Execution and Return on Investment of Reliability Centered

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Execution and Return on Investment of

Reliability CenteredMaintenance

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1. What is RCM?2. Steps to Successfully Implement an RCM Program 3. Case Studies4. Cost Benefits and Return on Investment (ROI)

PURPOSE: Reliability Centered Maintenance (RCM) is more than a predictive maintenance program. This session will explore the use of RCM and Condition Based Monitoring (CBM) in the facility maintenance program and describe how to employ an RCM program. Attendees will take away an understanding of maintenance techniques used in RCM, how CBM techniques can simplify and reduce cost in a maintenance program, and the tangible benefits of RCM.

Reliability Centered Maintenance

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What is RCM?


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• Goal: perform the proper maintenance at the proper point in time when the maintenance is most cost-effective and before the equipment loses functional performance and reliability

• Proper mix of time or cycle based maintenance along with CBM and reactive maintenance where appropriate


Identify cost effective actions that reduce the

probability of failure

Detects and pinpoints precise

defects

Root Cause Failure Analysis (when

failures do occur)

Continuous improvement maintenance process

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1970’s - DoD for it’s aircraft

RCM is Not New

1960’s and 70’s -FAA, United and Boeing Airlines

1980’s - Industry, such as auto manufacturing…

1990’s - facilities began to take interest…

…and petroleum refineries

…including hospitals

Source: https://upload.wikimedia.org/wikipedia/commons/3/36/Douglas_DC-8-11%2C_United_Airlines_JP7765489.jpg Source: https://upload.wikimedia.org/wikipedia/commons/f/fc/F-4B_VMFA-314_1968.jpg http://vb.foureyedpride.com/showthread.php?104442-and-on-the-8th-day-God-created-the-Fox-Body-Mustang-and-saw-that-it-was-good!!

https://upload.wikimedia.org/wikipedia/commons/5/51/Anacortes_Refinery_31911.JPG http://www.fisherbrothers.com/properties/299-park-avenue

Source: https://upload.wikimedia.org/wikipedia/commons/9/9d/MAMC_in_the_fall.jpg

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Advantagesvs.DisadvantagesFailure-Based

ReactiveMaintenance

Time/Usage-BasedPreventiveMaintenance

ConditionBasedMonitoring(AKAPdM,PT&I)

Flexibilityinscheduleallowsforconvenientmaintenance ü üHighnumberofunplannedbreakdownsincreaselaborcost,especiallyifovertimeisneeded üReducesthefrequencyofcriticalequipmentfailuresandimpacttomission ü üPotentialforcollateraldamagetoothercomponentswhenfailuresoccure ü üReducesoverorundermaintaining(performthepropermaintenanceatthepropertime) üInvasive(mostmaintenancetasksrequireshutdownimpactingmission) ü üPerformancespecificationsandquantitative üReliesonhumansensestodetectequipmentfailures üImprovesefficiency(energysavings) üLaborintensive ü üSomemaintenance,testingandinspectionproceduresandfrequenciesareregulatoryrequired üCanhavesignificantstartupcost,training,equipment,etc. ü üWhenequipmentisnotcriticalandfailureswillnotimpactthemissionandperformingregularmaintenanceismoreexpensivethanreplacingtheequipmentonceitdoesfail ü

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Preventive Maintenance (PM)

Time

Leve

l of R

elia

bilit

y

Optimal Performance

Minimum Required Reliability (Functional Failure)

Normal Wear

Overhaul / Replacement

PM

PM

Time/Cycle Based Maintenance

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• Thirty identical 6309 deep groove ball bearings run to fatigue failure under identical test conditions

300

1 5 10 15 20 25 30

Bearing Number

200

100

Mill

ions

of R

evol

utio

ns

From: Ball and Roller Bearings:Theory, Design, & Application,

Eschmann, et alJohn Wiley & Sons. 1985


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• Average Failure: ~90 Million Revolutions– If all were maintained based on the average, not many would

received the proper maintenance

300

1 5 10 15 20 25 30

Bearing Number

200

100

Mill

ions

of R

evol

utio

ns



– There would still be too many failures13 of 30 would fail… a 43% failure rate


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300

1 5 10 15 20 25 30

Bearing Number

200

100

Mill

ions

of R

evol

utio

ns

• Manufacturer's Recommended Maintenance?




