November 12, 2019, 9:30 am

Reliability Excellence Fundamentals

 

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About This Course

This course provides a comprehensive introduction to the Reliability Engineering techniques that are most commonly applied in asset-owning organisations. It is designed for those that are new to Reliability Engineering, as well as those that may have been practicing as Reliability Engineers but have not yet received formal training. While formal engineering qualifications may be advantageous, these are not a prerequisite for those attending the course. The techniques and principles taught are sound and practical and are based on Assetivity’s extensive experience helping clients to apply these principles in a wide range of industries – spanning Mining and Mineral Processing, Oil & Gas, Utilities, Facilities Management, Defence and many others. They do not need extensive knowledge or competence in mathematics and statistics, although some knowledge in these areas is helpful.

Starting out with an overview of the key areas where Reliability Engineering can help to make a difference to organisational performance, the course then provides more detail regarding some specific areas where Reliability Engineers are called on to assist – notably, the application of Reliability Centred Maintenance principles to determine and optimise preventive maintenance routines, and Root Cause Analysis, to uncover the reasons for recurring reliability issues, and determine the most appropriate long-term solutions to these problems. The course is filled with practical examples and exercises that show how these principles are actually applied in practice, and give participants practice in applying these principles in a safe, supportive environment.

The course will be led by one of Assetivity’s senior Reliability Engineers who has demonstrated high levels of skill and experience in Reliability Engineering as well as delivering adult training.

 

Who Should Attend

The course is designed for those who will be responsible for improving asset reliability within their organisation. This could include Reliability Engineers, Maintenance Engineers, Mechanical Engineers, Electrical Engineers, Process Engineers, Metallurgists, Senior Maintenance Planners or Senior Trades/Technicians.

 

Learning Objectives

By the end of this course, participants should (as a minimum) be able to:

  • Describe the contributions of reliability and maintainability to business success
  • Define reliability and maintainability
  • Identify appropriate techniques to apply to achieve reliability improvement across the asset life cycle
  • Describe the benefits that can be gained through an effective PM program.
  • Describe the principles of both RCM and PMO.
  • Identify the steps involved in developing an equipment strategy.
  • Contribute to each step, particularly:
    • Applying RCM or PMO techniques as appropriate to the equipment,
    • Identifying equipment functions and failure modes,
    • Selecting recommended maintenance tasks, and
    • Identifying additional improvement tasks.
  • Describe why most traditional problem solving approaches do not work effectively.
  • Demonstrate a paradigm shift in their thinking about problem solving and failure analysis.
  • Demonstrate the skills to solve problems effectively using Root Cause Analysis principles.

 

Assessment

Each attendee will be formally assessed to measure successful achievement of competence. This assessment will be based on formal testing as well as practical experience. Participants who successfully demonstrate competence in this course will be issued a certificate of completion.

 

Training Course Duration

5 Days

 

Training Course Content

Reliability Concepts and Principles

  • Terminology
  • Asset Management
  • The reliability relationship
  • What causes failure?
  • The journey to operational excellence
  • The equipment reliability death spiral
  • The asset life cycle

Design and Reliability

  • Specifying reliability targets
  • Design for reliability
  • Design for maintainability
  • Reliability modelling

Operators and Reliability

  • Operational planning
  • Operator driven reliability
  • Operational excellence

Maintainers and Reliability

  • Root Cause Analysis/Defect Elimination
  • Reliability Centred Maintenance
  • Planned Maintenance Optimisation
  • Maintenance quality

Suppliers and Reliability

  • Spare parts optimisation and holdings
  • Spare parts specification and procurement
  • Spare parts storage and maintenance

Reliability Measurement

  • Continuous improvement
  • Performance monitoring and feedback

 

Why you may need RCM or PMO

  • The origins of most existing PM programs
  • Performance monitoring and feedbackThe likely possible improvements within your current maintenance program
  • Origins of FMEA, RCM and PMO
  • Underlying principles of equipment strategy development

Step One – Determine Scope of Analysis

  • How to select equipment for analysis
  • Documenting the scope

Step Two – Identify Primary Functions

  • Identifying functions
  • Functional Performance Standards

Step Three – Verify Equipment Capability

  • Detailing performance requirements
  • Identifying design capability
  • Identifying and assessing gaps

Step Four – Identify Failure Modes

  • What is a failure mode?
  • The RCM approach to identifying failure modes
  • Exercise: Identifying Failure Modes using the RCM approach
  • The PMO approach to identifying failure modes
  • Exercise: Identifying Failure Modes using the PMO approach
  • Case Study: Applying Steps 3-4

