expectation changes naturally the maintenance philosophy also should change. So please read this again. RCM is a process used to determine what must be done. It's a kind of a mitigation to ensure that the asset continued to meet their users requirement. So every user is going to change his usage. His expectations will change accordingly. The asset also should elevate its position to meet this requirement in their present operating context. So operating context also will vary based on the operating context. Again the maintenance philosophy will change.

[00:03:10]So it's a beautiful process when we we understand perfectly and correctly apply it perfectly all the benefits we are going to achieve systematic approach to improve reliability and achieving associated benefits by preserving system function. Improving reliability I will try to emphasize you cannot improve inherent reliability. We are limited with inherent reliability. Please don't mistake that improving reliability when the system is designed to have a kind of say X% of reliability X reliability by doing this mitigation you can only reach to that X you can never exceed the designed reliability so that we call it as inherent reliability.

[00:03:54]So it is an overview. All these things know are involved to carry out our RCM. See RCM is going to be useful in all the areas. Right? If you just select system boundary, one must know how to find out the system boundary. See you have a big if you take refinery or if you take power plant, you have a big boundary to boundary and you should know how to make subsystems out of that and then you try to do the analysis. There are many methods like to go for C1, C2, C3, see all that are you know different route.

[00:04:29]I'm not going to talk about that. But if you do perform RCM boundary to boundary, you will be able to eliminate lot of other analysis. Okay, that we'll keep it in our question answer session. Who is RCM facilitator? How an RCM facilitator should function? He is a guy who is going to lead the entire RCM process.

[00:04:49]Right? He is going to ensure that the RCM process is well maintained and well carried out in the analysis. It talks about function. It talks about operating context. It talks about the scenario.

[00:05:00]How the scenario ends that is consequences and what is a kind of maintenance strategy we can propose. It is an effective maintenance strategy. In the RCM we are also having a decision method. How to you know select a task and how to assertain the frequencies.

[00:05:17]how best we will be able to manipulate to give an optimized maintenance status and we also know what is a kind of proactive tasks preventive task it is a general overview where we will be having all this inside the RCM so this is something like the history of RCM in the earlier days when they started probably we call it as a first generation there they they buy the asset and they leave it it is when it is not giving the function out they will maintain it. It is something like when it fails you attempt to maintain it.

[00:05:56]This is how the maintenance started in the third gen second generation they were trying to get some benefit out of it kind of like when I do last month only I did maintenance but again there is a problem appearing my maintenance is not giving me availability time so how should I increase my availability see people started thinking because there is involved so second generation people try to grow in different angle on the maintenance and then the third generation people tried to add lot of other things like condition monitoring, availability, reliability. So it is how this maintenance started growing and and one point of time uh the new knowledge has come from aviation department and there were two people called okay he's not there okay there were two people they wanted to do they were actually doing some analysis in the aviation department where earlier they used to have for all type of aircrafts only one overall time that is like say 8,000 hours they will keep it for all the aircraft Over a period of time they realized that each aircraft should have different type of overhauling hours running hours. So that awareness started but uh however they do analysis they do typical RCM and they well maintain a reliability program even now every takeoff and every land they have a issue like 99% they are successful sometime they are not successful but they are reliable in landing and taking off it means that there will be a problem there will be a mechanical problem or there will be an hydraulic problem but however it is takeoff and landing is reliable but inside that if you go there are some issues. So they have analyzed all the failures across their aviation department and they have come out that all the failures are coming into a pattern. So these are all the six patterns. All the failure modes they try to group it in six patterns and they proclaimed that whatever happens as a failure they just belong to this six pattern and they wanted to attack this six pattern how best we will be able to manipulate this six pattern and then they evolved in one method and that is called their maintenance strategy and later it came out like RCM analysis. This methodology is completely followed by John Moore and he took over and he make it as an RCM application and later on some standards were generated like Jaw 101 Jaw 1012 how to apply it. So now anybody is doing RCM we are supposed to follow these two standards any performed outside the standard it is not to be called as RCM process. If if I say that I have done RCM process it is understood that I have followed chart 111 otherwise I have followed RCM2 classic John Mre book and these are all the patterns. Pattern A is normal bathtub curve and pattern F is going to give you infant mortality with random conditional probabilities and and if you look at it it is just put in a two group and first group is age related like ABC pattern and the second group DF is random. So we should try to understand what is the random failure and we should understand what is the uh infant mortality issue and what is the age related issue. How best we will be able to select a task when we understand this diagrams bath job I did not explain because it is an infant mortality and age related and if you look at the other graphs B is not having infant mortality it has only uh age related issues and the age related issues in the B random condition probability is it is almost condition same but only the age related you are having a peak pattern C is gradually gradually it is increasing. Pattern D almost all the Japanese vehicles are following. Initially it will be brand new over a period of time it will generate and the random failure will be constant throughout the period. And mostly some process industries they try to go for pattern E because right from the beginning to the end they are trying to have only random condition probability a constant random failure.

[00:10:24]And most of the other people who cannot invest for the invest at the beginning of it they will try to have infant mortality and over a period of time they gain their experience and then they make it conditional probability constant. So this graph can be used for selecting mitigations and also these graphs can be used for getting reliability. These graphs can be used this pattern can be applied anywhere as we think and then we'll be able to excel in our uh performance.

[00:10:59]And next uh okay this is a graph we call it as for random failures we call that in RCM we never say that a system is an equipment is fail to function the meaning is suppose I have a pump and then the pump is expected to give 1,000 lit that the capacity design capacity and the user wanted to deliver like 800 L and now uh in a common platform when the pump failed to pump say there is a zero liter coming out they will say pump is failed.

[00:11:40]It is a general term when we say pump is failed it is not developing any flow or pressure but in our RCM process the user expected 100 When we call that as a fail. Yeah. Okay. Is it clear now?

[00:12:09]>> Yeah. Yeah. Yeah. It's clear. It's clear sir. Clear. Yeah. We can clear.

