Applied R&M Manual for Defence Systems

Part C - R&M Related Techniques

CHAPTER 49

RELIABILITY & MAINTAINABILITY (R&M) PLANS &

PROGRAMMES

CONTENT
Page

1 Introduction 2

2 Background 2

3 The importance of R&M Plans and Programmes 2

4 Similarities and differences between R&M Plans and 3

Programmes with those of Project and other
Management Plans and Programmes

5 The management of R&M Programmes 3

6 The requirement for separate plans in addition to 5

R&M Plans

7 The provision and needs of R&M Procedures within 5

an organisation

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1. INTRODUCTION
R&M Plans and Programmes are an important element of managing the achievement and
delivery of R&M performance. This chapter discusses the similarities and differences
between R&M plans and programmes with those of project and other management plans and
programmes, and why a programme and plan is often needed. The provision and needs of
R&M procedures within an organisation are also discussed.

2. BACKGROUND
A Plan is a detailed proposal for doing or achieving something, it should identify the timings
(i.e. start, end date and possible interim dates), along with the required resources. Correctly
conceived achievable plans coupled with prudent management will stand a high probability of
delivering the intended deliverable to time, cost and quality, whereas, poorly implemented
plans and/or management will most likely derive outcomes that are costly, late and of poor
quality.

A Programme is a series of future events and is envisaged to deliver a change in an end state.
A programme may not be constrained in terms of dates as for a plan, and may even be tailored
to deliver long term change, i.e. such as organisational change. Specifically, programme
management is the process of managing related projects with the purpose of improving an
organisations performance, all within a systems engineering approach. A programme
manager will have oversight of the projects that go to make up the programme and will
provide influence that cannot be achieved at project management level, as the outcomes of
individual projects will impact upon the outcome of the programme. Programme
management will, therefore, encompass the management of dependencies and requirements
between projects in pursuit of delivering a satisfactory end state.

3. THE IMPORTANCE OF R&M PLANS AND PROGRAMMES

The combined aims of the R&M Plan & Programme is to deliver a reliable product by
identifying the mitigation of risks, delivering and demonstration of compliance and provision
of progressive assurance. Additionally it provides a cohesive input to the TLMP, ITEAP,
Business Case, ITT & R&M Case.

The R&M Plan consist of; Executive summary, Objectives of the R&M Plan, Analysis of
R&M Stakeholders (including responsibilities), Summary of the R&M Strategy, Breakdown
of R&M Plans Processes & Activities, Identification of Resource Requirements and
Evaluation of Success Criteria.

In addition to the R&M Plan, the R&M Programme applies a systems engineering approach
(i.e. pursuit of progressive assurance), to ensure that the delivered equipment(s) have been
designed, manufactured and are supported in accordance with R&M methodologies.

Specifically, the MoD utilises Defence Standard 00-40 R&M Part 1 – Management
Responsibilities and Requirements for Programmes and Plans, as part of contracting strategies
to ensure that Systems, Equipment, Components and Services procured and maintained by the
MoD are fit for purpose and meet the rigorous demands of the defence environment (refer to
paragraph 5.1 for a more detailed breakdown).

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4. SIMILARITIES AND DIFFERENCES BETWEEN R&M PLANS AND

PROGRAMMES WITH THOSE OF PROJECT AND OTHER
MANAGEMENT PLANS AND PROGRAMMES
Similarities. Differences.
R&M Plans & Structured methodology of risk Specifically tailored to derive
Programmes. mitigation, and project continual improvement and
management. support through life, whilst
meeting the needs of R&M
requirements. Comprehensive
reasoning for the business case &
the allocation of funds. Key
requirement within the contracting
strategy.
Project Management. Structured methodology of Primary aim is to deliver a
planning, organising, allocating, specific deliverable within a set
managing, leading and controlling timescale.
resources.
Other types of Implementation of common Concerned with the needs of other
Management Plans and practises, standardisation of specific deliverables and
Programmes. language (i.e. for documentation), outcomes.
implementation of common project
management methodologies,
provision of common supporting
techniques & tools and the
improved chances of project
success.

5. THE MANAGEMENT OF R&M PROGRAMMES

R&M Programmes should be managed and tailored according to the type of procurement; the
following standards give guidance on the application of R&M Programmes.

5.1 Ministry of Defence (MoD), Defence Standard 00-40 Part 1, Management

Responsibilities and Requirements for Programmes and Plans. This standard provides
requirements for MoD practices, procedures and requirements during the design process,
focussing activities on providing progressive R&M assurance. The first part of the
Standard describes the responsibilities of the equipment Sponsor (who specifies the R&M
requirements), the Project Manager of the Purchaser (Procuring Authority) and the
Supplier (Contractor) towards the R&M specification, the R&M metrics, the acquisition
and the supply of materiel that will satisfy the R&M requirements. The second part of the
Standard sets out general requirements for R&M programmes and is intended to be used
throughout the acquisition chain from prime contractor down to individual sub-
contractors.

