Determining the proper maintenance strategy for a site’s assets can be a daunting undertaking. There’s a fine line between profitability and reliability, and frequently, a facility’s strategy usually favors one or the other. When weighted toward running equipment past its design or capabilities, it can lead to frequent, unplanned interventions and associated costs of labor, material and lost production. When the arc of the pendulum swings too far to over maintaining an asset, the availability can be seriously hindered and impact profitability. It’s important to find that “sweet spot” between these two approaches to ensure there’s an appropriate amount of maintenance that still drives profitability. The question is how to find it.
The Oct/Nov 2016 Uptime article, “An Asset Manager’s Guide to Building a Meaningful Company Vision,” explained why it’s essential to have a company vision at the department level in order to gain collaboration and create excitement among department level managers. Next, this article explains why it is crucial for the enterprise asset manager to guide department level managers toward an understanding of how to translate their vision into a top level, order of magnitude for change. In other words, a company vision is only good if it can be sold to the executive level team of your organization.
In less than 10 years, the consumer digital camera essentially completely replaced film cameras, which had been in the market for over 100 years. In an even shorter period of time, the smartphone has, in turn, sent the consumer digital camera the way of its film based cousin.
Operator driven reliability (ODR) is a process that involves operators in the maintenance and reliability of their equipment. ODR selects tasks previously performed by maintenance technicians and reassigns these tasks to operators. However, ODR is only effective when operators are focused on specific tasks. Operators must be properly trained and coached in the performance of each task.
Engineer and management consultant Joseph M. Juran said, “If you don’t measure it, you don’t manage it.” It’s a fairly accurate statement. But, another question might be: “If you do measure it, does that help you manage it?” Far too often, experience shows that it does not, for a host of reasons. Some of these include: having too many measures leading to complexity and confusion about what’s important; a lack of focus; measuring the wrong things; not measuring things that are truly important to the business; having measures that are in conflict across functional boundaries; or not displaying the measures prominently or, if displayed, not keeping measures current, resulting in employees considering them unimportant (after all, if you don’t keep the measures current, how important could they be?).
In Part 1 of this article (Dec/Jan 2017), we talked of how good managers must always try to keep their organizations energized, moving forward and upward. To do this, they must find ways to constantly disrupt complacent, status quo thinking and behavior.
Reliabilityweb.com just released the Asset Condition Monitoring (ACM) Project Manager’s Guide and, based on its contents, it’s a resource no organization should be without. For several years, I have been involved in asset management and managing condition based asset teams, but never have I seen a more complete project plan than what is presented in this guide. Not everything in the ACM Project Manager’s Guide will work for everybody, but there are sections in the guide that will adapt to every situation. No matter where you are on your asset condition monitoring journey, at the beginning or with a mature program, this guide contains information that will help to grow and sustain every ACM program.