[00:12:13]>> Okay. You see something? My internet connector is unstable. Okay. H >> so we we have a potential function and then there will be lot of potential function happening before our function fail because they are all we call it as warning or symptoms before it fails fails means function failure it is not the asset failure total failure don't think in RCM terminology when I say failure it is deviating from normal operations pump is fail means in the normal practice it is it is unusable they are not talking about that failure. If it is deviating from 800 lit to 799, my first potential function started. Now operate operating context or the user says my flow can deviate from 800 to 750. So within this 50 lit I will be having a fluctuation. There will be lot of potential functions and the moment it reaches 749 my function fail. So within this 50 lit this is called a limit or a tolerance whatever you can call it is a desirable function period for us. Within that period we have a expectation and within that period there will be lot of potential functions and if you are able to pick up the warning and signs and you will be able to perform what could be the condition monitoring task for that provided you know how fast it is going to fail. Suppose I caugh a potential failure now and if I'm sure it is going to fail after 6 months I can definitely perform a condition monitoring task and I know how to compute the interval. Here we are telling it is a PF interval. So first potential failure to function failure. The time taken for this period is called PF interval and in general we just try to take half of this for any condition monitoring task provided if you are very clear about this uh PF curve. If you are if you are confirm that for any random uh defects if you know what is the PF interval then we'll be able to give you the frequency for condition monitoring task. If you do not know then condition monitoring task however it is technically doing but it cannot be considered as a worth doing topic.

[00:14:26]So as I said it is J 101 section.

[00:14:31]It is the RCM basic famous seven questions and many people think that RCM is only just this seven questions and they think that RCM is a simple thing we can apply it but it is not true. Before you start asking these seven questions, you should try to elevate your company or the industry or the organization that is it capable to accommodate these seven questions. In the sense if you are not having required culture, if you are not having already in a platform where you are motivating your operations towards a good expectation, benchmark expectation, then you will be able to ask these seven questions. If you are not in that platform and these seven questions will not give you wonders or it will not make you you know beneficial. So some people think many people think RCM is only seven questions but before the seven questions you should make sure that you are eligible to apply this RCM process for your organization and after these seven questions are you going to continue this are you going to change if you are not going to change after answering all these seven questions you are going to sail in the same boat you know there is no improvement even after applying RCM people say RCM is not going to help me because you are not going to change the culture even before applying the RCM seven questions and after answering the seven question. So let's see what are the major seven questions.

[00:16:00]The first question if you answer that is going to give you the function of the asset and it includes performance standard and of course what is the operating context. What are the functions and desired standards of performance of the asset in it present operating context. If you answer this question, you will get the function under the operating context under the performance standard. Why at all the asset is there in my boundary. Why at all I have an asset in front of me. If you answer that that will become the function for that. Why at all you have this asset in the organization. What is the need of this asset? That can be the function and that function can be like you know we will see there are some different categories of putting that function. The second question in what way the function will fail or in what way does it fail to fulfill the function when we use fulfill because it is a user requirement and there are methods to define how to define function failure. See one function failure can be a total failure. We will see how to in the next slide maybe. Yes. And what causes each function failure? What causes each is functional failure? It is the failure mode. Which one? Which one triggers the function failure? There will be many. You have to what do you say? You have to list down all that failure modes and then what happens when each failure occurs.

[00:17:31]We should know what happens immediately to the asset and then you can think about what will happen to the system. In what way does each failure matter? The first one you can think about the equipment. How what happens when each failure occurs. Is it giving some evidence? Is it not giving evidence? And what ways does each failure matter? You have to see where we are leading for the failure scenario. What ways? So there are there are many ways but we will try to give you a guideline that in five lines you have to try to pick up the scenarios. Now what can be done to predict or prevent each failures?

[00:18:12]It is only to prevent or predict either uh conditional monitoring management or preventive management.

[00:18:23]Then what should be done if suitable proactive tasks cannot be formed. We have some limitations with our you know execution methods and we are unable to find out the suitable task and RCM will ask you later slides we will see they it will ask you two questions whether it is technically feasible or it is worth doing it honestly we have to say yes or no for this and then we try to look for the task we are not supposed to compromise anywhere in our you know question answering session or decision- making process there is no compromise what we get and all the team members if they come into an agreement yes that That is a philosophy, that is a task and that is a frequency we have to attempt and before writing all that we should be in a position to write operating context. Operating context is an exercise that we should not copy it from operation books.

[00:19:11]Any industry if you go there will be an operational philosophy. We are not going to copy it from the operating context.

[00:19:16]This operating context having understood the function and the asset performance uh the team members should try to write down this operating context. So that anybody reading this operating context should be able to understand in brief what is the operations like batch process or like duty standby is configured and how the spares are going to be arranged is it spare in the warehouse. So lot of details which is really required to do the RCM analysis we should put it in a paragraph wise in an operating context. We don't have to put all the tag numbers. No, we have to put duty standby, two into 100% or three into you know 50%, two duty and one standby. So like that you know we have to put and if there is any safety hazard informations then we can put it in that.

[00:20:06]It is a brief very brief operating context not a copy paste from your operational books. We have to develop and then it is only for the understanding of the RCM team and the RCM facilitator will try to guide the boundary of the operating context.

[00:20:24]Basically functions when I say there are two types of functions primary function and secondary functions. Primary function function is at first point of time what you get in your mind what why at all I have asset what is the why it is required that answer is your primary function but that that asset may also have different functions like it will try to uh give a protection or that asset will try to control the main function those things we will not consider as a primary function for a pump we will always say it is to pump the process fluid or it is to feed the process. That is the basic understanding that is primary functions. And we are not supposed to have two or three primary functions. We should have only one primary function. If you are dou having a doubt and you are not able to split the function statement as one. Still you have to make yourself uh in a position to make one primary function. That should be only one primary function.

[00:21:26]Other functions you should try to distribute within the secondary functions. You can have and one more function make it as one function. So primary function there should be only one function.

[00:21:41]So the first question when you ask and then if you answer that will give you the function that will give you the performance standard and that will also give you the operating context understanding.

[00:21:58]So yeah we have one standard practice of writing this function. This is the second one.

[00:22:17]Yeah, this is the second one.

[00:22:20]The function should start always with the verb to pump, to feed.

[00:22:28]So, it should be always start with the verb. When you start practicing it, we will find that this statement like to may not be applicable. So we will try to slightly modify as to be able to or sometime capable of doing or to be able to perform. So we will find a beautiful way of you know putting the functions and its performance standards.

[00:22:53]Performance standards are basically you know if you know the flow of a pump yes I can put the flow if you expect that that see for example today I am just defining that my pump should give me 800 lit after 2 years my pe for fellow people will come and say no I wanted to have 810 so now in one of your sheet if you have mentioned 800 lit then after two years if it is going to be changed I call this as a dynamic parameter so if you see some values and if you assume that they are going to be dynamic don't use this uh values you just say it to the desirable value to the desirable set value performance standards you can keep it within the function frame or you can also keep it sideby or below the function statement you can save the performance standards and the values you can put but whenever the values change the problem is you have to again revisit the RCM worksheet and then again everywhere you we have to change the value. So when we make the RCM analysis, we should keep that in our mind that not to put the values you know we are not going to populate that value.

