Visite nuestro sitio en Español
About This Title
Many organizations are not aware of advanced processes. It is these processes that offer the greatest potential return on investment. Examples include chronic failure analysis, root cause analysis, defect elimination, work order feedback, RCM analysis, and future scheduling. Lastly, it is important to know which one will bring the greatest benefit to your organization.
For many years, perhaps decade, the CMMS community has struggled to extract knowledge in support of asset reliability and performance. When it comes to reliability engineering, one of the more significant processes is chronic failure analysis. As a complex process to implement, there are several prerequisites involving software/data, process/procedure, and roles/responsibilities. But if successful, this process alone could provide a 40%-60% reduction in maintenance costs by focusing on recurring failures.
If an organization is not actively engaged in benchmarking, they may be falling behind the competition and losing stock value. The trick is to seek new technology and innovative ideas to add efficiency and reliability, but only if they support the goals of the organization. There are several forms of benchmarking: (1) internal staff survey, (2) external site visits, (3) attending user forums, (4) attending training, (5) reading books/magazines, and (6) researching content on the internet.
All senior managers should be involved in future planning. An asset management team, for example should have a Long Range Plan which spans 3 to 5 years or more. This schedule should show the shortest path to value. It's simply not possible to perform all improvements at the same time. Nor can you afford to do so. Thus the stakeholders need to selectively review the improvement tasks and assign priority and cost benefit. Lastly, by having this type of plan on the wall, stakeholders can quickly refer to the critical path and be reminded of supporting activities.
If you are just using your CMMS to create/close work orders, then you may not fully understand the potential of the software. In addition, you may not have a utilization plan which discusses business rules, definitions, error checks, and analytical reports. The goal is not to use every possible application, but rather, to use those applications you need to make the best decisions and manage by exception.
About the Author - John Reeve
John Reeve was the second consultant hired by the company that invented Maximo. He spend the first ten years as an international consultant in project management involving scheduling system and cost management design. Aerospace and defense industries as well as nuclear power plant construction and operation depended on this software. In the following 20 years, his focus shifted to asset management design. During this time, he submitted a U.S. Patent in maintenance scheduling for an "order of fire" design. He can comfortably discuss advanced processes for both asset reliability and work force productivity. These combined field experiences plus Certified Reliability Leader accreditation have created a framework from which to share valuable insight.
His credentials include 12,000 LinkedIn followers, 100 postings on industry best practices, numerous trade magazine articles, and the book, Failure Modes to Failure Codes. His combined knowledge in both project management and asset management make him unique in the consulting field. His goal is to bring the CMMS community closer to the world of RCM practitioners. Significant overseas assignments included Australian Defence Industry (Sydney), Australian Submarine Corporation (Adelaide), Pohang Steel (South Korea), and Power Generation Company of Trinidad.
CHAPTER 1 - Demanding Excellence from Your Asset Management System
CHAPTER 2 - Acquisition and Implementation
CHAPTER 3 - What Can Go Wrong?
CHAPTER 4 - Advanced Processes
CHAPTER 5 - Power Features and Advanced Design
CHAPTER 6 - Advanced Work Management
CHAPTER 7 - Proactive RCM for Asset Management
CHAPTER 8 - Advanced Training
CHAPTER 9 - Analytical Reports and KPIs
CHAPTER 10 - Integrated Project Management
CHAPTER 11 - SOPs, Business Rules, Audits, and Error Checks
CHAPTER 12 - CMMS Master Data
CHAPTER 13 - Key Roles for Excellence
CHAPTER 14 - Configuration with a Purpose
CHAPTER 15 - Sustaining Excellence
CHAPTER 16 - Key Points to Remember