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By Tom Dabbs and Dan Pereira
Pump reliability is an old topic, but it is just as relevant today as it was the first time we heard it a few decades ago. There are some very good reasons to focus on improving pump reliability:
by Tom Dabbs and Dan Pereira
Hopefully you read Part 1 of “Ten Steps to Pump Reliability” and have been anxiously awaiting to read Part 2 of the article. You may get the impression that implementing these steps will be costly and very difficult to achieve. The thing you need to bear in mind is: “You are already spending the money.” The only question is: “Are you getting the result from your pumping systems that you are looking for?”
If you can create an environment that allows your entire team to become engaged in implementing these concepts, it will be the best investment you ever made. Deming said it best:
“Your system is perfectly designed to give you the results you are getting.”
Publishers Note: We recently challenged our good friend and maintenance expert Ricky Smith to tell us 10 things we can do today - not 10 things we can buy today - to improve reliability at our plants. No new software, no new hardware, no new consultants. Ricky did as Ricky usually does and showed up with goods!
We admit he did include one "buy recommendation" but we let it pass because it falls under US$100. Here is what he came back with. - Terrence O'Hanlon, CMRP
by Doug Plucknette
There’s no denying that the equipment that makes your products and the operators who operate it are the most valuable assets an organization has. So unless you are actually manufacturing product and putting it out the door, you are overhead. From the janitorial services to the CEO, you are just another additional cost that has to be included in the cost of the product.
The Manufacturing Game has developed a short 16-question survey based on Joseph Campbell's concept of a Hero's Journey.The survey is designed to facilitate the story writing process, and it guides the writer through the writing process. They provide this survey to maintenance and reliability professionals for their own use. Clients may opt to use the written story internally or share their success with others by approving it for publication in external publications such as the our quarterly TMG newsletter or a monthly magazine like Uptime Magazine.
See the list below for the 16 questions in the survey, as it relates to writing about Action Team successes.
Terrence O'Hanlon, CMRP, Reliabilityweb.com and RELIABILITY Magazine together with Robert Baldwin, Editor of Maintenance Technology, selected Charles Latino as recipient of the 2005 Summit Award. Mr. Latino was gracious enough to enlighten us with some of the wisdom he has collected over his years as a reliability pioneer and leader.
by Dragan Trivanovic & John Yolton
IS BETTER THAN 50 PERCENT accuracy an objective or goal for a condition monitoring program? Do you measure accuracy of recommendations as an output of your program? It is not unusual for paper mills with mature condition monitoring programs staffed by competent, skilled and experienced technicians to achieve over 95 percent accuracy in the prediction of a failure, and somewhat less accuracy, due to lack of knowledge and data, of the recommended corrective action, which for some, is still a whole lot better than flipping a coin. But how about a goal of zero unpredicted failures?
by Jack Poley
A year ago, I wrote an article on the New Paradigms in Oil Analysis and Condition Monitoring (Uptime, Feb/March12) citing the huge gains in-service oil analysis (OA) has made in the last decade.
By Ned Callahan, Apollo RCA Facilitator and Trainer, ARMS Reliability
“How long should an RCA take?”
This question is similar to how long is a piece of string?
Basic Elements of a Comprehensive Investigation
By Mark Galley, ThinkReliability
The terms failure analysis, incident investigation, and root cause analysis are used by organizations when referring to their problem solving approach. Regardless of what it’s called there are three basic questions to every investigation: 1 - What’s the problem(s)? 2 - Why did it happen (the causes)? and 3 - What specifically should be done to prevent it.
by Alan France
3D scanning is used extensively for industrial design and in the production of movies and video games, but does it have value for use in a factory?
Presentedy by: Doug Wallace
If your company was manufacturing automobiles, appliances, iPads, or even cardboard boxes, you certainly wouldn't think about scheduling production without a complete and accurate Bill of Materials (BOM) for each finished product so you could determine your raw material requirements from a master schedule. So why is it that many process industries not only begin operation without equipment BOMs, but go for years, sometimes decades, without them?