[00:24:02]This is not going to be the maintenance reference for you. It is a reference for making strategy people who understand nobody is going to read this manual this RCM sheet other than you know maintenance people. So when when a person from maintenance when he reads he's going to understand. So we don't need to put the values there. The values you can have in an auction and then you know beautifully you can change it. When you change this value you can change your parameter also outside the RCM boundary.

[00:24:36]Usually need a different failure management policy. Okay. A pump moving corrosive fluids will usually need a different Okay. See this is the same same thing I have told you. A pump which is used in a different places.

[00:24:50]One person is using for a clean liquid and another person is using for a slurry fluid which is within the design limits but each pump is having the same components but the the philosophy of maintenance is going to change. So when we write the performance standard and the function we have to be careful.

[00:25:13]It's just to say how the functions are going primary and secondary. In secondary we are having uh many functions and those many functions we like to see in an order. It is it is a root escape. So we are not going to escape from applying this rule. What is it means is escape.

[00:25:38]Yeah escape is environmental any function which is real to environmental we should try to write as a first secondary function. Any function you know attached with safety structural superfluous superfluous you just leave it it is coming at the last safety and structural is the second primary function we should try to attach that one anything connected with control confinement and comfort and the other one is appearance and then the protection and then efficiency economy then the superfluous environmental functions I don't need to explain much safety and structural I think I don't need to control containment comfort Comfort for comfort I can say if you are having an operating you know operator's room just for his comfort we are giving him a AC there is a ground mix so anything related to that we can try to pull in that comfort appearance by appearance many things are different but they are they will serve a purpose example if you if you look for an automo car if you look at every every car in front of the car you are having a radiator but in Before the radiator you are having a grill. This grill is not same for all the automobile cars. You know Toyota is having different, your Kia is having different, your Lexus is having different. If you see these grills are different but appearance they are different but they are all doing one you know uh purpose. It is giving an inlet velocity for the air when the car is moving. So though the appearance is different but they are giving a design parameter. So we that is there we have to pull that as a appearance function and then protection tripping safeguarding efficiency economy you know what is the performance you have to calculate superfluous is for an existing plant sometime you know they would have done a modification and that is not appearing in your P and then you make a maintenance strategy reality when you go there you may not find it so if there is a function like superfluous function we will be able to take it and analyze it and leave the mitigation uh strategy and for the client to either accept it or leave it.

[00:27:54]It is an example and there was one example here. Sorry, I'm going back. It is a primary function example. Summarize why the asset was accured in the first place. This is what I told you why all it is required for us. And this is the sample statement to supply combustion air between this is performance standard 390 to 290 to reformer burners by drafting atmospheric air. And similarly when you go for secondary functions we are saying to supply oil at a pressure of not less than filter oil from suspended particle size more than 5 micron and cool oil to less.

[00:28:42]It is also giving you a kind of you know economy efficiency. It says that five micron and it is related to performance. So it is coming for the secondary function and when we write down secondary functions it is a best practice to follow that escape. First you bring environmental then you bring structural then you bring control containment.

[00:29:08]So that should be in our mind when we are trying to populate the RCM worksheet.

[00:29:14]when I when I when I'm telling you that we are preparing RCM worksheet my mind is there I will be doing only RCM analysis in the Excel sheet and in second question in what ways can it fail to fulfill its function so as I said not at all too little too much there are three classifications function failures can be written I don't have to tell you the numbering system. Now when we go back we will see when there is a format we will see otherwise one function failure. Now I have given you three function failures.

[00:29:53]So function is number one and here function failure is 1.1 1.2 1.3. Now for 1.1 if I get failure mode like 10 failure modes the numbering system will be 1.1.1 up to 10 or whatever. So numbering system is very simple you'll be able to follow when you start practicing it.

[00:30:12]So functional failure when you first you should see there is a total failure and then you should see there is a partial failure. Partial failure can be either too little or too much and that is how we should be able to split function failure and for every function failure we try to look for the event which is going to trigger the function failure and that event we call it as failure mode. So anything triggers function failure is a failure mode and we need to analyze that failure mode for our potential mean optimized mitigations. So this failure mode sometimes some failure mode is evident because evident means it will be known to the operating crew immediately or over a period of time it will be evident and some of the things are not evident it is hidden and most human error goes into we have seen six patterns you know the human error is having a representation in all the six patterns it is not that human error is an alone it's a separate phenomena known this has got representation in all the six patterns of failure. So we have to keep it in mind that human error is always there inside the failure pattern.

[00:31:34]So what causes each function failure that is a failure mode and we need to now pick up RCM failure mode and we need to classify whether it is a evident failure or hidden failure.

[00:31:48]Okay. And you you will be able to make many failure modes but we should have a limit which is a failure mode we should try to select for our RCM analysis and that we call it as credible failure mod and if you are not able to pick up credible failure mode and then our analysis we'll be doing too much analysis and then at the end of the day you will find that you will not having you are not having optimized maintenance strategy. So in the failure mode we have to have a principle that we need to select only credible failure modes. The failure mode the failure mode happened in the past it may happen in the future once in a while it may happen. So credible failure modes we have to take not all that failure mode. For example when you consider failure modes you have to consider the system is under operating condition normal operating condition. What will be the failure mode you will get? You are not supposed to get failure modes during the installation stage. You are not supposed to get the failure modes when it is under maintenance.

[00:32:55]Under normal operating condition, what are all the failure mode possible? So by doing this indirectly we are applying RCA process to select the failure modes.

[00:33:07]Not exactly you are doing RCA on a white sheet. Your mind will follow the same philosophy of selecting failure modes.

[00:33:14]Too much will give you trouble in uh getting an optimized maintenance strategy. Too little on a high level again you will not have an optimized maintenance strategy. So you have to be very careful in selecting failure modes.

[00:33:29]So we would say this credible failure mode you have to pick up for your analysis.

[00:33:39]So failure mode constitutes reasonably probable cause and function failure.

[00:33:44]Failure mode shall be identified at a level of causation to identify an appropriate failure management policy.

[00:33:50]See this failure mode level of causation. See I can say very simply bearing fail bearing failure I can say bearing seizure. People definitely understand when we say bearing failure but for the RCM analysis you know I don't understand that bearing failure yes it's failed but for what how it failed people generally will say bearing failure and I cannot now analyze with the bearing failure if I do it I'm making mistakes so I need to know why that bearing failed is it because of the material defect it is because of the lubricant contamination or degradation or lack of lubrication or no lubrication. So this causation we have to write that is why we have put here level of causation.

