RCM Specialists Mutual Consultants LTD PDF

Formed in 1991, Mutual Consultants Ltd specialises in the field of asset management.
Our clients are both large and small (including defence, government and multi-nationals) and are from a wide cross-section of industries. We are able to offer very experienced and practised consultants.
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If you would like to print the full brochure for any one of our products then click on the appropriate PDF icon in the table below. This will open a PDF brochure for the selected product which can be printed readily on any printer. Click on an icon Product Reliability-centred Maintenance II Structured Design Scrutiny Reliability-centred Spares Rationalisation and Balancing Bespoke Software Development Computer Simulation Modelling Railway Depot Modelling RCM Desktop Software (RCM2) (SDS) (RCS) (RaB) (BSD) (CSM) (RDM) Overview Brochure PDF
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Your Needs
Working Together
Please click on the links below to find how our products and services dovetail with your requirements:
Our Cost Reduction Solutions Our Culture Change Solutions Our Capital Project Solutions Our Six Sigma/Quality Solutions Our Asset Management Solutions Our Performance Improvement Solutions Our Safety/Environmental Integrity Solutions
Working Together
Mutual Consultants works closely with clients to meet their specific needs please do not hesitate to contact us if your particular requirements are not addressed by the services we offer we may know of other organisations that could help you!
Our Cost Reduction Solutions

For many years, cost reduction has been at the top of the agenda as company directors strive to meet shareholders' expectations. In most companies the "easy" wins have already been achieved and so the focus is either to maintain the current position or to look very closely at each element of the business in order to extract the last remaining opportunities for cost reduction. Our clients regularly use our services to assist with cost reduction in the following areas:
Reliability-centred Maintenance II (RCM2) - If you believe your organisation is carrying out unnecessary maintenance or you are keen to contain future maintenance expenditure then click here. Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project and wish to minimise the costs associated with downstream modifications or poor performance then click here. Reliability-centred Spares (RCS) - If you feel that you have too much money tied up in spare parts, are considering vendor stockholding or if you have a major capital project then click here. Rationalisation and Balancing of Maintenance Schedules (RaB) - If your maintenance department operates inefficiently because it experiences significant peaks and troughs in routine workload then click here. Bespoke Software Development (BSD) - If your cost reduction efforts are being hampered by the absence of a suitable off-the-shelf software package then click here. Computer Simulation Modelling (CSM) - If you wish to identify cost reduction opportunities but are held back by the complex relationships between a large number of variable factors in your production process then click here. RCM Desktop Software If your RCM facilitators are spending too much of their time juggling with flip charts and typing analyses into a computer then give them a break click here.
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Our Culture Change Solutions

Bringing about culture change in an organisation is fraught with difficulties. For many years companies thought that culture change could simply be brought about by sending employees on a training course; this rarely, however, has lasting results. Training is not enough - employees have to learn to change they way they think (which may require training) and then learn to apply these changed thought processes to their day-to-day work, one step at a time. Culture change takes time, and the process may be bumpy. Some people get used to it quickly, and other people take more time. The time taken will depend on the commitment to change and whether this commitment is demonstrated in practice; it will also depend on whether the vision of what the change should look like is clear and if all actions are consistent with this vision. Our clients regularly use our services to assist with culture change in the following areas:
Reliability-centred Maintenance II (RCM2) - If you believe that your organisation is carrying out unnecessary maintenance or is keen to bring about continuous improvement then click here Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project and want to avoid the experiences you have suffered in the past then click here Reliability-centred Spares (RCS) - If you wish to overcome the problems inherent in the traditional methods for determining spares stock levels (typically a mixture of gut feel, manufacturer's recommendations and subjective judgments of service level) or wish to break out of the 'slash and burn' approach to reducing stock levels then click here Bespoke Software Development (BSD) - If your plans for change are being hampered by the absence of a suitable off-the-shelf software package then click here. Computer Simulation Modelling (CSM) - If you wish to identify opportunities for changing the way you operate your plant but are held back by the complex relationships between a large number of variable factors in your production process then click here
Our Capital Project Solutions

All too often, when new equipment is purchased the emphasis is on the initial purchase or procurement costs and the success of the new-build project team is measured according to their ability to deliver the equipment on time and to a price. Once this has been achieved, the equipment is handed over to the ultimate users and maintainers. It is at this stage that the problems of operating costs and performance become apparent. The operations and maintenance managers are then faced with the (often impossible) tasks of increasing equipment reliability and availability whilst containing operating costs. This struggle may remain unresolved throughout the life-cycle of the asset and may even lead to its premature retirement. There is considerable financial incentive for both the supplier and the user to get the design right the first time. Our clients regularly use our services to assist with capital projects in the following areas:
Reliability-centred Maintenance II (RCM2) - If you wish to have optimised maintenance tasks available for your new plant/equipment from day one then click here Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project and want to avoid the experiences you have suffered in the past or if there is considerable financial incentive for both the supplier and the user to get the design right first time then click here Reliability-centred Spares (RCS) - If you wish to overcome the problems inherent in the traditional methods for determining spares stock levels (typically a mixture of gut feel, manufacturer's recommendations and subjective judgments of service level) then click here Rationalisation and Balancing of Maintenance Schedules (RaB) - If you wish to minimise your maintenance related life-cycle costs and avoid significant peaks and troughs in routine maintenance workload then click here Bespoke Software Development (BSD) - If your asset management efforts are being hampered by the absence of a suitable off-the-shelf software package or if you have software packages that are not as flexible as you would wish then click here Computer Simulation Modelling (CSM) - If you wish to "check that the design will work" and hence avoid costly mistakes then click here
Our Six Sigma/Quality Solutions

With high levels of automation, product quality is usually a function of how equipment is maintained and set up rather than a function of the people who operate the equipment. This presents a challenge to the organisation as the equipment is often critical to the business. Highly automated equipment needs a combination of traditional maintenance skills and specialist knowledge. The approach to operating and maintaining highly automated plant is different from traditional plant - attention to detail is very important if you want to maximise the output and product quality from such plant. What is essential is a good working knowledge of the equipment (ie how it works as a whole) and robust procedures. Highly automated equipment produces large volumes of product quickly and efficiently, with minimal intervention. The more complex the equipment, however, the more opportunity there is for failures to occur and (unless the plant has been designed to be particularly fault tolerant) even small failures can have a spectacular impact on output quality, throughput volume and yield. Our clients regularly use our services to assist with quality improvement in the following areas:
Reliability-centred Maintenance II (RCM2) - If you wish to determine optimum maintenance and operating procedures for your plant/equipment in order to ensure product quality and support Six Sigma initiatives then click here Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project or are applying Six Sigma to a major capital project and want to ensure that design weaknesses that might affect product quality are identified before it is too late then click here Reliability-centred Spares (RCS) - If you wish to develop a structured procedure to overcome the problems inherent in the traditional methods for determining spares stock levels (typically a mixture of gut feel, manufacturer's recommendations and subjective judgments of service level) or wish to manage your approach to reducing stock levels then click here Bespoke Software Development (BSD) - If your Six Sigma initiatives or management of product quality are being hampered by the absence of a suitable "off-the-shelf" software package or if you have software packages that are not as flexible as you would wish then click here
Our Asset Management Solutions

Compare what happens when things go wrong in the two worlds of financial and physical asset management. The worst consequences of the irresponsible custodianship of financial assets are that a business may go bankrupt and its custodians end up in prison. However, the worst consequences of the incorrect or irresponsible custodianship of physical assets is that people die (sometimes in very large numbers) or output is compromised (possibly threatening the financial stability of the organisation). Organisations often spend much more energy on the high precision management of their financial assets than on their physical assets. Increasingly, however, there is considerable financial and moral incentive to improve the management of physical assets within an organisation. Our clients regularly use our services to assist with asset management in the following areas:
Reliability-centred Maintenance II (RCM2) - If you wish to adopt the ultimate asset management tool and optimise the routine maintenance carried out on your plant/equipment then click here Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project and want to avoid asset management difficulties in the future then click here Reliability-centred Spares (RCS) - If you wish to overcome the problems inherent in the traditional methods for determining spares stock levels (typically a mixture of gut feel, manufacturer's recommendations and subjective judgments of service level) or wish to break out of the slash and burn approach to reducing stock levels then click here Rationalisation and Balancing of Maintenance Schedules (RaB) - If you wish to minimise your maintenance related life-cycle costs and avoid significant peaks and troughs in routine maintenance workload then click here Bespoke Software Development (BSD) - If your asset management efforts are being hampered by the absence of a suitable "off-the-shelf" software package or if you have software packages that are not as flexible as you would wish then click here Computer Simulation Modelling (CSM) - If you wish to test ideas for changing the asset management on your process and iterate towards the best solution (without resorting to time consuming and costly trial and error) then click here
Our Performance Improvement Solutions

In the words of one client, "We have reached the limit of cost reduction, we now need to focus on performance improvement in order to meet our shareholders expectations for returns. This is a message we hear regularly and, after years of cost reduction programmes, organisations are now investing in both new capital equipment and new approaches in order to improve performance. With high levels of automation, performance improvement is usually a function of how equipment is maintained and set up. This presents a challenge to the organisation as the equipment is often critical to the business - the good news, however, is that there is often much scope for increasing throughput. Highly automated equipment produces large volumes of product quickly and efficiently, with minimal intervention - it can also produce large volumes of scrap quickly and efficiently! The more complex the equipment, the more opportunity there is for failures to occur and (unless the plant has been designed to be particularly fault tolerant) even small failures can have a spectacular impact on output quality, throughput volume and yield. Our clients regularly use our services to assist with performance improvement in the following areas:
Reliability-centred Maintenance II (RCM2) - If your organisation is susceptible to quite small failures that have a profound effect on output or if you wish to increase output and contain maintenance costs without compromising plant safety or the environment then click here Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project and a 'smooth' start up is essential then click here Reliability-centred Spares (RCS) - If you have experienced poor performance as a result of the non-availability of spare parts or are considering vendor stock holding to avoid this problem in the future then click here Rationalisation and Balancing of Maintenance Schedules (RaB) - If your maintenance department experiences significant peaks and troughs in routine maintenance workload which disrupt plant performance then click here Bespoke Software Development (BSD) - If your performance improvement efforts are being hampered by the absence of a suitable "off-the-shelf" software package then click here Computer Simulation Modelling (CSM) - If you wish to identify performance improvement opportunities but are held back by the complex relationships between a large number of variable factors in your production process then click here
Our Safety/Environmental Integrity Solutions

Being a "good" employer or neighbour means that close attention to safety and environmental integrity is obligatory - the problem is that progress in this respect is difficult to monitor and quantify. What is important, therefore, is that you employ robust systems and have credible audit trails so that decisions made today concerning safety and the environment can be revisited in the future in the light of experience. Attention to detail is paramount. This, however, comes with a cost - it essential, therefore, that every pound spent on maintaining and sustaining safety and environmental integrity is spent where it will do the most good. Our clients regularly use our services to assist with improving safety and environmental integrity in the following areas:
Reliability-centred Maintenance II (RCM2) - If your organisation is subject to rising public and legislative demands for safety and environmental integrity or if you wish to increase output/contain maintenance costs without compromising safety or environmental integrity then click here Structured Design Scrutiny (SDS) - If you are undergoing or planning a major capital project and safety and/or environmental integrity is an issue then click here Bespoke Software Development (BSD) - If your safety or environmental integrity is potentially being compromised by the absence of a suitable "off-the-shelf" software package then click here
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A process used to determine what must be done to ensure that any physical asset continues to do what its users want it to do
Overview of Reliability-centred Maintenance II (RCM2)

