What does it mean to have a vision for your company? Why should you have one and how do you create it? As you’ll see in this article, developing a vision requires buy-in from department level managers and is crucial for a company’s success.
The Uptime series on the 10 components of a successful vibration program continues with this article that focuses on Component #10, the right processes and procedures.
Alot of information, time and energy has been devoted recently to emerging and established practices in asset management. This interest, however, actually has a far longer history. Protocols have been undergoing continuous development and evolution for the past 50 years to keep pace with discoveries, expansion and globalization of industries.
Regional oil analysis initiative moves reliability information from spreadsheets to the Cloud. Around-the-clock operation of heavy equipment in harsh, gritty conditions is the nature of the coal mining and production business. Equipment failure is not an option for an industry that services customers around the world.
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Human factors play a vital role in influencing maintenance reliability management in an organization. This article presents some specifics on the influence of culture and leadership in the process and chemical industries.
Do you work with people who do what they say? How hard is it to do business with them? Conversely, do you work with people who do not do what they say? How hard is it to work with them?
Research currently being carried out by the Center for Risk and Reliability, University of Maryland1, and funded by the U.S. Navy is aimed at quantifying reliability in scientific terms. The present study “relies on a science-based explanation of damage as the source of material failure and develops an alternative approach to reliability assessment based on the second law of thermodynamics.” Current reliability calculations are predisposed to a single failure mode or mechanism and assume a constant failure rate, while this research implies that reliability is a function of the level of damage a system can sustain, with the operational environment, operating conditions and operational envelope determining the rate of damage growth.
There is an overwhelming focus on sustainability these days. Issues related to carbon emissions, global warming, exponentially growing landfills, rampant energy wastages, etc., which seemed conceptual a decade or two ago, are a reality hitting everyone harder than ever before. Most people are yearning to play a role in contributing to the world’s sustainability goals, which is a very good step!
Digital is one of the common buzzwords in the market. It combines capabilities of the latest and greatest technology stack, like social, mobile, analytics and the Cloud (SMAC), the Internet of Things (IoT), artificial intelligence and virtual reality and, most importantly, amplifies them by encompassing a seamlessly connected enterprise experience.
The Reliability Centered Maintenance (RCM) Project Manager’s Guide uses a clear, flexible process and set of criteria so an organization can assess what it takes to successfully conduct and implement an RCM project and avoid pitfalls along the way to experiencing measured results that add significantly to the bottom line.
In addition, the guide includes a primer on RCM fundamentals, a section dedicated to sustaining benefits while continuously improving, and a glossary of key terms. The appendices offer useful resources to gain commitment for success.
The foundation of any great reliability effort is the reliability culture within the organization that sustains it. Everybody within the organization must be aligned with its ultimate goals and mission for the reliability effort to succeed. Therefore, the mission and values must be clearly communicated, with reasonable expectations for compliance.
Seldom do railways have the resources to maintain their infrastructure at a level that ensures steady-state performance. Rather, they are faced with prioritizing maintenance actions to optimize safety and reliability under the burden of constrained resources. Given this reality, railway operations are finding the solution to work more efficiently lies in using information technology. By harnessing the vast amount of existing rail corridor data in a prioritized plan and then assigning the work and monitoring the execution and results with software, many railways are doing more with less resources. This strategy is called linear asset decision support (LADS) and it not only results in steady-state asset performance under constrained resources, it also can improve the asset condition and provide a positive return on investment.
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