Who knows what "RBM" means?

RBM is a strategic plan for improving the productivity of a company by integrating Preventive Maintenance (PM: based on time intervals), Predictive Maintenance (PDM: based on equipment condition), and Proactive Maintenance (PAM: based on Root Cause Analysis) to modify and optimize a company's past equipment troubleshooting through an integrated and balanced approach. Predictive maintenance is the backbone of this balanced system, with tools to monitor the condition of the equipment. The information obtained from condition monitoring can be used to optimize the assignment and frequency of preventive maintenance tasks, as well as to select specific targets for the use of proactive maintenance and root cause analysis. Standard RBM equipment can significantly modify the trend of the "bathtub curve" and change the occurrence of equipment failures in an organization. By setting acceptance criteria for the supply of new and reconditioned equipment, the number of start-up failures, or "deaths at birth", can be greatly reduced. Numerous corporate studies have shown that the incidence of equipment problems due to supplier equipment or parts is very high and can be eliminated by establishing higher acceptance criteria. This is an easy, no-cost measure that companies can implement immediately. Random failures of equipment during normal service can also be reduced by using condition monitoring to improve equipment reliability and by optimizing preventive maintenance to eliminate unnecessary and disruptive maintenance activities. Predictive maintenance condition monitoring determines the implementation of proactive maintenance and root cause analysis, thus extending the service life of the equipment. A preventive maintenance (PM) system is required for a comprehensive approach to RBM integrated systems. In such PM programs, implementation is best accomplished through the use of dedicated PM modules, which are available under the Computerized Maintenance Management System (CMMS) software package. For management in many organizations, there is resistance to implementing predictive maintenance techniques, even if they are already using the CMMS software package and associated preventive maintenance model. The CMMS requires a relatively large investment in hardware and software to cope with the large amount of basic documentation, customized special versions, and a large amount of manpower to collect and enter the relevant data. In the case of PM alone, a large number of people are required to collect mechanical data, develop task steps and SOPs, and determine the frequency of task execution. Management is unlikely to be willing to make the upfront investment without being attracted by the prospect of overall productivity and efficiency gains. But even if the prospect of predictive maintenance is attractive, there may be unexpected resistance to budgeting and investing in labor. The reason for this is the inertia of the times, i.e., preventive maintenance was developed earlier than predictive maintenance, is more practicable than predictive maintenance at present, and is not easily changed. Other possible explanations include the fact that a CMMS is usually done from the top down as an upper level management system, which includes many non-maintenance things such as purchasing, costing, and inventory management. The major popular business management software packages contain CMMS modules, but are still primarily business-oriented. Often, non-maintenance departments, such as accounting, are funded to utilize the system before maintenance is given access to the CMMS module. In many cases, the intrinsic reason for integrating the maintenance department into the system through the CMMS is not to optimize maintenance, but to control the additional overhead and track maintenance costs. The initial implementation of preventive maintenance resulted in increased manpower requirements due to additional maintenance procedures and PM operations. Using the condition monitoring capabilities of predictive maintenance can optimize the PM process, eliminate over-maintenance, and reduce the number of periodic parts replacements. Predictive Maintenance can significantly reduce the number of preventive maintenance requirements by up to 50%, while reducing parts inventory and usage. It is important to note that savings can only be maximized if the PDM software system can integrate and communicate with the CMMS. RBM Program Goals What are we trying to achieve with our efforts and what are the goals of RBM? There are many rewards to be gained through RBM, the main ones being: * Improvement of corporate production capacity and avoidance of unnecessary downtime * Aggregation of equipment reliability information into a corporate equipment overview * Extension of equipment life by identifying and eliminating the root causes of failures * Development of a team with combined production and maintenance capabilities * Enhancement of the cooperation between maintenance, production, and infrastructure teams to maximize corporate production capacity * Provision of reliable equipment information to assist with major corporate events and activities Provide reliable equipment information to support major corporate decisions * Establish a communication mechanism to avoid recurrence of failures * Systematically rationalize the configuration of various maintenance methods * Continuously strengthen management support for RBM In summary, the goals are to control the condition of the equipment, significantly reduce maintenance costs, increase productivity, improve product quality, and thus increase the