When we ask people to assess the quality of their equipment BOMs, the comments we get most often are either, "they don't exist," or, "we have some of the data, but we don't know if it's accurate." When we ask why that's the case, the response is usually, "we don't have the information," or more likely, "we don't have the resources to do all that work."
By Mark Barnes
From dozers to graders and loaders to haul trucks, diesel engines are everywhere. For companies who rely on diesel power to make their living, there's no greater emphasis than diesel engine reliability. But when it comes to diesel engines, they also have some of the shortest life expectancies.
By Ricky Smith
Does it seem like it's the same old thing every day and although you try your best to make improvements in equipment reliability, they never seem to stick? I know the feeling, and it is frustrating. But what if you could improve equipment reliability in seven days? I know what you are thinking: it will never work. However, consider the following seven-day schedule. It lays out an approach that you can use in your facility for improving your equipment reliability. Give these ideas a chance to succeed and you will be amazed with the results.
Mark Keneipp, Alcoa,
and Randy Heisler, Life Cycle Engineering
It is not often that one runs across an organization that is able to undertake a significant business transformation, implement the changes successfully, and then sustain the gains for seven years with no end in sight. Here is the compelling story of one organization that has succeeded-Alcoa Warrick Smelter.
The story began in 1997 when Alcoa decided to implement the Toyota Production System globally across all 250 locations. Significant progress was made, but the Alcoa Primary Metals division leaders were not seeing the results that they expected. A business unit level internal analysis showed that their assets and reliability processes were lacking stability and this was holding lean manufacturing gains hostage. Stability is a foundational element to the Toyota Production System. If one is familiar with the Toyota House, or any other house for that matter, having a solid foundation is the key to long-term sustainability. (See Figure 1)
In 2002 Vince Adorno, Vice President of Engineering for Alcoa Primary Metals, decided to form a corporate-led team to develop a business case and reliability implementation strategy. External consultants were included in this process to ensure that best practices and reasonable estimates of potential savings were incorporated into their strategy. They also looked at their own pockets of excellence and best practices that were in place in the plants.
- Machinery Health Monitoring
- 10 Things Your Equipment Operators Can Do Today to Improve Reliability
- Automate Performance Metrics To Drive Productivity
- Tapping Into The Value Of Experience
- Myths of RCM Implementation: PART 2 of 2
- Up in the Cloud: Predictive Maintenance Becomes Even Easier With Cloud-Based PdM Technologies
- Beginner at Project Management? Here Are Some Learnings of 20/20 Hindsight
- 80:20 - Developing a Lubricant Contamination Control Strategy
- Planning and Scheduling: The Impact of Trends in Shift Management
- Uptime Alchemy: Developing Compounds to Implement Sustainable Change
- The 5S Method of Improvement - Enhancing Safety, Productivity and Culture
- Electric Motor Bearing Greasing Basics (8)
- How Do Continuous Improvement Management Philosophies Relate to the Maintenance Function? (2)
- Asset Management: concepts and practices (8)
- Benchmarking, Best Practices, Standardization… Development or Envelopment?
- Aerial Infrared – An Asset Management Tool for District Heating System Operators
- Maintenance of Hydraulic Systems (3)
- Reliabilityweb.com 100 Top Web Sites
- Improving on the Fishbone Effective Cause-and-Effect Analysis (2)
- Failure Modes: A Closer Look at Ductile and Brittle Overload Fractures
- July 28
SOLUTIONS 2.0 2014 - Innovations In Asset Information Management
- July 13
8th IMA International Conference on Modelling in Industrial Maintenance and Reliability (MIMAR)
- July 21
Machinery Malfunction Diagnosis & Correction (Part 2) 4-days New Orleans, LA
- July 21
Maintenance Planning and Scheduling - July
- July 22
Weibull Analysis Workshop (Complete 3 Day) Sponsored by the Society of Automotive Engineers (SAE)
- July 28
Maintenance Reliability Best Practices Benchmarking Roundtable
- July 29
Root Cause Analysis Training
- July 29
Managing Asset Information For Whole Life Value From Capex to Opex Roundtable
- August 5
- August 11
RCM2 Facilitator Course- An Aladon Network Course Houston, TX