How Dynamic Is Your Maintenance Strategy?

The true cost of downtime includes labor hours charged against the work order, repair material costs and expediting fees charged against the work order, and the lost market opportunity cost. Labor hours represent the time and effort spent on fixing the issue, while repair material costs and expediting fees cover the expenses incurred in getting the necessary resources quickly. Additionally, the lost market opportunity cost refers to the potential revenue that could have been generated if the downtime had not occurred. Therefore, considering all these factors provides a comprehensive understanding of the true cost of downtime.

Preventive maintenance optimization provides all of the mentioned benefits. It validates the duration and frequency of the task, reviews existing PMs for accuracy, value, and comprehensiveness, and determines if current control strategies can be replaced by a PdM or operator care task. This comprehensive approach ensures that maintenance tasks are efficient, effective, and aligned with the overall maintenance strategy.

An effective risk mitigation strategy includes all of the mentioned actions. It not only avoids a specific threat but also mitigates it by implementing measures to reduce its impact. Additionally, it manages the consequences of the risk by having contingency plans and strategies in place to minimize any potential damage or loss. By incorporating all of these elements, a comprehensive risk mitigation strategy can effectively address and minimize potential risks.

Both a and b are correct because when it comes to risk ranking, OEM-recommended maintenance tasks should be used if the risk does not justify failure analysis. Additionally, if the maintenance is required to fulfill warranty and/or regulatory requirements, OEM-recommended maintenance tasks should also be followed.

Performing failure and risk analysis is the appropriate action to adjust the control strategy for a leak in a critical system. This involves identifying the root cause of the leak and evaluating the associated risks. By understanding the underlying reasons for the leak, appropriate control measures can be implemented to prevent future occurrences and ensure the system's reliability and safety. This approach allows for a comprehensive assessment of the situation and enables the development of an effective control strategy.

The first step in risk management is to identify the risk. This involves identifying potential risks that could impact a project or organization. By identifying the risks, it becomes possible to assess their potential impact and develop strategies to mitigate or manage them effectively. Without identifying the risks, it would be impossible to effectively manage them and prevent potential negative consequences.

Repetitive equipment failures can be an indication of a lack of a failure reporting and corrective action system. Without a proper system in place to track and address failures, issues may go unnoticed or unresolved, leading to repetitive failures. This lack of a system prevents the identification and implementation of necessary corrective actions, resulting in ongoing equipment failures.

To determine if a failure mode is predominant, one needs to consider the risk priority number (RPN) exceeding the established threshold for that equipment. The RPN is calculated by multiplying the severity, occurrence, and detection ratings of a failure mode. If the RPN is higher than the predetermined threshold, it indicates that the failure mode poses a higher risk and is therefore considered predominant. The other options, such as the amount of work orders, labor hours, or repair parts used, may provide some insights but do not directly determine the predominance of a failure mode.

Meters and measurement points in equipment records are used as a feedback mechanism for PM work orders to collect information relating to asset health. This means that the meters and measurement points are used to track and monitor the performance and condition of the equipment during preventive maintenance tasks. By collecting this information, organizations can analyze the data and make informed decisions regarding the health and maintenance of their assets.

To sustain changes to a control strategy, it is necessary to trigger a formal Management of Change (MOC) process. This process ensures that changes are properly reviewed, evaluated, and approved before implementation. It involves documenting the new control strategy in the CMMS or EAM system, which helps to maintain a record of the changes made. Additionally, the MOC process may also involve notifying and providing training to relevant personnel, such as planners and craftsmen, to ensure they are aware of and capable of implementing the new strategy effectively.