profitability of the company. We have introduced the basic principles and tools of RBM, but how to implement predictive maintenance? Follow steps similar to those described below. RBM Team Selection The selection of RBM teams or groups is a critical first step, and the two core functions of the RBM program are performed by these groups. The Maintenance Planning Team is responsible for all standard maintenance planning functions and has been in existence for a long time in many companies, usually for preventive maintenance. The focus is on work order generation and overall tracking of the maintenance program. Maintenance must not be localized, but rather have a holistic view and work with all departments involved in production. The Reliability Improvement Group focuses on the implementation of predictive maintenance techniques and case record management, as well as the introduction of new technologies as technical and financial resources allow, and the move to proactive maintenance as programs mature. In the beginning, the functions of these two core groups may be performed by a single team or even a single person; as the program matures and grows, two distinct groups will emerge. The key is to identify the importance of the core functions of each group. Mastery of a particular RBM technology is important in the early stages of a program. When selecting personnel for the Reliability Improvement Group, the organization must take into account the technical considerations listed above. Having the ability to implement RBM in-house is ideal. However, many enterprises often lack the technical staff with the relevant training, and it is not possible to hire specialized RBM experts, nor is it practical to invest a large amount of training costs at one time. Therefore, partnering with a technically competent service provider is the way to go. In many cases, maintenance managers select as RBM technician candidates talented and experienced or promising mechanics, installers, or technicians who are capable and motivated, but are not being fully utilized in their current position. It is also the case that a new technical position needs to be added based on the requirements of the system or process, but the current position does not have sufficient workload. Adding the RBM task as a second responsibility can satisfy the workload of the position. Once the selection process has been completed, the personnel are trained by the service provider to perform routine route data collection and analyze the data. When the knowledge and experience has grown to a certain level, the entire program can be completed in-house. In this way, choosing the right service provider ensures initial success, training of internal staff, and the goal of the partnership is to have the entire process completed in-house. The next step is to analyze the needs of the company. The next step is to analyze the company's needs. By studying the production and maintenance processes, the company's equipment can be categorized as critical, essential, auxiliary, and unimportant. Through this analysis, the most appropriate RBM technology to be utilized is selected based on the level of criticality. It is critical to the success of an RBM program that critical equipment and critical processes be controlled first. Doing so ensures maximum success from the outset, gives you the confidence and support of management and other departments, and gives you the "capital" to expand to additional equipment. The selection of RBM technology The RBM implementation process follows a needs analysis of the organization, followed closely by the selection of predictive maintenance technology. For many years, the primary tool for predictive maintenance has been vibration analysis. For the time being, vibration analysis is still the basis for most predictive maintenance programs. However, the technology has evolved to cover a very wide range of areas, integrating many advanced techniques, including: * On-line vibration analysis * Oil and wear particle analysis * Infrared thermography * Precision alignment and balancing * Motor stator analysis * Motor current analysis * Ultrasound The choice of technique depends on the criticality of the equipment, as already stated. Condition monitoring of mechanical equipment can detect, diagnose, identify, root cause analyze, and ultimately correct equipment problems. The entire process must be fast, economical, and efficient. The right combination of field and office work is key and will give greater support to condition monitoring of critical equipment. PDM programs always start with one technology that is best suited for monitoring critical equipment, but ultimately other technologies are implemented and integrated to support equipment condition monitoring across the enterprise, and the implementation of an integrated RBM program is far more valuable than a simple stacking of individual technologies. The ROI (return on investment) of a single RBM technology is greatly enhanced by the use of multiple technologies. Creating RBM Documentation Documentation is a critical step in the successful implementation of an entire program. After your initial success, remember that the key to the future growth of your RBM program is "documentation". You must document the results you have achieved and the losses you have recovered to demonstrate the effectiveness of your RBM program. The typical RBM program goes through three phases of development, and the documentation process changes as well. When the program is first established, the accomplishments are usually simple, individual case studies. This is documented in order to gain