CMRP flashcards
CMRP · Build recall with a focused review session.
33 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Overall Equipment Effectiveness
- OEE equals Availability times Performance times Quality. Availability compares operating time to planned production time; Performance compares actual output to theoretical; Quality compares good units to total units produced.
- Return on Investment
- ROI equals gain from an investment minus its cost, divided by that cost. It lets managers rank competing reliability projects on a common percentage basis.
- Life-cycle cost
- The total cost of an asset across acquisition, installation, operation, maintenance, and disposal. It reveals that a low purchase price can be outweighed by high operating cost.
- Process capability index Cpk
- Cpk equals the smaller distance from the process mean to either specification limit, divided by three sigma. It falls when a process is off-center even if its spread is acceptable.
- Poka-yoke
- An error-proofing device or design that prevents a mistake from being made or makes it immediately obvious. Examples include fixtures that only accept correct orientation and gauges that block out-of-spec parts.
- Statistical process control
- Using control charts to separate common-cause variation from special-cause variation. A process must be in control before capability indices are meaningful for predicting defects.
- Mean time between failures
- Total operating time divided by the number of failures over a defined period. It applies to repairable assets and requires a clear definition of what counts as a failure.
- Bathtub curve
- A failure-rate curve with three regions: decreasing infant mortality, constant random failures during useful life, and increasing wear-out failures. It guides whether replacement or condition monitoring makes sense.
- Weibull shape parameter
- The beta value in a Weibull distribution. Beta below one indicates infant mortality, near one indicates random failures, and above one indicates wear-out, which supports age-based replacement.
- Reliability block diagram
- A model of how component reliability combines at the system level. Series paths multiply reliabilities and reduce system reliability; parallel redundant paths increase it.
- Root cause analysis
- A structured method such as 5 Whys, fishbone, or fault tree used to find physical, human, and latent system causes of a failure, rather than stopping at the symptom.
- Span of control
- The number of direct reports assigned to one supervisor. Wide spans lower overhead cost but reduce coaching time and can dilute accountability for asset performance.
- Change management
- A structured approach to moving an organization from current to desired practice. It typically includes building a guiding coalition, communicating the reason, and locking in gains.
- Reliability culture
- The shared behaviors and priorities that determine whether reliability is protected when schedule pressure appears. It is evidenced by decisions and metrics, not by slogans or posters.
- Work order lifecycle
- The sequence from request through screening, planning, scheduling, execution, and closeout. Closeout must capture labor, parts, and failure codes so history stays useful.
- Schedule compliance
- The percentage of scheduled jobs completed in the week they were scheduled. It measures whether planning and scheduling are respected and is a common leading indicator.
- Maintenance backlog
- The amount of ready, approved work waiting to be scheduled, usually expressed in crew-weeks. A backlog of roughly two to four weeks absorbs variation without hiding problems.
- Work order priority
- A ranking based on consequence to safety, environment, production, and cost. It should be assigned by defined rules rather than by who requests the work most loudly.
- Predictive maintenance
- Condition-based maintenance that measures equipment parameters such as vibration, temperature, oil chemistry, or ultrasound, and triggers work when a limit or trend indicates developing failure.
- P-F interval
- The time between the first detectable potential failure and functional failure. Inspection frequency for condition monitoring should be a fraction of this interval.
- Vibration analysis
- A condition-monitoring technique that identifies imbalance, misalignment, looseness, and bearing defects from measured frequency signatures. Trending against a baseline matters more than a single reading.
- PM optimization
- A review that removes preventive tasks that do not address a credible failure mode. It reduces over-maintenance, which otherwise consumes capacity and can introduce infant mortality.
- Economic order quantity
- EOQ equals the square root of two times annual demand times order cost, divided by annual holding cost per unit. It balances ordering cost against inventory holding cost.
- Safety stock
- Extra inventory held to cover variation in demand and lead time. Higher target service levels require larger safety stock, which raises holding cost.
- ABC inventory classification
- A ranking of stocked items by annual usage value. A items justify tight control and frequent counting; C items can use simple periodic review.
- Cycle counting
- Counting a small number of inventory items frequently instead of one annual wall-to-wall count. High-value A items are counted most often to keep records accurate.
- Training needs analysis
- A comparison of required competencies to current capability at organization, job, and individual levels. It targets training investment where the performance gap is largest.
- Kirkpatrick evaluation levels
- Four levels of training evaluation: reaction, learning, behavior, and results. Only behavior and results demonstrate that training changed on-the-job performance.
- Hierarchy of controls
- A ranking of hazard controls from most to least effective: elimination, substitution, engineering controls, administrative controls, and personal protective equipment last.
- Lockout tagout
- A procedure that isolates all energy sources, verifies zero energy, and applies a personal lock for each worker before maintenance begins on the equipment.
- Total recordable incident rate
- Recordable cases multiplied by 200,000, divided by total hours worked. The 200,000 factor normalizes the rate to a standard base of one hundred full-time workers.
- PDCA cycle
- Plan, Do, Check, Act. The Act step standardizes the successful change so the improvement is sustained rather than eroding after the project ends.
- Value stream mapping
- A visual map of process steps that separates value-added from non-value-added activity. It quantifies total lead time against actual process time to expose waiting and inventory.