[00:34:35]So generally in your RCM sheet in the failure mode column we should not use the word failure.

[00:34:43]We have to find out the cause of that failure. There is no way I cannot avoid writing failure. Yes, you are allowed to write failure but you have to write bearing fail due to lack of lubricant or lubricant degradation. When I say lubricant degradation, it is nothing to it is not having any connection between bearing failure and for the causation lubing lubricant degradation I can analyze as a separate failure mode. So I don't need to attach with the bearing failure. So when we select failure mode we have to be very careful causation should be there otherwise we will not be able to go for a mitigation.

[00:35:27]So failure modes that include happen before. So this is how to select failure mode in general.

[00:35:36]What happens when each failure mode occurs is this is the failure effect.

[00:35:42]Immediately what happens failure mode is evident or not evident. We are having two two branch. Okay, we will see in the next slide.

[00:35:51]Either it is evident to the operating crew or it is hidden. Now we have to write the failure effect which otherwise we call it as a scenario. How the failure mode starts and what are all the stages of this manifestation and where exactly it ends. This is the simple story of that. If you have to you have to visualize and imagine yourself and then put that in the uh failure as a consequences. We try to advise you that everyone will have their own you know way of writing it. So instead of having you know too many you know varieties of pattern we will try to say you write first line, second line, third line, fourth line, fifth line. Right? In the first line we have to say whether this failure mode is evident to the operating crew or not. We'll have to write that that is the first statement we when I read after two years as an audit the external auditor will read the first line and then he will understand whether the first line is giving me evident or hidden and then we have to say what is the adverse effect of that either to the equipment or to the system potential secondary damage is there or not is it loss of protection or what so first we have to say yes this is resulting this much uh failure and there will be a temperature transmitter or there will be a pressure sensor which is going to give me an appropriate alarm in the control room or so. So it is evident. So that way we have to see suppose there is a pressure switch it is not going to do that it becomes hidden. Okay. So we have to first line we have to mention that whether by any way the operating crew is going to get this failure mode evident or hidden and then what is the local effect and what is the system effect is there any potential secondary damage or not and then how you are going to repair it how much time it is going to take. Now when I say there is a potential secondary damage now I need to specify what is the consequence for that. If it is a hidden consequences, I'm going to declare it is a hidden consequences.

[00:38:00]If it is evident, I'm going to say whether it is going to give me safety or environmental consequences or it is going to give me an impact on operational. So it is operational consequences or no operational consequences. So finally when we write the consequences we will try to this four broad categories either hidden consequence, safety environmental consequences, operational consequences, no operational consequences. So when we write this it is better always to write in steps like this so that a person who is going to audit this RCM sheet also will understand and then take the same route how you have analyzed.

[00:38:38]So this is the failure consequences.

[00:38:41]There are four type of consequences.

[00:38:43]Hidden failure, safety, environmental, operational and no operational consequences. Hidden failure is a failure which is not actually known to the operating crew. If that is going to be evident over a period of time then that will come as evident failure and for all evident failure we are having other three consequences. If it is a hidden failure we will be treating that in a separate path.

[00:39:08]So in what ways each failure matter is going to be the four consequences. So all our analysis will end with this four consequences and one you once you make sure that this is the consequence then we will have our decision approach to find out the mitigation.

[00:39:28]It is just an exploit same thing. What is hidden failure and what is safety or environmental consequences and what is operational? What is nonoperational?

[00:39:38]Between operational and nonoperational you can think that operational is going to give you a shutdown or a process will come to your standstill. No operational consequences. Maybe your standby pump or standby equipment will try to back up the system so that you don't have operational effect. And for nonoperational uh consequences when you try to do a mitigation we will have our own methodology to see whether it is technically feasible or it is worth doing it. When we come for a worth doing analysis then naturally there will be a cost impact. We have to do some cost estimation and then you know try to see whether it is going to balance our uh man maintenance uh budget and all then we will have to find it consequence categorization.

[00:40:30]Yeah.

[00:40:34]This is the same thing I have explained now and what should be done to predict or prevent each function failure. So in RCM we are having a route it is called RCM decision diagram. So once you know that uh which route you have to take whether it is a hidden failure route or safety consequences or operational consequences or no operational consequences then we will be able to go through the RCM decision diagram and then uh answer all those questions then we will try to find out if it is an hidden failure. If we are not able to find out a condition monitoring task or a preventive maintenance task then hidden failures we should try to do a task which is called a failure finding task. Let's see when we go to the RCM decision diagram. It is a failure finding task to see whether that asset is in failed state. Okay.

[00:41:23]Failure finding task and the condition monitoring task. They they appear or you know reason almost the same thing.

[00:41:32]Example condition monitoring task. Uh the definition of that is we are trying to do a task to see when this asset will fail or about to fail. It is called the condition monitoring task. That is the aim of the condition monitoring task.

[00:41:53]When this will happen or about to occur.

[00:41:57]With this aim we are performing a task and this is called condition monitoring task.

[00:42:03]In the failure finding task the methodology or the procedure will be the same but the aim is different. We are trying to do a task to see whether it is already failed. A task which is performed to find out whether the asset is already failed in its function. It is failure finding task. If you the task is performed to see when it is the function is going to be failed or about to fail and that task is condition monitoring task. Maybe the condition monitoring task and the failure finding task the procedure may somewhat same but the aim is different and when it comes to safety and environmental when we are not able to find out you know suitable mitigations we have a we have one route either we can go for multiple task or default we can recommend for redesign if this RCM is done prior to feed input the redesign has got a value after You select after commissioning when you are trying to go for a redesign then we have to say it is suggestion given because the selection of equipment is having this risk. We cannot call for redesign. We can only give a suggestion.

[00:43:18]Operating task is a proactive task. Any proactive task we can apply for operations. If nothing is found in the non-operational consequences we can declare it as a run to fail or nowadays we call that as no maintenance.

[00:43:35]criteria for selecting failure management in the RCM we are having a okay all this you know I have explained now in the previous slide itself okay okay the last line you can make sure when we follow an RCM decision and And we follow whatever pattern. First we will try to look for the conditional monitoring task. If it is not then we will look for schedule restoration task.

[00:44:09]If it is not available then we will go for schedule discard task. If none of them is acceptable then we will go for failure finding task. In the hidden consequences route and even for safety environment we will try to go for a multiple tasking or go for redesign.

[00:44:27]operational we will decide to see whether to leave it like run to fail or no schedule maintenance. The moment when I say run to fail people should not get confused that we are allowing the asset to fail completely. No run to failure means we are allowing the function to fail. For the same example we are allowing the pump to fail from 800 lit to 799.

