Reliability Gang Podcast
Welcome the #Reliabilitygang Podcast! I would like to welcome you all to my reliability journey. I am passionate about reliability and I want to share as much as I can with everyone with my experiences. Stories are powerful and my aim of this outlet is to gather as many insights and experiences and share them with the world. Thanks for joining the #reliabilitygang.
Reliability Gang Podcast
STRATEGY - RELIABILITY ROADMAP EP 2
Join us #reliabilitygang on a journey to operational excellence with our latest episode, where you'll discover the secrets to forging a robust reliability strategy. We delve into the nuances of gap analysis, the creation of a dynamic reliability roadmap, and the instrumental role of data in pinpointing your organization's needs. We guarantee you'll walk away with a clearer vision and the practical tools needed to elevate your maintenance practices.
This week's discussion isn't just about the what, but the how, as we share invaluable insights into implementing a reliable asset management strategy. Learn to build an effective asset list, appreciate the importance of a standardized coding system, and the transformative power of education in establishing consistency in asset naming. Aligning with ISO standards becomes less intimidating and more accessible as we break down the steps to remove bias from your reliability engineering efforts.
Finally, we unravel the intricacies of maintenance management systems and the criticality assessment of assets, involving every department to reshape your priorities and ensure a holistic approach to plant operations. Discover how to harness the power of FMECA, Pareto analysis, and opportunity rankings to not just revolutionize asset management but to create a maintenance strategy that's as resilient as it is efficient. Join us for this strategic conversation, and understand why our listeners continue to make us a part of their reliability journey.
Hello, welcome back to another episode of the reliability gang podcast. I'm here with my right hand man will how we keep it today.
Speaker 2:I'm doing very well.
Speaker 1:Thank you very much. You're looking a little bit tired this morning I am.
Speaker 2:I've been driving all around the country, but I'm here back.
Speaker 1:That's what we do we go around, we get about, we got to get around the UK.
Speaker 2:We do get to see some really cool stuff, though, and even like on the ray 2 site, like some of the, some of the, like the beautiful landscapes and we get to see the UK in full force From from a Tesla window, which is, you know, nice anyway.
Speaker 1:But obviously, you know, regardless of our travels, we're back with another podcast. We're kicking off episode 2 of the reliability kind of series. Again, I'm not actually decided what I'm gonna call it yet because Just recorded the last podcast, I've got the time to think about it. But anyway, each episode goes basically through the roadmap that we would take our customers or people through the reliability journey. Yeah, so episode 2 is about strategy. So we talked about culture last week and how important it is to be able to adopt the right mindsets and we got into some really cool analogies about kind of you know, even like trying to put across metaphors with fitness and consistency and being able to. How does it actually Remain consistent? And that's really important that we're in the right mindset to be able to do anything within life. Yeah, but you can be in the right mindset, right? If you don't need to write things and write strategies and the right implementation, then what's the point?
Speaker 2:and I know where to focus your attention.
Speaker 1:Exactly, focus of attention is really important, and this is where this is gonna be great podcast, because there's so much to talk about. Okay, so well, I'm gonna hand this over to you in terms of what we're gonna do. We're gonna break this out a little bit into different Some like key bits, yeah, within the.
Speaker 2:So this section is part two, kind of what is defined as reliability strategy, and and this is where, after we've got our culture and a few people are a bit interested in what we're doing we need to go right how, how are we going to Move forward from this point? And usually what we've got as part of the next bit of the roadmap, what's Mobius have done and what we try to follow because we've had the most success with it is that the reliability strategy in the next stage, the maintenance strategy and all of that. These are now really, at this point, once you've kind of got a bit of a team together and We've got some buy-in and people are very interested, what we're trying to do, we need to. What we've got essentially is a toolbox now, and it, within that toolbox, is a list of different tools that we can use to start moving the Journey forward. What we've got to do is know which tools we need to start to pull out.
