Traditionally, reliability engineers have been the leaders in introducing new maintenance processes and technologies. As the primary owners of asset reliability, whether or not it came from the introduction of condition-based maintenance or instrumentation, they have been at the core of the transformation.
Acoustic lubrication has taken off with afterburners lit (old aviation phrase). During the 2017 RELIABILITY Conference™ hosted by Reliabilityweb.com®, several representatives from various organizations remarked at how well their acoustic lubrication program had made such a difference. As an example, the cost savings by way of reduced man-hours using time-based lubrication and the amount of grease not purchased are two reasons.
Do you ever sense that your plant’s budget and variance practices may actually hurt the business? Here is what your gut is telling you and what to do about it.
Maintenance job plans are two-dimensional and activity-based. The foundation dimension, the determined tasks to each job plan, is activity. The other dimension, also determined by analyses, is the resources and their unit costs to be engaged or consumed by each activity.
The alternative to activity-based, two-dimensional job plans is unacceptable to maintenance professionals. Maintenance professionals would never accept the practice of one line job plans for which the total cost of labor, parts and materials, services, etc., are set by rule of thumb or by what management arbitrarily allows. It would be chaos.
Overzealous optimization is everywhere. By using mathematics and analytics, you can over-optimize the delivery of a product or service to the nth degree. This is not always a good thing because it may not always serve the customer. In fact, it just might ruin the customer’s day!
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.
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.
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.
You can tell a lot about a maintenance organization by observing how it purchases and consumes repair parts. Reactive organizations only seem to have time to “keep it running.” They don’t have time to shop for the best deals. Instead, they send the same noncompetitive purchase orders to the same vendors and take whatever pricing they get. And their receiving dock looks like a major courier service depot – full of emergency shipments. Cycle counts are mysteriously high because received parts aren’t always checked into inventory. Or, cycle counts are mysteriously low because parts are not always checked out of inventory and/or are lost to theft.
Part of the mission at Reliabilityweb.com® is to discover and deliver approaches to make reliability leaders and asset managers safer and more successful. I am blessed to be able to meet some of the best reliability leaders and asset managers in the world as I travel to learn (discover) and teach (deliver). There is nothing more satisfying than seeing someone presenting their journey based on the use of the Uptime® Elements™ framework.