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|Risk-Based Maintenance (RbM)
The application of risk management principles to individual maintenance tasks and/or blocks of maintenance tasks utilizing a risk matrix that evaluates the impact of the maintenance task on the following:
Maintenance is essentially treated as a risk control process where the owners and managers decide whether to spend more time on managing each side of the "risk bow-tie":
The primary reason we conduct maintenance is that we perceive it will cost us more, or the consequences will be dire, if we don't do it.
Maintenance optimization is about understanding the application of risk principles to maintenance and using practices and systems necessary to support decision making.This is a financial analysis technique that focused on establishing the relative worth of individual maintenance task.
The strategy requires understanding of the following concepts:
maintenance mix that employs both:
Listed below are some of the variations on risk-based maintenance or other maintenance strategies with some similar attributes:
Fig. Risk-based decision making is at the heart of asset management and this requires mindful consideration of the relationship between the probability of failure (PoF) and the consequences of failure (CoF). The complexities of these correlations can sometimes be captured on a risk matrix.
Fig. The relationship between Consequences of Failure (CoF) represented on the vertical (y-axis) and Probability of Failure (PoF) on the horizontal (x-axis) of a criticality/risk matrix.
Fig. The risk spectrum extending along the P-F interval to illustrate the varying strategies in the Pre-P and Pre-F periods. For example, a shift from Time-Based Maintenance (TbM) to Condition-Based Maintenance (CbM).
Fig. Network diagram of alternative asset replacement strategies based on the owners tolerance for risk relative to "prevention" and "recovery".
Fig. I. Care is trying to re-align his building’s magnetic north to geodetic true north and thereby use his building as a sundial to cast the right shadow and identify all the critical assets.
Fig. The maintenance plan organized by task prioritization.
Fig. Prioritization organized by coloured location tags where "red" indicates high priority, "orange" is medium priority and "green" is relatively low priority.
Fig. Criticality matrix with four quadrants to help prioritize action.
Fig. I. Care is establishing priorities for the different assets but is fighting the "forces" that necessitate periodic re-evaluation and re-prioritization.
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