Speaker 1:Yeah, and usually start kind of a gap analysis to see kind of where they're at, because some companies have done, maybe, some of these things, but not maybe done them to the Extend they need to, and I think this is really important as well. When we do that, gap analysis is To look at what they actually have done. Yeah, a lot of time what we get is oh, we've already done that, yeah, so they'll be looking at what extent has it been done to as well, and that gap analysis, the way that we do it.
Speaker 2:Anyways, we have a series of questions within each kind of segment of the operations and maintenance team as such. So we look at senior management and like within the business and there are questions that we will go through with the customer and various different people. We want to ensure that we're getting a pool of Information that we can put together, but it's things like Do production value the maintenance team? I strongly agree, strongly disagree.
Speaker 2:Do my, it's like a you know with them quizzes, you do yes, do maintenance value the productivity that's like within the kind of management part. Then you go into kind of the planning and scheduling. So are all Work requests planned and scheduled? Strongly a degree, strongly disagree. And we go through that, all of these questions in different segments, and what that does is is we rank it normally from 0 to 10, 10 being like, yes, we plan every single job, zero being, yeah, we don't do any planning whatsoever. Yeah, but what that does is it gives you a bit of a spider diagram that can then be done for each one of those segments. So management, planning, scheduling, etc. And then we can put it together into a single one to see okay, are we really strong in planning and scheduling? Do we not have very good within management by and are we Lacking in maintenance practices? And that's very interesting.
Speaker 1:That kind of gives you then, that kind of understanding of where everything is, that but from everyone's perspective.
Speaker 2:It's also important.
Speaker 1:You don't just get this from one person within the organization as well.
Speaker 2:It also gives you a really great tool. So one of these tools that we like to use. It gives you a really good tool that, once it's completed, that as we start following through the roadmap at key intervals, later down the line you can do it again and then you can see how it's changed exactly. Then you can actually measure that your difference of what has what was originally so it's very likely that most maintenance teams are not really planning and scheduling, especially if they're in reactive maintenance, so you're probably going to score low that.
Speaker 1:But as part of the roadmap within reliability strategy, we will look at gathering data in a little bit and obviously that will then, of course, and I think this is really important to understand as well that you know, when we put these strategies in place, that we're measuring what we're doing, because a lot of the time is great to know that things may be changed and physically, within the plan and the way that things are actually being dealt with, but to be able to actually measure that in a way, it's really then identify when you do invest that money. You know what has actually changed from that investment, where to return as well.
Speaker 2:The measurement is key within kind of the reliability strategy and if you've done, when we teach the ARP course it's, it starts looking at what we would consider a CMS system. But it starts looking at you know, if you don't have any CMS system and you're not gathering any sort of data, don't try not get bogged down with what we see very often where we're like, yeah, we're putting a CMS system. It's come from corporate, is about 12 months down the line, like it's very much. Start collecting data now as best as you can, and I think that's the problem as well with a lot of things.
Speaker 1:I do understand that because it's a bit like even in your own life you want to try to capture everything, you want everything to be right, don't you? From the get-go. But when we're talking like see a MMS systems and I think, to be honest, as a whole separate podcast really I mean it's quite in depth in terms of what we've dealt with in the past.
Speaker 1:But when you are dealing with that, it's really difficult sometimes, if you are a bit of a perfectionist, to say, well, I don't want to start putting anything into a system that's not perfect. But probably with that ideal is that a lot of things are happening within the plan in the present moment. From that point that are just such valuable metrics that you need to be measuring anyway. So it is really difficult conversation. But again, that's when you know, actually you know measuring what, not even measurements in terms of metrics, but what is going on in the plan and being seen and how is that getting logged and identified within somewhere when it can be captured and the key kind of take away without, like you say, cms, probably a whole different podcast.
Speaker 2:But the key bit from the reliability strategies point of view is start gathering some data, start gathering some information that we can start to use. So, yeah, things like failure codes, how about, like, until you're gonna later down the line within the roadmap, this, this whole gathering of information, is part of that tool. Until you start to know, right, what are my Most what? What assets am I spending the most amount of time on? What assets are costing me the most amount of money? If you're in a position you don't know what asset is costing you the most amount of money, how are you gonna ever start to Focus your attention on the things that need to be focused?