recognition and build confidence from management and other departments. These achievements should normally be presented in a trophy style with relevant introductory text and avoided losses. During the Expansion Phase, with the introduction of Proactive Maintenance, the focus of performance measurement and documentation shifts from the analysis of individual events to the improvement of the organization as a whole. The key was to reduce failures by anticipating and eliminating the root causes of problems. Documentation focuses on the reduction of downtime, labor savings due to preventive maintenance optimization, elimination of "emergency" work orders, and reduction of employee overtime hours. In a mature RBM program, performance measures and documentation are built into the ongoing, overall growth and improvement of the RBM. Documentation involves overall savings in maintenance costs, increased corporate productivity, improved product quality, and reduced energy consumption. The goal of all this documentation is to make the integration of maintenance and maintenance operations a key component of overall corporate profitability. Previously, maintenance was often viewed as an added expense, a black hole that eats into budgets. These historical perspectives have led to downsizing and cost containment of the maintenance team. As long as this misconception exists, maintenance personnel and maintenance budgets will bear the brunt of any change in the organization, and it will be costly. Show that maintenance can contribute to the profitability of the organization just as much as manufacturing and sales by presenting documentation that proves the performance. Link savings in maintenance costs to productivity and sales to see how they ****together affect the bottom line. When production is tight and product capacity limits sales, emphasize the increase in uptime and productivity that RBM brings. Demonstrate that maintenance success leads to more product in the marketplace without increasing labor and equipment. When sales are limited and there is excess capacity, emphasize that cost savings are directly related to sales margins. Convert maintenance savings into the sales volume needed to make the same profit without increasing production costs and selling expenses. At the same time, the documentation of cost savings can be continued in the following areas: * Uptime/increased productivity * Reduced maintenance costs (labor, spare parts, overtime, etc.) * Reduced PM costs (optimization of parts replacement cycles through condition monitoring) * Reduced energy consumption * Improved product quality * Reduced spare parts inventory * Extended life of equipment as a fixed asset * Improved safety and environmental protection. Savings in all of these areas ultimately combine to reduce the overall maintenance costs of the organization. A previous ASME study showed that the average annual maintenance cost per horsepower of a company's equipment was $27 for after-the-fact maintenance, $20 for preventive maintenance, and $15 for predictive maintenance. Even a conservative estimate of potential savings can run into the millions for a mid-sized organization. Savings of this magnitude can have a positive impact on profitability. Risk Based Maintenance (RBM) is a method of developing maintenance strategies based on risk analysis and evaluation. Risk Based Maintenance is also a maintenance strategy management model based on the risk of handling equipment or components. Risk = Consequence x Probability The so-called consequences are the hazards to health, safety and the environment, the loss of equipment and materials, and the impact on production and service losses. Risk analysis to answer three questions: (1) What is likely to go wrong? That is, the location, description and cause analysis of the failure. (2) How likely is the problem? That is, the probability of the failure occurring. (3) What are the consequences of the fault? That is, the tangible and intangible effects, hazards caused by the fault. Risky maintenance takes the following costs into account when developing a maintenance strategy: (1) Direct costs. (1) Direct costs. These include routine maintenance costs (Cbs), predictive and preventive maintenance costs (CPm), and corrective-corrective maintenance costs (Ccm). (2) Indirect costs (Cindirect). Including organization, management, logistical support costs. (3) Costs of consequences of failures (Criskes). Including health, environment and safety costs, production, service delay costs, equipment, material damage costs and loss of reputation costs. Risk-based maintenance aims to minimize the combination of these costs to determine the maintenance strategy. This is depicted in Figure 1. Currently, risk-based maintenance inspections are applied to static equipment, mainly pipelines, vessels and structural components. The non-destructive testing methods applied are: ① magnetic particle flaw detection; ② ultrasonic test; ③ X-ray test; ④ eddy current test. The main achievements of risk maintenance in inspection are the optimization of inspection methods, the optimization of inspection period, the reduction of inspection cost, and the improvement of inspection reliability and efficiency. Risk maintenance testing is applied to protection instruments, mainly alarm devices, error detection instruments and so on. The main faults to be detected are determined according to the actual needs. The testing method is functional testing, which results in optimization of the testing cycle, cost reduction, and improvement of reliability and efficiency. Risk-based maintenance tests are applied to motion