– Set frequency to minimize failures and warranty issues ~30 Million– Spending a lot of money by over maintaining most equipment– And there could still be failures

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• Condition Based Maintenance (CBM)– Also Known As:

• Predictive Maintenance (PdM)• Predictive Testing & Inspection (PT&I)• Condition Monitoring (CM)

– Is the process of monitoring machinery parameters that are indicative of developing failure

– The real purpose of CBM is to assist in the identification and elimination of the root cause of machinery defects

Note: We prefer not to use the term “Predictive” as it implies we can “predict” when something will fail. All we can really do is monitor condition and detect when a failure (defect) begins and the severity of the defect before it fails. And then perform the proper maintenance at the proper point in time when the maintenance is most cost-effective and least disruptive before the equipment loses performance and reliability

Condition Based Monitoring (CBM)

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Equi

pmen

t Con

ditio

n

TIME

Initial Point of Failure

Early Signal #2

Early Signal #1 Early

Signal #3Audible Noise

Hot to Touch

CBM Detects Problems

Predictive Preventive Run to Failure

P-F Gap

Point of Failure Curve

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• Most common CBM technologies– Vibration Analysis

– Infrared Thermography

– Ultrasonic

– Tribology (Oil & Wear Particle Analysis)

– Motor Current Analysis


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Condition Based Monitoring (CBM)Vibration Analysis• Measures the oscillation of a mass about a fixed

reference point (i.e.: x-y-z axis)• Progressively failing components• Rotating or reciprocating equipment: Pumps, Fans,

Generators, Compressors, Gearboxes, Motors, Turbines, & Cooling Towers

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• Vibration Analysis– Measures abnormal wear or defects such as:

Bearing failure Bearing loosenessLoose bearing mountings Structural looseness Instability MisalignmentBent shaft Imbalance Cavitation Resonance Gear wear Gear misalignmentCracked or broken gear teeth Chain wear and loosenessBelt wear and looseness Sheave run-outFluid and airflow problems Oil whirl and whip


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Infrared Thermography• Measures thermal

anomalies• Progressively failing

components/connections/ insulation

• Equipment: Electrical switch gear, Electrical connections, Breakers, Motors, Gearboxes, Bearings, Belts / Sheaves.

• Extra: Roofs and underground water leaks

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• Ultrasound CBM • Measures frequencies too high for humans to hear

• Audible Hearing - 20 Hz to 20 kHz• Ultrasound - 20 kHz and Up

• Electrical Inspection– Safety scan prior to opening electrical enclosure for IR scan– Arcing / Tracking / Corona

• Leak Detection– Compressed air– Specialty gasses– Vacuum– Steam Traps / Valves


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• Tribology (Oil & Wear Particle Analysis)– The science of

interacting surfaces in relative motion

• Equipment: Any system with lubrication of bearing: Chillers, gearboxes, generators.

• Detects microscopic material breakdown of lubricants & bearings.

• Use of ISO Codes


Target Cleanliness 19/17/14

Acceptable Range21/19/17

Additives

Comparison of new and used oil

Wear Materials

Contaminates

Fluid Spectroscopy

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• Motor Current Analysis – Overall health of the motor

through detection of imbalance of currents and insulation degradation.

– Current Analysis – focus on rotating component

– Voltage Analysis – focus imbalance & under/ overvoltage issues

– Applicable equipment would be: Static or Dynamic motor analyzers, Motor Current Signature Analyzer

– Measures defects such as: loose or broken rotor bars, cracked end rings, misalignment and coupling/belt problems.


