CORE developed RCMtrim^TM PM software to maintain the equipment that benefits from reliability management. Quickly applied, more effective maintenance PM tasks eliminate unplanned failures. With ER-plus^TM reliability processes, CORE engineers and other RCMtrim^TM reliability users:

Level of Risk	Reliability Processes:
Safety	Safely build more effective Equipment Reliability (ER) plans - critical equipment lists, standard templates, and their bases. Develop concise, effective template-based equipment PM from industry standards based on risk. Design new plant equipment configurations for operating safety, reliability and cost performance.
Operations	Operationally prioritize scheduled maintenance work orders by PM task content. Complete more scheduled maintenance by plan, diagnosing developing failures faster lowering costs. Consolidate work into efficient performance blocks. Maintain PM plans easier, loading finished PM directly into CMMS PM Tables. Reduce scheduling mix-ups from missed PM tasks "falling in a crack."
Production Cost	Cost-wise standardize programs, streamline maintenance, and lower PM plan maintenance costs. Justify replacing obsolete assets based upon cost savings and availability increases. Implement PM changes automatically without difficult data transfers, integrating traceable maintenance work orders automatically into maintenance systems.

Better plans implemented faster increasing operational safety, production and cost performance. Trim's cost of use is a fraction that of other PM development methods.

Risk-based maintenance strategy delivers 30-40% lower maintenance costs. Only design itself limits production benefit increases, and accident risk falls with fewer accident precursors. Historically, results document:

• Flat or slightly declining maintenance costs for 5-10 year periods
• Production improvements of several percent, annually, limited only by designs and baselines
• Fewer operating events challenging safety
• Fewer maintenance crises requiring special scheduling, overtime and contractor costs

Risk-based PM optimization changes the scheduled maintenance playing field. Time-based, condition-based, failure-finding maintenance tasks complement no maintenance (e.g., "run-to-failure") on non-critical equipment. More equipment operates to failure cost-effectively, with no consequences. PM condition assessment technology shifts intelligently. Many condition monitoring/operator rounds tasks are eliminated. Traditional "hourly rounds" drop while improving equipment monitoring. Structured condition assessment replaces time-directed maintenance, and age-exploration extends life-based part replacement intervals. Improved safety, more production, lower costs, more satisfied regulators and workers - deliver maintenance on-time, at the right times, for effect.

History

Risk-based component maintenance strategy results accumulated first in aerospace and defense applications, which used the first processes. Anecdotal documented studies cite benefits including:

• Aerospace
  • United Airlines reduces JT4 engine overhauls saving $10 Million in the 1960's
  • Risk-based maintenance makes the Boeing 747's possible, halving operating expenses
  • Airline maintenance costs remain flat with significant safety gains 1961-1975
  • MSG-1 (3) L1011 & DC10 programs codifies risk-based maintenance; aviation benefits
• Defense
  • DOD publishes "Reliability Centered Maintenance" by S. Nowlan & H. Heap in 1978
  • Poseidon missile program saves $300 million using DOD RCM in the late 1970's
  • Trident Fleet Ballistic Missile RCM reduce platform requirements; defense savings $3 Billion
  • DOD specifies risk-based maintenance incorporation for all strategic weapons procurement
• Nuclear
  • Three Mile Island (TMI) event threatens nuclear industry (1979) - maintenance at fault
  • TMI Unit 1 nuclear restart drives maintenance costs down, capacity up with safety benefits
  • EPRI sponsors four plant Classical RCM pilots; reviews show 2 year average payback
  • Maintenance ineffectiveness concerns laid to rest with many results reviewed in 1987-96.
  • TMI Unit 1 Summary:
    • One-hundred thirty "items-of-interest" identified and resolved
    • Thirty-seven percent maintenance work order backlog reduction over three-years
    • Record production runs 1988-1994
    • Annual PM costs reductions documented over $268,000/year
    • Cited one of top plants in safety compliance terms (US NRC)
    • TMI results typical of those seen at other plants using risk-based maintenance
• Electric Generation
  • EPRI sponsors fossil and T&D classical RCM; reviews show 1-2 year payback
  • Substantial maintenance PM work orders deferral reductions in backlogged WO's
  • Mid America Power Neal Unit 4 makeup water places generation at risk; backup added.
  • Backup water systems used twice over next four years, two plant shutdowns avoided

Commercial classical RCM implementation has now spanned forty-five years, including projects in many plants, and industries. Lack of performance-based maintenance measurement limits historically-reported results, partially explaining sparse results. CMMS/EAMS systems today automate maintenance measure performance. CMMS systems

1. Define component maintenance process strategy
2. Efficiently measure costs
3. Provide performance feedback
4. Measure PM implementation

Cultures reflect processes. ER-plus^TM reduces process change stress by efficiently updating CMMS systems - a typical barrier - using databases.

[Insert pictures of people, plants, ships, airplanes etc.]

Costs

• EPRI: Electric Power Research Institute (EPRI) Classical RCM delivers up to 40% reductions in costs on RCM pilots in the 1980's.
• NAVY Air: Joint strike fighter and Osprey programs apply RCM with projected savings over $1Billion
• NAVY Sea: Memphis Class 688 Submarine: over $3 billions savings with 5% availability improvement (over one $1 Billion submarine cost value)
• INPO: Institute of Nuclear Plant Operations (INPO) recognizes classical RCM cost performance
• NEI: Nuclear Energy Institute (NEI) supports nuclear industry risk-based operations with NRC

Very large risk based program savings reflect avoided costs. Based on projections, measuring avoided costs objectively is exceedingly difficult.

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