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Articles

Business Case for Data Integrity

By Robert DiStefano and Stephen Thomas

Introduction to the Business Case
A vast and growing amount of data is being accumulated in businesses today, yet many people in business intuitively know there is not a corresponding improvement in reliable information on which to base good decisions. In fact, in many cases just the opposite is happening-despite more and more data, finding information that can be trusted is increasingly difficult.

Business Focused Maintenance

Building services are the engineering plant and equipment which provide environmental comfort and process conditions. Some building services are more critical to the core business of an organisation and the consequences of their failure can have a significant impact on the business.

Calibration Management and your ERP: have the best of both worlds

By Bryce Johannes, Blue Mountain Quality Systems

Originally presented at Reliability 2.0

With recent pressures to improve information flow and collaboration driving consolidation of activity through ERP systems, companies have struggled with questions about what they are willing to compromise in order to achieve this harmonization. Particularly for companies in heavily regulated industries, such as those regulated by the FDA, where the compliance issues around calibration management are more sensitive, compromises in calibration management functionality have been hard to swallow.

This article will provide some insights into deciding when to integrate with a 3rd party calibration management solution and how workflow typically occurs between the two applications in an integrated solution.

Can a CMMS/EAM Solution Really Solve All Your Problems?

By Johnny Bofilios

After working in the CMMS/ EAM software world for almost 16 years, I recently switched to an engineering consulting firm focused on helping clients implement reliability best practices. I've developed a fresh perspective on what it takes to implement CMMS/ EAM software successfully.

Capability

A measure of how well the product performance meets objectives. In short how well are the outputs actually accomplished against a standard? Capability is frequently the product of efficiency * utilization.

Care For Your Spares

Poor Spare Parts Maintenance Can Kill Your Plant’s Efficiency

by Wally Wilson, CMRP, CPIM

You could, unknowingly, be introducing premature failure to your equipment assets. And inadequate inventory management practices for spare parts in your Maintenance, Repair, and Operating supplies (MRO) storeroom could be the cause.  The storeroom is one of the foundation blocks that support the maintenance department’s efforts to keep production equipment running at the most efficient levels possible.

CBM 2011 Video Proceedings

Watch the CBM2011 Video Proceedings online!

CEO Compensation and Company Performance - An Open Letter to the CEO

By Ron Moore

This letter is fictitious, but it is based on data from over 20 different studies, as well as anecdotes from various companies and the experience of the author. Feel free to pass it along to your CEO.

Challenges in Asset Management And ways that you can deal with them

by Michael Israel

Disclaimer: In our efforts to make readers aware of technology innovations, this Reliabilityweb.com article make extensive mention of a specfic product.  This should not be taken to imply endorsement.  The product names were used to support the informational delivery of an innovation for the maintenance and reliability community.  - Editor   

Asset Management: An Explanation

What is asset management?

There are varied points of view, no doubt. So let's get a generally acceptable perspective from two reliable sources:

Championing SAP Plant Maintenance at Your Organization

By Rajen Patel

Do you feel that in your organization SAP Plant maintenance is not being used at its full potential? Do you think you can integrate maintenance activities with other departments? SAP plant maintenance module can't work on its own. It needs to be integrated with other modules in order to get maximum benefits.

Change Management for Maintenance and Reliability Professionals

When we think about creating a reliability focused organization we tend to initially think about what needs to be changed. This process invariably leads one to determine that there are components of the current process that do not exist and hence have to be created, or if they do exist they may not be functioning to the level we would desire. For example in order to create a reliability focused organization a work planning and execution component would be required.

Changing Your Organization for the Better Part 4: The Roadmap of Change

In Part 1 we discussed the concept of organizational change, the three linked elements necessary for success and details about dissatisfaction. In Part 2 we addressed ourselves to organizational vision. In Part 3 we discussed the Goal Achievement Model in detail and clearly showed how it links the vision, goals, initiatives and activities in a very focused manner. However there still is one other part to the puzzle. This is what is referred to as the Roadmap of Change. The Roadmap is the tool to align change efforts within the organization, to eliminate conflicting goals, and to keep the change process on track. It is the final part of a process that begins with establishing the vision, developing higher level details with the Goal Achievement Model, and maintaining focus and clarity with the Roadmap. A successful change effort can not succeed without all three of these pieces being properly put into place and correctly used.

Changing Your Organization for the Better Part 5: What Gets Measured Gets Done

Whatever gets measured by an organization receives the majority of its attention. Simply by virtue of obtaining and displaying data, you and your organization are focusing, at least on a minimal level, on those areas that you are measuring. If these measures are not tracking as expected, corrective actions usually follow close at hand. In reality, therefore, whatever you and your organization decide to measure sets up a sub-process that ensures more attention is given to these areas vs. those things which are not measured.

Changing Your Organization for the Better-Part 1: The Elements of the Change Process

"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things, because the innovator has for enemies, all of those who have done well under the old conditions, and luke-warm defenders in those who will do well under the new."

Changing Your Organization for the Better: Part 2: The Vision of the Future

Part 2: The Vision of the Future or How Do We Know Where We Are Going So We Will Know When We Have Arrived

In Part 1, we discussed the concept of organizational change, and introduced the eight key elements of the change equation.  The overriding component however is the concept of vision.  It is fine to have a general level of dissatisfaction with the current or “as-is” state, but it is not enough.  You need a vision of what the new or “to-be” state will look like so that the organization will know what they are trying to achieve and what it will look like when they do.

©2012 Reliabilityweb.com