Definition Reliability-centred Maintenance II (RCM2) is a process used to determine the maintenance requirements of any physical asset in its operating context. The Future Reliability and maintainability is increasingly important in modern manufacturing plant - many world class companies use RCM2 to maximise plant output and optimise costs. Origin RCM was developed to meet the challenges of the civil aircraft industry. In the west, every civilian aircraft has its maintenance requirements determined by RCM before it leaves the drawing board. Timescales RCM2 yields results very quickly; you can complete several RCM2 analyses on new or existing equipment and achieve substantial benefits in less than a year. Application Maintenance people on their own cannot answer the questions posed by RCM2. For this reason "Analysis Groups" are established to apply RCM2. Mutual Consultants' Role Mutual Consultants' role is to impart an understanding of RCM2 to clients and provide support and guidance in its application; our goal is for clients to become competent to apply RCM2 themselves. Benefits Applied correctly, RCM2 yields the following benefits: Safety - greater safety and environmental integrity Performance - improved operating performance Quality - improved quality Cost Effectiveness - greater maintenance cost effectiveness Life Cycle Cost - optimised maintenance workloads Equipment Life - longer useful life Maintenance Data - a comprehensive data base Motivation - Greater motivation & wider "ownership" of maintenance tasks Teamwork - Better teamwork
www.mutualconsultants.co.uk
info@mutualconsultants.co.uk
+44 (0)1788 555000
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Contents
MAINTENANCE HAS CHANGED ............................................ 1 Increased Expectations ......................................... 1 How Equipment Fails ............................................. 2 Advances in Maintenance Techniques................. 3 RELIABILITY-CENTRED MAINTENANCE .............................. 3 Operating Context and Functions......................... 4 Functional Failures ................................................ 5 Failure Modes ......................................................... 5 Failure Effects......................................................... 6 Failure Consequences ........................................... 7 Proactive Tasks ...................................................... 8 Defaults Actions ................................................... 10 APPLYING RCM..................................................................... 11 WHAT RCM ACHIEVES ......................................................... 12 Safety .................................................................... 13 Performance ......................................................... 12 Quality ................................................................... 13 Cost Effectiveness ............................................... 13 Life Cycle Cost ..................................................... 13 Equipment Life ..................................................... 13 Maintenance Data................................................. 13 Motivation ............................................................. 13 Teamwork.............................................................. 13 MUTUAL CONSULTANTS ROLE ......................................... 14 CONCLUSION ........................................................................ 14 For More Information Please Contact.................................. 15
To open a printable version of this RCM brochure, please click
MAINTENANCE HAS CHANGED
The world of equipment maintenance changed dramatically during the second half of the 20th century and it continues to do so today. Several major influences have been responsible for driving these changes: An enormous increase in the the number of physical assets (such as buildings, factories, public and personal transport) that require maintenance Equipment has become extremely complex - for example, it is now rare to find anything that does not contain a computer or some electronics Industries (such as manufacturing and mass transport) now put a much greater emphasis on safety and on operating without damaging the environment We now have a much better understanding of how equipment behaves, from installation to the point at which it fails.
When engineers were forced to respond to this wave of change, it became clear that traditional maintenance methods were no longer adequate - a new approach to equipment maintenance was required. The commercial aviation industry was the first to realise that change was necessary and committed significant resources to developing a solution in the 1960s and 1970s. The results entered the public domain in 1978 under the name "Reliability-centred Maintenance" or "RCM". Increased Expectations Looking back to the 1930s, we can divide up the years since then into three generations. We can then examine the expectations placed on the maintenance function in each of the three generations as follows:
Growing Expectations of the Maintenance Function Historically, maintenance has evolved over three generations. RCM was developed to meet the challenges of the Third Generation
Second Generation Maximum output Lower costs Longer asset life Third Generation Increased automation & complexity Higher availability & reliability Greater cost-effectiveness Greater safety Improved product quality Environmental integrity Regulatory pressures
First Generation Breakdown maintenance
1930
1940
1950
1960
1970
1980
1990
2000
2010
First Generation: prior to the Second World War, equipment was relatively simple and over-designed, so it tended to be reasonably reliable. The failures that did occur didnt matter too much and were
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quick and easy to repair. There was little need for the planned maintenance systems that are commonplace today. Second Generation: the Second World War quickly led to increased demand for many types of manufactured goods and severely limited the supply of skilled labour to industry. In response, factory equipment became more mechanised and more complex. Failures (and their downtime) began to matter more so preventive maintenance systems were developed in an attempt to prevent them - usually these were fixed interval overhauls. Third Generation: the last 30-40 years have seen an enormous increase in demand for manufactured goods and mass transportation. Industry responded with ever more automation and complexity in order to reduce the manpower needed to meet this demand; this in turn greatly increased costs of ownership and maintenance costs. In industry generally, there is now extreme pressure on the maintenance function to deliver maximum performance at minimum cost. How Equipment Fails We can also look back at what was generally understood about the way in which equipment behaved and failed over the same three generations:
A B C D E F
A maintenance re-think is required where automation/complexity is high Age-related failures
Random failures
Traditional planned preventive maintenance targets age-related failures; this maintenance either wastes money or is counter-productive when applied to random failures. The proportion of random failures grows as equipment becomes more automated and complex.
First Generation: it was widely believed that new equipment had a very low probability of failure and that this remained the case for a long period of time. After a certain age, the equipment would "wearout" and, therefore, become more likely to fail. Second Generation: an understanding of the concept of "infant mortality" led to the notion of an initial high probability of failure (which quickly settled down), followed by a long period of low failure probability before wear-out resulted in equipment becoming more likely to fail. Plotting conditional probability of failure against time on a graph produces the classic "bathtub curve".
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Equipment maintenance consisted of nursing the equipment through the "bedding in" phase and then overhauling (or replacing) it before it reached the wear-out phase. Third Generation: in the 1960s and 1970s the civil aviation industry undertook an extensive research project into the ways in which equipment behaves and, in particular, how it fails. This research showed that only 4% of civil aviation equipment failures actually fitted the classic bathtub failure pattern and that there were, in fact, an additional five failure patterns - most failures in the aviation industry conform to the sixth pattern. This new understanding of equipment failure made the civil aviation industry realise that their existing maintenance regime was flawed and even caused failures, some with catastrophic consequences. A new approach to equipment maintenance was essential and subsequently developed. The end result was what we now call Reliability-centred Maintenance - RCM. Advances in Maintenance The maintenance techniques available to engineers have grown in Techniques number and complexity over the three generations: First Generation: the only real option was to leave equipment running and fix it if it failed. Second Generation: the pressure for output fuelled demand for higher equipment availability. This in turn led to the development of the first preventive maintenance systems. Large and cumbersome (by today's standards) computers were introduced into the maintenance function in order to manage these systems. Third Generation: Today there is a vast, and even bewildering, range of highly advanced maintenance techniques available. The problem for maintenance engineers (besides learning what the available techniques are in the first place) is knowing which techniques are appropriate for which equipment and how often to use them. RCM helps with this enormously. The developers of RCM took the unusual view (at the time) that the objective of equipment maintenance should be to keep the equipment doing whatever its users want it to do, rather than to prevent failures for the sake of preventing failures. With this emphasis on preserving what the user wants, Moubray defines RCM as: A process used to determine what must be done to ensure that any physical asset continues to do what its users want it to do in its present operating context.
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It is, therefore, no surprise that determining the operating context and what the user wants the equipment to do is the starting point for the RCM process, which is applied by asking and answering the following seven questions: 1. What are the functions and associated performance standards of the asset in its present operating context? 2. In what ways does it fail to fulfil its functions? 3. What causes each functional failure? 4. What happens when failure occurs? 5. In what way does each failure matter? 6. What can be done to predict or prevent each failure? 7. What should be done if a suitable proactive task cannot be found? Each of these questions is considered in more detail in the following sections. Operating Context and 1. What are the functions and associated performance Functions standards of the asset in its present operating context? Operating Context In order to answer question 1, it is important to have a clear understanding of the operating context of the equipment being studied. This is because the operating context can influence what should be defined as failure and, therefore, whether a maintenance task is worthwhile. For example: consider a small diesel engine used to power trains. This engine could be the only engine in a two-car train or it could be one of eight in a much longer train. These are very different operating contexts which will result in two very different views of what constitutes failure. If a cooling water pump fails, the engine will eventually overheat and its protection will shut it down. On the two-car train this will result in very serious operational consequences because the train will come to a halt mid-journey. On the eight-car train it will result in a loss of 12% of its traction power. The train will continue to its destination with only a minor delay. Any maintenance task for the cooling water pump that is considered in the RCM analysis will be much more likely to be evaluated as worthwhile on the two-car train than on the eight-car train. A similar logic will apply to many of the engines other failure modes, resulting in two quite different maintenance schedules for the very same engine.
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Functions A function is a statement of what the user of the equipment wants it to do and to what standard of performance. A complete set of functions for a piece of equipment represents the objectives of its maintenance schedule. The user will be very happy if the maintenance schedule keeps the equipment performing its functions! The function list is the foundations for the remainder of the RCM analysis and the RCM analysis group will use it to deduce exactly what is meant by failure. From this failed state, the RCM analysis group can list the failure modes that could cause each failed state. A systems primary function is usually obvious, easy to determine and normally states why the system was purchased in the first place. However, most systems are expected to perform other secondary functions which represent the users requirements for environmental and safety integrity, protection, control, economy, appearance, etc. Functional Failures 2. In what ways does it fail to fulfil its functions? A system or piece of equipment is said to have failed if it is unable to perform its intended function(s) to the desired standard of performance. This includes partial failure (as well as complete failure) where the equipment still functions, but not to an acceptable standard (e.g. it may be operating too slowly or producing poor quality). By documenting functional failures, the RCM analysis group defines the failed state (i.e. exactly what is meant by failed and partially failed) for the equipments operating context. The functional failures are the starting point for the RCM analysis group to identify the failure modes that could cause the equipment to be in the failed state. Failure Modes 3. What causes each functional failure? A failure mode is any event which is reasonably likely to cause a functional failure. Any event is not limited to equipment failures caused by wear and tear or deterioration (sudden or slow), but also includes human error, poor procedures and design issues. Reasonably likely (i.e. credible) failure modes fall into the following broad categories: those that have occurred before on the same or similar equipment those that are successfully being prevented by the existing maintenance tasks those that do not fit the first two categories, but which are considered to be real possibilities in the future for the equipments operating context.
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However, any unlikely failure modes that have extremely severe consequences would also be considered. When writing failure modes, it is important to identify the cause of the failure in sufficient detail so that the RCM analysis group can identify appropriate maintenance later in the RCM process (using the RCM maintenance task selection logic). Insufficient detail may well mean that appropriate maintenance tasks are missed, rendering the analysis superficial (and possibly dangerous). On the other hand, if failure modes are identified in too much detail the RCM analysis group could end up wasting time unnecessarily. Failure Effects 4. What happens when the failure occurs? The RCM analysis group needs to have sufficient information so that they can make robust decisions about how to manage each failure mode. In particular, the effects of each failure (i.e. what would happen when the failure occurs if nothing was done to prevent it) are required. This information allows the RCM analysis group to answer the questions posed in the RCM decision logic. The failure effects record the problems (e.g. any undesirable/costly events) that the RCM-derived maintenance schedule is intended to manage (i.e. predict or prevent).
Primary Function Functional Failure Gathering the information
Failure Mode
Failure Effect
Secondary Function Functional Failure
Starting with the functions, RCM documents and tracks in what way the equipment fails, what causes it to fail and what happens when it fails. In this way RCM builds up a complete audit trail which may be used to support a safety case.
Failure Mode
Failure Effect
The failure effects should, therefore, contain the following information: how (if at all) the operating crew or organisation will know that the failure has occurred whether the failure affects safety or the environment and, if so, in what way the effects on equipment operation/output/customer service
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what secondary damage (if any) occurs on other equipment/components as a result of the failure what action must be taken and what spare parts are required in order to repair the failure what contingency action would be taken (if any) by the organisation to manage the failure until the equipment is repaired and returned to service.
The first 4 questions of the RCM process make up the information gathering phase. The answers to these questions document what the equipment or system should do (functions), how it could fail (functional failures), what causes it to fail (failure modes) and what problems result (failure effects) when it does fail. This information becomes an excellent equipment reference which can subsequently be used to support a safety case, act as an audit trail, produce a comprehensive fault-finding guide and be the starting point for determining spare parts provisioning and how to workaround problems that arise when failures occur. Failure Consequences 5. In what way does each failure matter? RCM recognises that maintenance is actually far more about preventing or mitigating the consequences of failure than about preventing the failures themselves. In this way RCM focuses maintenance spend where it will do the most good. Some failures matter a great deal (i.e. they have severe consequences) when they occur and some failures hardly matter at all (i.e. they have insignificant or trivial consequences). It is usually worth putting effort into predicting or preventing highconsequence failures, even if they occur infrequently. On the other hand, failures that matter very little are often tolerated, even if they happen relatively frequently. This can be illustrated by considering a simple maintenance task: listening to a bearing for any signs of rumbling. The onset of any unusual rumbling noise tells us that the bearing has already started to fail and that it must be replaced in the near future (if we wish to avoid the failure occurring). By checking the bearing for unusual noise, we are not doing the task to prevent the bearing failure; we are doing it in order to avoid the consequences of failure (which might be an expensive if, say, the engine is destroyed). RCM, therefore, categorises each failure according to the consequences of failure as follows: Hidden: failures which are not evident to the operating crew because, on their own, they have no direct effects Safety or Environmental: these are evident failures which either affect safety (because they could injure or kill someone) or could lead to a breach of an environmental standard or regulation that applies to the asset
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Operational: these evident failures do not affect safety or the environment, but they do have an adverse effect on production or operations Non-operational: this category includes failures which are evident to the operating crew and which incur only the direct cost of repairing them because they do not affect safety, the environment, production or operations.
Evaluating the Consequences of Failure N Evident to Y Affect safety or N Affect the environment? operators? operations? N Hidden Failures where the loss of function will not become evident under normal circumstances Y Safety or Environmental Consequences where someone could be injured or killed or an environmental standard or regulation breached Y Operational Consequences where there is a direct adverse effect on operations (output, product quality, customer service or increased costs in addition to the cost of repair) Non-operational Consequences which only involve the direct cost of repair
The main focus of RCM is to manage the consequences of failure so each failure mode is categorised according to its consequences of failure
Hidden failures are usually associated with equipment or systems that provide some sort of protection (e.g. a boiler pressure relief valve). Hidden failures on their own do not have any direct consequences but they leave the protected equipment or system without the protection that they should have - in the case of a pressure relief valve failing closed, the boiler may explode if a second failure causes the boiler to over-pressurise. There are many ways in which a failure with Operational consequences can incur costs; these include lost production, increased operating costs, degradation in product quality, poor customer service, etc. Proactive Tasks 6. What can be done to predict or prevent each failure? Once each failure mode has been categorised according to the consequences of failure, a structured decision logic is used to select maintenance tasks. The RCM decision logic first looks to see if it is appropriate to perform a scheduled task to predict when the failure mode is going to occur. If such a task is not appropriate, RCM then considers whether the failure should be prevented by regularly restoring the items original resistance to failure before it fails and if not, whether a scheduled replacement of the item (before it fails) is appropriate.
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Predicting Failure This entails monitoring the equipment in order to identify a detrimental change (i.e. a warning) that indicates that the failure is in the process of happening (early enough so that action can be taken before the failure actually occurs). This is known as Condition-based Maintenance or Condition Monitoring. How often the equipment needs to be monitored is governed by the time it would take from when the warning can be identified to the point at which full failure occurs. This is illustrated in the diagram below: the warning is shown at point P (Potential failure) and the full failure occurs at point F (Functional failure).
On-condition Maintenance... Failure starts to occur (which may or may not be age-related) 100% P = Potential Failure (point where we can find out that it is failing) F = Functional Failure (which may or may not be age-related)
Condition
P P-F Curve
0% Time
F
PF Interval
This maintenance involves checking equipment (at intervals less than the PF interval) to see if it is failing; the equipment is left in service if its performance is satisfactory. Action is taken to reduce, avoid or eliminate the consequences of failure if the potential failure is detected.
The monitoring task should be carried out at an interval which is less than the time between P and F (know as the P-F interval). If it is practical to monitor for point P and the P-F interval is long enough for action to be taken to reduce, avoid or eliminate the consequences of failure then it may be possible to do the condition monitoring task. Preventing Failure If failure cannot be predicted as it begins to occur, then RCM looks to see if it can be prevented from occurring. This would mean performing some sort of intervention before a failure even begins. In the RCM task selection logic, the available choices are: Scheduled Restoration: this is where equipment is overhauled at a fixed interval regardless of its condition at the time Scheduled Discard: this is where a component is removed, discarded and replaced (with a new one) at a fixed interval regardless of its condition at the time.
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Scheduled Restoration & Scheduled Discard Maintenance...
Conditional Probability of Failure
Wear out zone
"LIFE"
Age
Scheduled Restoration & Scheduled Discard task intervals are carried out before the equipment enters the wear-out zone. The task interval is determined by the life.
Scheduled restoration and scheduled discard tasks are carried out before the wear-out zone (i.e. towards the end of life, which is the age at which its conditional probability of failure begins to rise rapidly). Sometimes these tasks are carried out earlier (i.e. the task is carried out more often) if the consequences of failure are very severe. This will increase the frequency of the scheduled task and provides a safety factor. Defaults Actions 7. What should be done if a suitable proactive task cannot be found? The RCM task selection logic ensures that proactive tasks are identified only for those failure modes that need them. When a suitable proactive task cannot be found there still remains the question of what else could be done in order to manage the failure mode.
Determining the Maintenance Requirements On-condition task? Y N Scheduled Restoration task? Y N
RCM is zero-based and uses a decision algorithm to determine the failure management policy for each failure mode. Proactive Maintenance is selected in preference to a Default Action. All the decisions made and their reasons are documented, building up a complete audit trail (which may be used to support a safety case). The Default Actions vary according to the consequences of failure
In addressing this question, RCM takes special note of the consequences of failure. For example, where the consequences are purely economic, RCM permits No Scheduled Maintenance (or RunPage RCM/10 Mutual Consultants Ltd 2009 RCM0901
Proactive Maintenance
Scheduled Discard task? Y N
Default Action
to-Failure) as a valid default action; however, doing nothing is not an option if the failure mode has safety or environmental consequences. The possible default actions are: No Scheduled Maintenance: these failure modes are allowed to happen and are then repaired. RCM permits this default action only when the consequences of failure are economic (i.e. Operational and Non-operational consequences) Failure-Finding: this applies only to failures which have Hidden consequences. The protective device or system is tested at regular intervals to check whether or not it is still working (and is repaired if it is found to have failed)
Redesign: RCM recognises that sometimes maintenance cannot satisfactorily manage a failure mode and that a one-off change may be necessary (to the equipment, the way it is used or to the people who use it). Redesign is compulsory if a proactive task cannot be found for failures modes that have Safety or Environmental consequences whereas redesign is optional for failures modes that have only economic consequences.
APPLYING RCM
It is not possible for one person to answer all the questions that RCM asks. The solution is to bring together a group of people (the RCM analysis group) who have technical knowledge about the equipment, knowledge of its operation (within its current operating context) and a basic understanding of RCM itself (through suitable training). A sound understanding of the RCM process is also required in order to guide the RCM analysis group through the RCM process and achieve consensus in answering the questions. This role is fulfilled by an RCM facilitator.
Applying RCM
No one person can answer all the questions posed by RCM so a group of people (who know the equipment best) is formed to apply RCM. In this way, the black hole in knowledge is minimised.
Specialist
Users
The group carries out the RCM analysis with the support and guidance of a Facilitator who is thoroughly trained in the RCM process. The group members undergo RCM training so that they can understand the process and have their maintenance mindsets changed.
Equipment Supplier Maintenance Function
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RCM analysis group members are drawn from equipment maintainers, operators, possibly manufacturers/suppliers and occasionally specialists. The most important factor is that they know and understand the equipment being analysed using the RCM process. The aim is to reduce the size of the black hole in knowledge (i.e. the black area in the box representing all there is to know about the equipment in the diagram). Inevitably, there will be some gaps in the groups combined knowledge, but at the end of the RCM analysis each group member will usually have acquired useful knowledge about the equipment from other members of the group. Under the guidance of the RCM facilitator, the group follows the RCM process. The outputs of the analysis are: a list of maintenance tasks to be performed by maintenance personnel at specified intervals a list of tasks to be performed by operating personnel at specified intervals a list of redesigns to be considered for implementation.
When the RCM analysis is complete, the output should be audited by whoever has overall responsibility for the equipment or system. This is so they can satisfy themselves that the analysis has been carried out correctly and that it is both sensible and defensible. The final step is to implement the results of the RCM analysis when the audit is complete.
WHAT RCM ACHIEVES
RCM has been applied in a wide range of industries in most countries throughout the world. Correctly applied, RCM produces a maintenance schedule that is optimised for the equipment in its operating context; the aim is to achieve inherent levels of equipment reliability and availability. The RCM derived maintenance and the process itself bring about the following benefits: Performance Improved operating performance due to: an emphasis on the maintenance requirements of critical equipment elements the extension or elimination of overhaul intervals shorter maintenance worklists giving less extensive and costly shutdowns fewer burn in problems after maintenance by eliminating unnecessary maintenance actions the identification of unreliable components
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Safety Greater safety and environmental protection due to: improved maintenance of existing protective devices the systematic review of safety implications of every failure the application of clear strategies for preventing failure modes which can affect safety or infringe upon environmental regulations fewer failures caused by unnecessary maintenance
Quality Improved quality due to: a better understanding of equipment capacity and capability the clarification of equipment set-up specification and requirements the confirmation or redefinition of equipment-operating procedures a clearer definition of maintenance tasks or objectives
Cost Effectiveness Greater maintenance cost effectiveness due to: less unnecessary routine maintenance the prevention or elimination of expensive failures clearer operating policies clearer guidelines for acquiring new maintenance technology
Life Cycle Cost Reduced life cycle costs by optimising the maintenance workloads and providing a clearer view of spares and staffing requirements Equipment Life Longer useful life of expensive items due to an increased use of Oncondition maintenance techniques Maintenance Data A comprehensive maintenance database which: provides a better understanding of the equipment in its operating context leads to more accurate drawings and manuals allows maintenance schedules to be more adaptable to changing circumstances documents the knowledge held by individuals on each piece of equipment
Motivation Greater motivation of individuals, particularly those involved in the review process. This gives improved understanding of the equipment in its operating context and wider ownership of the resulting maintenance schedules Teamwork Better teamwork brought about by the highly-structured group approach to maintenance problem analysis and decision making.
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MUTUAL CONSULTANTS ROLE
Our role is to impart an understanding of RCM to clients and provide support and guidance in its application; our goal is for clients to become competent to apply RCM themselves. This is achieved via a combination of highly-developed training courses, on-site technical support, contract facilitation (if required) and the supply of purpose-written software. The services we offer include: Highly developed RCM training courses (for both analysis group members and facilitators) Contract facilitation (where appropriate) On-site technical support Supply of RCM Desktop software*
*The RCM Desktop software records the information collected and the decisions made during the RCM process. For further information about the software and its availability please click here. If you would like further information click here or if you are interested in attending one of our training courses then please click here.
CONCLUSION
RCM yields results very quickly; most organisations can complete an RCM review on existing equipment and achieve substantial benefits in a matter of months. It is also an ideal approach for determining the maintenance requirements of new equipment of all kinds. When applied correctly, it transforms both the maintenance requirements themselves and the way in which the maintenance function as a whole is perceived.
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For More Information Please Contact
Simon Deakin or Steve Bailey MUTUAL CONSULTANTS LTD Eastlands Court St Peters Road Rugby Warwickshire CV21 3QP Telephone: +44 (0)1788 555000 Fax: Web site: Email: +44 (0)1788 555010 http://www.mutualconsultants.co.uk info@mutualconsultants.co.uk
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Tel: +44 (0)1788 555000 Fax: +44 (0)1788 555010 Email: info@mutualconsultants.co.uk Mutual Consultants Ltd Eastlands Court St Peters Road Rugby Warwickshire CV21 3QP United Kingdom www.mutualconsultants.co.uk
RCM0901
SDS0902
A structured approach for highlighting design weaknesses in all types of plant and equipment before the design leaves the drawing board
Overview of Structured Design Scrutiny (SDS)

