Maintaining an effective reliability program is essential to optimizing maintenance costs, mitigating unplanned asset failure, and improving compliance.
Oftentimes, to meet these goals, numerous initiatives are introduced—Corrosion Control Documents (CCDs), Alarm Rationalization, Corrosion Under Insulation (CUI) Programs, Risk-Based Inspection (RBI), Reliability Centered Maintenance (RCM), Integrity Operating Windows (IOWs)—the list goes on.
While many initiatives are put in place to solve challenges relating to downtime, compliance, and costs, these initiatives are often ineffective for various reasons.
Typical reliability initiatives are:
1. Not value driven:
Initiatives are started by a champion, but a value proposition is not defined for the business.
2. Overlapping one another:
Tens or hundreds of initiatives are overlapping one another in involved data, systems, personnel, and expected value.
3. Worked on in silos:
Departments within a facility operate independently even though they have goals that are shared among multiple departments.
4. Not properly implemented:
Initiatives are not properly internally resourced—or—consulting firms do not have proper cross functional expertise or horsepower.
5. Lacking management of change:
Initiatives are not executed with an end state in mind, are under-resourced for run/maintain, and don’t have user buy-in early on.
These problems, whether alone or in tandem, result in overspending and unrealized value.