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University of Trinidad and Tobago (UTT)

Department of Utilities Engineering

RCM & Preventive


maintenance 
& Proactive maintenance 
& predictive maintenance
program

Submitted By:

Rehan Sudama
Roll No: 66136

Submission Date :

26/11/2020

Rehan Sudama
Roll No: 66136
Question No 1 Solution:
Reliability centered maintenance:
RCM stands for Reliability centered maintenance that is a corporate level support procedure that
is executed to optimize the maintenance program of an organization, office or company The end-
product or result of Reliability Centered Maintenance program is the usage of a particular
maintenance procedure on every resources of the office. These strategies are streamlined so the
profitability of the plant is kept up utilizing practical maintenance methods.

Rules of RCM program:

There are four rules that are basic for a RCM program:

1. The essential goal is to safeguard system function.

2. Identify disappointment/failure modes which can influence the system work


3. Organize the mistake modes.
4. Select appropriate and compelling assignments to control the failure/mistake modes
Hit your Objectives with RCM:
RCM distinguishes the functions of the organization/company that are generally basic and
afterward tries to upgrade their maintenance procedures/strategies to reduce framework
disappointments/failures and at last increase the equipment quality and accessibility. The most
basic resources are those that are probably going to fail regularly or have huge outcomes of
disappointment/failure. With this RCM system, conceivable disappointment modes and their
results are recognized; all while the capacity of the hardware/equipment is thought of.
Maintenance strategies that limit the chance of failure would then be able to be resolved. The
best methods are adopted to increase the dependability of the office as a whole.
Advantages
Executing Reliability Centered Maintenance builds equipment accessibility, and lessens
maintenance and asset costs. Jardine and Tsang give a case of a utility company ,who diminished
upkeep costs by up to 40%.
Drawbacks:
Reliability Centered Maintenance doesn't promptly take into account the total expense of
possessing and keeping up a resource. Extra expenses of ownership, similar to those considered
in proof based maintenance, are not considered, and are consequently not figured into the
maintenance contemplations.
Reliability centered maintenance Process:

There are a few distinct strategies for executing RCM program that are suggested, summed up in
the given 7 stages.
Rehan Sudama
Roll No: 66136
Stage 1: Selection of hardware/Equipment for RCM examination
The initial step is to choose the piece of equipment for RCM examination. The equipment chose
ought to be basic as far as its impact on tasks, its past expenses of repair , and past expenses of
preventive maintenance.

Stage 2: Define the limits and functions of the frameworks that contain the chosen
hardware /Equipment
The hardware belongs to framework/system that plays an essential function . The framework
can be enormous or little, yet the function of the framework, and its input sources and yields,
ought to be known. For instance, function of a transport line framework is to move merchandise.
Its input sources are the products and mechanical energy controlling the belt, while its yields are
the merchandise at the opposite end. For this situation, the electric engine providing the
mechanical energy would be considered as a component of different framework.

Stage 3: Define the manners by which the framework/system can fail

In stage 3 ,the goal is to list the entire manners in which the function of the framework can fall
flat. For instance, the transport line may fail by being not able to ship the merchandise from one
end to the next, or maybe it doesn't move the products rapidly enough.

Stage 4: Identify the underlying reasons of Failure Modes

With the assistance of administrators, experienced professionals, Reliability centered


maintenance Program specialists and hardware specialists, the underlying reasons of every
failure modes can be distinguished. Underlying reasons for failure of the transport could
remember an absence of oil for the rollers, or a released belt.

Step 5: Assess the effects of failure

In this stage , the impacts of every disappointment/failure mode are thought of. Hardware failure
may influence Safety, tasks, and other equipment. The criticality of every disappointment modes
can likewise be thought of.