Definition Structured Design Scrutiny (SDS) is an approach applied at the design stage for highlighting design weaknesses in all types of plant and equipment. It may be applied at the concept or detaildesign stages to help ensure that design weaknesses are identified before the design "leaves the drawing board". Supplier v User Both the supplier of a piece of equipment and its ultimate user may have legitimately different business objectives - this can cause conflict both during and after the equipment has been supplied. The strength of SDS over traditional methods of design scrutiny lies in its systematic approach which provides easily-understood criteria for identifying deficiencies (which promotes co-makership between supplier and user, rather than 'conflict'). SDS gives the user an intimate knowledge of the asset from day one. Application On their own, the suppliers of the new equipment or plant cannot answer all the questions posed by SDS - neither can the ultimate users and maintainers. "Analysis Groups" are established to apply SDS and hence scrutinise the design before manufacture commences. Approach SDS systematically scrutinises the design of the equipment against several decision criteria, (usually relating to reliability, maintainability and supportability); other criteria may be included in the design scrutiny if required. Mutual Consultants' Role Mutual Consultants' role is to impart an understanding of SDS to clients and provide support and guidance in its application; our goal is for clients to become competent to apply SDS themselves. Benefits Applied correctly, SDS yields the following benefits: Safety and the Environment the systematic review of safety implications of every critical failure Performance - an emphasis on the design of crucial equipment elements and the elimination of design weaknesses which would otherwise be undetected until the equipment is in use Quality - a better understanding of equipment and the clarification of equipment set-up requirements Cost Effectiveness - the prevention/elimination of design weaknesses and reduced lifecycle costs
+44 (0)1788 555000
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Contents
STRUCTURED DESIGN SCRUTINY........................................ 1 WHY SDS? ............................................................................... 1 Life-Cycle Costs ..................................................... 1 Design Margins....................................................... 2 Co-makership ......................................................... 2 The Financial Incentive .......................................... 3 Conflicting Objectives ........................................... 3 WHERE IS A DESIGN SCRUTINY FOCUSED? ...................... 4 Availability .............................................................. 4 Reliability ................................................................ 4 Downtime ................................................................ 5 Other Reasons for a Design Scrutiny................... 6 THE SDS APPROACH ............................................................. 6 Numerical versus a Non-numerical Approach..... 6 Overview ................................................................. 7 THE PEOPLE INVOLVED ........................................................ 9 WHAT SDS ACHIEVES............................................................ 9 Safety .................................................................... 10 Performance ......................................................... 10 Quality ................................................................... 10 Cost Effectiveness ............................................... 10 Teamwork.............................................................. 11 Motivation ............................................................. 11 MUTUAL CONSULTANTS ROLE ......................................... 12 CONCLUSION ........................................................................ 12 For More Information Please Contact: ................................ 13
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STRUCTURED DESIGN SCRUTINY
Structured Design Scrutiny (SDS) is an approach applied at the design stage for highlighting design weaknesses in all types of plant and equipment. It may be applied at the concept or detail-design stages to help ensure that design weaknesses are identified before the design "leaves the drawing board". The process is normally applied when the detailed design is nearing completion but before manufacture commences. Depending on the nature of the equipment SDS may or may not be applied prior to prototype testing; however, it should always be completed before the final product goes into production or before major assembly/construction begins.
WHY SDS?
Traditionally the scrutiny of new designs has been either superficial or detailed to the point of paralysing delivery of the product. The objective of a Structured Design Scrutiny is to assist you to produce a design which meets the users requirements for function (both initially and over an extended period of time), and is cost-effective to buy and operate.
Life-Cycle Costs All too often, when new equipment is purchased the emphasis is on the initial purchase or procurement costs. What is more, the success of the new-build project team is measured in their ability to deliver the equipment on time and to a price. Once this has been achieved, the equipment is handed over to the ultimate users and maintainers. It is at this stage that the problems of operating costs and performance become apparent. The operations and maintenance managers are then faced with the (often impossible) tasks of increasing equipment reliability and availability whilst containing operating costs. This struggle may remain unresolved throughout the life-cycle of the asset and may even lead to its premature retirement.
During the life of the asset, however, maintenance and production managers have limited scope for enhancing machine performance. This is because the level of performance is "inherent" in the design of equipment and, little can be done to improve the situation without major investment; they can only hope to match the performance inherent in the design. What is even worse, this performance may be woefully short of expectations.
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Increasingly, companies are recognising the shortcomings of a "buyto-a-price" policy. As a result, the focus for new investment is no longer limited to the initial purchase price but is expanding to include the whole life-cycle costs of the asset. The ultimate users and maintainers are now becoming involved at the design stage to ensure that the performance requirements are met whilst minimising the total life-cycle costs. The challenge for companies adopting this philosophy lies in finding ways to structure and control this involvement efficiently hence the need for SDS. Design Margins Traditionally, equipment was "over-designed" - i.e., the margin between what the user of the equipment wants it to do and what it can do is comfortably large. Today, such an approach is impractical as a result of the pressures created by designing to a price and the fact that equipment is increasingly operating close to technological limits. Modern equipment rarely has a generous margin of over-design. The net result is a greater risk that the equipment will not perform to expectations, leading to poor reliability and, ultimately, poor availability. Design scrutiny is, therefore, becoming an essential step in the process to ensure that the eventual design is "right first time" i.e., ensuring that there is sufficient margin in the design for it to work from day one and to continue working.
Co-makership Skilled labour is becoming more difficult to recruit and retraining can be an expensive alternative. Hence, some industries are insisting that new equipment be operated and maintained by existing personnel (to avoid unforeseen costs). These demands can
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constrain the designers, particularly where proven modern technologies are ignored in favour of less efficient and more outdated solutions. Much can be gained if the suppliers and designers of equipment and the ultimate users and maintainers are involved in the design process. The process is two-way, i.e. the design team can learn much from the experience of personnel who have worked and maintained existing (often similar) equipment and vice versa. The requirement, therefore, is for a process which draws on the knowledge of the design team (without hindering the process) yet incorporates the inherent practical experience of the eventual users/maintainers. This involves co-makership between the supplier and the user. The Financial Incentive The cost of design changes to an asset escalates rapidly as the design process progresses. A modification may cost tens of pounds to do on the drawing board (or CAD screen), thousands of pounds to change during the development stage, tens of thousands of pounds to change on the production line and hundreds of thousands (or even millions) of pounds to change once the equipment is in use.
At best, shortcomings in the design will cost both parties dearly to rectify - the user suffering delays in achieving output with a corresponding loss of revenue - the supplier facing additional project costs and, possibly, claims for liquidated damages. At worst, the supplier may be bankrupted and the user left to pick up the rectification costs or live with the problems. Consequently, there is considerable financial incentive to both the supplier and the user to get the design right the first time. Conflicting Objectives In summary, therefore, both the supplier of a piece of equipment and its ultimate user may have legitimately differing business objectives. The supplier will want to minimise manufacturing costs and meet production schedules and time constraints; after-sales support and income will also be a major consideration (e.g., technical support, monopolising the supply of spare parts, etc). The user, on the other hand, requires an asset which will dependably perform the functions required of it whilst minimising the initial purchase price and subsequent operating and maintenance costs.
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Sometimes, these objectives may be in direct conflict but must be resolved by timely design reviews during the concept and detailed design stages. It is for these reasons that SDS was developed. Very briefly, it is a process which is applied at the design stage to help ensure that any piece of equipment meets the expectations of users, before it is too late. It does so by systematically scrutinising the design of the equipment against several decision criteria, (usually relating to reliability, maintainability and supportability); other criteria (for example, manufacturability or diposability) may be included in the design scrutiny if required.
WHERE IS A DESIGN SCRUTINY FOCUSED?
When new equipment is designed the primary requirement is for the asset to work on day one and go on working. SDS was originally conceived to address this requirement by focusing on the availability of plant and equipment.
Availability Availability is a measure of the "ability of a piece of equipment or plant to perform (when required) its intended functions satisfactorily over a given period of time". In simple terms, it is the degree to which a piece of equipment is operable when called for. It is usually expressed as a percentage of time or as a probability (i.e., if a piece of equipment has 80% availability it can perform its intended function for eight hours out of every 10).
Availability is clearly a key aspect of the performance of a piece of equipment or plant. When it is not available, it is unable to carry out the functions for which it has been purchased (i.e., it is costing money but not earning any!). Availability is determined by two factors: reliability and downtime. Reliability Reliability may be expressed as "the probability that a piece of equipment will perform its intended functions for a given period of time when used under specified operating conditions". In simple terms, it is a measure of "how often something fails". As with availability it is also expressed as a percentage, but that is where the similarity ends: for example, a light bulb may have 98% reliability over 1000 hours, meaning that if we started with 100 working light bulbs, 98 would still be functioning at the end of 1000 hours.
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Another common way of expressing reliability is the frequency at which failures occur, or the time between each failure. This is normally referred to as the mean time between failure (MTBF). The MTBF is calculated by dividing the total operating time by the number of failures experienced; the better the reliability, the greater the MTBF. The inherent level of reliability (i.e., the in-built level of reliability) of a piece of equipment or plant, is established when the equipment is designed and manufactured. In practice, no amount of maintenance will improve reliability beyond this point, as it is the design limit. This inherent level must be sufficiently high for the equipment to work satisfactorily and go on working - it is essential, therefore, to get this right at the design stage. When equipment fails it will often (but not always) affect the overall plant availability, having a direct adverse effect on operations. Downtime
Downtime is the time during which a piece of equipment is unavailable for use after failure or during regular preventive maintenance. The length of downtime will depend upon several factors; these may be categorised under two broad headings: Maintainability and Supportability. Like reliability, both maintainability and supportability are largely inherent in the design of a piece of equipment. Maintainability is the "ease" with which corrective, predictive and preventive maintenance tasks may be carried out. The better the level of maintainability, the easier it will be for maintenance and operating teams to carry out their maintenance tasks and, as a result, this will generally reduce downtime (i.e., increase availability) and improve repair quality. Supportability is the degree to which a piece of equipment may be supported by the user organisation. In SDS, supportability relates mainly to the supply of the parts and materials required to maintain the piece of equipment; poor supportability can increase equipment downtime and maintenance costs. A typical instance is a machine being unavailable for use because it is awaiting the delivery of a spare part that is difficult to obtain.
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Mean downtime (MDT) is the total downtime divided by the number of instances of downtime, e.g., if a machine has a total downtime of 10 hours from four instances, then the MDT is 2.5hrs. Availability can therefore then be expressed as follows:
Availability =
MTBF MTBF + MDT
Consequently, availability can be improved by increasing the MTBF (i.e., improving reliability) and reducing MDT (i.e., improving maintainability and supportability). Other Reasons for a Design Whilst SDS was originally conceived to focus on asset availability, Scrutiny the approach can also address other issues. For example manufacturability of the design can make the difference between a design that is a commercial success or otherwise. Environmental considerations are also becoming important, particularly with regard to the disposability of the asset at the end of its useful life. SDS may be used to address both of these issues at the design stage.
THE SDS APPROACH
SDS involves assessing the design against a series of criteria. These criteria may include (but are not limited to) reliability, maintainability and supportability of the ultimate design. These criteria are considered according to the operating context of the equipment being scrutinised and the needs of the ultimate user.
Numerical versus a Non- The approach followed when assessing equipment availability and numerical Approach reliability at the design stage may be either numerical or nonnumerical. A numerical approach attempts to set numerical targets for an assets availability and reliability at the outset and apportion availability and reliability targets to the individual components that make up the asset. The approach is very systematic and logical but in practice it only works if the numerical data is available or can be made available through testing. As a result, many industries have found that the numerical approach either proves to be a massive burden (in terms of cost, effort and time) during the design stage or an academic exercise in manipulating numbers (that often have little or no relevance to reality). Whilst the numerical approach is a sound approach in theory it has limited practical application, unless it is carried out correctly and is funded accordingly. The non-numerical approach to considering availability and reliability aims to share with the design team the knowledge and practical experience of those who have worked with and maintained existing (often similar) equipment. The non numerical approach can achieve much for relatively little effort (compared with the numerical approach).
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The objective of the non-numerical approach is to ensure that (as far as possible) the design is approached from a pragmatic engineering point of view, by scrutinising the design for common weaknesses; for example:
Have steps been taken at the design stage to influence equipment reliability by using components that have proved themselves to be reliable in other situations? Has the design taken into account the practicalities of changing a component (in terms of tools, equipment and skills required)? Can a replacement component be sourced from more than one supplier in the event of a breakdown, etc?.
The non-numerical approach draws on the knowledge of the design team whilst incorporating the inherent practical experience of those who know the equipment best (such as maintainers, commissioning engineers and possibly users). It questions the design from an engineering common sense point of view (a process which designers sub-consciously follow to a limited degree) but in a structured way. SDS is a non-numerical approach to conducting a design scrutiny. Overview SDS is a process which scrutinises the design of the equipment against several decision criteria. The decision criteria are considered according to the operating context of the equipment being scrutinised and the needs of the ultimate user. The approach entails asking the following questions about the equipment in its operating context
Against which factors will the design be assessed? What are the functions of the equipment? In what ways can it fail? What causes it to fail? What happens when it fails? Does it matter if it fails? How can we influence how likely it is to fail? How readily can we rectify the failure? Where should the design be improved? Prioritising the Decision Criteria against which the design will be assessed: typically there are up to ten criteria each for reliability, maintainability and supportability (and other criteria such as manufacturability and disposability). If appropriate, weights are assigned to each of these criteria according to their relative importance to the ultimate users
Briefly, these questions entail:
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Defining the Functions and required performance standards of the equipment in its operating context: SDS places an emphasis on quantifying the performance standards that are needed. This stage of the process assesses the margin between what the equipment can do versus what the user ultimately wants it to do i.e., the design margin. Establishing the Functional Failures which apply to each Function: A Functional Failure is defined as the inability of an item or component to meet its desired standards of performance. Determining the Failure Modes which cause each Functional Failure: Failure Modes are the engineering reason why a component or item fails. SDS concentrates on identifying the cause of failure. Recording the Failure Effects: i.e., documenting what would happen if the Failure Mode occurs.
Assessing the consequences of failure: Each failure mode is categorised according to the consequences of failure. Identifying design weaknesses: Each Failure Mode is then assessed against the prioritised and weighted decision criteria for Reliability, Maintainability and Supportability (and other categories if appropriate). The result is an individual and overall score for each of these elements which affect availability. The overall, weighted scores for each Failure Mode highlight areas of design deficiency against which corrective action may be evaluated.
A great strength of SDS is the way in which it provides simple and easily-understood criteria for identifying design deficiencies (if any). It also provides a means for prioritising the proposals for design changes according to the criteria against which the design is being assessed and the consequences of failure.
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THE PEOPLE INVOLVED
The suppliers of the new plant or equipment, on their own, cannot answer all the questions posed by SDS - neither can the ultimate users and maintainers. Consequently, "Review Groups" are established to apply SDS and hence scrutinise the design before it is manufactured. These groups should ideally include at least one person from the design team, one from the ultimate users of the equipment and one from the maintenance function. The seniority of the review group members (each of whom will require training) is less important than their desire to learn about the equipment under review and their respective knowledge and experience.
Each review group works under the guidance of a highly-trained specialist in SDS, known as a "facilitator". Their role is to ensure that the approach is applied correctly, that reasonable consensus is achieved by the group and that no significant equipment or component is overlooked. Immediately after each review has been completed, the senior managers with overall responsibility for the design (from both the supplier and ultimate user) should satisfy themselves that the SDS analysis has been carried out correctly and that the requisite action is taken.
WHAT SDS ACHIEVES
The objective of SDS is to assist users and designers to create the most cost-effective design which meets the user's requirements for function, reliability, maintainability and supportability (and other categories if appropriate). Its strength over traditional methods of design scrutiny lies in its systematic approach which provides easilyunderstood criteria for identifying deficiencies (without having to resort to exhaustive and often meaningless numerical analyses). The applied discipline in using SDS will ensure that users accurately determine their needs and wants before the supplier sets about the manufacturing process. It will also force them to review the way in which they intend to operate and support an asset over its life-cycle.
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In particular, SDS yields the following benefits: Safety Greater safety and environmental protection due to:
consideration of the application of and need for protective devices the systematic review of safety implications of every critical failure the identification of failure modes whose prediction, prevention or correction creates safety or environmental hazards
Performance Improved operating performance due to:
improved availability by considering the criteria that influence how often an item fails and the time taken to correct any failures an emphasis on the design of crucial equipment elements the elimination of design weaknesses which would otherwise be undetected until the equipment is in use
Quality Improved quality due to:
a better understanding of equipment capacity and capability the clarification of equipment set-up specification and requirements the confirmation or redefinition of equipment-operating procedures
Cost Effectiveness Greater cost effectiveness due to:
the prevention or elimination of initial design weaknesses. Where the desired levels of reliability and availability cannot be attained at an acceptable cost, SDS will identify the areas where there has been a cost/performance trade-off clearer operating policies a better understanding of the equipment from day one reduced life-cycle costs by optimising the design on the drawing board the documentation of the knowledge held by suppliers, users and maintainers on each piece of equipment
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Teamwork Better teamwork brought about by a co-makership approach to the design. Other benefits to be gained from applying SDS include the identification of requirements for:
predictive, preventive and corrective maintenance routines user drawings and manuals maintenance facilities, test equipment and tooling maintenance personnel skill and training consumable spare parts and storage systems support
The detailed analysis used by SDS will also give the user an intimate knowledge of the asset which would normally only come after extended periods of use - the advantage of SDS is that this knowledge is available from day one. Motivation Greater motivation of individuals, particularly those involved in the review process. This gives improved understanding of the equipment in its operating context and wider ownership of the eventual design.
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Our role is to impart an understanding of SDS to clients and provide support and guidance in its application; our goal is for clients to become competent to apply SDS themselves. This is achieved via a combination of highly-developed training courses, on-site technical support, contract facilitation (if required) and the supply of purpose-written software. The services we offer include:
Highly developed RCM2 training courses On-site technical support Contract facilitation Supply of SDS software*
*The SDS software records the information collected and the decisions made during the SDS process. For further information about the software and its availability please click here. If you would like further information please click here.
CONCLUSION
SDS pays for itself very quickly. When applied correctly, it helps to overcome the traditional problems which result from design weaknesses. It also transforms the relationship between supplier and user into one of co-makership rather than an adversarial one.
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For More Information Please Contact:
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RCS0903
An approach for determining the level of spare part inventories based on through-life costing and requirements of the equipment and the maintenance operation that the equipment supports
Overview of Reliability-centred Spares (RCS)

