In the second column, “% Reduction in PM Hours” we see immediate support for the statements Moubray continually made regarding RCM and its ability to reduce routine maintenance content and workload.
With extremes at 2% reduction up to 75% reduction there is no doubt that this alone would probably have provided the required ROI for implementation of RCM. But look at the third column, “% Reduction in Through Life Support Costs”.
With whole-of-life cost reductions ranging from 6-40% for target indicating radar, through to a gigantic 75% savings on sewerage systems, this project has at least returned a healthy benefit to the RAN.
What is not mentioned here, because it is not a profit generating enterprise, is the advantages gained through increasing the uptime and availability of the physical assets. Even though the benefits case mentioned here is impressive, it pales in comparison to the amount of additional value than can be generated through enabling a company to produce and sell more products.
Through the elimination of process losses we are able to achieve to dramatic changes in operating statistics. First, we can make the Best Achievable Rate possible throughout the entire Uptime periods, meaning that we can maximize the utilization, wiping out issues such as poor quality and partial shutdowns. Then we can drive to make sure that our Uptime is equal or close to our Planned Capacity.
Case studies like this, and others that are now out there in the public domain, only add to RCM continuing in its role as the central plank for Modern Asset Management programs throughout all asset-intensive industries.
