Accendo Reliability

Your Reliability Engineering Professional Development Site

  • Home
  • About
    • Contributors
  • Reliability.fm
    • Speaking Of Reliability
    • Rooted in Reliability: The Plant Performance Podcast
    • Quality during Design
    • Critical Talks
    • Dare to Know
    • Maintenance Disrupted
    • Metal Conversations
    • The Leadership Connection
    • Practical Reliability Podcast
    • Reliability Matters
    • Reliability it Matters
    • Maintenance Mavericks Podcast
    • Women in Maintenance
    • Accendo Reliability Webinar Series
    • Asset Reliability @ Work
  • Articles
    • CRE Preparation Notes
    • on Leadership & Career
      • Advanced Engineering Culture
      • Engineering Leadership
      • Managing in the 2000s
      • Product Development and Process Improvement
    • on Maintenance Reliability
      • Aasan Asset Management
      • CMMS and Reliability
      • Conscious Asset
      • EAM & CMMS
      • Everyday RCM
      • History of Maintenance Management
      • Life Cycle Asset Management
      • Maintenance and Reliability
      • Maintenance Management
      • Plant Maintenance
      • Process Plant Reliability Engineering
      • ReliabilityXperience
      • RCM Blitz®
      • Rob’s Reliability Project
      • The Intelligent Transformer Blog
    • on Product Reliability
      • Accelerated Reliability
      • Achieving the Benefits of Reliability
      • Apex Ridge
      • Metals Engineering and Product Reliability
      • Musings on Reliability and Maintenance Topics
      • Product Validation
      • Reliability Engineering Insights
      • Reliability in Emerging Technology
    • on Risk & Safety
      • CERM® Risk Insights
      • Equipment Risk and Reliability in Downhole Applications
      • Operational Risk Process Safety
    • on Systems Thinking
      • Communicating with FINESSE
      • The RCA
    • on Tools & Techniques
      • Big Data & Analytics
      • Experimental Design for NPD
      • Innovative Thinking in Reliability and Durability
      • Inside and Beyond HALT
      • Inside FMEA
      • Integral Concepts
      • Learning from Failures
      • Progress in Field Reliability?
      • Reliability Engineering Using Python
      • Reliability Reflections
      • Testing 1 2 3
      • The Manufacturing Academy
  • eBooks
    • Reliability Engineering Management DRAFT
  • Resources
    • Accendo Authors
    • FMEA Resources
    • Feed Forward Publications
    • Openings
    • Books
    • Webinars
    • Journals
    • Higher Education
    • Podcasts
  • Courses
    • 14 Ways to Acquire Reliability Engineering Knowledge
    • Reliability Analysis Methods online course
    • Measurement System Assessment
    • SPC-Process Capability Course
    • Design of Experiments
    • Foundations of RCM online course
    • Quality during Design Journey
    • Reliability Engineering Statistics
    • An Introduction to Reliability Engineering
    • An Introduction to Quality Engineering
    • Process Capability Analysis course
    • Root Cause Analysis and the 8D Corrective Action Process course
    • Return on Investment online course
    • CRE Preparation Online Course
    • Quondam Courses
  • Webinars
    • Upcoming Live Events
  • Calendar
    • Call for Papers Listing
    • Upcoming Webinars
    • Webinar Calendar
  • Login
    • Member Home

by James Kovacevic Leave a Comment

3 Ways to Improve Profitability with a Criticality Analysis

3 Ways to Improve Profitability with a Criticality Analysis

Making the criticality analysis work for you and drive improvements in the maintenance strategy

Most manufacturers do not have an up to date criticality analysis and those that do have one, do not use it to drive decisions. Having a criticality analysis facilitates improved decision making and prioritization within the site and business.

How many times are there debates regarding which work needs to be done, which PMs will be dropped from the schedule because the planned downtime was reduced? These debates occur regularly, but to not have to occur. A criticality analysis drives improvements in the business by:

  • Determining the Maintenance Approach by establishing activities that must take place for each category of risk. This ensures that the business is protected from the risk by having the right risk reduction activities in place (see figure xx).   In the extreme risk category, it may call for redesign of the equipment, redundant systems or online monitoring and at the low end of the categories, it may call for the equipment to be run to failure.

27 Criticality-Mitigation-1-829x1024

  • Systematically reduce risk by addressing the highest risk equipment. This is taking the previous activity one step further by actively working to reduce the risk of the highest ranking equipment, regardless what the criticality is. This can be accomplished through small systematic changes in procedures, policies or through CAPEX. By having a process in place to reduce risk, the business becomes more stable and can improve profitability.

 

  • Guide Scheduling activities by determining which work will make the biggest difference to the business. When there are numerous jobs on the schedule, and there is only time for one, how is the job chosen? Often times it is picked based on who is yelling the loudest. With an up to date criticality analysis, the work can first be sorted by the highest risk equipment. With the highest risk equipment selected, the high priority work on that equipment should be selected.   This goes without saying that the equipment must be available for maintenance.  This approach is often referred to as Ranking Index of Maintenance Expenditures (RIME). RIME is typically embedded in the maintenance scheduling process.

Establishing and using a criticality analysis will not eliminate the risk from the business but support in decision making and allow the business to begin to mitigate the risk in a systematic approach.   Even if the business applies the criticality analysis as outlines above, it will not completely eliminate risk. Risk will always be present, but it can be reduced.

Do you use your Criticality Analysis? If so, how do you use your Criticality Analysis? If you are not using it, why not? Please share your comments as everyone benefits when we share our collective knowledge.

Remember, to find success, you must first solve the problem, then achieve the implementation of the solution, and finally sustain winning results.

I’m James Kovacevic
HP RELIABILITY
Solve, Achieve, Sustain

Filed Under: Articles, Maintenance and Reliability, on Maintenance Reliability Tagged With: Criticality, Risk

« Capital Asset Management: Setup part 3
The 5 Worst Inventions Ever! »

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Maintenance & Reliability series


by James Kovacevic
High Performance Reliability

Join Accendo

Receive information and updates about articles and many other resources offered by Accendo Reliability by becoming a member.

It’s free and only takes a minute.

Join Today

Recent Articles

  • How Reliability Engineers Can Improve Their Communication in Information Sessions
  • FMEA Detection Risk: Insights and Advices
  • How to Structure Your ERM System
  • Rate of Occurrence of Failure
  • What is Six Sigma and How is it Used in Quality Engineering?

© 2023 FMS Reliability · Privacy Policy · Terms of Service · Cookies Policy

This site uses cookies to give you a better experience, analyze site traffic, and gain insight to products or offers that may interest you. By continuing, you consent to the use of cookies. Learn how we use cookies, how they work, and how to set your browser preferences by reading our Cookies Policy.