Definition Reliability-centred Spares (RCS) is an approach for determining the level of spare part inventories based on through-life costing and the requirements of the equipment and maintenance operation that the inventory supports. Through-life Costing RCS uses through-life costing to ensure that every pound invested in spare parts is spent where it will do the most good. RCS answers the question of whether money should be invested in spares in order to reduce downtime costs in the future. All parties (including accountants!) relate to RCS as it determines spare part levels without relying on gut feel or subjective judgment. Insurance Spares Substantial savings can be made by applying RCS to expensive, slow-moving critical spares. Vendor stockholding schemes may also be evaluated against the alternative of holding stock locally. The History Traditionally, stock levels were determined by a mixture of gut feel, manufacturer's recommendations and subjective judgments of service level. None of these addresses the fundamental question - "is it worth buying a spare part, and if so, how many?" Application RCS can be applied at any time in an asset's life-cycle (ie before buying any spare parts or when an asset has been in service for some time). It can be applied selectively to the spares inventory by using the pareto principle since a small number of items are usually responsible for a large proportion of inventory value and/or could incur large production losses in the event of a stockout. The Financial Case Organisations often experience stockouts that have a profound effect on output or customer service. The justification for holding stock is usually financial since stockouts rarely affect safety/environmental integrity. Benefits Applied correctly, RCS yields the following benefits: Unnecessary capital and insurance spares are avoided, freeing up funds and storage space The avoidance of "slash and burn" inventory reductions and the corresponding risks to production downtime in the future Reductions in the cost of unscheduled downtime due to the non-availability of critical spares A means to evaluate vendor stocking costs versus holding stock locally.
info@mutualconsultants.co.uk +44 (0)1788 555000
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Contents
IS IT WORTH BUYING A SPARE PART? ............................... 1 WHAT IS RCS? ........................................................................ 1 IS RCS APPLICABLE TO ME?................................................ 1 WHY RCS WORKS................................................................... 2 WHY ORGANISATIONS USE RCS.......................................... 3 IMPLEMENTING RCS .............................................................. 3 WHAT RCS ACHIEVES............................................................ 4 MUTUAL CONSULTANTS ROLE ........................................... 4 For More Information Please Contact.................................... 5
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IS IT WORTH BUYING A SPARE PART?
Deciding which spare parts to hold in stock is often a very emotive subject - the engineer wants to know that a part is available when required, whereas the accountant wants to avoid either spending money in the first place or continuing to tie money up in stock. These spares may vary from cheap consumables to very high value insurance spares that may never be used during the lifetime of the plant. It is not uncommon to find that 50% or more of inventory value is tied up in slow-moving parts (usage less than one per year) and that up to 30% of the inventory (in terms of value) is never used before the plant is decommissioned or scrapped. Reliability-centred Spares (RCS) is an approach for determining spares levels based on the requirements of the equipment, the maintenance operation and the production/process. Traditionally, stock levels have been determined by a mixture of gut feel, manufacturer's recommendations and subjective judgements of service level. None of these approaches address the fundamental question - "is it worth buying a spare part, and if so, how many should be purchased?" Many organisations are susceptible to stockouts which can have a profound effect on output or customer service. The justification for holding stock is usually financial since stockouts rarely affect safety or environmental integrity. Substantial savings can be achieved by applying RCS to expensive, slow-moving critical spares. RCS determines the spares levels using through-life costing - it answers the question of whether money should be invested in stock in order to secure lower downtime costs in the future. RCS is "an approach for determining the level of spare part inventories based on through-life costing and the requirements of the equipment and maintenance operation that the inventory supports". It uses a structured framework to consider the context in which the equipment is operating, what the consequences are if a spare part is not available when required and then uses through-life costing to determine what level of stockholding is required. The key questions are: What are the maintenance requirements of the equipment? What happens if a stockout occurs? Can the spares requirement be anticipated? What stockholding of the spare is needed?
WHAT IS RCS?
IS RCS APPLICABLE TO ME?

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Clients apply RCS for many reasons and we should be pleased to discuss your specific requirements with you. RCS may well be worth considering if one or more of the following applies to you: Pressure to reduce existing capital tied up in spares
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Where vendor stockholding is being considered The plant has a defined life span (for example, oil extraction where the field is finite or where a product is being withdrawn or new capital investment is planned).
WHY RCS WORKS
The real strength of RCS over traditional approaches to establishing spare levels is that it looks at the context in which the plant operates. It considers the spares buying decision on a through-life cost basis and in so doing it answers the question: "is it worth buying a spare part, and if so, how many should be purchased?" By using through-life costing, RCS ensures that every pound spent on spare parts inventory is spent where it will do the most good. Other methods for determining spare part stockholding levels have disadvantages when compared with RCS: Supplier Recommendation - the supplier has a vested interest in selling spares rather than reducing your through-life costs! Service Level - (ie the percentage of demands for a spare part that are met successfully from stock) - this can work well for fast-moving stock but does not work well for slow-moving stock. The relationship between the service level required and the number of spares needed is not intuitive and can lead to under-stocking or overstocking of parts and widely variable inventory cost-levels Rationalising Stock-turn - (ie basing stock levels according to the ratio of the stock used per year to the value of the stock held) - this fails to take into account the consequences of a stockout and is useless for determining the levels of "insurance" spares Criticality Banding - (ie banding parts according to the criticality of the spare in the event of a stockout) - this can be a useful technique for deciding where to start on a stock analysis but it does not provide any rationale as to how many items should be stocked within a criticality band.
One of the advantages of RCS is that the through-life cost parameters used can either be straightforward or complex depending on the information available and the degree of precision required. For example, it is possible to determine the spare part stockholding level with a minimum of information and include a sensitivity analysis in order to determine whether greater precision is required (to ensure more confidence in the resulting stockholding level).
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WHY ORGANISATIONS USE RCS
Reliability-centred Spares (RCS) is a very powerful approach for determining optimum spare part stockholding based on through-life costing. It helps you to determine the stock levels based directly on the requirements of the equipment, the maintenance operation and the production process. It overcomes the problems inherent in the traditional methods for determining stock levels (typically a mixture of gut feel, manufacturer's recommendations and subjective judgements of service level). RCS answers the fundamental question that all the traditional methods fail to answer "is it worth buying a spare part, and if so, how many should be purchased?" By using through-life costing, RCS ensures that every pound invested on spare parts inventory is spent where it will do the most good. Substantial savings can be made by applying RCS to expensive, slow-moving critical spares. RCS can be applied at any time in an asset's life-cycle (ie before buying any spare parts or when an asset has been in service for some time and existing spares levels are being reviewed). It can also be applied selectively to the spares inventory by using the pareto principle whereby a small number of items are responsible for a large proportion of inventory value and/or could incur large production losses in the event of a stockout. Vendor stockholding schemes may also be evaluated against the alternative of holding stock locally. In summary: Unnecessary capital and insurance spares are avoided, freeing up funds and storage space The avoidance of "slash and burn" inventory reductions and the corresponding risks to production downtime in the future Reductions in the cost of unscheduled downtime due to the non-availability of critical spares A means to evaluate vendor stocking costs versus holding stock locally.
IMPLEMENTING RCS
RCS can be applied at any time in an asset's life-cycle (ie before buying any spare parts or when an asset has been in service for some time and existing spares levels are being reviewed). In either case RCS determines stockholding levels based directly upon the requirements of the equipment, maintenance operation and production process - input will, therefore, be required from both maintenance and operations when applying RCS. One of the "human" benefits of RCS is improved communication between engineering, production and inventory personnel. RCS is an approach that all parties can relate to as it provides an auditable
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justification for spare part stockholding that does not rely on "gut feel" or subjective judgment. A review of a complete engineering inventory (which might involve thousands of items) is rarely justified - many clients only apply RCS to 'insurance'/slow moving spares. For many items, consumption may be predicted and hence stockholding levels determined conventionally (although RCS could be used). One of the advantages of RCS is that the through-life cost parameters used can either be straightforward or complex depending on the information available and the degree of precision required. It is possible to determine the spare part stockholding level with a minimum of information and include a sensitivity analysis in order to determine whether greater precision is required (to provide greater confidence in the results). Not all items have equal value or impact (in the event of a stockout) and so we should be pleased to discuss with you "where to start".
WHAT RCS ACHIEVES
Applied correctly, RCS will yield the following benefits: Unnecessary capital and insurance spares are avoided, freeing up funds and storage space The avoidance of "slash and burn" inventory reductions and the corresponding risks to production downtime in the future Reductions in the cost of unscheduled downtime due to the non-availability of critical spares A means to evaluate vendor stocking costs versus holding stock locally.
Our role is to work closely with clients during the application of RCS to ensure that their spare parts inventory fully supports the associated equipments operational and maintenance needs. This is achieved via a combination of the following services: Contract facilitation (where appropriate) On-site technical support Calculating spare part stock levels using the RCS approach
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Packaging a list of maintenance tasks into a maintenance schedule which is optimised for work content and which contains a minimum of peaks and troughs over time
Overview of Rationalisation and Balancing of Maintenance Schedules (RaB)