Speaker 1:on the idea of this kind of Kind of question gap analysis to really focus on the areas that hurt you most? Is that the kind of the idea.
Speaker 2:Gap analysis is gonna Give you some direction into which tools to initially go out. So you may be in a position where or life, we go into a site, they may already have a critical assessment completed we may review and actually go. That's okay.
Speaker 1:And that is actually great example actually, because I'm visiting the customer the other day and I will actually big him up because he does listen to the podcast so I went to see Dan Bridges and His operation was so great.
Speaker 1:When in there, you know, he showed me a lot of the cricket candy stuff he done.
Speaker 1:He just, you know he's only been there like, I think, two years, but it was literally while we can, just we know exactly what to do see him Off, we go and do it, and it was just like Quite refreshing, very refreshing, but usually the very like not what we used to.
Speaker 1:We used to kind of coming in and do and see him on Everything and then you kind of then then go through the reliability stuff to kind of say, well, why are we doing this? And then we get them into the reliability journey, whereas what Dan's done, he's completely done it in order and he's done it in a very quick, sufficient and the framework is beautiful. So now when we come in, we can we only looking at that real assets that we need to be looking at, and then Now it's about a focus of doing that condition running really well on them assets and that selective set and we're not booking three or four days doing stuff that is not required, you know, really doing the things we need to so that's kind of your gap analysis that's going to tell you where to which top cut a tool.
Speaker 2:Start picking out the box first CMMS systems and or, if we just take the terminology of CMS out and just look at Gathering data and information. So start recording some information. You know downtime. Start recording when, what, how many different types of failures are happening. Are you regularly having this time?
Speaker 1:That could be just a simple, as you put it in Excess spreadsheet, just like logging start gathering some information that we can start to action.
Speaker 2:Start looking at how many hours are we sending an engineered on different bits of plant, because that will all later, when we do have a bit more of a CMMS strategy.
Speaker 2:All of that information, fundamentally valuable it's valuable because again it's go when that data starts getting inputted in. It's going to then be used for further justification. Yeah, later if you want, if you've got an asset that's got a problem that you want to invest time and money into in potentially a redesign or whatever may be required as part of the later reliability tools. The business is going to want some form of return on investment.
Speaker 1:Evidence as well that it needs to be done in the first place.
Speaker 2:Yeah, when you've got operations and finance going, why do you want to spend this 10 grand? You can go well right now. Our engineers are going to that asset for 40 plus hours a week.
Speaker 1:I know even that this is broken down this many times for the same failure Whatever.
Speaker 2:But until you have that, you don't, and that forms nicely into what is Pareto analysis, which is another one of these tools that comes into Pareto and critical analysis, so this kind of all fits into this data part, which usually would be a CMS system. Now To start gathering that data, though, you first need to know what assets you've even got.
Speaker 1:Of course yeah, because if you've not even listed your asset or don't know the asset code or what it does, so this whole part kind of all feeds into each other in some way.
Speaker 2:So one of the first big stages of the reliability strategy once we've done our gap analysis, we know where we're going. We may, if the gap analysis and the business reviewer has established that there's no current asset list, it's create a master asset. We need to go create a master asset. We need to know what we've actually got out on plan that is an asset to our business. So we generate, recreate that. So we go out create a master asset.
Speaker 1:So what happens? Well, so we go out there. We identify that that is required to be able to be done. We start to have a look at all the assets on site. What happens if their asset registry or numbering system is poor? That has to really be done from the get go, doesn't it? Because if not, how do we actually identify what needs to be changed from the get go? Yeah, it's.