[00:44:52]We are not allowing the pump to give zero flow at all. No, we are allowing the pump to fail function. So when we say run to failure, it means we are allowing its function to fail. So people are having different opinion on run to fail. Recently or last year we have changed that runtofail terminology to no schedule maintenance schedule task. So I hope all of you you know aware about what is a scheduled task and scheduled task should be identified that fit the following criteria. Evident failure mode that has safety or environmental consequences.

[00:45:32]Hidden failure mode where the associated multiple failure as safety or environmental consequences. See any task as per your decision diagram if you take if you are going to schedule it with a overalling aim or with a repairing aim it is called scheduleled restoration task and if you just try to replace the uh component it is scheduled discard. So whatever task you select it comes under these two categories. condition monitoring task. You know, generally the moment I say condition monitoring, people think only vibration analysis.

[00:46:05]But there are many other things in the condition monitoring tools. We will be able to monitor a pump with its performance, compressor with its performance, turbine with its performance, trending this performance and monitoring the performance is also a condition monitoring task. So always don't have a opinion that when the moment we say condition monitoring, it is only vibration sensors and then thermography.

[00:46:28]By by monitoring and trending the performance also we will be able to uh analyze the performance of the asset and that also is going to be a part of our condition based maintenance.

[00:46:41]Okay.

[00:46:43]Categories of task on condition task just what I was explaining now schedule discard and schedule restoration.

[00:46:53]Actually in the decision uh in the decision process first we should look for condition monitoring task and the second we should look for schedule restoration and the third we should look for schedule discard and the fourth one we should look for failure finding if it is a hidden failure and when you get the failure finding task we have some methodology to find out what should be the frequency of doing failure finding task and then what should be the default Okay. Proactive.

[00:47:35]How we we when we should go and call for a redesign task and when we should go and suggest a suitable method for that is when our consequence is safety and environment and we are unable to find out the task. Then the default task would be redesign and we can suggest it.

[00:47:54]If it is in the feed stage, we can go for redesign and if it is the after commissioning then we have to suggest there is a risk involved and we will be able to tell them that this is how it can be eliminated.

[00:48:07]This uh redesign as a maintenance task it cannot be uploaded in our SAP. So we have to be very careful when we make the when we populate the template for CMMS redesign should not enter there as a task. It should be suggested.

[00:48:27]So what are the outcomes?

[00:48:30]We are going to get optimized maintenance strategy with a fine-tuned frequency and we have already assumed we have already uh you know analyzed whether it is technically feasible it is worth doing it and when we say technically feasible we have already come across whether it is applicable or not applicable and we will be giving only a cost effective task for that we are not going to simply say you do this where the cost of doing task is going to be more than the cost of the spare. No, we will not suggest it. So, we have to have a cost effectiveness if nothing is found whether can we go for a run to fail and if you if if we promote some new task for example I don't know how many people are now using thermography now it is slowly taking pace in our optimized strategy. So for adopting thermography the people should be trained for condition monitoring you know you are having some levels. So we we train people to read that. Similarly for a new technology like thermography yes we have to and for electrical motor if you go for current signature analysis yes people should be trained in that level.

[00:49:52]So all that if you do basically you are going to have improvement in knowledge and the organization will be benefited.

[00:50:00]In general if you look the overall pattern it can vary but in general we say that there could be like 33% hidden 25% for predictive 5% for preventive 30% just run to fail 4% redesign. Don't just give this composition you know it has come from some analysis and then it is a approximate representation. It need not be the same figure for everywhere. No it will it will vary.

[00:50:40]These are all the benefits once you do RCM you are going to get it increased availability through elimination of reduction failures. When I say increased availability, don't think the plant is designed for 95% availability during the feed state and that is the availability for your plant.

[00:51:00]By doing optimized maintenance strategy, I can only reach 95. I will not be able to say that I will give you 96%. No way.

[00:51:08]It is a inherent availability. RCM process will give you an optimized strategy to reach your inherent availability and deliver. Of course you will be eliminating lot of unwanted tasks. So there will be an operating cost reduction, maintenance cost reduction. You will definitely have improved safety. You will have definitely the process stability will be there. Otherwise we will say the reliability is uh trying to improve on then the asset life is increased. If you follow this optimized maintenance strategy most of the time we have an opinion you know for infant mortality.

[00:51:46]The moment you do maintenance and then you go for a start we will have a failure. So when a running system is interrupted for a maintenance then we will have a failure which is otherwise you know we we bracket that as infant mortality. So more maintenance you try to carry out and then you are having infant mortality risk.

[00:52:04]Okay. How it works? First you have to go for an aim what you wanted to achieve through RCM. Then what is the system criteria you are trying to select and how you are going to allocate your resource. If you are not having resource how to outsource and all then how you can generate the team building because these team members should come finally to a they should have in one agreement then only these analysis will give you good result. So till they get one agreement and they have to actually discuss and discuss and find out then how best you can do an RCM study then what is the recommended actions you can you know suggest through your study then you can compare the task then how best you can implement it.

[00:52:51]So emphasize your goal. Try to have single point failure definition.

[00:53:03]You should try to go for a very good failure prevention or mitigation analysis.

[00:53:10]Definitely it should give you an increased equilization and what is the safety control you will be able to you know decide upon and if there is a regulatory compliance whether your analysis is taking into that on board for considering environmental issues and once you finish that you know it is going to be a continuous improvement. uh I would not suggest that if you have a if you have a software and then you will be able to do audit and all but when this is performed in an excel sheet I can 100% guarantee that every two years you can do an audit and then you can do a continuous improvement on that so to do RCM we need to have more informations there are a lot of ways to gather informations and every every plant will have a PN ID and you will have operational manuals you will have vendor manuals And you will have their uh history if it is an existing plant. If you want to go RCM then their maintenance history you can download and then see what are all the failure modes occurred and then know how they mitigated it by reading their standard operating procedure or it's a maintenance scrap procedure. You will be able to understand how they are attempting to prevent failure modes.