Definition Rationalisation and Balancing involves packaging a list of maintenance tasks for an asset into a maintenance schedule which is optimised for work content and which contains a minimum of peaks and troughs over time. The Problem The maintenance requirements of any sizeable physical asset are likely to include a large number of maintenance tasks with a wide range of "natural" intervals. Determining how best to package these tasks into a sensible maintenance schedule can be a considerable challenge. Rationalisation In practice the task intervals for a list of maintenance tasks for an asset have to be modified to suit local conditions; this is called 'Rationalisation'. The number of possibilities for rationalising the task intervals can be significant and so this stage of maintenance task development is usually sub-optimal. If it is performed correctly, the life-cycle costs will be optimised; if it is not, the lifecycle costs can easily be higher by 10% or more. Balancing After rationalisation, it is often necessary to 'smooth' the workload in order to avoid excessive peaks and troughs. This process is called 'Balancing' and the nature of the industry and the operating context will dictate the extent to which balancing is necessary. Using our unique software, we can quickly balance the workload by "offsetting" the point at which tasks are first performed (but leaving the task intervals unaltered). Our Approach We have developed unique software which enables us to optimise maintenance tasks quickly by automatically "rationalising" the task intervals to produce the minimum number of man-hours over the asset life-cycle. The software includes tools to simplify workload "balancing" (smoothing). Mutual Consultants' Role We work with you to package your maintenance schedule and smooth the workload in order to minimise life cycle costs. The result is a more manageable, maintenance schedule that tells you both what must be done and when. Benefits Your list of maintenance tasks is converted into a maintenance schedule which is: Rationalised to minimise the total man-hours over the life cycle Balanced to provide the smoothest possible workload over time Comprehensibly packaged and presented (you are told what is due and when it is due, not simply how often it should be done).
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Contents
WHAT IS RATIONALISATION AND BALANCING?................ 1 RATIONALISATION ................................................................. 1 The Rationalisation Problem ............................. 1 The Rationalisation Solution ............................. 2 BALANCING............................................................................. 3 The Balancing Problem ...................................... 3 The Balancing Solution ...................................... 5 PACKAGING TASKS ............................................................... 6 BENEFITS ................................................................................ 7 MUTUAL CONSULTANTS ROLE ........................................... 7 For More Information Please Contact.................................... 7
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WHAT IS RATIONALISATION AND BALANCING? RATIONALISATION
Rationalisation and Balancing involves packaging a list of maintenance tasks for an asset (ie scheduled jobs that have to be carried out at a specified interval) into a maintenance schedule which is optimised for work content and which contains a minimum of peaks and troughs over time.
The principles of Rationalisation are illustrated best by the use of some simple examples. Lets assume that, after a maintenance review, the following tasks have been identified for a particular machine: Maintenance Task Details ID Time A B C D E F 1 hr 2 hr 8 hr 20 hr 50 hr 100 hr Interval 1 wk 4 wk 5 wk 8 wk 10 wk 25 wk Total Hrs/Yr 52 26 83.2 130 260 208 759.2
If each task can be done at the interval specified above (known as the natural interval) then the machine will undergo maintenance for 759.2 hours each year. Historically, however, most organisations like their maintenance task intervals to be neat integer multiples of each other because this makes packaging and scheduling the resulting exams/inspections much simpler. This means that the above tasks are unlikely to be performed at their natural intervals; for example, will the Production Manager tolerate the machine being down for 2 hours in week 4, followed by another 8 hours downtime a week later? The Rationalisation When packaging these tasks into a maintenance schedule, task Problem intervals are often forced to be multiples of the interval of the most frequent task or forced to fit into a sequence dictated by the least frequent task, or a combination of both. Looking at the task intervals in the above example, it might be tempting, therefore, to combine them into exams that are performed at 1 week, 5 weeks and 25 weeks. These are known as the rational intervals. The problem, however, is that some of the tasks can no longer be done at their natural interval; they are slotted in to one of the rational intervals.
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If the consequences of failure are severe so that it is not possible to extend natural intervals then the above tasks would be rationalised into a 25 week cycle as follows: Maintenance Task Details ID Time A B C D E F 1 hr 2 hr 8 hr 20 hr 50 hr 100 hr Interval 1 wk 4 wk 5 wk 8 wk 10 wk 25 wk Total Hrs/Yr 52 26 83.2 130 260 208 759.2 25 wk Total 455 1175.2 5 wk 811.2 Rationalised to 25 week cycle Interval 1 wk Hrs/Yr 156
Some tasks are now being performed far too frequently, forcing the annual maintenance hours up to 1175.2, dramatically increasing lifecycle costs. Just because our lives are regulated by a weekly cycle does not mean that a machine's maintenance should be. Manually driven maintenance management systems tended to work on daily, weekly and monthly cycles but with a computerised Maintenance Management System this need not be the case. For example, the ideal task interval to, say, change a particular filter may be 10 days - as our lives are regulated around days of the week it is not uncommon to find that the task is done "every Monday morning" (ie every 7 days). With a computerised Maintenance Management System, however, it is possible to schedule this task to be performed every 10 days (ie not necessarily weekly or monthly etc). If this seemingly simple change is made, the effort and materials consumption for this particular task will be reduced by more than 40%. These examples are trivial but for a sizeable installation it is difficult to optimise and minimise the life cycle costs if you are to achieve a balanced workload (because the number of possible task intervals can be very high). As a result, this stage of maintenance schedule development is rarely performed well (if at all). The Rationalisation There are significant savings to be made to the maintenance cost of Solution an asset over its life-cycle if the maintenance task intervals are "rationalised" to their (near) optimal interval (particularly in a large plant with many tasks). This is difficult to do for a sizeable installation because the number of possible task interval combinations to consider can be very high. As a result, this stage of maintenance schedule development is rarely performed well (if at all).
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To illustrate the potential benefits, the above 25-week rationalisation is repeated, but this time with a maximum task interval of 24 weeks. This provides many more slots into which the natural intervals can be placed. Maintenance Task Details ID Time A B C D E F 1 hr 2 hr 8 hr 20 hr 50 hr 100 hr Interval 1 wk 4 wk 5 wk 8 wk 10 wk 25 wk Hrs/Yr 52 26 83.2 130 260 208 Rationalised to 24 week cycle Interval 1 wk 2 wk 3 wk 4 wk 6 wk 8 wk 12 wk 24 wk Total 759.2 Total Hrs/Yr 52 130 455 216.7 853.7
There has now been a massive drop in the total annual maintenance hours and, hence, a corresponding drop in life-cycle costs. With a trivial example, the problem is easily solved. However, with hundreds, or even thousands, of natural task intervals it becomes impossible to solve it manually. To address this problem, we have developed a unique software package which enables us to optimise your maintenance schedule quickly by automatically "rationalising" the task intervals to produce the minimum number of man-hours per complete exam cycle. Rationalisation entails adjusting the natural task intervals so that they all become integer multiples of the minimum interval (in order to facilitate subsequent balancing and scheduling) whilst still remaining optimised for life cycle costs.
BALANCING
The Balancing Problem
After maintenance task intervals have been rationalised, it is then necessary to smooth out peaks and troughs in the workload over time and to package the tasks into exams. A side effect of rationalising task intervals for optimum life cycle cost is that it causes peaks and troughs in the maintenance workload. This is illustrated in the simple example below, which has 4 tasks arranged to repeat over an eight-week maintenance cycle: Task T1 has an interval of 1 week so it is performed eight times in the cycle
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Task T2 has an interval of 2 weeks so it is performed four times in the cycle Task T3 has an interval of 4 weeks so it is performed twice in the cycle Task T4 has an interval of 8 weeks so it performed only once in the cycle.
T4 T3 T2 T1 T1 T1 T2 T1 T1 T2 T1 T1 T3 T2 T1
Eight Week Maintenance Cycle
4 Week
Clearly, there are weeks in this cycle (notably week 8) when the maintenance workload is greater than it is in other weeks. This unbalanced workload can make staff utilisation inefficient. The following diagram is a more realistic illustration of this problem with a large number of maintenance tasks - the ratio of highest/lowest bar (representing peaks and troughs in workload) is about 24 to 1.
In practice, most maintenance departments balance their workload by working routine maintenance around breakdown maintenance. This only works, however, if the routine workload does not have excessive peaks and if the breakdown/corrective maintenance workload is not too excessive. If there are excessive peaks in routine workloads or if the breakdown/corrective workload is very high, it is not uncommon for a backlog to develop of routine maintenance tasks. Running a backlog of routine maintenance tasks can have serious repercussions depending on the nature of the industry. In the worst case, failure to carry out routine maintenance tasks that are important for safety or environmental integrity can expose the workforce and/or public to unacceptable at risks. If the backlog of tasks relates to plant output or availability there is likely to be a reduction in reliability which in turn will increase the breakdown/corrective workload.
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The situation can be helped if steps are taken to balance the routine maintenance workload so that the workload is smoothed to avoid excessive peaks and troughs. This process is called Balancing and the nature of the industry and the operating context will dictate the extent to which balancing is necessary. The Balancing Solution There are significant benefits to be gained by avoiding excessive peaks and troughs in routine maintenance workload. In particular, staff utilisation will be more efficient and one of the most common causes of a maintenance backlog will be removed. The simple example illustrates what needs to be done:
Balanced Eight Week Maintenance Cycle
T2 T1
1 2
T3 T1
3 4
T2 T1
5 Week
T4 T1
6
T2 T1
7
T3 T1
8
T2 T1
T1
Task T3 retains its 4 week interval, but it has been brought forward by one week so that it is never done at the same time as task T2. Task T4 retains its 8 week interval, but has been brought forward by 3 weeks. The result is a much smoother, more predictable workload. Workload balancing is difficult to do for a sizeable installation and so this stage of maintenance schedule development is rarely performed. To address this problem, we have developed a unique software package which enables us to "offset" the point at which tasks are first performed (but leaving the task intervals unaltered). The following diagram illustrates the result of balancing the more realistic tasks shown in the previous section. The ratio of highest/lowest bar (representing peaks and troughs in workload) has dropped to around 2 to 1 from 24 to 1.
Without the assistance of the Balancing module of the software, it would be impossible to complete this part of the Rationalisation and Balancing process.
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PACKAGING TASKS
Once the tasks have been balanced, there will be a number of unique combinations of tasks which need to be performed one or more times throughout the whole exam cycle. Our Rationalisation and Balancing software identifies these unique combinations of tasks (or task packages) so that they can be named for future reference. For the purposes of the discussion below: "one period" is defined to be the interval of the most frequently performed task within a maintenance schedule (perhaps 14 days, 4 weeks or whatever). No task is done more often than once per period, and all other tasks are done at intervals which are integer multiples of one period the "maintenance cycle" is the interval of the least frequently performed task in the maintenance schedule (often a multiple of years).
Once the maintenance schedule has been balanced it is necessary to identify the combinations of tasks which are required to be done at the end of each period in the whole maintenance cycle. In doing this, it will almost certainly be observed that some combinations of tasks occur more than once. Each unique combination of tasks can be defined as a package. Some packages may occur just once in the entire maintenance cycle and others may occurs several times. It is important to stress that packages which are performed several times in the maintenance cycle may not necessarily be performed at regular intervals. However, every individual task will always be performed at a regular interval (i.e. its rationalised interval) because it is likely to appear in more than one package. This is an inevitable complexity that is a consequence of a balanced maintenance schedule. Traditionally it has been common practice to give names to packages of tasks for ease of identification, 10,000 mile service on a car for example (implying it should be done every 10,000 miles). This way of naming can lead to confusion in a balanced schedule, because there may be a service carried out every 10,000 miles but it is not always comprised of the same tasks; a different service may be performed at say 20,000 and 40,000 miles. The question of what each package of work is comprised and when it should be carried out is answered quickly by the software. In this way the complexity of a balanced schedule is simplified and a spare parts analysis can be readily carried out for each package of tasks (if required).
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BENEFITS
Rationalisation and Balancing is a time-consuming piece of work if it is performed manually (ie without software tools) and, as a result, is rarely performed well (if at all). Our unique software (the "RaB Toolkit") readily enables us to assist you to convert your list of maintenance tasks into a maintenance schedule which is: Rationalised to minimise the total man-hours over the life cycle Balanced to provide the smoothest possible workload over time Comprehensibly packaged and presented (you are told what is due and when it is due, not simply how often it should be done).
MUTUAL CONSULTANTS ROLE For More Information Please Contact
Our role is to work closely with the client during the application of the Rationalisation and Balancing software (the RaB Toolkit) to ensure that the resulting maintenance schedule meets both the maintainers and users requirements.
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BSD0905
Development of organisation- or functionspecific software solutions to address particular non-standard business needs which are designed to improve effectiveness and efficiency of the business
Overview of Bespoke Software Development (BSD)

The Need Most organisations use 'standard' off-the-shelf packages for day-to-day needs. However, organisations increasingly require specific software to address a particular non-standard business need. In many instances, satisfying these particular needs can have a profound overall effect on the effectiveness and efficiency of the business. Bespoke v Packaged Software Originally most software applications were bespoke simply because packaged software did not exist. The arrival of the PC and Windows resulted in a sharp decline in bespoke software and a rapid rise in 'standard' or off-the-shelf applications. However, bespoke software is increasing in popularity for two main reasons: Organisations are increasingly finding that standard off-the-shelf packages do not provide a good fit or are simply not available Bespoke packages are now affordable because software development is often modular (ie applications are assembled from pre-written and fully tested modules).
Modular Software Development Modern software development is much less costly than it used to be because there are high quality software tools available in modular format that can be assembled to create a full working application. Creating a bespoke application by interlinking a series of modules gives better initial functionality and very cost effective upgrades in the future. Our Approach No two bespoke software projects are the same (although most projects have similar development patterns). We follow a structured series of steps to ensure that the bespoke application meets your specific requirements. This is achieved by preparing and following a tailored Programme of Work for your application. Mutual Consultants' Role Our role is to work closely with the client both during software development and downstream to ensure that the resulting application does exactly what is required and continues to evolve in line with both the business needs and the software module capabilities. Benefits Bespoke software applications yield the following benefits: Tailored Fit - the application will be tailored to fit the business need exactly (ie no need to change the way you work to suit the software) Upgrade Path - the application can evolve in line with both the business needs and the software module capabilities Flexibility - Data migration from an existing system to the new application or the ability to attach a new application to an existing database (either replacing the existing front-end application or complementing what is already there).
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Contents
BESPOKE SOFTWARE DEVELOPMENT ............................... 1 BESPOKE v PACKAGED SOFTWARE................................... 1 WHY PACKAGED SOFTWARE MAY NOT BE THE CHEAPEST SOLUTION ........................................................... 2 MODERN SOFTWARE DEVELOPMENT................................. 3 OUR APPROACH..................................................................... 4 SOME EXAMPLES OF BESPOKE SOFTWARE APPLICATIONS ....................................................................... 5 Maintenance Effectiveness Monitoring System .. 5 A Product Design Management Application ........ 6 A Technical Document Management System ...... 6 Rationalising and Balancing Software ................. 6 A Secure Application ............................................. 6 Extension to Existing System ............................... 7 A Fault Reporting System...................................... 7 Existing Package Enhancements ......................... 7 A Web Server System ............................................ 7 Educational Software............................................. 7 Simulation Software Package ............................... 7 Existing Application Interface ............................... 7 MUTUAL CONSULTANTS ROLE ........................................... 8 Training ................................................................... 8 Development........................................................... 8 Support.................................................................... 8 CONCLUSION .......................................................................... 8 For More Information Please Contact.................................... 9
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BESPOKE SOFTWARE DEVELOPMENT
Bespoke software is increasing in popularity for two main reasons: Organisations are increasingly finding that standard off-theshelf packages are not a good enough fit, or are simply not available Bespoke applications are now affordable because software development is often modular (i.e. applications are assembled from pre-written and fully tested modules or components).
We work closely with the client both during software development and downstream to ensure that the resulting application does exactly what is required and continues to evolve in line with both the business needs and the software module capabilities.
BESPOKE v PACKAGED SOFTWARE
In the early days of computers most applications were bespoke simply because 'standard' software did not exist; these bespoke applications were often over-budget, inflexible and late. The arrival of the PC and Windows resulted in a sharp decline in bespoke software and a rapid rise in 'standard' or off-the-shelf application packages. Another clear trend during the advent of the PC was for companies to develop their own in-house applications using spreadsheets or basic databases. Some of these were good solutions to specific problems (it also has to be said that some were not!). Over a period of time, however these applications tend to fall into disrepair, become dated or (very often) the in-house 'developer' moves on. In-house software development can work well but only if there is sufficient work to justify keeping the expertise within the organisation - outsourcing software development is more popular. Cost remains the main driver which determines whether to opt for bespoke or packaged software. Today, organisations are increasingly finding that standard software packages do not always offer the best solution (they complain that the standard software package is not exactly what we want or we only use a fraction of what the software is capable of doing). Furthermore, bespoke software is still perceived as an expensive solution. In summary, therefore, bespoke software used to be the norm but 'standard' off-the-shelf applications resulted in the decline of either the external or internal software developers. For specific or specialist applications organisations either write an application in-house (using a spreadsheet or a database) or manage without any software tools. Bespoke applications are now very affordable - they can be created by assembling pre-written, fully tested modules. This means that organisations have an opportunity to improve their cost effectiveness and efficiency by having a bespoke application written to address a particular need.
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WHY PACKAGED SOFTWARE MAY NOT BE THE CHEAPEST SOLUTION
Cost remains the main driver which determines whether to opt for bespoke or packaged software. However, organisations often believe that packaged software is always the cheaper than bespoke software. This may have been the case in the past but is not necessarily so today. By clinging to the "packaged software is cheaper" mantra, organisations often cause themselves problems in the long term. For example: Working practices may have to change (often making them less efficient) to accommodate the 'standard' software. The cost of these changes and resulting inefficiencies (over the whole organisation, for the useful life of the software) are often far greater than paying for bespoke software initially Where software is used to store information or data, users frequently complain that "the information is there but I cannot get it out in the format that I need". In many cases data is reentered manually into a word processing or spreadsheet package so that the data can be printed in the required format. In bespoke applications, the output is either in the format that the user requires or facilities are provided so that the user can customise reports to suit their individual needs Many software packages come with built-in features that are not required (they were probably included to make the software appeal to a larger market). This often overwhelms users with features they will never use (or understand) and comes with an initial cost, an on-going support cost and an upfront training cost. This can be avoided in bespoke applications.
Other solutions that companies adopt is to develop their own inhouse applications using standard software in the form of spreadsheets or databases. Some of these are good solutions to specific problems - it also has to be said that some are not! Over a period of time, however, these in-house solutions often to fall into disrepair, become dated or (very often) the in-house "developer" moves on. These home-grown solutions (particularly spreadsheets) are also prone to tinkering by the (over-) enthusiastic amateur programmer which in turn can result in errors creeping into the calculations! In summary, packaged software is not always the cheapest solution - modern software development tools mean that bespoke software is often a considerably cheaper solution, especially if the true cost over the life-cycle of the software is taken into account.
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MODERN SOFTWARE DEVELOPMENT
Modern software development is much less costly than it used to be because software tools are available in "modular" format that can be assembled to create a full, working application. Creating a bespoke application by interlinking a series of modules has a number of advantages: In "assembling" a bespoke application, the amount of code that has to be written from scratch is small this saves programming time and simplifies testing and debugging The modules that we use are written by specialist programmers, are often extremely sophisticated and are constantly evolving. This means that it is possible to develop cutting-edge applications today that can be readily upgraded in the future - at a fraction of the cost of developing the same functionality from scratch The focus of the software development is no longer on "getting the code to work" but on addressing the particular functionality that the client requires.
In summary, it is now feasible to have bespoke software written to address a particular need. This, in turn, gives organisations the opportunity to improve cost effectiveness and efficiency (where it would not have been viable in the past). The functionality of the modular software tools is very sophisticated which means that it is possible to develop cutting-edge applications that are also extremely flexible. In practice, this means that we are often able to attach a new application to an existing database; the new application may either replace the existing front-end application or complement what is already there. For example, you may already have a basic database and you wish to add more complex functionality (such as improved analysis, reporting and charting) or provide electronic links from an existing application to another application Alternatively, you may already have a sophisticated database with a front-end application that includes a large amount of complex functionality (which in turn requires extensive training in order to use). In practice, however, most users only require basic functionality in which case a bespoke application could be written for, say, data input or data reading that is specifically tailored to suit the user.
The flexibility afforded by the modular software tools means that existing applications can be enhanced without having to start again from scratch.
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OUR APPROACH
No two bespoke software projects are the same although most projects follow similar development patterns. In any event, we maintain regular contact and seek end-user feedback throughout the development of the application. The following are the typical steps we follow for a bespoke database application: Define the application purpose and goals - extensive dialog with the end users is essential (this continues through the project). This step is essential if the bespoke software is going to meet the client needs Determine the data structure required to meet the goals and decide on the best user interface - design the look, feel and how data is to be put in and retrieved from the application. This ensures that the application is flexible, can evolve over time and is easy to use Identify the software modules to be used - eg treeviews, grids, report generators, charting objects, printing facilities etc. This maximises the ease of use for the end-users and minimises the application development time Create the physical data files and insert the software modules - to match the data structure and to create a "skeleton" application for user review and comment. This allows end-users to have their say before it is too late Write the application program code to attach the software modules to the data files - ie creating the "full" application Fully test each code module as it is written and test the application as a whole - Involving the end users to provide feedback. This provides a further opportunity to receive enduser feedback Fully document the application - context-sensitive onscreen help and Acrobat PDF documents Create a full installation and setup system on CD-ROM - to enable users to install software unaided (and migrate existing data if required) Provide user training downstream support - as required.
In this way each bespoke software development project has a tailored Programme of Work.
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SOME EXAMPLES OF BESPOKE SOFTWARE APPLICATIONS
Each bespoke application is written to provide a solution to a particular client's requirements. It is unlikely, therefore, that two clients would have exactly the same requirements needing exactly the same solutions. The following list illustrates the range of software that we have written for clients in recent years:
Maintenance Effectiveness This system allowed field engineers who were reporting corrective Monitoring System actions in their CMMS to: Quickly choose the relevant failure mode from their RCM database Easily answer 1 or 2 multiple-choice questions about the failure.
The system then assigns codes which indicate the effectiveness of the RCM decision that was made for that failure mode. The codes can be analysed to give an accurate indication of the effectiveness of the overall RCM maintenance strategy.
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A Product Design To ensure that the clients large volume of design issues are readily Management Application tracked and that design errors not repeated on future projects.
A Technical Document To manage all aspects of the production of a clients technical Management System documentation.
Rationalising and For optimising large numbers of plant and equipment maintenance Balancing Software tasks
A Secure Application To enable the client's suppliers to provide Life Cycle Costing data in a format for importing into the client's main LCC database
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Extension to Existing Extension to an existing off-the-shelf application which significantly System improved the end-user data entry, productivity and accuracy. Included a "wizard" application to enable end-users to look up information in a different database and automatically generate the codes required when inputting this data into a third application.
A Fault Reporting System For collecting, structuring, analysing and reporting equipment failures Existing Package To better suit the clients specific industry and provide a multi-lingual Enhancements user interface A Web Server System To process and record customer credit card payments, issue software licence codes and handle refunds Educational Software (Multi-lingual) for foreign language students Simulation Software Capable of simulating almost all activities at any railway vehicle Package maintenance depot. Existing Application With Lotus Notes in order to make information accessible to company Interface users world-wide
It is very unlikely that we have already written a bespoke application that would provide an immediate solution to your specific requirements. We should, however, be happy to discuss your specific requirements with you (without any obligation) and also demonstrate some of the software that we have developed for other clients.
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Our objective is to work with you at every stage of the bespoke software development process in order to provide you with an application that fits your needs precisely.
Training We aim to make all our bespoke applications very intuitive to use and fully supported with context-sensitive on-screen help and Acrobat PDF documentation. We provide downstream training as required. Development After a period of time, many clients ask us to enhance their application in line with user requests (ie evolving the software in parallel with the business) and with the development of the software modules. When we develop an application we aim to structure the software and data so that future enhancements can be incorporated readily. Support We provide software support for the applications we write either on an ad hoc basis or via an annual support contract. Bespoke software is increasing in popularity because "standard" offthe-shelf packages are not what organisations want or are simply not available. Bespoke applications are very cost effective because sophisticated software development modules are readily available. In many instances, satisfying a client's particular software needs can have a profound overall effect on the effectiveness and efficiency of the business. By definition, bespoke software is written to address a specific need. It is very unlikely, therefore, that we have written an application that would provide an immediate solution to your specific requirements. We should, however, be happy to discuss your specific requirements with you (without any obligation) and also demonstrate some of the software that we have developed for other clients.
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Constructing and running a computer program that imitates the operation of an existing or proposed system/process in order to provide an understanding of the real system and how it reacts to change
Overview of Computer Simulation Modelling (CSM)