Step Five – Analyse Failure Modes, Effects and Consequences

  • Describing failure effects and Consequences
    • Hidden Failures
    • Safety/Environmental
    • Operational Consequences
    • Non-Operational Consequences
  • Exercise: Classifying Consequences

Step Six – Select Maintenance Tasks

  • Assessing task effectiveness
  • Types of consequences
  • Assessing task applicability
  • Case Study: Applying Steps 5-6

Step Seven – Identify Additional Improvement Tasks

  • Types of one-time changes
    • Equipment modifications
    • Operating practices
    • Repair techniques
  • Maintenance error management

Step Eight – Consolidate Schedules

  • Identifying windows of opportunity
  • Reviewing shortest interval shutdown tasks
  • Identifying & resolving constraints
  • Packaging & sequencing tasks
  • Estimating labour & downtime
  • Levelling workloads
  • Case Study: Applying Steps 7-8

Step Nine – Gain Approval

  • Approving implementation
  • Managing review quality

Step Ten – Implement Recommended Actions

  • Implementing process outcomes

Step Eleven - Track Success

  • Measuring achievement

Beyond RCM and PMO

  • Continuous improvement

 

Introduction: Why most Traditional Problem Solving processes fail

  • Stopping too soon
  • The "Blame Game"
  • The Root Cause Myth
  • The Illusion of Common Sense and One Reality
  • Failure to think "outside the box"
  • Categorical Thinking
  • Story Telling

Step One – Defining the Problem

  • What is a "failure"?
  • Recurring, chronic problem, or one-off catastrophic failure?
  • Specifying required performance – "want" vs "can" vs "did"
  • Variability in Processes and Parts – when has a failure occurred?
  • Focus on business consequences

Step Two – Preserving and Collecting Data

  • Treat the scene like a crime scene
    • Parts
    • Position
    • People
    • Documents
    • Electronic Records
  • Conducting Interviews

Step Three – Minimising Further Consequences

  • What can be done to overcome the immediate consequences of failure?
  • Could this occur again while the investigation is being conducted?
  • What can we do to minimise further consequences?

Step Four – Arranging the Analysis Team

  • When is a team based analysis appropriate?
  • Who should be involved?
  • Who will implement the outcomes?

Step Five – Analysing the Data

  • Cause-effect principles
  • Physical Root Causes
  • Human Root Causes
  • System (Latent) Root Causes
  • Searching for patterns and comparisons
  • Brainstorm for causes
  • Preparing a Cause-Effect diagram

Step Six – Verifying hypotheses and validating causes

  • Run charts
  • Additional data requirements

Step Seven – Developing Solutions

  • Brainstorm for solutions
  • Solution guidelines
  • Solution Killers
  • Validating against the Cause-Effect diagram

Step Eight – Selecting Recommended Solution

  • Assessing alternatives

Step Nine – Communicating Findings and Recommendations

  • Developing a Report
  • Developing a Presentation
    • Agenda
    • Content
    • Presentation skills

Step Ten – Implementing Outcomes

  • Obtaining approvals
  • Tracking implementation progress
  • Getting proactive work done in a reactive maintenance environment

Step Eleven – Tracking for Results

  • Developing and implementing tracking metrics

Step Twelve – Institutionalising the Process

  • Training
  • When to Perform an Analysis
  • Tracking Implementation Compliance

Conclusion

  • Where to from here?

 

Training Course Cost

$3,750 (ex GST) per person.  

Early Bird Discount = $375

Discounts apply for multiple attendees from the same organisation:

2-3 attendees = $3,375 per person

4+ attendees = $3,000 per person

 

Course Registration

  • Click here to view the dates and locations when this course is currently scheduled to run.
  • This course can be run in-house for your organisation at a time and location that suits you. This email address is being protected from spambots. You need JavaScript enabled to view it. to discuss this further and obtain a price quotation.

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View our public training course schedule for 2019.

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Upcoming Training Courses

Tuesday, 12 Nov 2019
Location: Brisbane

Monday, 18 Nov 2019 - Tuesday, 19 Nov 2019
Location: Perth

Wednesday, 20 Nov 2019 - Thursday, 21 Nov 2019
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Friday, 22 Nov 2019
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Monday, 25 Nov 2019 - Tuesday, 26 Nov 2019
Location: Brisbane

Wednesday, 27 Nov 2019
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Tuesday, 3 Dec 2019 - Wednesday, 4 Dec 2019
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