There are different prescribed procedures that are utilized to give this stage a precise
methodology. These include:

1. Failure modes & effects analysis (FMEA)


2. Failure, mode, impact and criticality examination
3. Hazard and operability studies (HAZOPS)
4. Fault tree analysis (FTA)
5. Risk-based inspection (RBI)
Step 6: Select a maintenance strategy for every failure mode
Rehan Sudama
Roll No: 66136
At this stage, the most proper maintenance strategy for every failure mode is resolved. The
maintenance strategy that is chosen must be monetarily doable.

Condition-based maintenance is chosen when it is technically and financially plausible to


distinguish the beginning of the Failure mode.

Time or use based preventive maintenance is chosen when it is technically and financially
attainable to diminish the danger of disappointment utilizing this strategy. For
disappointment/Failure modes that don't have agreeable condition based maintenance or
preventive maintenance alternatives, at that point an redesign of the framework to dispose of or
adjust the Failure mode ought to be thought of. Failure modes that were not recognized as being
basic in Stage 6 may, at this step, be distinguished as acceptable contender for a run-to-failure
plan.

Stage 7: Implement and afterward consistently audit the maintenance strategy chosen
Significantly, Reliability centessred maintenance system might be valuable if its maintenance
proposals are tried. At the point when that has been done, it is significant that the proposals are
continually explored and reestablished as extra data is found.
The effect of reliability centered maintenance
Since the finished result of a RCM examination is that a suitable maintenance technique will be
chosen for every equipment, the effect is a general improvement of dependability. Reliability
centered maintenance expects to lessen costs, improve safety, and remove maintenance
undertakings that are not successful or proper for a given hardware. Executing RCM measures
permits you to stay away from a one-size-fits-all mindset that could waste significant time and
assets.

Required Materials and Documentation


 The system depiction
 Plant, Piping & Instrument Drawing
 Schematic Drawings of electrical and I&C frameworks.
 Plant and hardware list for mechanical, electrical and I&C.
 Lists of Preventive Maintenance and Technical Specification Testing & Inspection
programs.
 Plant seller drawings and manuals
 Plant maintenance history (having restorative maintenance)
 Regulatory and protection commitments, working directions, alert reaction systems and
administrator records.
 PSA examination for the framework where that is accessible.

Rehan Sudama
Roll No: 66136
A RCM cycle utilizes a lot of information and working data about every project under
investigation. Generally the following things are fundamental as input::
 Installations – Identify the project .
 Systems –which create every Installation;
 Components –which structure every System;
 Effects – of every Failure Mode;
 Consequences – affected by each Effect;
 Activities _chosen to combat every Failure Mode;;
 Frequencies – For implementation of every Activity.
 Failure Modes – of every Component;
 Functions –Every system performed it ;
 Failures – of every Function;
 Causes – for event of every Failure Mode;
 Symptoms –Every Failure mode produce it;
 Actions – conceivable to combat every Failure Mode;
Question No 2 solution:
Preventive maintenance program
Preventive maintenance program would plan work dependent on time or use based triggers.
Personal time in a plant or office prompts lost efficiency. It disturbs activities, causes
maintenance staff to redirect time from planned undertakings, and can have critical negative
business suggestions, including lost income, huge impromptu costs, missed deadlines and harm
to an organization's standard.
To reduce these issues, producers and office and plant chiefs are moving ceaselessly from
traditional maintenance strategies where you trust that something will break, and afterward you
fix it. Responsive methodologies like this result in interruptions and impromptu vacation.
A superior methodology is preventive maintenance, which is a daily practice for intermittently
examining hardware with the objective of seeing little issues and fixing them before significant
ones build up. The fundamental objective behind preventive maintenance is for the hardware to
make it starting with one arranged help then onto the next with no disappointments.