[00:54:22]There could be like 10 failure modes they are trying to either eliminate or reduce the consequences. We will be by reading all that we will try to gather the failure modes then operating instructions then the design informations mostly if they have done like previous studies like Azab studies or IPF or S analysis whatever they have done all that you know we have to gather before we do the yeah system criteria here only people actually you know have difference of opinion And some people go 8020. Yeah. And some people will try to do criticality analysis and then try to classify C1, C2, C3. And at the end of the criticality analysis that analysis is is used only to go for ABC indicator in our CMs and most of the equipment if you leave it for C3 in the normal operation they are going to fail and people will try to take bad actor analysis. See the analysis you know it is continuous. It is not that continuous improvement happening here because there is a failure happening and then we are trying to find out a different strategy. First we went in for C1 C2 C3. We didn't want to go for RCM and a full boundary to boundary. So we wanted to get a simple method a shortcut C1 C2 C3 we will do RCM only for C1 C2 and C3 we said we'll follow general maintenance that C3 is going to give you trouble. Then you will try to do bad actors and then you are not able to eliminate then you will try to do RCA by the time 15 years of your plant lifetime is finished and this is going to be a vicious circle and every time you will say I'm we are trying to optimize our strategy optimize our strategy the problem is in one go we have not done the RCM analysis for all the assets within the boundary we have considered that will take more time so we said we will do this do this do This and if you see in many organization every year they will be having RCA meeting or bad actor meeting because they have done C1 C2 C3 and they have done RCM only for C1 sometime RCM done for C1 C2 or 8020 they do a para chart and then try to uh take RCM into this route. When we decide RCM, we should try to advise our management that RCM should be done for all the assets in the boundary and C1, C2, C3 is performed only to have a very good understanding of the assets and through RCM also we will be able to give you ABC which can go into your CMMS. The ABC indicators from CM is only used to see when you can close your work order. If it is A, close it 24 hours. If it is B, take for a week. If it is C you schedule it. Okay. So ABC indicator only for that purpose. If you are using criticality analysis and we are somewhere we are deviating in our aim.

[00:57:25]Our aim is to get optimized maintenance strategy and we wanted to do it RCM.

[00:57:29]What is the best way of doing RCM for all the assets within the boundary? RCM should come in the RCM analysis. All the tanks in the boundary should appear.

[00:57:40]Then only your strategy is optimized.

[00:57:44]So that way we should try to convey to our management why we should you know select RCM only for this and most of the time I have seen that C3 will become a major uh will have a major consequences when you do analysis and that will have a mitigation otherwise it will not have in the normal road.

[00:58:04]Okay, for forming the RCM team is very very simple. Those who are involved in the operation, those who are involved in the maintenance and if they are not able to analyze the process, then there could be a subject matter expert for the process and if they are not able to you know conclude this RCM approach then they can have one RCM facilitator.

[00:58:26]So forming the RCM team is like one person should try to lead RCM and he becomes the RCM facilitator and all the engineering discipline subject matter experts and if it is a brand new equipment and none of the people have knowledge then we can invite the OEM representation. So otherwise we can have our own process people. So where we don't have data where we look for data we can bring people as a representation and then we can form a team and one senior person having more good knowledge how to apply RCM how to go for this aim that that person can lead the team and he can become the RCM facilitator.

[00:59:12]Applying RCM process is again it is how you plan it and then how you call your review groups and planning anduling and arranging and how much time it is going to take for analysis. How we have to guide it uh which is a failure mode is going to be you know generate more takar between disciplines that facilitator should be able to control and ask relevant question so that this confusions will not come. So RCM facilitator is the is a person to guide and he he should be capable of asking the right questions and then we will be able to do the RCM analysis applying RCM process planning I don't have to emphasize anything planned is it is half well done so we have to have a planning and mostly this RCM facilitator will do that how much time it is going to take you or complete RCM for a system accordingly he should invite the members and then try to do it if you outsource this outsourcing team will try to generate 90% RCM analysis and in one workshop they will sit and then the ownership will be transferred so the team organization should decide whether to develop the in-house team or get it done from the outsourcing and the outsourcing team when they come they will try to share this knowledge and then the ownership is handed uh the facilitators they have the role they have a very good role that they will decide to what level this RCM analysis should go and how to correctly you know use members and they will not ask you you know like different question they will only ask right questions so that the right answer will come and then that will lead the RCM program if you are not knowing how to ask the right questions then the facility facilitator will have instability. So facilitator should reside which is the right question should be asked and how the RCM process should be carried out and he is the person who is going to lead the RCM analysis process.

[01:01:24]Once we do this RCM analysis, it is better to do an audit after 2 years. We are not going to do the audit to find out whether the failure mode is missed or the audit is always will give you an output. If for example one failure failure mode one mitigation we would have given two years frequency time and some team would have done meticulously this activity 2 years and they would come out with the with the suggestion that it is of no use. Then the frequency can be increased from two years to three years and some people will say we have put one year time but we had a failure happened in 6 months. Now mitigation cannot be varied but the frequency can be fine-tuned.

[01:02:16]Sometime if one failure mode is not analyzed and it has happened and members have missed it or they would have analyzed it and said that not credible that failure mode has happened then after two years that failure mode can taken on board and then analysis can be carried out.

[01:02:37]So audit and after implementation we have to audit and after performing RCM analysis also we should audit.

[01:02:48]So it is a general implementing RCM analysis procedure how we are going to take it stage by stage it's giving you an analysis and then it is going to give you a failure management policies when we are trying to go as per the decision and when we apply it we are going to be benefited and implementation should go with the how to how to plan our activities and how to schedule it planning and scheduling I don't need to explain and how you can follow up your performance analysis for that this is just a fundamental flowchart that how this implementation process will go and this is the default actions if you are uh if you are you know familiar with RCM RCM analysis 2 book or jar 1012 or 1012 you will see a similar uh process diagram as a decision diagram and here if you see will the loss of function caused by this failure mode on its own become evident to the operator. If you say yes then we will go for safety environmental consequences and then we will go for operational consequences. If you say it is not known to the crew then it becomes hidden consequences. Then we will start asking questions. First one will try to give you is there any task condition based task and then if there is no condition based task if there is no schedule restoration or schedule discard for we are going to find out a failure finding task and how to calculate failure finding intervals. We have some methodology but I think that we are not we are not going to cover in this place.

[01:04:49]Again this is a different the same decision logic it can be applied like this. If you see here we are trying to say whether this route is hidden failure and this root is evident failure.

[01:05:00]First we are branching out either it is evident or hidden and then we just come down either it is a safety consequences or operational or nonoperational. If it is a hidden one again we are going to see whether we will ask a question first question whether a suitable condition monitoring task to deduct a potential failure. Always we have to add here whether the task is technically feasible worth doing it. Maybe you will get a task maybe it is technically feasible but it is not worth doing it. If the answer is no then we are not supposed to select it. 50/50 don't go for this task. So these members should decide to ask this question and in agreement they should answer this. If all the members should agree yes there's no no possibility of doing a condition monitoring task. Then you ask the next question to find out whether it is restoration possible or not possible. Then ask another question scheduled discard technically feasible worth doing it. When I say worth doing it you can do some cost effectiveness.