The Need A Simulation Modelling Application is a computer application that imitates the operation of an existing or proposed real-life system/process. Models are built in order to provide an understanding of how the corresponding real system would behave in certain situations. This is often essential particularly where experimenting with the real system would be too costly, too disruptive, impractical or even impossible. Why Simulation Modelling Simulation Modelling is a very powerful way of investigating (and hence understanding) the complex relationships between a large number of variable factors in, for example, a production process or the operation of a complex organisation. Most systems, and the questions we ask about them, are far too complex for us to attempt to model them analytically - the only solution is simulation (which mimics reality) on a computer. Minimising Risk By constructing a computer simulation of your system/process we can help you to identify and test ideas (and even fine tune them to your best advantage), with the minimum financial risk (ie before incurring the cost of implementation and without making expensive mistakes). You can find out about your real system "safely" and without costly trial and error. Example Simulation Modelling Application Our Simulation Modelling Application called GenMod is capable of modelling almost all activities at most railway vehicle maintenance depots. It helps clients predict the impact of depot development on both fleet and depot performance. The client provides data which fully describe train running, the depot and the fleet(s) which are to be simulated. GenMod uses this data to model depot and fleet activity for as many simulated days as the user requires. Mutual Consultants' Role Our role is to work closely with the client both during the development of the Simulation Modelling Application and downstream to ensure that the resulting application imitates the real life system/process and that the application continues to evolve in line with the business needs. Benefits Simulation Modelling Applications yield the following benefits: Avoiding costly mistakes - The cost of developing an application is small compared with what can be lost in a real life experiment Iterate to the best solution - You can test different ideas again and again with different inputs ie. iterate towards the best solution Time saving - You can simulate years of operation in minutes Interaction of Random Events - You can build randomness into your system/process and see the effects. This allows you to describe events and timings as they occur in real life.
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WHAT IS COMPUTER SIMULATION MODELLING?.............. 1 WHAT CAN BE SIMULATED?................................................. 1 WHY SIMULATE? .................................................................... 2 SIMULATION v OTHER TECHNIQUES ................................... 2 EXAMPLE OF A SIMULATION MODELLING APPLICATION.......................................................................... 3 BENEFITS OF SIMULATION MODELLING............................. 4 MUTUAL CONSULTANTS ROLE ........................................... 5 CONCLUSION .......................................................................... 5 For More Information Please Contact.................................... 5
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WHAT IS COMPUTER SIMULATION MODELLING?
A Simulation Modelling Application is a computer application that imitates the operation of an existing or proposed real-life system/process. In general terms, models are built in order to provide an understanding of how the corresponding "real" system would behave in certain situations. This is often essential particularly where experimenting with the real system would be too disruptive, too costly, impractical or even impossible (such as the case of a system or process which does not yet exist). If the real system/process is simple then it may be possible to use mathematical methods (e.g. algebra, calculus, etc.) to build a precise model which will give exact answers - this is "analytical modelling". Such models can be readily constructed using a spreadsheet. However, most systems, and the questions we ask about them, are far too complex for us to attempt to model them analytically. The only solution is simulation - in which case it is best performed by writing a Simulation Modelling Application on a computer. Simulation Modelling is a very powerful way of investigating (and hence understanding) the complex relationships between a large number of variable factors in, for example, a production process or the operation of a complex organisation. Most simulation models are time based and take into account all the resources and constraints involved, and the way these things interact with each other as time passes. Simulation also builds in the randomness you would see in real life. For example, it does not always take exactly 5 minutes for particular operation to be performed, process equipment can breakdown unexpectedly with varying amounts of downtime etc. This means that a Simulation Modelling Application can mimic reality in this way the model can be used to predict behaviour of, say, a process to see how it would perform in real life (with all its uncertainties). There are many scenarios that can be simulated; in general, systems that can be summarised using a flow chart (ie a process flow with discrete events) can be simulated. Areas in which we have worked include staff utilisation modelling, shift modelling and process reliability - the scope is endless. The processes where most benefit may be gained are those that involve change over time, randomness and where there are complex relationships between large numbers of variable factors. Realistically, such systems can only be analysed by constructing and running a Simulation Modelling Application.
WHAT CAN BE SIMULATED?
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WHY SIMULATE?
By constructing a Simulation Modelling Application of your process we can help you to identify and test ideas (and even fine tune them to your best advantage); this is at a fraction of the cost of trying your ideas for real and with the minimum financial risk (ie before incurring the cost of implementation and without making expensive mistakes). Once the model has been developed, ideas can be tested very quickly (for example, the model may be able to simulate years of operation in a matter of minutes) which in turn will generate many more ideas. By using the model you will gain insights into how to run the process or organisation more effectively. The Simulation Modelling Application will automatically record performance measures as the model runs so that you can get representative numerical results to validate the value (or otherwise) of your ideas. Simulation provides you with a deep insight into how your process works (or does not work!). The mere process of developing a Simulation Modelling Application can reveal solutions that will make your process work better. One alternative to simulation is to test your ideas in real life (ie trial and error that relies on gut feel!). Trial and error has serious shortcomings: Cost - Experimenting in "real life" can be very costly. It is not just the cost of introducing change but the cost of making a bad decision. The cost of writing a Simulation Modelling Application is small compared with the money that can be lost in a "real life" experiment Iteration - In real life you only get one chance to experiment and collect the results and so you cannot test different ideas under identical circumstances. With simulation you can test the same system repeatedly with different inputs - ie you can iterate to the best solution Time - It takes time to conduct a real life experiment - it may be years before you find out whether or not your idea worked. With a Simulation Modelling Application you can simulate years of operation in a matter of minutes - ie. you get the answer now instead of when it is too late.
SIMULATION v OTHER TECHNIQUES
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Another alternative to simulation is to create an analytical model of your process or system; this also has limitations: Interaction of Random Events - Analytical models can model a steady state scenario but only simulation modelling lets you build in randomness, for example machine failures, absenteeism etc, and allow you to see the effects. Simulation Modelling is the only way of investigating (and hence understanding) the complex relationships between a large number of variable factors. System Complexity - Analytical modelling can precisely describe a system and accurately predict its behaviour but it is usually only attempted if the system is relatively simple. For complex systems (such as a manufacturing facility), only simulation gives you the flexibility to describe events and timings as they actually are in real life.
EXAMPLE OF A SIMULATION MODELLING APPLICATION
GenMod is a Simulation Modelling Application which is capable of modelling almost all activities at most railway vehicle maintenance depots. We use this application to help clients predict the impact of depot development on both fleet and depot performance. The effective development and management of a railway depot involves a regular re-evaluation of how best to respond to changing engineering, commercial and operational pressures. These changes may include: increased depot workloads revised depot layouts different staffing skills, mix and levels different fleet sizes new vehicle maintenance schedules changing failure rates, etc.
The client provides data which fully describe train running, the depot and the fleet(s) which are to be simulated. GenMod uses this data to model depot and fleet activity for as many simulated days as the user requires. By making minor alterations to the data files and re-running the simulation, users can investigate many "what if?" scenarios. Without GenMod, the only ways to assess the impact of depot development are: guesswork/"gut feel" build, and play with, scale models
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write an analytical model (eg a spreadsheet) try it for real and see what happens.
With the help of GenMod, we can give clients an opportunity to test ideas for change, and even fine tune them to best advantage (by running a series of simulations), before committing financial and other resources to them. Many parameters can be varied (either simultaneously or individually) allowing clients to investigate many "what if?" scenarios. GenMod presents the results of each simulation run (such as predetermined key performance indicators) identifying, say, the effects of various staffing levels, which allows the client to determine which areas of change look the most promising for subsequent implementation.
BENEFITS OF SIMULATION MODELLING
By constructing a computer simulation of your system/process we can help you to identify and test ideas (and even fine tune them to your best advantage), with the minimum financial risk (ie before incurring the cost of implementation and without making expensive mistakes). Simulation started in manufacturing where it was used as a "check the design will work" approach. Experience showed that simulation is best applied early in the design project because the design will only be right if the design process itself takes into account how all the resources and rules will interact to impact the process flows. The following is a summary of the benefits that simulation modelling can bring: Avoiding costly mistakes - The cost of developing a Simulation Modelling Application is usually small compared with the money that can be lost in a real life experiment Iterate to the best solution With a Simulation Modelling Application you can test different ideas again and again with different inputs; in this way you can iterate towards the best solution. Time saving With a Simulation Modelling Application you can simulate years of operation in a matter of minutes in short, you get a deep insight into how your system/process works, revealing solutions that will make your process work better Interaction of Random Events Simulation modelling lets you build in randomness into your system/process and allow you to see the effects. Simulation Modelling is the only way of investigating (and hence understanding) the complex relationships between a large number of variable factors. Only simulation gives you the flexibility to describe events and timings as they occur in real life.
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MUTUAL CONSULTANTS ROLE CONCLUSION
Our role is to work closely with the client both during the development of the Simulation Modelling Application and downstream to ensure that the resulting application imitates the real life system/process and that the application continues to evolve in line with the business needs. By constructing a computer simulation of your system/process we can help you to identify and test ideas (and even fine tune them to your best advantage), with the minimum financial risk (ie before incurring the cost of implementation and without making expensive mistakes. Simulation modelling is particularly powerful (and the only realistic solution) if you wish to identify opportunities for change and but are held back by the complex relationships between a large number of variable factors in your system/process. By applying a Simulation Modelling Application you can find out about your real system "safely" and without costly trial and error.
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Simulation of most activities at an existing or proposed railway maintenance depot in order to predict depot and fleet performance for any given set of input parameters
Overview of Railway Depot Modelling (RDM)

