Organizations that aggressively pursue operational excellence have the best opportunity for enhanced profitability. They also realize value provided from a purpose-built computerized maintenance management system (CMMS), precisely configured to extract knowledge and manage by exception. However, the CMMS is only as good as the surrounding process and roles. Hence, a comprehensive plan is needed that encompasses the entire asset management system to enhance reliability, workforce productivity and job safety.
The May 2019 The RELIABILITY Conference™ saw a significant increase in the number of sessions and vendors that included the Internet of Things (IoT), Industry 4.0, or digitization topics/themes. The IoT related content has been on a steady rise for the past couple of years, with no sign of slowing down as evidenced by the agendas for the MaximoWorld 2019 and IMC-2019 conferences in August and December 2019, respectively. Of course, if you are in the business of maintenance reliability, this subject prevalence is nothing new to you.
It is disappointing when reliability-centered maintenance (RCM) studies are performed on a critical system, yet weeks roll on and then years go by without implementing the needed changes into the computerized maintenance management system (CMMS).
The evolution of OT is meteoric. Today, a proliferation of connected devices can monitor asset condition and performance, along with operational conditions. The information captured from these devices enables operational optimization. It can also prevent unplanned downtime through early detection of impending failures, allowing corrective actions to be planned.
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Southern Gardens has embarked on a journey in pursuit of achieving excellence in reliability. The key is perseverance because the road is often bumpy. Continuous improvement moves you down the continuum, so when you think you are at the end, you realize there is always room for improvement.
Terminology used by maintenance departments produce a wealth of information when performing an Internet search. World-class maintenance status, cost benefits of preventive maintenance vs. corrective maintenance, 6:1 maintenance golden rule and maintenance effectiveness are just a few examples. As you scan through search results for terms such as these, you’ll come across professional articles, opinions, exercises and infinite calls to action inviting searchers to contact an organization for additional information. You will likely find guarantees to improve your maintenance operations and overall bottom line by following recommendations. However, what you likely won’t find is a clear-cut understanding of the differences between these maintenance terms due to a lack of consistency among sources.
Ramesh is a true reliability leader and earned a well-deserved, but rare, Reliabilityweb.com Lifetime Achievement Award at The RELIABILITY Conference, May 8, 2019, in Seattle, Washington.
The fact is, organizations and their management teams create heroes and leaders through their behavior and actions. This article explains the differences between heroes and leaders and defines the attributes of a special kind of leader, reliability leaders: the real heroes.
If you currently have a preventive maintenance (PM) program in place and want to improve it, there are 10 steps you can follow to do so. Following these steps will uncover inefficiencies, including over- and under-scheduled PMs, equipment with PMs that don’t need them, and noncritical equipment that is prioritized over critical equipment for preventive maintenance.
What are your contributions to the bottom line? Many asset managers are often put in an awkward position when confronted with this question, which refers to the triple bottom line of people, planet and profit. This question is not necessarily demanding to know the asset manager’s individual contributions to the bottom line, but the contributions and input of the maintenance system and the assets he or she manages to the overall bottom line.
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