Improve equipment reliability





Maintenance becomes a science by integrating the probability calculations. It is no longer based only on past incidents, it tends to anticipate future incidents to avoid them.


Maintenance becomes a real profit center by integrating all the financial components of the business and not just its own costs of intervention.

RCM Implementation

RCM Implementation

The primary goal of maintenance has always been to make equipment reliable, isn’t it?

The fixes were made to last, then the preventive was intended to prevent the failure and predictive now tends to intervene in an incident at the best time.


RCM answers two questions:

- Taking account of likely incidents, what is the best way to adapt maintenance (fix, redundancy, preventive, predictive)?

- If the preventive is selected, what is the periodicity giving a determined percentage of failure?


Who says foresee says risk-taking and thus probability.

The reliability tools used today in RCM were born at the end of the second world war: planes had refused to take off, tanks remained immobilized, bombs did not explode ....


P2H trains your reliability experts and assists them in the implementation of concrete cases.

What is the spirit of Asset Management?

Beyond the simple equipment life duration, it is to demonstrate the economic relevance of the maintenance decisions on the acquisition of industrial equipment or fixed assets in general, during their operation, but also when changes, renewal or upon the sale of these assets.

Denis Dufrene (AMAIX company) gives an example: "A critical device raises serious availability problems. Initially, RCM indicates that preventive routines are excluded (by analysing the failure rate) and no sign permits to practice a conditional maintenance. We therefore intend to modify the equipment by introducing a dual active redundancy which certainly increases spares consumption but which, at the same time, allows for corrective interventions in hidden time. The bill, however, seems dissuasive 3 days off (on a critical equipment!) and cumulative costs of downtime and processing of more than 300 k£. A calculation of cash flows resulting from availability gains allows maintenance to test the financial viability of the project. This is not a supplementary budget of 300k which is then requested but an investment proposal to more than 19% / year that is made. Hard not to take the decision! ... "