Speaker 2:I mean going, gathering the list of assets, that's fine. When that comes to then the next part, which is right, we need to introduce this into a main as management system because we want to start gathering some data. We need to have an asset code, and the easiest way to do that is to simply a bit of education. Sitting down with the customer and saying, look, this is the ISO standard for asset management. This is the recommendation for hierarchy of assets in taxidermy. Taxidermy taxology, I think it's called. I'm not massively familiar, but there's a terminology that looks at how to hierarchy the asset and sitting with them and going, right, let's decide what it looks like for you guys.
Speaker 1:Yeah, because I think that's so important at that stage. If you're going to all these assets and you're going to actually go out there and start actually really looking at what is what there is, kill tubers with one stone and actually start to number these systems in a way that can be valuable for the future.
Speaker 2:You might as well do it at the same time.
Speaker 1:Yeah, exactly efficiency wise, and I think, a lot of the time as well, you go to certain assets and they've got three, four different asset codes and the problem is with it. Even if we're trying to use historical information of what is being called, there's a lot of people on site that will call the asset different things. We've had that issue before as well.
Speaker 2:It is difficult as well because, like the thing that frustrates me as like a reliability engineer going in like consulting, for it is when we've got people with and with reliability, again it comes with the training part of you have to take what your personal opinion sometimes out of it and go and do what's right. There's a nice, so standard here that tells you how to do this, Like surely we should just follow this.
Speaker 1:Yeah, the problem is when you put emotions into this as well. What can happen is like, for example, we was at one site and they called the blowers big blue blower left and big blue blower right. Well, where are you looking at them? Blowers, from behind or in front? Because it's going to work.
Speaker 1:It's just not going to work. So the thing is is when we do go in to try to create some form of numbering, that number might be foreign to you, but what it does is identify the asset for what it is, that's the whole point in function of doing asset registry.
Speaker 2:And the idea is that if it's done correctly, you should be able to be in a position where you can. The idea between the way I see an asset code really functioning is that it should be done in a way that allows you to drill down into all the parts of the machine that works, and if it's done well, you can do that. So you can, through asset coding and search functions within CMS systems, you can say show me all the assets within the you know factory one. Then you can go in and go oh, there's a tank within factory one. Show me all of the assets that are associated with tank B. They're all the assets.
Speaker 1:So when you're drilling down into looking at your kind of that's, when you're using CMS really effectively to start to drive down into the assets and that's where your asset code comes into, because I haven't got it in the top of my head, but it's all around like area function of the asset are the associated systems.
Speaker 2:So you have like system codes, function code and if you do it appropriately and it's not, you don't have to follow the standards specifically, but as long as you use it as a guide because the thing is as well with a lot of these things when you implement something now, how is it going to affect the future?
Speaker 1:And, as well, you have to think about the scalability of what you're trying to do. If you are looking to implement the CMS in the future, how was it going to play now? Because the idea is, if you want to do that, you got to make sure you put that in place from the get go. It's been like building any database We've had, even with our vibration databases, where we've built the whole database and we're like, oh, we get to add that reading and it's like some functions are difficult to do that, because when you're kind of on the back foot of it, it can be very difficult.
Speaker 2:So, yeah, and that's where kind of maintenance management systems and that master asset list really come hand in hand, because firstly, we need to know what we've got out on plan that can feed into the maintenance management system. The maintenance management system can now start to gather data and get information that can help with further justification of things down the line. When we come to the next bit, that will be a bit more clearer. But also, from a breaking out of the reactive maintenance perspective, is a real key way of breaking out of reactive maintenance is beginning to plan and schedule your work.
Speaker 2:And you need that within a maintenance management system to be able to do that, and that's the thing about this kind of journey.
Speaker 1:This step by step approach allows us to be able to do the things that's required for the next stage, because sometimes, if these things are not done correctly, it's difficult at a later stage to be able to do it effectively because you've not done these initial things.
Speaker 1:Like, asset coding is a simple one, but how many clients have we been to will where they don't know where what the asset is, or it has three or four different codes. And there's them. Codes don't really relate to anything in the CMMS and it's just. It's a bit of a mess, it's very messy, yeah.
