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Articles: Human Asset Management

Things to think about (and do) in 2011

We are pleased to announce a the 2011 version of the very successful eBook - Things to think about (and do)

Reliabilityweb.com and Uptime Magazine invited thought leaders in the maintenance and reliability community to contribute a single page communication directed toward creating a new idea or action on the part of the readers, the maintenance and reliability professional community at large.

Too Much Capacity

by Geoff Generalovic

I have been a maintenance electrician for 37 years, 15 of those in PdM, namely infrared inspections, motor testing off-line and on-line, ultrasonic testing and some basic vibration, I do have definite ideas on the maintenance world out there and what I see is not encouraging, but in spite of my doubts I am hopeful.

Transferring Knowledge as Our Skilled Workforce Retires

It is said that in business, people are the greatest asset. It's not just the people, but the knowledge they possess. If this is true, why aren't businesses acting accordingly? Operations are automating and expectations are that the business can produce more with fewer and fewer people. Acquisitions and mergers persist in our competitive, global economy. With this consolidation, people are often the first to be cut in the interest of cost reductions and improving the bottom line for shareholders. Training and other investments in people are viewed as discretionary expenses, often rationalized away. This reality is complicated by a developing demographic trend - the work force is aging and retiring.

What Do Bosses Really Want From The Maintenance Effort?

We don't have to be mind readers about what the big bosses want from maintenance. We just have to read the Wall Street Journal or any newspaper business section. Big bosses want less maintenance, big bosses want maintenance that does not interfere with production, and big bosses don't want anything like accidents, environmental violations, or fires, to get in the newspapers.

What Tool? When? Some Thoughts

By Ron Moore

Companies are bombarded daily with recommendations from various sources regarding the tools they should use for improvement, leaving most people in a quandary regarding their selection and application. Unfortunately, there are any number of tools being offered, with little guidance regarding which one is best in a given situation, how the tools might relate to each other, or perhaps more importantly, the enabling practices or readiness that any given organization might need in order to effectively apply the tools.

Workforce Development

Originally presented at Reliability 2.0

Co-author: Bill Hall

Abstract

Big changes are happening in today’s workforce. These changes have nothing to do with downsizing, global competition, or stress; it is the problem of a distinct generation gap. Young people entering the workforce are of diversified background and have much different attitudes about work. They want a life‐work balance. They want to be led, not managed — and certainly not micro‐managed. The new mode is flexibility and informality. A large proportion of our managers of the veteran era have been trained in relatively autocratic and directive methods that don't sit well with today's employees. Are we preparing our workforce to meet tomorrow’s need?

Why do so many Reliability / RCM programs fail or don't get implemented? What are the key obstacles we need to overcome for a successful implementation? Are our people trained – aware of best practices? Do we have the right people available to implement the best practices? This paper will attempt to answer some of these questions.

 

You “Gotta” Have Friends…

Someone once told me to avoid problems in life you had to have a friend who was a lawyer, a friend who was an accountant, and a friend who was a doctor. This would help keep you out of jail, out of debt, and out of the grave. As I moved into a maintenance manager's position these same basic principles applied. To have a successful maintenance program, you need to cultivate friendships with a human relations (HR) manager, an accountant, and a maintenance engineer.

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