Category Archives: Reliability Services

CEO, ARMS Reliability

If your asset management strategy is driven by a dynamic RCM simulation model, it means your forward labour predictions can take into account the likely corrective maintenance (unplanned), as well of course the proactive strategies being followed.

It is often the unplanned element that breaks budgets and upsets planned maintenance, so forward failure forecasts through updated models using the latest equipment history, will help initiate investigations into root cause and/or optimisation studies. It is these activities that help continue to drive down the corrective maintenance in a deliberate manner. For those reasons the earlier you start making decisions according to dynamic models rather than static experience or subjective based decisions, the sooner you can start making improvements. However, it is never too late to start. The start point just determines how much history (read failures) you have to build your models. Read More →

arms_ebook-6-steps-efficienciesThe manufacturing industry is under immense pressure. Globalisation and increased competition, coupled with a more demanding consumer base, force manufacturers to seek new ways to boost the bottom line.

To improve ROI and respond to customer demands for faster supply at a lower cost, many companies are required to run their manufacturing plants 24 hours a day, 7 days a week. They are squeezing every last drop of availability and capacity from their assets. Read More →

By Amir Datoo, Senior Reliability Engineer

The power industry is investing heavily in new technologies to harvest power from renewable sources like wind, solar and hydro. Yet with these new technologies come massive maintenance costs – if strategies are not put in place from the outset.

As we march further into the 21st century, the power sector is undergoing a massive shift. With climate change high on the global agenda, the industry as a whole is committed to finding alternatives to conventional fossil fuel power generation. Low-carbon power sources like wind, solar and hydro are being pursued by even the most traditional power companies. Read More →

By Joel Smeby, Senior Reliability Engineer, and Michael Drew, Managing Director, ARMS Reliability.

It’s a common phrase and one that is thrown around often.  But what does it really mean to have an optimised strategy?  If someone asks if your strategies have been optimised, can you answer with a resounding ‘Yes!’ and explain exactly what that means?

An optimised maintenance strategy means that your equipment is being maintained and operated at the lowest possible cost with respect to labour, spare parts, equipment, and failure effects.   Failure effects may consider cost of downtime, safety and environmental considerations, or operational impact.  In these cases it means that your facility is being maintained and operated in a way that is within your corporate risk thresholds, meets operational goals and has the lowest overall costs. Read More →

Some successful implementations of Continuous Improvement (“CI”) use the approach known as Kaizen (#1). One of the core principles of Kaizen is self-reflection of processes, which is also known as “Feedback”. The purpose of CIP is the identification, reduction, and elimination of suboptimal processes in other words is to become Efficient. Becoming efficient is achieved through incremental steps or evolutionary change (#2) if you follow Kaizen.

The purpose of this article is to introduce how Availability WorkbenchTM (“AWB”) can be used to achieve each of the three Kaizen aspects of Continuous Improvement namely, Feedback, Efficiency and Evolutionary change. Firstly we begin with Feedback.

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Michael Drew, ARMS Reliability CEO, has put together 11 steps to help you with your next Process loss review. Read More →

What is “defect elimination” and a “Defect Elimination program”?

“Defect elimination” analyzes the defect, and then implements corrective actions to prevent future similar defects.

A “Defect Elimination program” is a structured process companies adopt to become more consistent and reliable in eliminating defects. It forms part of a broader Quality Improvement program.  It’s a systematic approach to apply defect elimination consistently across the operations of a company, for any opportunities that present themselves as worthy of the effort. Read More →

Philip Sage – CMRP
Principal Reliability Engineer

If your production processes aren’t firing on all cylinders – and costing your business much more than they should – here is a very fast, very focused solution: the Vulnerability Assessment and Analysis (VAA).

Let’s look at a hypothetical situation. You are the new Director of Reliability for a global company, and you’ve inherited a floating oil production rig in the North Sea. When you start working with the platform team, it quickly becomes obvious that a number of issues are hampering the rig’s performance. Some of these issues are known to the team, others aren’t. Read More →

By Antonie Jacobs, Senior Reliability Engineer, ARMS Reliability

A Practical guide to getting a “ready for implementation” Maintenance Strategy in Capital Equipment Projects.

Same old story • • •

Maintenance strategyThis is my third plant expansion in 10 years. Next week we start with staged commissioning, but there is so much still to do. My Maintenance Planner and Team Leaders are breaking down my door, asking for resources to develop their maintenance strategies and populating our CMMS. We have not even yet finished the previous expansions’ plans! The design company is demobilizing, and the engineers will be occupied for months with process optimisation. And I don’t have approval for my Reliability team yet! It will take years to get the strategies done now that we’ve reached the end of our capital resources!” Read More →

By Les Gibson – Senior Reliability Engineer

Maintenance should not be seen as a necessary evil but rather as an investment in reliability with a clear payback to the business.

If you’ve heard the phrase “the hidden cost of failures” then you’re probably aware that it can be a real challenge to get agreement across the organisation as to what the hidden cost actually equates to. Read More →