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5.2 1IEC 60300-1 Dependability Management – Part 1: Dependability Management Systems.

This standard gives guidelines in establishing a dependability management system, and
with tailoring the standard can be used to form part of a contract.

Reliability reflects user confidence in fitness for use by attaining satisfaction in product
performance capability, delivering service availability upon demand, and minimising the
costs associated with the acquisition and ownership throughout the life cycle.

The reliability management function should include:

• Strategic planning for reliability.

• Definition of a suitable organisational structure, including definition of
responsibilities and authorities for reliability activities.
• Allocation of reliability resources.
• Communication of reliability objectives and the benefits arising out of the
reliability activities.
• Identification of responsibilities and authorities for reliability management and
activities.
• Establishment of reliability policy, programmes and associated processes.
• Implementation and control of reliability activities.
• Assessment of reliability performance results.
• Continual improvements of product reliability.
• Systematic reviews.

The process steps for managing reliability are:

• Define reliability objectives.

• Analyse scope of reliability work needed and implications.
• Plan strategy and activities to achieve reliability objectives.
• Implement selected reliability activities.
• Analyse results of reliability activities implemented.
• Evaluate achieved reliability results for further improvement.

1
International Standards use the term Dependability. Where this document references
International Standards, Dependability should be read as meaning Reliability &
Maintainability. Please refer to GR77 Part A Chapter 3 for further explanation.

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5.3 BS5760-0 Reliability of constructed or manufactured products, systems, equipments and

components – Part 0: Introductory guide to reliability. This standard gives a general
overview of reliability, including:

Management of reliability;

• At organisational level (reporting structure).

• Promotion of reliability (including motivation of staff).
• Continual improvement techniques.
• Performance data reporting from the user to the producer.
• Requirement for a quality manual (for the producer), including;
o Documentation for procedures, standards and personal responsibilities for
reliability and quality.
o Demonstration to employees and customers that there is management buy-
in.

As part of the general overview, the standard gives an emphasis that quality is an
investment not an expense, and that reliability as part of quality should start as early as the
design feasibility study and be applied through life. Furthermore, getting the design
correct at the design stage leads to lower whole life costs, whilst reliability leads to
customer satisfaction and increased sales (and profit).

6. THE REQUIREMENT FOR SEPARATE PLANS IN ADDITION TO

R&M PLANS
R&M Plans & Programmes as detailed in section 4 are far more comprehensive than
individual Project Management Plans and other types of Management Plans and Programmes,
specifically as they are tailored to derive continual improvement and support through life,
whilst meeting the needs of R&M requirements. Furthermore, they give comprehensive
reasoning for the business case (along with the allocation of funds), and are a key input into
the contracting strategy.
Separate plans in addition to the main R&M Plans may, however, be required for specific
aspects of the overall R&M Programme, such as a reliability growth programme. The need
for separate plans would, therefore, need to be considered on an individual basis.

7. THE PROVISION AND NEEDS OF R&M PROCEDURES WITHIN

AN ORGANISATION
The importance of R&M Procedures within an organisation is paramount, as they will ensure
the consideration of R&M is undertaken, as opposed to on a casual basis which may well lead
to increased through life costs as R&M may not have been given adequate consideration.
Procedures also give a definitive corporately backed method of ways of working.

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In turn R&M Procedures will give rise to the R&M Strategy, which will derive the following
for equipment requirements; Evaluation of Data Available, Definition of Failure Definitions
and Assumptions, Incorporation of Principles of Defence Standards, Research of
Previous/Similar Options, Identification of Unique Elements to De-Risk Each potential
Option, Formulation of Strategies to Prove/Provide Assurance of Levels of R&M
Achievement and Generation of Inputs to Business Case, TLMP & URD.

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LEAFLET C49/0

REFERENCES

1 IEC 60300-1: Dependability Management – Part 1:

Dependability Management Systems.
2 BS 5760-0: Reliability of constructed or manufactured
products, systems, equipments and components - Part 0:
Introductory guide to reliability.
3 MoD Reliability and Maintainability Process Map 308: Strategy
and Develop ‘Through-Life’ R&M Plan.
4 MoD Defence Standard 00-40 Part 1: Reliability and
Maintainability (R&M) – Management Responsibilities and
Requirements for Programmes and Plans.

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