Speaker 2:The maintenance management system part, which will be probably a whole new topic and podcast, but the main kind of key takeaway from it is that you've got to decide as part of the reliability journey and, looking in that, you've got to ask yourself right, what are the key, what are the key benefits and what do we need out of this maintenance management system to in order to become a more reliable plant. So we need to do certain things and in doing that, then you need to make sure you do effectively gather all the information you need to decide on what system to use.
Speaker 1:Right. So say now we've done the master asset list with ascertain all the assets in there. Are there any other tools as well that like what we've done as well and what will's done really well is process map diagrams as well? Yeah, and again, that's not essential, but some plants that are kind of a bit tricky in process can be very difficult to understand.
Speaker 2:It's a good visualization tool that can be a process map or process diagram. Ultimately, they also come in handy later, down the line with other tools within the reliability strategy, but they're just really good visual aids to how to map out the process.
Speaker 1:Yeah, because I remember one of our mills that we work very closely with before. Will did the asset diagram with it. You look around it and you like how the hell.
Speaker 2:It's a flower mill.
Speaker 1:So if you're familiar with flower mills, it's just lots of pipes everywhere and you look around, you look at the process and it can get really confusing. But when will the asset route maps? And you follow the process around from the drawing into the plan. You can see it clearly and it's such a good way of just visualizing the process of how something works. And when you see it on paper, when you get to that criticality study part and I know that there's obviously a lot of parts of that criticality that obviously make it up in terms of how you define the criticality but then process diagrams really make it a lot easier to be able to ascertain the bottlenecks within your plan as well.
Speaker 2:They feed nicely into that next section which is towards the end of the reliability strategy, which is another tool you can use which is reliably.
Speaker 1:block diagrams, yeah, which is kind of similar to that anyway, but I thought I'd mentioned that as part of the master asset is, again, it's not essential to be able to be done, but I think, as you're doing, that if you can get that incorporated as well and that's something that we do do and we've got some great examples of how that can almost demystified a process within these plans when it is a slightly I mean some plans you can kind of see it's quite a module.
Speaker 1:Yeah, you can see the linear kind of actions with one line that kind of goes in, goes out, but some lines, like you know, mills, for example, and all the rest of it, can get very complicated in terms of where the process goes and when you draw it out and you have it on paper, it allows anyone to understand that process, regardless of their experience as well. So, from that process, well, master, asset list, potentially process diagrams where do we go from there?
Speaker 2:So master asset list got process diagrams on the side that's feeding into your maintenance management system. Gather that data, start gathering data. Big emphasis on that. What that is going to allow you to then do is, at this point in time, we still we've not done any maintenance strategy. Right now, all we're doing is building the reliability strategy. We're building the information we need to start knowing where to focus course.
Speaker 2:Yeah, so we've start got, we've start gathering some data, we've got master asset list. Now we need to know where to start focusing our attention. So that forms your criticality analysis, your Pareto analysis, opportunity rankings. These are different again, different tools that we can use to focus. So criticality analysis is probably the most important initially because and that's going to utilize your master asset list and process drawings to establish what assets are most critical to me, based on equipment.
Speaker 2:So if that equipment was to fail, or if that asset was to fail, is the equipment going to destroy itself or is it going to have minor damage? Health and safety is it going to potentially kill someone or is it just going to be a minor injury? Environmental are we going to pollute the ocean or are we going to make a little tiny spill and we're going to be okay? Production are we going to have catastrophic downtime, cost the business millions, are we going to not do very much? And quality are we going to potentially have a major quality incident where we have to recall thousands of products, or are we going to potentially just have a minor quality issue?
