Many Americans believe that American manufacturing is a relic of the past, rusting abandoned profession where weary men and women drudge through the day performing a single task for hours on end.
It’s a quiet December afternoon in 2015. In the Ivano-Frankivsk region of Western Ukraine, workers are preparing to finish their day and make their way home into a cold night. Inside the Prykarpattyaoblenergo control center, which distributes power to the region’s residents, operators are nearing the end of their shift. Suddenly, an unprecedented series of cyberattacks takes place as they watch in amazement. The attacks eventually knock out parts of Ukraine’s electric grid, thus cutting the power to nearly a quarter of a million residences.
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.
When considering the future of production in the era of Industry 4.0, there is a truism that applies to any revolution: It is much easier to recognize when it starts than to predict how it will end. Within the hype zone of digitalization, the topic of federated manufacturing has, thus far, gained relatively little attention.
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.
Fatigue is a failure mode that every manufacturing plant will experience at some point and can become chronic if not solved. While understanding fatigue has advanced since its inception in the early 1800s, there are still some misunderstandings in manufacturing in solving these failures. A characteristic of fatigue failures is stress, which is typically below the yield strength of the material. This is what makes fatigue a silent killer.