[01:06:04]See generally I will always say that cost of doing the task if it is more than the spare cost then don't do it. It is a first rule you can skip it. Cost of doing the task if the cost of doing task is going to be more than the spare cost don't give that task. It is better to go for run to failure when when it when it run to fail standby pump will come for system backup and do a corrective maintenance and that is going to be an effective task in our decision approach.

[01:06:35]No schedule maintenance is also one of the task when we say no schedule maintenance task don't think that we are just leaving it without any task without any mitigation. No, no schedule maintenance is a task which is a cost effective task based on RCM analysis. So never have an opinion that when we say no schedule we are just leaving it without a task. No, this is another process methodology this also we can do it start from somewhere and establish your criticality levels and try to go.

[01:07:12]So these processes you know you will be able to make an RCM versus FME. Okay.

[01:07:26]FMEA is known as failure mode effect analysis.

[01:07:31]If you were trying to do it on an equipment, we will be trying to see what is the risk it is going to give. And this method is useful during feed stage and that is also called FME failure mode effect analysis. In the RCM also we are calling that worksheet as failure mode effect analysis. So now in the RCM approach the one we are going to make we will be calling it as only worksheet.

[01:07:58]RCM worksheet.

[01:08:00]We will not use the name as failure mode effect analysis. But it is the failure mode effect analysis as per RCM book as per standard. But this FMEA through the RCM approach is not same as a previous FMEA done on an equipment during the feed stage. The FME on an equipment is done on the feed stage is going to give you with the aim of finding the risk.

[01:08:28]But this FMEA in the RCM route we are trying to you know perform it with the aim of strategy development. So this FMEA name looks to be same. So I wanted to put it this way. FMEA equipment is done before feed RCM the failure mode effect analysis is recorded in a worksheet. It is called RCM worksheet.

[01:08:52]So when you see here RCM address not only the function of the asset but the performance standards must maintain as well. If you look at the FMEA we will not put pull inside the performance standards and FMEA is done on an equipment equipment in a warehouse also we will be able to do if an equipment in the system if you do it it becomes RCA but FMEA cannot be the same.

[01:09:21]uh for FMEA when we go for equipment sometime people use that in a higher level very higher level and then the performance standards may not be attached with the equipment. So there are some issues like when you call FMEA it is not going to be the same FMEA the first one is with the aim of finding out the risk the second one with the aim of finding out mitigations.

[01:09:47]Okay, we can see that FMEA fail RCM failure modes are written at a more detailed level addressing the part problem and specific cost. These are all the general you know differences for FMEA on an equipment and FMEA through this good RCM process addresses what should be done if there is not an applicable or effective maintenance task or design.

[01:10:14]FMEA this is not addressed at all.

[01:10:18]FMEA is an engineering tool designed to reduce risk before we shall install the asset. See here. So FMEA is basically when we do it on an equipment our aim is to find out what is the risk uh you know involved in the asset. But when we do RCM we are trying to populate all our analysis in a sheet which is also called the failure mode effect analysis. But this one is just an RCM worksheet and this one is having a aim to to arrive at an optimized maintenance strategy.

[01:10:50]Challenges of RCM.

[01:10:59]Okay.

[01:11:10]RCM is a panaceia for all their maintenance problem. All say believe they do RCM it will resolve all their problem. See as I said in the beginning when you are trying to perform RCM you have to be very careful just applying these seven questions you are not going to get any improvement before you apply the seven questions you should be in a position where you'll be able to get the knowledge transfer after applying this analyzing the seven questions you should be able to in a position to adapt for the change. If these two are missing then this exercise is not going to give you the benefit at all.

[01:11:49]Okay, see here many organization try to implement RCM80s90s.

[01:11:54]These are all the challenges, right?

[01:11:57]One of the challenges nowadays people try to take a shortcut method. The shortcut method is they feel doing RCM is going to take a huge amount of time.

[01:12:06]No, it is not.

[01:12:09]And the cost of doing is going to be more. Again, it is not. the entire EPC value if you take the RCM analysis is going to take somewhere 7 to 12%.

[01:12:20]For the entire EPC before you commission you are going to have more time 2 years you will take for you know insulation commissioning and one year if you give for RCM analysis entire thing will be done in one year you are getting optimized maintenance strategy. people are not able to properly plan it and after that they wanted to perform RCM.

[01:12:41]They say it is a huge time so they wanted to go a shortcut C1 C2 C3 analysis then they they start with that and then they end into trouble. So this vicious circle continues and some people suddenly say let us see the RCM and when you give optimized strategy they will not adopt it. One good example I can tell you in the RAM analysis during RAM analysis during the selection of equipment we declare that one equipment should be duty and the other equipment should be standby and when when when started the operation people they change it they don't consider duty as duty standby as standby they will operate it on a timely basis equally they either 80% duty or 20%.

[01:13:28]the the fundamental you know why at all the standby is actually given for the system they just deviate the standby is given to the system it is 100% standby for the system function it is not 100% spare for the duty and many of the industries for almost all the industries they run the standby every 3 months it is totally wrong then they will not get reliability and they cannot blame RC You fix up duty standby. RCM strategy is developed. Standby is standby. Suppose you are having a 45 years lifetime for boundary. Standby will become sit there as a brand new that is a system standby.

[01:14:12]It is not a equipment standby. But our people think this is not at all operated. Why we should waste an asset?

[01:14:19]So we will try to you know use it. So they apply their mind in between and then the complete strategy is disturbed.

[01:14:27]Always on a reliability platform standby is standby. Rel duty is duty. When duty fails standby will operate maybe for 1 hour or maybe for one day when the duty is come back then the duty should go.

[01:14:40]After 25 years the duty is completely uh not maintainable then buy a new one and then keep it as a duty. This standby will be always standby. So this is the philosophy we are creating in the reliability during RAM analysis before the feed input. After we start operating it, we are operating in a different way.

[01:14:59]We are not supposed to blame the RCM output. This is one of the challenges when we are making the analysis when we sit for our RCM with the team. We have to make sure that is the reason you know in the beginning I said that we have to write an operating context.

[01:15:15]All our analysis is based on the operating context. If you say we are going to operate equal time based operation operating context you just put it and then make the maintenance because you are trying to operate it this way parallelly at the end of 20 year or 15 year both the assets will be down because both of them would have reached the age related issues.

[01:15:37]Well, they are all the challenges.

[01:15:43]What is the various program in the ESTQM?