equipment, mainly rotating equipment, process instruments, generators, motors, etc. The obvious symptoms that can be detected are vibration, noise, and other problems. The obvious symptoms that can be detected are vibration, wear and tear, dripping and leaking, and so on. The main inspection methods are RCM (Reliability Centered Maintenance) analysis, risk analysis, and cost-benefit analysis. The main results are potential risk ranking and maintenance benefit level analysis, and maintenance program optimization. The main flow of risk maintenance is shown in Figure 2. Fig. 2 Main flow of risk maintenance Role of risk maintenance (1) Each equipment can identify its risk priority. (2) Reduces process and demand conservatism. (3) Aligns maintenance and risk reduction objectives. (4) Reduces equipment life cycle costs: fewer equipment accidents and failures, fewer unnecessary inspections. In another way, risky maintenance actually extends the life cycle of the equipment, as shown in Figure 3. Figure 3: Impact of Risk Based Maintenance on Equipment Life Cycle Norway, the UK and the Netherlands have experimented with the Risk Based Inspection (RBI) methodology with remarkable results. The principle is to carry out quantitative risk assessments and operational hazard studies on safety critical components. In addition to safety-critical components, attention is also paid to components whose failure affects availability or causes loss of downtime. Since these "problem" components are in the minority and the majority of them have only a low hazard level, the RBI methodology starts with determining the hazard level of the system and the components, then analyzing the actual condition of the equipment in relation to the historical records, and finally optimizing the inspection and maintenance strategy. Figure 4 illustrates the logical process of optimizing the frequency of risky inspections. Based on the concepts and theories of the RCM, the following should be implemented in maintenance work: 1. Planned pre-maintenance becomes targeted maintenance The most economical maintenance is carried out at the right time and with the judgment of reliability theory. In fact, the maintenance is the most targeted, accurate, the most economical way of symptomatic repair, and even "equipment" should be treated differently, some of the equipment should be eliminated should be "spelled" it to make full use of its technical life. 2. Preventive maintenance to increase visual maintenance according to the diagnosis of fault decision-making when to repair, abandon the timing of maintenance, make full use of the potential for failure and functional failure of the time interval is economical and effective; increase the project repair, reduce the overhaul, or even cancel the overhaul, through the technical and economic theory, the theory of reliability, the cost of the life cycle method, to determine the trade-offs between the project repair and the overhaul; to increase the logic of functional repair, reduce the function of the excess. From the perspective of equipment system, it is necessary to recognize and improve the various lifespans and function utilization of equipment. 3. Adding new contents to the assessment indexes The assessment indexes of equipment management are the embodiment of evaluating and quantifying the quality of enterprise equipment management. In the past, the appraisal mostly emphasized on the material form, such as the equipment integrity rate and so on. But now should pay more attention to the operating efficiency from the assets, with a new indicator system to promote enterprises to continuously improve the utilization rate of equipment. Such issues as increasing the profitability of equipment assets, reducing the proportion of equipment maintenance costs, and converting the assets of idle equipment belong to the issues of further research and implementation. But from the concept of RCM, regardless of the formal pursuit of various indicators, the purpose is to maintain equipment reliability and minimize equipment failure in the operation process. 4. Pay attention to the combination of repair and improvement The combination of repair and improvement is a way advocated in the modern comprehensive equipment management, and from the point of view of RCM, the improvement should be carried out on the basis of functional logic maintenance analysis, and should not be acted arbitrarily for the purpose of pursuing a certain result The improvement in RCM can be divided into two kinds of models, one of which is, the partial renewal takes a shorter time, with a high rate of success and a simple economic evaluation, and it can improve reliability and maintainability, and also can improve reliability and maintenance, and also can improve the reliability and maintenance. First, partial modernization takes less time, has a higher success rate, is easier to evaluate economically, and improves reliability and maintainability while improving other performance. Secondly, improved maintenance is mainly carried out during maintenance for specific failure modes of the equipment, which is technically less difficult and requires less investment. Therefore, the improvement of RCM is mainly aimed at reliability and maintainability, with the purpose of reducing failure losses and maintenance costs. 