Rehan Sudama
Roll No: 66136
Organizations that utilize a preventive maintenance technique regularly utilize maker
information on a part's fixes and breakdowns. Along these lines, plant and offices directors can
plan maintenance before disappointment. In the event that a section regularly fails in four years,
the maintenance group replaces it in, for instance, three years and eleven months.
The advantage of this methodology is that unscheduled personal time is evaded. Also, by
arranging maintenance, you can be certain the necessary parts are in-house and you can
apportion staff time properly.
The restriction of this methodology is that it depends on the theory of averages. All resources of
a similar sort are made similarly. One issue with this is that it is possibly inefficient in light of
the fact that you're supplanting a section that may really have a ton of life left in it. For instance,
if a particular part turns out to be towards the extensive finish of the ordinary dispersion instead
of being in the center. Then again, if a particular part turns out to be towards the fleeting finish of
the ordinary dissemination, it would fall flat in the event that you stood by to supplant it
dependent on normal life expectancy.
Proactive maintenance program
Proactive maintenance program support adopts a more engaged strategy. It thinks about
information from a CMMS, condition-based checking, and machine sensor information to decide
when  maintenance ought to happen.
Proactive maintenance regularly is characterized as maintenance that takes this kind of
maintenance to another level by utilizing investigation to spot drifts that may prompt a section's
failure. LLumin READY Asset screens resources continuously with master framework and
artificial intelligence based guidelines to foresee forthcoming failures.
Proactive maintenance depends on an investigation that utilizes continuous and authentic
information about a resource for spot drifts that may prompt disappointment. It spots changes
and makes deductions about the failure of a resource. Such capacities can assist maintenance
staff distinguish parts or hardware that are probably going to fall flat before their booked
substitution and maintenance time. At the point when its master framework identifies an issue, it
triggers remedial activity that depends on data got from collective years of your staff's
information.
With these abilities, READYAsset disposes of the issues that cause downtime and decrease
efficiency.
Question No 3 Solution:
The pros and cons of preventative maintenance are discusses below:
PROS:
 Less danger factor

Rehan Sudama
Roll No: 66136
Due to the hardware and your building structure are routinely checked, they are at less
danger to separating without notice. Thusly establishing a more secure workplace for
representatives.
 Follows a timetable
By following a timetable, you can keep to a budget while keeping up your structure.
Additionally you will have the option to monitor all your hardware and pin point times
when you should supplant your hardware.
 Longer hardware /building life
When hardware is being checked and kept up, it will be kept in its best shape, in this
manner broadening its lifetime. With normal registration on building parts, for example,
lines, boilers, and other material ,you'll broaden the life of your structure too.
 Cash sparing Over time
you will see that less cash is being spend in light of the fact that you won't need to
supplant equipments a lot, just as managing a minute ago break downs. There still might
be some spontaneous maintenance required, the likely hood will go down when the
structure and hardware are consistently checked. You will have the option to get rooftop
spills before they heighten and rapidly fix them before shape and garbage happen.
 Less energy squandering
When hardware isn't kept in the most ideal/best conditions, it will deplete more energy,
climbing up your utilities bill. With appropriately looked after hardware, it will be setting
aside you energy and cash. While routinely continued lighting and cooling/warming
frameworks will likewise help diminish the energy bill.
 Less interruptions
With standard checks, you would not be shocked when something turns out badly. It will
be a convenient solution since you will understand what requires to be do. There won't be
issues with regards to shutting down your property and disturbing your laborers, if an
enormous issue were to happen.

CONS:
 More cash upfront:
When at first beginning a preventative maintenance plan, it will cost you more to
consistently keep up equipment and the structure, than it would be in the event that you
waited for things to just break down
 Over Maintenance:
Due to there is a customary arrangement, in some cases things should not be checked as
frequently as planned. If so, you can change your maintenance plan for checking the
particular hardwares or regions less regularly, while as yet keeping up a timetable.
 More specialists /Laborers
Preventative maintenance needs more laborers since standard checks are an absolute
necessity. This technique expects laborers to consistently be nearby and perform day by
day works.
Rehan Sudama
Roll No: 66136
The pros and cons of predictive maintenance are discusses below:
Pros of Predictive Maintenance
This includes:
 Reduction or close to end of unscheduled hardware downtime brought about by
hardware or framework failure;
 Increased work use;
 Enhanced production limit ;
 Increased hardware expectancy
 Good management of resources and expanded life expectancy of resources.

