Before addressing the way asset management changes in the Internet of Things (IoT) era, it is worth summarizing what has happened since information technology (IT) became one of the main forces influencing the global economy and the competition.
In maintenance, a big challenge is how to put different concepts and theories into practice, especially when you must also change the mind-set of your workforce and introduce a new way of thinking.
If you’re looking for a way to strengthen internal and external customer relationships, provide prospects with a forum to familiarize themselves with your expertise, and add value to your industry, consider implementing a professional development program. Not a product training program, although that can be a separate, related component, but a professional development program whereby you share current and emerging industry knowledge that helps participants be more successful on the job.
Ever walk into a room, look around and conclude that all is well. But then, someone picks up papers, a briefcase, or some other object from the floor, right where you were about to walk. You hadn’t seen it. Your vision is fine, so how could you have missed it? It makes you wonder how many other little things you missed in other places, too.
We asked some of our respected friends whom we consider to be thought leaders to look into the future, share their vision and guide us to take advantage of it to be safer and more successful.
Best-selling authors and leading subject-matter experts provide excellent interactive learning on a wide variety of subjects you can put to use immediately when you get back to work.
The challenges facing any industry sector today are the same that existed decades ago and were delineated at many conferences and meetings. They are still the same challenges because acting on preexisting ones would have added to the workload.
Defect elimination may be the most significant initiative within a maintenance reliability program. It may also provide the largest return on investment in terms of asset reliability and plant uptime. From a computerized maintenance management system (CMMS) perspective, defect elimination can be used to focus on recurring failures and significant events, and also to address potential failures.
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.
Why are organizations leaving money on the table by not investigating failures that cost them money? One would venture to say that all manufacturing companies have failures each year that cut into their profit. The prevailing question is: What do you do when that failure occurs? Do you simply fix the equipment, get back up and running, and return to whatever you were working on at the time? Or, do you stop what you are doing and diligently try to understand why the failure occurred and put measures in place to prevent recurrence? Is the culture at your facility one that seeks to understand why something failed or is it in a mode where you need to get back up and running as fast as possible? How about your commercial team and management external to your facility? Is there perceived pressure and a lack of understanding that have driven your organization to a place where failures are not fully understood?
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?).