Number of failures of an item in a given time interval divided by the time interval.
Reactive maintenance, also known as the run-to-failure or operate-to-failure strategy, is when you take action after an asset fails. Since you only spend money when something breaks, the reactive maintenance approach might seem cheaper but it costs you more in the long run if not part of a maintenance strategy.
In an item, the existence of more than one mean at a given instant of time for performing a required function.
Ability of an item to perform a required function under given conditions for a given time interval.
Reliability Maintenance Management is a set of interrelated activities that includes the design for reliability, operability, maintainability, safety and inspectability (ROMSI), the development and revision of maintenance and calibration plans, considering the criticality and condition of the asset and criteria for creating effective maintenance and calibration plans on the EAMS/ CMMS that allows the coordination, follow-up and tracking of functions that maintain the equipment, tools and related assets to ensure their availability for manufacturing and ensure scheduling for reactive, periodic, preventive, or proactive maintenance, involving the balancing of costs, resources, opportunities and risks against the desired performance to achieve an organization’s objectives.
Reliability-centered maintenance (RCM) is a corporate-level maintenance strategy that is implemented to optimize the maintenance program of a company or facility. The final result of an RCM program is the implementation of a specific maintenance strategy on each of the assets of the facility.
Item which may be restored under given conditions, and after a failure to a state in which it can perform a required function.
Repairable item, which is in fact repaired after a failure.
Function or a combination of functions of an item which are considered necessary to provide a given service.
Risk management is the process of identifying, assessing and controlling threats to an organization's capital and earnings. These threats, or risks, could stem from a wide variety of sources, including financial uncertainty, legal liabilities, strategic management errors, accidents and natural disasters.
Root cause analysis (RCA) is a systematic process that is part of a more general problem-solving process and an integral part of continuous improvement. Because of this, root cause analysis is one of the core building blocks in an organization’s continuous improvement efforts. It's important to note that root cause analysis in itself will not produce any results. It must be made part of a larger problem-solving effort for quality improvement.