RCM is often treated as a "nice-to-have" workshop, then ignored when budgets tighten. It shouldn't be. RCM ties business risk to asset strategy by defining functions, failure modes, consequences, and selecting the right tasks (preventive, predictive, or run-to-failure).
Embracing RCM stops overservicing low-risk assets and underservicing high-consequence ones, frees labor by cutting non-value PMs, and improves CMMS data and KPIs.
Reflect on this: A packaging line had recurring gearbox failures despite monthly inspections and annual oil changes. RCM reframed the critical function and dominant failure mode (bearing wear from misalignment/contamination). Tasks shifted to vibration + oil analysis, precision alignment, and better seals; a low-consequence gearbox moved to run-to-failure. Result: 40% less downtime, 25% fewer PM hours, fewer expedites, better storeroom turns.
Don't treat RCM as one-off culture. Do consequence analysis, capture failure modes in CMMS, fix fundamentals (alignment, lubrication, contamination) before adding PdM.
Make it a reality, maybe by: Picking one high-impact asset, map functions/consequences, select minimal effective tasks, update BOMs/failure codes/job plans, and review quarterly.
If I may ask, Where did you apply RCM first, and what single change drove measurable impact?
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Olalekan Ogunbanjo
Automation Engineer
AstraZeneca
Bollington
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