Pressures on Railway Depots The effective development and management of a railway depot involves a regular re-evaluation of how best to respond to changing engineering, commercial and operational pressures such as increased depot workloads, revised depot layouts and new vehicle maintenance schedules Depot Managers may face questions such as "how can we alter the depot shift patterns to maximise staff utilisation?" or "how is the depot going to cope with the new fleet?" or "what would happen if ....?" Railway maintenance depots involve many complex inter-related activities. It is, therefore, not always obvious what effect a change in one area may have on the overall performance of a depot and its fleet of vehicles. Managing the Change We can help todays depot managers to ask and answer depot-related questions with the minimum of risk to engineering, commercial and operational performance. Our approach uses a modern sophisticated computer simulation package to model your railway maintenance depot. This computer model accurately simulates all your depots and fleets activities, carefully noting the net effects on performance caused by the interaction of a large number of variable factors. By using the software we provide the opportunity to test your ideas for change, and even fine tune them to your best advantage, before financial and other resources are committed in making the changes. In summary, by using computer simulation we can investigate the very complex relationships between a large number of variable factors which ultimately govern the efficient operation of a railway depot. Our Approach We work closely with you in the following stages of a modelling project: Requirements Analysis, Data Gathering, Calibration, Simulation and Reporting. This approach enables us to investigate any number of what if? scenarios. Once set up, the model is easily re-run at a later date to assess future developments. Benefits The major benefit of Mutual Consultants approach is that it provides you with the opportunity to test rapidly and safely a variety of possible changes that you may be considering in response to changing engineering, commercial and operating pressures. In addition, being able to base your decisions confidently on our modelling output may mean, for example, the smooth introduction of a new fleet of vehicles or moving the right number of staff from nights to days, and still covering the morning peak. Crucially, you will be able to test these ideas and even fine tune them to your best advantage, before committing financial and other resources to them and without incurring expensive mistakes.
+44 (0)1788 555000
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INTRODUCTION....................................................................... 1 IS YOUR RAILWAY DEPOT FULLY OPTIMISED? ................. 1 Depot Layout .......................................................... 2 Depot Resources.................................................... 2 Staffing .................................................................... 2 Maintenance Workload .......................................... 2 OUR APPROACH..................................................................... 3 Traditional Approaches ......................................... 3 Railway Depot Simulation Modelling.................... 3 The Stages of a Simulation Modelling Project..... 3 Assess Resources Required .......................4 Collect Raw Data ..........................................4 Format Data For Use in Model.....................4 Calibrate the Model ......................................5 Iterate to Solution(s).....................................5 Report Back ..................................................6 BENEFITS ................................................................................ 6 Financial.................................................................. 6 Physical................................................................... 7 MUTUAL CONSULTANTS ROLE ........................................... 7 CONCLUSION .......................................................................... 7 For More Information Please Contact.................................... 8
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INTRODUCTION
The efficient operation of any railway vehicle maintenance depot is determined by the complex interaction of a large number of variable factors. A depot which is apparently ticking over nicely could easily become disturbed by inappropriate or poorly-managed changes. The effects on a depot caused by such changes can often be surprising, and even confusing, despite the best of intentions. The effective development and management of a railway depot involves a regular re-evaluation of how best to respond to changing engineering, commercial and operational pressures. This brochure describes our approach to the problem of determining what the most appropriate changes are, and what effects they will have on depot and fleet performance
IS YOUR RAILWAY DEPOT FULLY OPTIMISED?
Depot Managers considering minor or major changes to a depot or its fleet of vehicles will almost certainly be contemplating one or more of the following: increased depot workloads revised depot layouts different staffing skills, mix and levels different fleet sizes new vehicle maintenance schedules changing failure rates, etc.
Hence, the following are typical questions that Depot Managers may face: operationally, where is the best place to put the new washing plant? how can we alter the depot shift patterns to maximise staff utilisation? exactly how will two more roads in the main shed influence depot capacity? how is the depot going to cope with the new fleet? can we realistically tender for that heavy overhaul contract and still expect to run next years timetable? how many staff can we move from nights to days and still ensure we cover the morning peak? what about fuelling trains on the way out rather than on the way in? what would happen if ....?
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Depot Layout Basic depot layout is a fundamental factor in determining overall depot performance. How many sheds or work areas do you need and what size should they be? What roads are required within the sheds, and how long should they be? How should the roads be split into discrete bays? Which roads need to be electrified, and what do you need in the way of stabling sidings? If a depots layout does not ideally suit its requirements then every day and every night will be a struggle for the depot staff and, in the long run, it will lead to inefficient operation of the depot Depot Resources Without the appropriate resources, even a well laid out depot will not perform adequately. Are any of the following required, and where should they be sited? washing plant, toilet flushing/emptying facilities train cleaning equipment (e.g. side platforms) lifting facilities (overhead and/or in-pit) wheel re-profiling equipment electronics clean room stores space
Staffing The performance of a depot depends absolutely upon its employees. How many skilled staff are required? What types of staff should you have? What skill levels are needed? What shift patterns are most appropriate? The problem is how best to determine the optimum staffing levels, skills, shift patterns, etc. Maintenance Workload How a fleets maintenance requirements are planned can dramatically affect a depots ability to complete its workload efficiently and effectively. A depot considering undertaking work on behalf of third parties needs to be confident that the capacity for that work either does or could exist. A depots workload can be split into the following categories: scheduled running maintenance (should they be balanced or cumulative exams; should they be done during the day or overnight?) scheduled overhauls (should the work be done in-house or should it be contracted out?) unscheduled maintenance (repairs & failures) modifications (what if a major modification programme is required soon after entering service?)
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Considering workload in combination with the depot raises two possible questions: how could the depot be developed in order to best cope with the existing workload? how could the workload be best adjusted to suit the existing depot?
OUR APPROACH
There are many alternative approaches that could be deployed to answer the questions raised in the previous section
Traditional Approaches The following approaches have been used traditionally in railway depot development, with varying degrees of success: informed guesswork/gut feel building and operating scale models simulating the depot and fleets with a spreadsheet trying it for real to see what happens.
All the above approaches mean that changes are made on the basis of incomplete information, and they are, therefore, likely to have one or more of the following shortcomings: very expensive mistakes can occur depot development stagnates through fear of failure key staff are distracted from the day-to-day running of the depot.
Railway Depot Simulation Our approach involves accurately modelling the depot and its fleet(s) Modelling in order to provide depot managers with the best possible information on which to base decisions for depot development. We make use of a sophisticated railway depot simulation software package which is capable of modelling almost all activities at most railway depots. The model simulates as many days as are required using a comprehensive set of input parameters and then predicts likely depot and fleet performance. We believe this approach is the only one which caters for and recognises that the efficient operation of any railway maintenance depot is determined by the complex interaction of a large number of variable factors The Stages of a Simulation Mutual Consultants Limited works closely with you at every one of Modelling Project the following stages of a simulation modelling project:
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assess resources required collect raw data format data for use in the model
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calibrate the model iterate to solution(s) report back.
Each of these stages is described in more detail in the following paragraphs.

Assess Resources Required
The purpose of this stage is to estimate what resources will be required in order to complete the modelling project; this will then enable you to assess whether the time, effort and money looks worthwhile. First, it is necessary to define the overall objectives for the modelling project. For example, it may be stated as to determine the optimum size of the main shed extension (a relatively small project) or, perhaps, to provide predictions of depot and fleet performance for various alternative depot refurbishment schemes (a large modelling project). Next, an estimate is made of the time and resources required to collect basic raw data about the depot and the fleet(s). This information is the core of the model and needs to be to a sufficient quality to ensure success of the modelling project. A strategy is planned for performing the actual computer simulations. This means determining how best to present the data to the model, which input parameters will be altered between simulations and which key performance indicators are to be used to judge the success (or otherwise) of each simulation run. We will then prepare a document which fully details the resources and costs required to build the model and run the simulations, enabling you to decide whether or not to continue.
Collect Raw Data
Once the decision has been made to continue, the next stage is to collect the raw data required. This data used to drive the model. This involves our consultant working closely with depot (and other) staff as required to collect information about the depot, the fleet(s) of vehicles, the maintenance workload, and costs (where relevant).
Format Data For Use in Model
The raw data collected in the previous stage needs to be structured into a format acceptable to the simulation model. This entails writing structured text files that the model can read and understand. The data will be split into several categories, and there could be a large number of text files depending on the complexity of the modelling project. The data categories are: global information o depots/stations o staff types o vehicle types o job names
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depot information o work areas o roads o bays o bay capabilities
staff information o shifts o turns
train running information o diagrams o journeys
vehicle maintenance information o scheduled running maintenance o scheduled overhauls o unscheduled maintenance (repairs/failures) o modifications.
Calibrate the Model
Where possible, the simulation model will be calibrated. In this stage, a simulation (of the depot in its existing state) is run and the resulting output is compared with actual depot and fleet performance to confirm that it looks sensible and that discrepancies can be explained. If the output is not sensible or discrepancies cannot be explained then the input data is re-examined in order to determine the root of the problem. The purpose is to ensure that the model behaves in a sensible way and, that where there are discrepancies between model behaviour and reality these can be satisfactorily explained. Confidence in the model output is much greater once it has been calibrated in this way.
Iterate to Solution(s)
The data which has already been prepared can now be processed by the computer simulation model. One or more sets of simulation runs are made according to the strategy determined in the first stage of our approach. Each individual run produces several output data files. This output is examined and interpreted. Extreme scenarios are quickly dismissed, leaving an area of middle ground which warrants more detailed investigation. For example, a project may be investigating the effects of varying the number of skilled staff available each day in a shed which currently has 50 employees. Several runs may have been set up which tested the following numbers of staff: 10, 20, 30, 40, 50, 60, 70. It would be expected that 10 staff would cause the depot to grind to a halt and
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that 70 staff would give unacceptably low staff utilisation - these are the extreme scenarios referred to above. The results may well indicate that it would be worth considering a second series of runs with staff numbers varying in smaller increments between 30 and 50. In this way, the data is fine tuned and re-run and the model zooms in on the optimum solution.
Report Back
All the above steps are documented in summary and in full detail, providing you with the best possible information on which to base your final decisions for change.
BENEFITS
The major benefit of Mutual Consultants Limiteds approach is that it provides you with the opportunity to rapidly and safely test a variety of possible responses to changing engineering, commercial and operational pressures. Furthermore, the investment in the initial simulation modelling project can potentially pay back many times. A depot will continue to develop in response to changing needs over time; the data gathered and modelling expertise developed during the initial project remains available for use in future projects. Future projects will, of course, require considerably less time and resources. More specific benefits are listed below, under the headings of financial and physical benefits. Financial Using our approach may, for example, mean that one less member of staff is employed at the depot than would otherwise have been the case. If we say the cost of employing that person is 30k pa, then over, say, 15 years this would save 450k. Using our approach may, for example, mean avoiding a failure to cover one train diagram per week. If the average financial penalty for not covering a train diagram is, say, 5k (totalling 250k pa), then over, say, 15 years this would save 3.75m. Using our approach may, for example, mean that, where a fleets maintenance workload is split between two depots, one less movement of trains between the two depots per week is required than would otherwise have been the case. If the average cost of a movement to another depot is, say, 500 (totalling 25k pa), then over, say, 15 years this would save 375k.
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Physical Simulation modelling highlights the complex interactions between all the variable factors which determine overall depot and fleet performance. This cannot be achieved realistically by any other method. Our approach provides you with a zero-risk environment in which to test all the effects of your proposed changes. By testing various possibilities, you can quickly determine optimum solutions for: depot layout depot resources depot staffing maintenance workload.
You are provided with comprehensive simulation modelling project reports which present you with the best possible information on which to base your final decisions for change. This creates an audit trail for your decisions, making them both sensible and defensible.
MUTUAL CONSULTANTS ROLE CONCLUSION
Our role is to work closely with clients to understand fully how the existing/proposed depots/fleets operate in order to enable us to build the best possible model that can, therefore, accurately predict depot/fleet performance given any set of input parameters.
By adopting a structured approach to railway depot simulation modelling, many parameters can be varied (either simultaneously or individually) allowing us to investigate may what if? scenarios. Furthermore, once the data has been gathered and a model set up, we can re-run the simulation in the future as new developments need to be assessed. You will be able to test ideas for change, and even fine tune them to your best advantage, before committing financial and other resources to them and thereby avoiding expensive mistakes.
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RCM DESKTOP ...................................................................................... 1 OPERATING REQUIREMENTS.............................................................. 1 SOFTWARE EDITIONS .......................................................................... 2

BASIC .................................................................................................... 2 INTERMEDIATE ........................................................................................ 2 ADVANCED ............................................................................................. 2 ULTIMATE ............................................................................................... 2
BASIC EDITION ...................................................................................... 3

USER-DEFINED TASK SELECTION LOGIC.................................................. 3 ANALYSIS LIST ....................................................................................... 4 THE ANALYSIS TREE ............................................................................... 4 ANALYSIS PROPERTIES ........................................................................... 5 LOOKUP TABLES .................................................................................... 6 BACKUP AND RESTORE ........................................................................... 7
INTERMEDIATE EDITION ...................................................................... 8

ASSET HIERARCHY ................................................................................. 8 COMPANY INFORMATION ......................................................................... 8 ANALYSIS PROPERTIES ........................................................................... 8 THE ANALYSIS TREE ............................................................................... 9 ANALYSIS DIARY................................................................................... 10 DOCUMENTATION ERRORS .................................................................... 10 QUERIES AND ACTIONS ......................................................................... 10 SIGNIFICANT FINDINGS .......................................................................... 11 RENUMBERING ..................................................................................... 11 SEARCH / REPLACE / SPELL CHECK ...................................................... 12 STANDARD FAILURE-FINDING CALCULATIONS ........................................ 12 COPY / EXPORT / IMPORT ANALYSES ..................................................... 13
ADVANCED EDITION........................................................................... 14
FACILITATOR VIEW ................................................................................ 14 LIVE SPELL CHECKER ....................................................................... 16 AUTO TEXT........................................................................................... 16 WORTH DOING CALCULATOR ................................................................ 17 AS 1A1 ............................................................................................ 17 DRAG AND DROP .................................................................................. 18 ADVANCED FAILURE-FINDING CALCULATIONS ........................................ 18 DOCUMENT & PHOTO LINKS .................................................................. 18 EXPORT DATA GRIDS ............................................................................ 19 CHECK-OUT AND CHECK-IN .................................................................. 19
ULTIMATE EDITION ............................................................................. 20

SQL QUERY BUILDER........................................................................... 20
PRINTED REPORTS............................................................................. 21
TREE AND GRID REPORTS ..................................................................... 21 FIXED FORMAT REPORTS ...................................................................... 22
SINGLE AND MULTI-USER VERSIONS .............................................. 25

SINGLE-USER VERSION.......................................................................... 25 MULTI-USER VERSION ........................................................................... 25
RCM DESKTOP BENEFITS ................................................................. 25