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Steps to Successfully Implement an RCM Program


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Step# 1: Identification of equipment that will be included in the RCM program

– Typically included are:• Rotating equipment

• Boilers

• Steam reducing stations

• Main electrical switchgear

• Electrical panels serving the life safety, critical and the equipment branches of the emergency power system

• All electrical equipment serving the selected equipment

Implementation Process

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Step# 2: Verification of equipment included in the RCM program

– A “Walkdown” of the equipment to identify and verify all equipment attributes, associated components and all information required to perform Criticality Assessment

• Name Plate data• Configuration• Disconnect switches• Equipment served• Area served• Redundancy• Assessability• Etc.


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Step# 3: Conduct a Criticality Assessment of equipment to determine the relative ranking of items in a system to determine which items get preferential treatment with respect to resource allocation


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Step# 4: Determine failure modes for critical systems, equipment and components (including peripherals)


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Step# 5: Develop an Enhanced Maintenance Plan (EMP) to improve the efficiency and effectiveness of maintenance operations

‒ Identify the proper mix of:ü Time or cycle based maintenance

ü CBM

ü Reactive maintenance where appropriate

‒ RCM Logic Tree


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Yes

No


How critical is the equipment? Would failure endanger health or

safety of staff, patients or the environment?

No

Accept the risk and “Run to Fail”

No

Is there an effective CBM task?

Yes

Yes

Develop & Schedule the CBM task

Yes

Develop & Schedule the

PM task

Is there an effective PM Task?

Yes

No

Regulatory, is inspection or PM required by law or some other

governing body?

Will the failure result in an economic loss?

No

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Step# 6: Perform a Baseline, using CBM‒ Typical current conditions don’t allow for safe and/or proper

maintenance access to equipment while running• Typical PMs require equipment to be shut down

• CBM requires equipment to be running

• Modifications need to be made


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Pumps can not be safely accessed for routine CBM

while equipment is running


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Belt guards should be expanded metal to enable safe and expedient belt and bearing inspections using strobe lights and IR while equipment is running


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Permanent fixed mounted vibration sensors (accelerometers) should be used on motor, pump and fan bearings where it is unsafe to access equipment such as AHUs, cooling towers and other locations where it is difficult/unsafe to reach equipment while it is running


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Infrared (IR) inspection doors should also be installed on equipment such as AHUs, cooling towers, electrical switch gear, etc. allowing for proper field of vision to inspect motor and fan bearings and electrical connections while equipment it is running or energized


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Step# 2: A “Walkdown” of the included equipment to identify and verify all equipment attribute data such as:


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Step# 6: Perform a Baseline, using CBM‒ Typical current conditions don’t allow for safe and/or proper

maintenance access to equipment while running• Typical PMs require equipment to be shut down

• CBM requires equipment to be running

• Modifications need to be made

‒ Equipment not installed to precision standards


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Multi-groove variable pitch sheaves cannot be properly aligned with fixed groove sheaves, at least one power

transmission belt will always be misaligned causing wear and vibration


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Pads should be solid concrete or concrete filled

Fire pumps mounted on hollow metal housekeeping pads allow

extensive vibration


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Pumps and motors shimmed with loose

shims

Vibration can cause the shims to slip and

fall out

Equipment including shims should be

bolted down solidly


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Pumps were misaligned at

installation and had extreme vibration

caused by imbalance


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Step# 6: Perform a Baseline, using CBM– These are just a small sample of typical current conditions– None of these items prevented the equipment from meeting

performance criteria as specified in the construction / project contracts

– All of the items have a significant impact on performance of maintenance and the life expectancy of the equipment

– Up until now, these conditions were considered acceptable• RCM Purchasing Specifications were developed to address

these issues • Includes Receipt Inspections, Installation Specifications,

Testing and Commissioning Recommendations


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Step# 7: Preventive Maintenance Optimization (PMO) gap analysis

– PM tasks are created or re-engineered to target specific failure modes

– PM tasks that do not meet at least one of the following criteria are eliminated

• Prevent a failure mode from occurring• Detect failure modes once they have occurred• PM tasks that are statutory or regulatory in nature

– CBM technology is used when there is an effective task available to WARN when equipment reaches a predetermined condition “Potential Failure Point” allowing time to schedule maintenance PRIOR to reaching “Functional Failure”

– Run-To-Failure• Equipment failure does not have a detrimental effect on operations• Equipment is not expensive and is readily available


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Case Studies


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Case Studies

• Temporary Operating Room Transformers– Situation: Infrared thermography determined that the three temporary

OR pole mounted 25 KVA transformers, located just outside the Out Patient Entrance were extremely hot.