5. Emphasize the adaptability and effectiveness of the maintenance program Maintenance, as a highly practical work, used to pay more attention to the technicality and operability of the personnel. From the viewpoint of RCM, the formulation of maintenance outline is extremely important, and its scientific nature lies in the participation of the design department and the maintenance department***, the study of its adaptability and validity criteria, and the analysis of the logical decision-making diagram for the definition and detailed compilation, and the implementation of which carries a strong scientific procedure and standardized management to avoid the work of arbitrariness. Steps in implementing RCM The RCM theory has a certain depth and breadth, and when mastering the RCM theory and implementing it, the following questions should be asked first: What are the functions of the equipment and the related performance standards under the current use environment? Under what circumstances does the equipment fail to fulfill its function? What are the causes of failure for each function? What happens when each failure occurs? What is the importance of the failed component? What can be done to prevent each failure? How should the absence of proper preventive work be further analyzed. Although there are still many concepts that need to be updated and infiltrated into the maintenance work, it should be recognized that this work is difficult and complex, because in the mechanism of change, people's inertia has become an obstacle to the resistance to change, in order to change the smooth, update the concept of strengthening the awareness of reform is the first step in the work. Years of equipment management mode formed people heavy material form management, light value form management, in some maintenance aspects of the maintenance itself ignored the scientific. With the further deepening of China's economic reform, the state involved in equipment management and enterprise equipment management organizations have undergone great changes. Some concepts in the update, some of the past that can be done without doing the work, now must be done. We should make some equipment maintenance management work which is suitable for the current situation and effective. We should popularize and promote the RCM theory and method, and gradually change the empirical maintenance into the maintenance combining empirical and scientific quantitative analysis. When we carry out RCM analysis on equipment, we should fully understand the meaning of "maintenance is investment", take the pursuit of the most economical equipment lifetime cost as the purpose, establish the means on the basis of new technology, and take effective and scientific measures to make the total workload of maintenance reduced and the maintenance cost lowered (the maintenance cost of some big enterprises reaches up to more than one hundred million yuan a year), which is a great benefit to the enterprise. This is a great benefit to the enterprise. Although the workload and cost of RCM analysis have increased, it is almost insignificant compared with the benefits that may be generated. EAM based on RCM and EAM based on RBM EAM originated in Europe and the United States, and the cornerstone of its development is RCM, i.e., reliability-centered equipment maintenance and management. Based on the consideration of reliability, European and American enterprises have been vigorously developing the technology of condition-based maintenance, but can condition-based maintenance predict equipment failures in 1~2 years under the current technological conditions? The answer is no. No matter how accurate the algorithm is and how complicated the model is, it is simply not possible to realize it with the current inspection technology. Often, power plant equipment managers achieve a "safe and sound" peace of mind through real-time monitoring, because when the state appears, equipment losses have already occurred! The EAM idea is based on RCM, and it is debatable whether it is necessary to directly introduce EAM characterized by large capital investment in Europe and the United States, and whether it is in line with our management process and the existing system, given the limited capital in our country. The maintenance system and mechanism in China was introduced from Japan by Shougang in the 80's, which is very similar to the management of Japanese electric power industry in terms of both ideology and system. In order to adapt to the EAM of the European and American enterprises, we have to spend a lot of time and energy to carry out enterprise process reengineering, while the actual effect of the enterprise is minimal. On the contrary, Japanese companies have successfully developed RBM (Risk Based Maintenance Management) technology on the basis of the original inspection system through the development and study of RCM technology in Europe and the United States, and have developed their own EAM based on this technology. The core idea of RCM is to formulate an optimal equipment management strategy in response to the failure modes of the equipment and their possible consequences. The core idea of RCM is to formulate the optimal equipment management strategy according to the equipment failure mode and its possible consequences. Condition monitoring (PDM-predictive maintenance, as it is called abroad) is one of the maintenance methods, and it is undoubtedly uneconomical to carry out condition maintenance on all equipment. This is why in any organization there is planned maintenance, condition maintenance and breakdown maintenance. A good EAM system should be able to manage the different maintenance tasks in an organization in one system and track the execution and history of the work. For RCM, the significance of EAM is that it provides the data to support the development of different maintenance methods for different equipment.

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