[01:15:46]When we go for TQM, you know, we will try to coin a different uh statement is prevent prevent maintenance. We are talking about what are all the you know optimized maintenance strategy that we can follow in our preventive maintenance program. When we go for TQM, we will just say that prevent preventive maintenance quality circles and six sigma they're all okay improvement of operations yeah this is what thank youh >> where is that question and answer session >> where is that slide question answer slide is missing >> oh yeah sir I think so it's missing sir yeah so we go ahead for a Question and assertion session is coming.

[01:16:37]>> Yeah. Yeah.

[01:16:38]>> Yeah. Yeah. This is the last lecture.

[01:16:40]Yeah.

[01:16:42]>> I think I have covered it in my time or I have taken more time. I don't know.

[01:16:46]>> No sir. It is covered under the stipulated time sir.

[01:16:49]>> Okay. So any questions we will be able >> question. This is Raja.

[01:16:54]>> Yes.

[01:16:56]You have said standby is standby. Okay sir.

[01:17:00]If I'm having system two pumps are there A and B. A pump is running continuous. A pump having some problem due to unable to function that pump failure happen. So bump I'm approaching the running that time B standby still ideal for one year two year I'm not tolerant okay that time BM also having problem means what I have to do you are saying B is the standby you need to perform the >> see when you are saying standby when you are saying standby my my function statement for that is to be able to protect the a pump performance. Okay. Or to be able to protect the system requirement in the event of duty pump failure. That will be the function for the standby.

[01:17:51]All right.

[01:17:54]>> Yeah. Now function failure we have to say the failure mode is standby fail to start on demand. That's what you are now telling me.

[01:18:03]>> Yes sir. When we take that failure mode and when we analyze this failure effect we will be in operational consequences and the fail to function on demand or fail to start that becomes the hidden failure. It is not known to the people and then we will be having a mitigation task called failure finding task and for this example this will become a health check of the standby pump. So periodically we have to switch on and switch off and then note down the parameters performance of the standby and have a condition maintained. It is called health check.

[01:18:41]You would have probably seen in all your fire and you know department every day they come they have a call they take the fire station and then they will pump water and then they will see the health condition and stop it.

[01:18:54]Similarly, we will be doing a health check for the standby every 3 months that we will try to see from our failure finding frequency analysis. Then there is a health check done. In the health check, we are going to have a maintenance craft procedure. In the procedure, we have to write auto kick in standby done or not, performed or not.

[01:19:16]Then for this, you require operator support and he is the guy who has to do auto kick in is there or not? He has to say yes or no. Yes, it kicked in. Now the maintenance people should run the pump for maybe 20 minutes or 30 minutes.

[01:19:29]If the pump vibration to be recorded, okay, you record it. If you want to understand the performance monitoring, read the values and do the studies. And then you confirm that oil is okay or not. Okay. You see the filter DPD is functioning or not. All that you have to put in your maintenance crap procedure and every 3 months a work order will come to see whether the standby pump is in health condition or not. So now if you make sure that the standby pump is there when the duty pump fails your system will be protected by the standby pump. So this is the optimized strategy for the standby pump.

[01:20:07]>> Yeah. The next question. Yeah. Next question from the panel. Please tell your name and answer the ask the question.

[01:20:15]>> Uh sir Han here sir. Uh actually I have this I mean in continuation to the same question. uh till now we have the similar opinion what my friend has asked like you know we'll be running the pump for say 3 months pump A and 3 months pump B so that you know we'll be monitoring the health of the machine so yeah I'm completely buying your idea sir uh on the other side you know what would be the disadvantages or you know negative effects if we operate in three months A and three months B just like to know sir >> see the the in the first place you are having a standby is based on the RAM analysis.

[01:20:53]>> Otherwise you will be having only one pump as per the design.

[01:20:58]>> The RAM analysis says that the system becoming unreliable and if you do not have one more pump to make the system reliable a new pump is introduced as a standby pump. It is not a 100% spare for your duty. This is a 100% spare for this system reliability.

[01:21:18]It is something like having a fifth tire in your car. It is a Stephanie tire.

[01:21:24]When we change the tires, we are not supposed to change only four tires or keep the one of the best, you know, driven tire as the spare tire. No, when we change the tire, all the five tires we have to change because we are looking for the reliability of our family safety while driving from point A to point B.

[01:21:45]So most of the people in a car they only change four tires. It is wrong. There is no reliability concept. Similarly in the industry we have given as per the RAM analysis a standby pump is given. And in the operation people think this way I have a two pump why not I switch over?

[01:22:03]That idea should not come on a reliability platform. The moment we allow the moment we yield we are not having reliability as our goal.

[01:22:14]So people 100% in everywhere people make this mistake they get standby and the operations they feel they are given an advantage of operating either this or that. No the second pump is a standby pump is only for standby for a reliable system. It is not 100% spare for duty and most of the places I have seen when the duty fails they will try to pick up some spare parts from the standby and then put it online duty that is also wrong.

[01:22:48]That is why I said if you are not able to adapt for the change then the benefits of RCM is not there.

[01:22:55]>> Yes sir. uh most probably I think every operating personal may be doing this one maybe because they they were not trained properly.

[01:23:04]>> Yes, of course. That is why I said before you start asking the seven questions you should be elevated in your culture to receive this otherwise this RCM you know may not be useful for you.

[01:23:16]>> True sir agree with you sir. Yeah sir.

[01:23:19]Another question from the panel.

[01:23:26]Yeah. Is there any other question?

[01:23:31]Yeah. Shall we close the session now? Uh if you have any questions, you can drop me the mail over mission monitoring systems at thegmail.com. Uh thank you all. Thanks for joining this session and uh I want to thank Mr. Edin Brony. Uh so we made all the efforts to complete this session on a stipulated time. Uh so thank you for your time and patience to stay with you. Uh stay with us. Uh thank you sir. Thank you. Thanks from the mission monitoring team.

[01:23:54]>> You're all welcome. Welcome. All the best. All the best.

[01:23:56]>> Thank you, sir.

[01:23:58]>> Yeah. Thank you, sir.

[01:23:58]>> Thank you so much, sir. Uh the session is so informative.

[01:24:04]>> Thank you, sir.

[01:24:06]>> Yeah. Thank you, sir. You can leave us.

[01:24:08]>> Thank you.

[01:24:08]>> Yeah. Thank you, sir.

[01:24:10]Yeah. Thank you. Bye. Thank you, sir.

[01:24:13]Okay. Okay. Thank you.

[01:24:16]>> Thank you. Thank you, sir.