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Case Studies

• Temporary Operating Room Transformers

– Investigation: The transformers were installed to provide power to a temporary operating room during the Hospital renovation. The investigation revealed that the actual load was much higher than anticipated and 25KVA transformers were insufficient size to carry the load. As a result of the high temperatures, the transformer had begun to leak. The transformers were replaced with three (3) new 75KVA Transformers.

– Conclusion: Avoided an uncontrolled shutdown of the temporary ORs and potential impact to patient care. Avoided a potential burn hazard to personnel entering the clinic, from the oil of the overheated transformers.

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Case Studies

• Air Handler: Imminent Shaft and Bearing Failure!– Situation: Vibration Analysis determined imminent bearing failure that

most likely had already resulted in damage to the shaft. The Air Handler in question was almost 40 years old and served four floors of acute patient care.

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• Air Handler: Imminent Shaft and Bearing Failure!

– Investigation: During a scheduled off hour shut down the bearing and shaft were inspected and confirmed to be compromised and in need of immediate replacement. Prior to the scheduled shut down all parts were ordered and made available. The shaft and bearings were replaced during the scheduled shut down and the unit was put back into service in approximately eight hours.

– Conclusion: Avoided an uncontrolled catastrophic failure of an Air Handler serving direct patient care. This type of uncontrolled failure would directly impact patient care for an undetermined amount of time verses a scheduled shut down.

Case Studies

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Case Studies

• Supply Fan Bearing Failure– Situation: Supply fan bearings failed on AHU 08.

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• Supply Fan Bearing Failure

– Investigation: It was determined that AHU #8 supply fan drive end bearing failed. The fan belts smoked and bearing grease burned, sending smoke into Labor and Delivery. L&D was unavailable for approximately 5 days due to delays in getting parts and the time required to make the repairs. It had previously been determined that due to the configuration of the AHU, bearing vibration readings could not be safely taken with the fan in operation. Action was in progress to purchase and install remote sensors to allow for remote vibration monitoring.

– Conclusion: This event and the lost capabilities in L&D would have been avoided had remote sensors been available to support vibration monitoring.

Case Studies

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Case Studies

• Domestic Hot Water Pump

– Situation: Infrared thermography detected load variance on the cables feeding a domestic hot water pump.

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• Domestic Hot Water Pump

– Investigation: Determined that cable wiring splices were unacceptable and the original wiring to the disconnect was aluminum and the wiring was breaking down. Replaced the wiring with copper.

– Conclusion: Avoided unplanned interruption of domestic hot water to – Outpatient Clinics. Potential avoidance of a fire or interruption Patient

care in the outpatient clinics.

Case Studies

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• Chilled Water Pump

– Situation: Vibration analysis identified excessive vibration in the #3 chilled water pump bearings.

– Investigation: The chilled water pump and motor is part of the new central energy plant. It was determined that the pump inboard bearing was defective and that the pump and motor foundation was structurally inadequate. The bearings were replaced and the foundation structural issues were corrected.

– Conclusion: Avoided an uncontrolled shutdown of the chilled water and HVAC systems. The repairs and associated costs were borne by the construction contractor.

Case Studies

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• Emergency Generator Fuel Oil Cooler

– Situation: Infrared thermography determined that the fuel oil cooler to the #2 Emergency Generator was clogged.

– Investigation: During the normal monthly test of emergency generator #2, an infrared scan was taken on the fuel oil cooler. The scan indicated that the cooler was unusually hot. The cooler heads were removed and it was verified that the cooler tubes were severely clogged.

– Conclusion: Avoided an uncontrolled shutdown of the emergency generator. Avoided a potential loss of emergency power when normal power was unavailable.

Case Studies

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• Emergency Generator Radiators

– Situation: Vibration analysis identified excessive vibration in two of three emergency generator radiator bearings.