Speaker 1:Of course, and all those things are really key measures of criticality and it's that's where we said we need to make sure the criticality has been done correctly, because that's the thing as well, because if you look at all of them four things that you've just mentioned obviously health and safety, environmental, production quality and equipment and equipment which is kind of engineering If you look at kind of them five kind of areas they're kind of potentially owned by different people in the organization. So you've obviously got you know health and safety, what health and safety is, acted from organizations he's been involved with it. You've got environmental, so you know EHS, people that you know, especially if you're in plants that have you know different substances as well that can cause harm to the environment. You obviously got production. So production needs to be heavily involved in that. Obviously, machines, engineering.
Speaker 1:So basically that's all five areas of the whole organization that does need to be involved with this criticality study and from my experience that's quite difficult. Every criticality study that I've walked into a plant has been done by one person, or one or another.
Speaker 2:And that's because, generally, the most criticality assessments have a core focus on the impact to production and nothing else, rather than the other things, yeah. So, if you go, if anyone's gone. Oh, we've done a criticality assessment and we've done ABC, usually the focusing. That's really critical because it'll shut the line down.
Speaker 2:Yeah, that's generally how it's usually, I think as I say, whereas you may have a piece of equipment, so there may be a chemical pump that is bunded around, let's just say, and it's a big tank full of sulfuric acid, right, and there's a risk that if that pump was to fail catastrophically, it could suddenly start spraying sulfuric acid somewhere. That sulfuric acid pump or chemical pump may just be for a cleaning process, so it may just be only used once a week to clean the line down.
Speaker 1:It might be kind of low in terms of criticality on a production point of view, but very high in the health and safety.
Speaker 2:And environmental, and environmental as well. So you've got that's where we have to be careful around the criticality and the same with you're going to have. You may have two conveyors that are feeding into each other that are very critical to the production line, but one may have a specialist gearbox that is, you know, only 20 week lead time and it's.
Speaker 2:There's not a spare available. It's very specialist and you may have a note, because it's an older line, because the equipment's redundant now or something, and then you've got the other line, so you've now got both. Assets are just as critical from a production point of view, but from a equipment perspective one is much more critical than the other and it's important that that's defined because when you come to your maintenance management system and you may have a planner and schedule or someone that's doing a bit of planning and scheduling, if two jobs come in that you know if we've detected with vibration analysis that there's an issue on both them. Gearboxes.
Speaker 1:Where do you put your priority and where you place your attention? And that's really important as well, because when you do that creative kind of assessment with the right people involved all of well, the assessments and the criteria that we've created allow us to be able to understand all of them elements together, and this is why when we do go to site and we have these discussions and when we actually do these actual studies, we have to have the right people in the room, Isn't that right?
Speaker 2:Well, we've got to get the right people, and that's arguably again. That becomes easier once we've done the culture bit, because they understand the implication and the reason why they're there as well.
Speaker 1:And that's inherently why reliability and this is why we're doing these podcasts as well is to raise awareness that the fact that it's everyone that needs to be involved in this process is not just engineering.
Speaker 1:So once we've done that, we've got the right relevant people in the room, we kind of go through the criteria scoring that we've got and we start to go through that master asset list and start to score them Again, what we probably will do is there's certain subjects with this that we can talk about for a long period of time and I don't want to get too bogged down into it. I want to kind of go through it and what we made is revisit some of these key areas and do separate kind of maybe information bite size like 15 minute podcasts on it as well. But I kind of want to get through that strategy process. So once we've kind of defined that we've got the right people in the room, We've kind of got the criteria scoring for them, assets After that, that's when we can start to look at kind of for me, because I understand how these critical assets can fail- so this is where it now bridges into maintenance strategy.
Speaker 2:So we've got master asset list, we've got maintenance management systems, we're hopefully doing a bit of planning and scheduling, we're gathering information and data, and this sounds very quick, but it's quite a long process.
Speaker 1:We know it's a long process. I think, in terms of this podcast, we're just going through that.
Speaker 2:So obviously setting up your maintenance management system is not a one and done thing. It takes a bit of time. Once that maintenance management system is in, we then need to start knowing where we need to focus our attention on what assets. So we complete a criticality assessment that tells us what are our most critical assets. As a score, we can then, if we're gathering sufficient data in the CMS system, we can then do perio analysis, which is going to tell us what assets we're spending the most time and money on, and then we can do something called an opportunity ranking, which looks at your quick wins.