• Reduced extra time expenses and more practical utilization of maintenance


laborers
• Timely, routine fixes by-pass less huge scope fixes
• Enhanced wellbeing/safety & quality conditions for everybody
Disadvantages of predictive maintenance
There are possible disadvantages and issues that can emerge with utilizing this Predictive
maintenance..
 Data is misinterpreted, prompting bogus maintenance demands,

 It's expensive to build up a total IoT framework with sensors, transmission expenses and
investigation.

 Predictive investigation may not consider relevant data, for example, equipment age or
climate.

 Predictive maintenance may debilitate proactive actual investigation and hardware


maintenance.

References:

References are given below:


Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
Rehan Sudama
Roll No: 66136
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Rehan Sudama
Roll No: 66136
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Rehan Sudama
Roll No: 66136
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3
Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY
Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance applied to
power plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol. 2, pp. 3-14.
Rehan Sudama
Roll No: 66136
Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol. 22 No. 4,
pp. 31-3

 Smith, A.M. (1993), Reliability-centred Maintenance, McGraw-Hill, New York, NY

 Srikrishna, S., Yadava, G.S. and Rao, P.N. (1996), ``Reliability-centred maintenance
applied topower plant auxiliaries'', Journal of Quality in Maintenance Engineering, Vol.
2, pp. 3-14.

 Steibly, R.L. (1995), ``Development of PM and RCM programs'', AIPE Facilities, Vol.
22 No. 4,pp. 31-3.

 Moubray, J. (1997), Reliability-centred Maintenance, Butterworth-Heinemann, London.

Davenport, T.H. (1993), Process


Innovation ± Reengineering Work through
Information
Technology, Harvard Business School
Press, Boston, MA.
Hardwick, J. and Winsor, G. (2002),
``RCM ± making the process more cost
effective ± one year
later'', in Proceedings of the International
Conference of Maintenance Societies ±
ICOMS
2002, Brisbane, Australia, Paper No. 13.

Rehan Sudama
Roll No: 66136
Harris, J. and Moss, B. (1994), ``Practical
RCM analysis and its information
requirements'',
Maintenance, Vol. 9, pp. 7-12.
Davenport, T.H. (1993), Process
Innovation ± Reengineering Work through
Information
Technology, Harvard Business School
Press, Boston, MA.
Hardwick, J. and Winsor, G. (2002),
``RCM ± making the process more cost
effective ± one year
later'', in Proceedings of the International
Conference of Maintenance Societies ±
ICOMS
2002, Brisbane, Australia, Paper No. 13.
Harris, J. and Moss, B. (1994), ``Practical
RCM analysis and its information
requirements'',
Maintenance, Vol. 9, pp. 7-12.
Rehan Sudama
Roll No: 66136
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'' Proceedings of The
International Conference of Main
Backlund, F. (2003), Managing RCM
Introduction: A Literature Study, Research
.RCM
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
Rehan Sudama
Roll No: 66136
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',

Rehan Sudama
Roll No: 66136
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
introduction
263
Rehan Sudama
Roll No: 66136
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
Rehan Sudama
Roll No: 66136
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
RCM
introduction
263
Backlund, F. (2002), ``Conclusions from
planning and preparation of RCM
implementation'',

Rehan Sudama
Roll No: 66136
Proceedings of The International
Conference of Maintenance Societies,
ICOMS 2002,
Brisbane, Australia, Paper No. 42
.

Backlund, F. (2003), Managing RCM


Introduction: A Literature Study, Research
Report, 2003:2,
Division of Quality & Environmental
Management, LuleaÊ University of
Technology,
LuleaÊ

Rehan Sudama
Roll No: 66136

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