RCM PROJECT SIZE ............................................................................. 26 WHY NOT WORD PROCESSORS OR SPREADSHEETS? ............................. 26
TECHNICAL SUPPORT........................................................................ 26
UPDATES.............................................................................................. 27 UPGRADES ........................................................................................... 27 FOR MORE INFORMATION PLEASE CONTACT............................................ 27
FEATURE COMPARISON TABLE ....................................................... 28
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WRITTEN BY FACILITATORS FOR FACILITATORS
RCM DESKTOP
RCM Desktop software has been developed to provide advanced support for the application of RCM.
Special attention has been paid to the role of the RCM Facilitator in order to maximise their productivity (especially during analysis group meetings) with advanced ease-of-use and speed-of-use features that make RCM Desktop fast and intuitive. The software removes the need for technical typists, reams of paperwork or walls covered in flip charts. The overall philosophy behind the design of the software is: To enable the RCM Facilitator to manage efficiently all aspects of an RCM Analysis and to document it live during analysis group meetings using any RCM Task Selection Logic.
OPERATING REQUIREMENTS
RDS0802 RCM Desktop, 2009
RCM Desktop will run on any PC capable of running Windows 2000, XP or Vista:
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SOFTWARE EDITIONS
Basic
RCM Desktop is available in four editions which include progressively more features; each edition includes all the features provided in the lower priced editions: The RCM Desktop Basic Edition provides the minimum set of features required to document an RCM analysis using any RCM Task Selection Logic. It is intended for users who plan to do a small number of RCM analyses or who are, perhaps, undertaking a RCM pilot project and dont yet need any of the more advanced features.
Intermediate
The RCM Desktop Intermediate Edition provides further features designed to enhance facilitator productivity and allow input of additional supporting information. It is intended for users who wish to make use of the additional productivity features or who have a small number of RCM analyses to document.
Advanced
The RCM Desktop Advanced Edition is everything an RCM Facilitator could ask for, incorporating a set of highlyadvanced facilitator productivity features. It is intended for users who wish to maximise facilitator productivity, who wish to dispense with paperwork and flip charts and who need to manage one or more large RCM projects.
Ultimate
The RCM Desktop Ultimate Edition includes a visual SQL query builder which has full SQL access to the underlying RCM Desktop database tables and views. It is intended for users who need to design their own queries for exporting RCM data to other systems.
The distinguishing features included in each RCM Desktop edition are described in the following sections. Appendix 1 at the end of this brochure contains a feature comparison table which shows how the features described in this brochure map into each RCM Desktop edition.
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BASIC EDITION
User-Defined Task Selection Logic
The key features of the Basic Edition of RCM Desktop are explained below: There are many different RCM task selection logic diagrams in existence; a major feature of RCM Desktop is that it does not tie you down to any particular one. You can use any logic that you wish. You can even define your own Task Selection Logic and incorporate it into the RCM Desktop.
List of RCM Task Selection Logics
Decision Logic Editor, showing RCM2 Decision Logic
Any RCM analysis recorded in the RCM Desktop can use any Task Selection Logic and the software automatically configures itself to match the initial decision logic selected for the analysis. RCM Desktop is supplied with some of the more common RCM selection logics already installed including the Aladon RCM2 Decision Logic.
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Analysis List
The Analysis List is where individual RCM analyses are managed. In the Basic Edition users can create analyses, open them for editing and delete them.
Analysis List Window
The Analysis Tree
In the Basic Edition editing of Functions, Functional Failures, Failure Modes and Scheduled Tasks is done using a powerful grid which presents data to the user in a similar fashion to a spreadsheet, but much more intelligently. The grid shows the analysis as a tree structure, with Functions at the highest level, Functional Failures at the 2nd level, Failure Modes on the 3rd, and so on.
Analysis Tree expanded as far as Failure Mode Details RDS0802 RCM Desktop, 2009
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The Analysis Tree grid allows a large amount of information to be recorded against each Failure Mode: Failure Effects Analysis Groups Decision Responses to Decision Logic questions (+ Comments) Maintenance Task(s) basic details only Down Time Repair Time Contingency Action General Comments Redesigns. The grid is highly customisable. Columns can be rearranged; columns can be hidden/shown; records can be grouped by any column; records can be sorted by any column. So, users can define their own preferred layout. The grid can be printed at any time and will appear on paper exactly as it appears on the screen (with instant switching between European and American paper sizes):
Sample Print of Analysis Tree Grid
Analysis Properties
The following information can be stored against each RCM analysis in the Basic Edition: Reference ID Title RCM Decision Logic used Labour Costs per man-hour Version/Revision Date
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Analysis Status Group members General comments Facilitator(s)
Analysis Properties tab of Analysis Editor window
Lookup Tables
All Editions of RCM Desktop allow users to define their own lists of frequently-used items in lookup tables. The Basic Edition allows the following lists.
Skills List is used to populate a drop-down list for specifying
who should perform a maintenance Task. This can later be used to group Tasks by the skill required.
Editing the Skills List
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WRITTEN BY FACILITATORS FOR FACILITATORS Redesign Types is used to populate a drop-down list for specifying the type of each Redesign. This can then be used to group Redesigns by type.
Editing the Redesign Types List
Backup and Restore
On multi-user systems, it is assumed that existing company network server backup routines will provide adequate data protection. On single-user systems, RCM Desktop makes it very easy for users to backup the entire RCM database to any available device (e.g. USB memory stick, SD card, writeable CD, network drive). Backup folders are automatically created using the database name and the date and time of creation. Users can optionally set RCM Desktop to remind them to take a backup each time the program is shut down.
Easy-to-use Backup Feature
If disaster strikes, users can easily navigate to the most recent backup folder and restore their missing data.
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Easy-to-use Restore Feature
INTERMEDIATE EDITION
Asset Hierarchy
In addition to the features described above for the Basic Edition, the key features of the Intermediate Edition of RCM Desktop are explained below: The Asset Hierarchy is used to link the assets to the RCM Analyses and record the Operating Contexts:
Asset Tree and Operating Context
Company Information Analysis Properties
This is used to store your company name, logo and copyright notice so that they can appear on RCM Desktop reports. The following additional Analysis Properties long text fields are available: Boundaries of the analysis (what equipment is covered by the analysis and what is not) Assumptions upon which the analysis is based Glossary of terms and abbreviations used throughout the analysis (useful for readers not familiar with the equipment or company jargon).
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The Analysis Tree
In the Intermediate Edition, the Analysis Tree grid provides access to the following additional fields/features: Several additional fields for fully-detailed Task descriptions
Ability to assign Alarms and failure Symptoms to Failure Modes for the generation of fault-finding guides
Instantly copy from one Failure Mode to another Failure Effects, Downtime, Contingency Action, Comments, Equipment Tags and Criticality data without having to use the Windows clipboard
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Analysis Diary
The Analysis Diary allows the Facilitator to keep a log of anything they wish for any given day of activity on an RCM analysis. This may include: Group members attendance What was achieved during each meeting Notes about the meeting.
Analysis Diary entries
Documentation Errors
RCM analyses often reveal errors in technical documents. RCM Desktop provides a place to record such errors so they can be reported and rectified rather than forgotten.
Recording Documentation Errors
Queries and Actions
During most RCM analyses, there comes a point where some additional information is required and the facilitator needs to delegate the job of finding it to members of the analysis group. RCM Desktop enables the facilitator to record and manage all queries and group member actions.
Recording Queries and Actions
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Significant Findings
An RCM analysis group will often discover significant, interesting or even urgent facts about the asset being analysed. These often warrant higher management attention and should not be ignored or forgotten. RCM Desktop enables you to store and report on such Significant Findings.
Recording Significant Findings
Renumbering
As an RCM analysis progresses, the numbering of Functions, Functional Failures and Failure Modes can become very untidy as items are moved around and/or deleted. Gaps can appear in the numbering of items. RCM Desktop allows the facilitator to renumber all or part of an analysis at any time.
Renumbering an Analysis
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Search / Replace / Spell Check
Standard search, replace and spell checking functions are available in the Intermediate Edition.
Search and Replace
The Spell Checker
Standard Failure-Finding Calculations
The two most frequently used failure-finding interval formulae are available in the Intermediate Edition. Reliability figures can be entered either as Failures per Million Hours (fpmh) or as Mean Time Between Failures (MTBF) using any time unit.
Failure-Finding Calculator RDS0802 RCM Desktop, 2009
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Copy / Export / Import Analyses
Individual analyses can be: Copied within the same database
Exported to disk for later import to another database
Imported from another database
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ADVANCED EDITION
Facilitator View
In addition to the features described above for the Intermediate Edition, the key features of the Advanced Edition of RCM Desktop are explained below: The most significant feature of the Advanced Edition of RCM Desktop is the Facilitator View. This is actually not a single feature, but an entire group of features dedicated to maximising facilitator productivity.
The Facilitator View
Everything that can be recorded about any given Failure Mode is instantly accessible, all within a single window.
Easy Navigation
The left hand side of the Facilitate Tab contains buttons for all Functions, Functional Failures and Failure Modes, allowing instant navigation to any part of an RCM analysis.
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WRITTEN BY FACILITATORS FOR FACILITATORS Optional Panels
The Failure Mode area in the Facilitate Tab is split in a number of sub-panels. Each sub-panel can easily be shown or hidden so that only those items that are regularly used by the facilitator actually appear on the screen.
Rapid Data Entry
Keyboard shortcuts help with entering data very quickly. For example, entering a large number of Functions is simply a matter of repeating the following sequence as many times as required:
<press Ins> <type the function text> <press Enter> Task Selection Logic Responses
Recording the groups responses to the Task Selection/Decision Logic questions is easy. The question reference IDs are laid out on screen in the same positions as drawn in the Task Selection Logic editor regardless of which Decision Logic is used. The facilitator clicks on the Y or N for the questions that he asks. The question reference is then highlighted in green (Y) or red (N). To record a set of comments against a question the facilitator simply clicks on the questions reference and starts typing.
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WRITTEN BY FACILITATORS FOR FACILITATORS Go To Target
An experienced facilitator with an experienced analysis group will frequently know the decision for certain failure modes and not need to waste time in discussion or detailed record keeping. The Advanced Edition allows the Facilitator to double click on the Y or N for the task selection logic question where the failure mode ends up. The correct responses to all the previous questions are automatically entered. Live Spell Checker Just as in any modern word processor, the Advanced Edition will highlight incorrectly spelled words with a red squiggly.
Live Spell Checking
Auto Text
This is a major time-saving feature. Facilitators often need to use the same phrases over and over again which can be laborious to type in full. The Advanced Edition allows the user to set up abbreviations for frequently used phrases. Whenever the abbreviation is typed
the RCM Desktop immediately replaces it with the specified text:
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Worth Doing Calculator
The Advanced Edition includes a versatile worth-doing calculator to assist with calculating whether or not tasks for failures with economic consequences are worth doing.
One tab of the worth-doing calculator
It can even perform the calculation in reverse this allows the facilitator to calculate how bad the failure MTBF needs to be in order to make the task worth doing. This is extremely useful when the MTBF is not known accurately. As 1A1 Facilitators often find that the documentation relating to one Failure Mode is extremely similar to another (especially if they are under the same Functional Failure). The Advanced Edition enables the Facilitator to copy instantly as much as is necessary from one Failure Mode to another without having to use the Windows clipboard or having to navigate to the other Failure Mode. This saves a lot of time and minimises copying errors.
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Drag and Drop
RCM facilitators often need to copy information from one analysis to another or to rearrange information within an analysis. The Drag and Drop feature of the Advanced Edition makes this a very simple process.
Dragging a Functional Failure
In the example above, a Functional Failure is being dragged from one analysis to another. In an instant, this creates a copy of that Functional Failure and all its Failure Modes and Decisions in the target analysis. Advanced Failure-Finding Calculations Two additional failure-finding formulae are available in the Advanced Edition.
Document & Photo Links
The Advanced Edition permits the user to store links to external documents such as drawings, user guides, technical manuals, etc. Double-clicking on any link will open that document in the associated application (assuming it is installed and available). Links to folders containing photographs can also be stored. RCM Desktop displays resizable thumbnails of the photographs in the folder and allows the user to display any selected photograph and to zoom in on any part of it.
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The Photograph Viewer
This is another great time saver. A set of detailed digital photographs dramatically cuts down on analysis group visits to the equipment. Export Data Grids Much of the information stored in the RCM Desktop database is presented in a powerful and highly customizable spreadsheet-like grid. Most grids can be exported in Excel, HTML, XML and CSV formats.
Export Dialog Box
Check-Out and Check-In
For mobile facilitators who hold analysis meetings in various locations, the Advanced Edition has a unique Check-Out / Check-In Feature. The facilitator can Check Out an analysis from the companys Master RCM Database onto their laptop. They can then work on the analysis during the analysis meetings at a remote location. When they return to base, the analysis can be Checked In again to the Master database.
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Analysis Check Out Dialog Box
While an analysis is Checked Out, it can still be opened in the Master Database, but it will be read-only. This prevents any conflicts when it is subsequently Checked In by the facilitator
ULTIMATE EDITION
SQL Query Builder
In addition to the features described above for the Advanced Edition, the key features of the RCM Desktop Ultimate Edition are explained below. For users who require full SQL access to their RCM database, RCM Desktop Ultimate Edition has a visual query builder similar to that in MS Access.
Visual Query Builder
Users can visually build queries and save them to disk for later retrieval. All standard SQL constructs are available, including sorting, grouping, field and table aliases, subqueries, derived tables and unions. Query results can be viewed in the RCM Desktop customisable grid and then either be printed or exported to Excel, HTML. XML or CSV formats.
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PRINTED REPORTS
Tree and Grid Reports
RCM Desktop can print out both fixed-format reports and reports based on the current contents and layout of any data grid or tree. Data trees and grids can be printed at any time and will appear on paper exactly as they appear on the screen (with instant switching between European and American paper sizes):
Sample Print of Analysis Tree Grid
Sample Print of Asset Tree
Users have full control over the appearance of tree and grid reports, including the ability to customise content, layout, titles, headers, footers, page size, orientation, margins and scaling. Individual tree and grid reports can be saved within the RCM Desktop database for later retrieval.
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Fixed Format Reports
A number of reports which have a fixed format and layout are available in RCM Desktop, although several of them have customisable content. This report prints out any Decision Logic exactly as it is drawn on the screen in the Task Decision Logic Editor.
Decision Logic
Decision Logic Print
Function List
This report prints the list of functions for the current, open analysis.
.
Failure Mode Summary Report
This report prints the functions, corresponding functional failures and basic information for each corresponding failure mode: failure effects, downtime, repair time, comments.
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WRITTEN BY FACILITATORS FOR FACILITATORS Decision Summary Report
Prints a summary of the decision made for each failure mode, including: all decision logic responses, any maintenance tasks and any redesigns.
Audit Report
This report prints out everything that exists about an analysis in a single operation.
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It can be printed with an optional Auditor Comments box (shown above) in which an auditor can hand write any comments they have about that page. In the Failure Mode section of the report, every detail recorded about the failure mode in the database is printed in one place. This allows an auditor to review each failure mode easily and quickly, one at a time. It also means that the report can be used to reference and understand everything about a failure mode very quickly.
On completion of the analysis, this report becomes an excellent reference document for the analysed equipment.
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SINGLE AND MULTIUSER VERSIONS

Single-user version
RCM Desktop is available in single-user and multi-user versions (except the basic edition which is only available as a single-user version). Only one user may access the database at any time. This version is intended for installation on stand-alone personal computers for use by a single facilitator. This version is intended for installation on a network and allows multiple users to use the system simultaneously. This means that several facilitators can work together within a consistent asset hierarchy.
Multi-user version
RCM DESKTOP BENEFITS
RCM Desktop software has been developed to provide advanced support for the application of RCM. Unlike most software applications it has been written by professional software authors who use the software day-to-day. In short, it has been written by RCM facilitators for their own benefit and for the benefit of other facilitators. The overall philosophy behind the RCM Desktop is: To enable the RCM Facilitator to manage efficiently all aspects of an RCM Analysis and to document it live during analysis group meetings using any RCM Task Selection Logic. Special attention has been paid to the role of the RCM Facilitator in order to maximise productivity (especially during analysis group meetings) with advanced ease-of-use and speed-of-use features that make RCM Desktop fast and intuitive. Productivity gains over other RCM software is impressive, typically reducing facilitator effort in documenting an RCM analysis by 50%. In particular, the software removes the need for technical typists, reams of paperwork or walls covered in flip charts. RCM Desktop includes many features specifically designed to make it quick and easy to extract information from one analysis and incorporate it into another analysis. This massively reduces the time taken to template a new RCM analysis from one or more other analyses. With RCM Desktop templates can be created in minutes whereas using other software it can take hours. RCM Desktop is continually being enhanced in response to end-user requests and as technology evolves.
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RCM Project Size
RCM Desktop software is available in four different editions and for single-user or multiple-user applications. In this way RCM Desktop software caters for all RCM projects and budgets ranging from a sole facilitator working alone to a team of facilitators working on a massive RCM programme. RCM Desktop has been designed to be upwards compatible permitting upgrades from one edition to another as an RCM programme grows in size, complexity and the number of facilitators involved. End-users embarking on an RCM project can, therefore, limit their costs in the early days by purchasing the basic edition of RCM Desktop and upgrade to the intermediate or advanced editions as confidence and experience in RCM grows.
Why not Word Processors or Spreadsheets?
Many clients are tempted to document their RCM analyses using a word processor or spreadsheet or even to construct their own database application. Many of these approaches do little more than print basic information for an analysis and are, frankly, a false economy; the RCM facilitators time would be better spent using the RCM Desktop in an RCM analysis meeting than trying to write an in-house application in a word processor, spreadsheet or database. The RCM Desktop software has taken man-years of development to reach its current level of maturity; a homegrown application will probably never offer comparable features or the time-saving facilities which come as standard in the basic edition of RCM Desktop (which are described elsewhere in this brochure). Furthermore, the flexibility of being available in different versions ensures that the RCM Desktop software is affordable regardless of the size or stage of an RCM project.
TECHNICAL SUPPORT
Included within the purchase price of the software licence is 90 days free product technical support by telephone, fax, letter or email. Beyond the 90 days, clients may enter into an annual support contract at an extra charge. Technical support will only be provided for software-related system problems. This support will normally be available during normal United Kingdom office hours. If one of our support consultants is not available immediately, telephone requests for assistance will usually be returned within one working day.
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Updates
Updates of the software correcting any errors will be issued from time to time. Licensees with paid-up maintenance agreements will receive such updates free of charge.
Upgrades
Upgrades to the software including feature enhancements will be issued from time to time. Licensees with current paid-up maintenance agreements will receive such upgrades at a discount from the prevailing list price.
For more information please contact
Simon Deakin or Steve Bailey
MUTUAL CONSULTANTS LTD Eastlands Court St Peters Road Rugby Warwickshire CV21 3QP Telephone: Fax: +44 (0)1788 555000 +44 (0)1788 555010
Web site: http://www.mutualconsultants.co.uk Email: info@mutualconsultants.co.uk
The software described in this brochure is improving continuously; as a result, the information contained in this guide is subject to change without notice.
Product names mentioned herein may be trademarks or registered trademarks of their respective companies.
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FEATURE COMPARISON TABLE

The table below shows how the features described in this brochure map into the four RCM Desktop editions.
Feature User-definable decision logic Analysis properties: comments, facilitator, group members Functions Functional Failures Failure Modes & Failure Effects Basic task descriptions Decision diagram supporting comments Reports: Function List, Failure Mode Summary & Decision Summary As 1A1 copy: failure effects Analysis properties: Assumptions, boundaries, glossary Analysis diary Track analysis status Asset hierarchy All-in-one formal Audit Report Company information (including logo) Copy entire analysis Record documentation errors Basic Failure-finding formulae As 1A1 copy: contingency action, criticality, equipment tags, times Import/export analyses Record queries and actions Renumbering functions, functional failures & failure modes Basic search and replace Record significant findings Comprehensive task descriptions Basic spell check User management (multi-user only) Special advanced Facilitator View Advanced search and replace Advanced spell check Analysis check-out / check-in Decision diagram go to target As 1A1 copy: alarms, symptoms, decision logic responses, redesigns, maintenance tasks Advanced-finding formulae Live spell check and auto-correction Links to photos and drawings Links to external documents Export maintenance tasks Worth-doing calculator Visual Query Builder Edition Basic Intermediate Advanced Ultimate
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MUTUAL CONSULTANTS LIMITED Eastlands Court St Peters Road Rugby Warwickshire Tel: +44 (0)1788 555000 CV21 3QP Fax: +44 (0)1788 555010
Email: Internet: info@mutualconsultants.ltd.uk www.mutualconsultants.ltd.uk

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Overview of Reliability-centred Maintenance II (RCM2)

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MAINTENANCE HAS CHANGED

First Generation Breakdown maintenance

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Secondary Function Functional Failure

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Scheduled Restoration & Scheduled Discard Maintenance...

Conditional Probability of Failure

Wear out zone

Scheduled Discard task? Y N

Equipment Supplier Maintenance Function

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WHAT RCM ACHIEVES

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Overview of Structured Design Scrutiny (SDS)

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STRUCTURED DESIGN SCRUTINY

WHERE IS A DESIGN SCRUTINY FOCUSED?

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MTBF MTBF + MDT

THE SDS APPROACH

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Briefly, these questions entail:

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WHAT SDS ACHIEVES

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Performance Improved operating performance due to:

Quality Improved quality due to:

Cost Effectiveness Greater cost effectiveness due to:

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