Speaker 2:We know that that's a big issue. What's going to give us our biggest opportunity? Now? We've got three tools that are telling us which of our so we've got big extruder super critical. We've got I don't know secondary extruder that we happen to be spending loads of money on, and then we know that the pump in the corner is real problematic for us and we know there's an opportunity there. What we now need to start to do is look and review what our current maintenance is, what is currently in place, and then we usually do that process through a Femeca failure mode effect criticality analysis, which starts to look at these individual assets in a much more in-depth, focused way. Yeah, and this is why we have to do these tools first, because you can't do it on everything, and that's the problem as well.
Speaker 1:we don't want to get bogged down in all this information and stuff that's not valuable to the business maintenance plans, and so your Femeca is looking at what are all?
Speaker 2:we first, as a real basic rule, define the function of the machine. What is it meant to be doing, in as specific way as possible, what are all the ways that it can stop doing that? What is the likelihood that it's going to stop doing that? The consequence, the effect, what currently is in place. Do we do anything? Pms, whatever, condition monitoring or anything like that? Yeah, and that may mitigate that.
Speaker 2:And if there isn't anything that mitigates that particular failure mode, we then need to decide, through having again the right people in the room. So if we've identified that bearing failure is a potential cause, we need to have a condition monitoring expert that can, or the right team that can, define right. What do we want to do instead? Right, we need to do some form of condition based maintenance strategy, and that really is where it then ties into part three, which is maintenance strategy. So your Femeca will identify the failure modes that are going to stop the asset performing its function and, through understanding the likelihood and the consequence, you can pick the ones, go through that to determine right.
Speaker 1:How do we stop that happening, which is then deciding on your maintenance strategy, and that's when we can start looking at kind of condition monitoring, the techniques that are available. Yeah, see it.
Speaker 2:condition based maintenance, preventative maintenance, which we will talk about what each of those are individually in the next podcast.
Speaker 1:Excellent, I think that kind of wraps up. I think this is going to have to be a two part in it. This is definitely going to have to be three part Ultimately.
Speaker 2:where we are now is going to tie nicely into part three, because at that point with Femeca, like you can go in and let these at the neck with Femeca and again I think what we probably will.
Speaker 1:a good idea we're going to have to do, though, because maybe we do 15 minute kind of bite size chunks on each bit and then we feed that in, because if not we're going to be talking for hours, aren't? We Kind of want to keep these parts not brief, but just more information based in terms of what the actual structure is with it. So next week on episode three, then we get into maintenance, I suppose.
Speaker 2:I think this will be a perfect place. Yes, so next three, we'll do maintenance strategy and then we can then, once we've done maybe this, reliability episodes, we can then start to pick the, the criticality assessments, the Femeca's, the CMS is like little bite size 15 minutes. Yeah, I think that'd be great.
Speaker 1:I think that's a really good idea.
Speaker 2:Because what we can do as well is is we'll probably share with you guys some of our templates and how we do it.
Speaker 1:Yeah, exactly and we can bounce some ideas off some other people, because we know there's some great guys out there that have some great you know techniques as well to be able to get through some of these things. So, guys, thank you for tuning in, thank you again for all the support and everything and all the all the downloads. Keep it up, please, if you can as well something I'm going to ask people to do now if you've not kind of, if you're, if you listen on Spotify, if you live, listen on the Google podcast, follow the podcast and subscribe to it, because then then you're going to get the notifications when they come up and obviously these are coming more regular now. And, as well, please subscribe to the YouTube channel. We're nearly 100 subscribers now and I know a lot of listeners listen to it without actually subscribing. Subscribe, because obviously these are going to be going up regularly now and they're going to be popping up and see notifications as well. So, guys, thank you so much for tuning in. We'll see you next week, take care.