– Investigation: It was determined that the end radiators were less than four years old and the bearings were in the late stages of failure. The bearing failures were due to water entering the bearing housing. A water resistant grease is being used and is continuing to be monitored.

– Conclusion: Avoided unplanned interruption of cooling water to emergency generators and subsequent lose of emergency power when normal power would be unavailable.

Case Studies

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Benefits and Return on

Investment (ROI)


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• Can be measured several ways:1. Compare annual O&M contract costs from before RCM/CBM was

implemented to after:• O&M services only (not including parts, materials or projects funds) • Requires competitively rebidding contract• Requires properly documenting reduced workload

Benefits and Return on Investment (ROI)

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• Can be measured several ways:1. Compare annual O&M contract costs from before RCM/CBM was

implemented to after:• O&M services only (not including parts, materials or projects funds) • Requires competitively rebidding contract• Requires properly documenting reduced workload

– Average Contract Savings: $563 K / Per Year

– Average Percent Contract Savings: 10.25% / Per Year

– Average Cost to Implement: $2.382 M

– Average ROI: 4.23 Years


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• Can be measured several ways:2. Compare man-hours required to perform routine PM from before

RCM/CBM was implemented to after (including added CBM)• PM Optimization (PMO)

– Addition of new CBM tasks, lube PM's, basic care inspections– Elimination of unnecessary PMs– Reduction in PM frequencies and/or tasks– Creation of some new PM's and/or tasks to address uncovered

failure modes• Data integrity

– Some sites actually showed an increase in man-hours, but that was due to the low number of PM hours originally assigned.

– Some original man-hours where extremely high


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• Can be measured several ways:2. Compare man-hours required to perform routine PM from before

RCM/CBM was implemented to after (including added CBM)• PM Optimization (PMO)

– Average PM Hours Before PMO: 12,158

– Average PM Hours After PMO: 6,489• PM: 2,383• CBM: 1,944• Lube: 98• Basic care: 2,065

– Average PM Hours reduction: 5,922

– Average percentage reduction: 47%


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• Can be measured several ways:3. Track Faults identified with CBM technology

• Initially, even equipment that appears to run adequately typically exhibits faults indicating its not running at its best performance, efficiency or reliability resulting in a lower life expectancy

• As corrections are made, a drop in faults is usually realized and equipment runs more efficiently, is more reliable resulting in a higher life expectancy

• The 1st year for CBM is usually a low number because the program did not always start on 1 Jan and remote sensors were still being installed, so not all equipment was being looked at yet

• Addition of new equipment will affect the number of faults identified as even new equipment has initial faults and defects identified by CBM technology (usually able to be repaired under warranty)

• Several of our facilities are new to the program and data is not available or we only have 1 year so trending is pointless at this time


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• Number of faults by year compared to the number of sites participating in CBM by the RCM contractor MEDCOM Wide


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• Location – A:


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• Location – B:

CBM covered all equipment in the original facility’s RCM program

Corrections were being made, but the drop in faults was offset by the new equipment in the new addition requiring new baselines (and new faults being identified). Still installing remote sensors, so not all new equipment was being looked at yet

1st year CBM covered all equipment in the entire RCM program

A dramatic drop in faults as corrections were being made and equipment is running more efficiently and is more reliable


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• Location – C:


Corrections were being made, but the drop in faults was offset by the new equipment being added and new faults found, so drop was not as dramatic

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• Location – D:


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• Location – E:


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• Location – F (starting with 2nd year data):

2014 and 2015 show a steady increase in faults. Although corrections were being made, the drop in faults was offset by renovations to the hospital and CEP resulting in new equipment requiring new baselines (and new faults being identified)


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• Take-A-Ways:– RCM has defiantly contributed to lowering O&M costs– Equipment is more reliable– Risk of critical system failures has been reduced– Equipment life is expected to be longer– Reduced man-hour requirements to perform routine maintenance

allows more time to perform other functions such as corrective maintenance and projects


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Execution and Return on Investment of Reliability Centered