Search Results for planning and scheduling

There’s More to Training than Skills Development

Originally presented at Reliability 2.0

Ken Bass, CMRP, Director, Content and Quality, Management Resources Group

Most organizations have recognized for many years that when we change the way any job is done, we most likely change the knowledge and skills necessary to succeed at that job. For minor changes in the work, some on the job training is sufficient. When the changes involve dramatic differences in the knowledge and skills base, formal training is required. But one question remains. That is, is “how to” training enough since it is very specific to the knowledge and skills for a discrete set of tasks?

Leadership for Reliability

BorgWarner Increases Overall Equipment Effectiveness with Leading2Lean Cloud-based Lean Mfg

Within a short time period after implementing Leading2Lean, the plant began to resolve inefficiencies and frustrations with a system that allowed them to better identify production weaknesses.

Leadership for Reliability

Reshaping Sugar

The Transformation of U.S. Sugar

by Darrin Wikoff, CMRP

A 12% increase in production capacity over three years with virtually no increase in operating costs makes United States Sugar Corporation the leading producer of retail and industrial bulk sugar in the United States.

Contractor Management Controls

by Bob L. Harrell, Jr.

There's a great story about a town with a clock tower that rang every day at exactly noon. The man in charge of the tower called City Hall each morning to confirm the exact time before adjusting the clock. Everyone in the town knew for certain when the tower clock rang; it was straight-up 12:00 noon. One day, after many years on the job, the bell tower man happened to ask the city hall clerk how he always knew the exact time. That's easy, the city hall clerk replied, I rely on the clock tower.

Do Not Be Misled by O.E.E.

By Robert M. Williamson, president of Strategic Work Systems

Overall equipment effectiveness (O.E.E.) has been used as one of the more important "maintenance metrics" since Total Productive Maintenance (TPM) came to the U.S. in the late 1980s. O.E.E. is the primary measure used in TPM to identify and quantify the major equipment-related losses and a metric for rating "equipment effectiveness." O.E.E. has become widely used in many plants with or without the elements of TPM in place since the early years of TPM to quantify equipment effectiveness losses. This usage has also caused some confusion and has led to many misuses of the O.E.E. percentage calculation.

Leadership for Reliability

Crisis Compels Change

Crises, such as the ongoing economic crisis in the US and world, will compel change. As we all know change can be good, or bad. We can take a positive approach to these times and use the situation to bring about radical, yet positive change, that while painful at times, will assure our future prosperity. There is great risk in this approach – we can overreach and make bad decisions that damage the prospects for that same prosperity. The challenges that most manufacturing businesses face are huge, and they will be compelled to change, particularly those who have long languished under poor management.

CMMS and EAM

eMaint Enterprises Marks 25th Anniversary as a Leading Provider of CMMS

Reaching a 25th anniversary is a milestone in marriage and business. In on-demand CMMS, eMaint Enterprises celebrates the marriage of customer service and technology, marking their 25th anniversary providing maintenance management software solutions worldwide.

Lean Maintenance Workshop Offered to Improve Manufacturing Efficiencies and Reduce Waste

Life Cycle Engineering, Inc. (LCE) today announced that it will offer a Lean Maintenance workshop through its education entity, the Life Cycle Institute. The Life Cycle Institute and industry expert Joel Levitt created the Lean Maintenance workshop in response to a rising demand for lean principles to be incorporated into maintenance practices of manufacturing entities.

Leadership for Reliability

Australian Reliability

Lessons We Can Learn from Australian Companies in Their Journey Toward Reliability and Operational Excellence

Ron Moore

IMC-2012 Conference Speaker

Introduction
My first trip to Australia was in May 1995. It was exciting and rewarding. I found Australians to be friendly, fun loving, open to new ideas and very interested in reliability. And still do. We have much in common with Australians. I've been going there now three to four times per year ever since then, making four trips per year most years and have now been there more than 60 times. It's a long trip, but every single trip has been very gratifying and rewarding. If ever I were kicked out of the United States for some bizarre reason, I would go to Australia first and ask if they would let me in. More importantly, while all the companies there continue to have considerable opportunity for improvement, their industrial operations have made remarkable progress in their journey toward reliability and operational excellence.

The Business Case For Reliability

"It's OK to get Excited about Maintenance" has been the introduction that I have given on every presentation related to maintenance, reliability, and asset management. Those presentations go on to say that the reason for this is the business case associated with doing it right. Asset Management initiatives have been documented to have Returns on Investment (ROI) ranging from 4:1 to 50:1. In fact, many organizations have found that a Total Equipment Asset Management (TEAM) initiative has proven to be the best investment that they have ever made in their facility.

Leadership for Reliability

How to Build an Award-Winning Maintenance Reliability Program

by Westar Energy Team

Westar Energy began changing its approach to power plant maintenance more than a dozen years ago. The transition from a traditional utility culture to a modern, reliability- focused organization is still a work in progress. Today though, the company makes use of predictive maintenance technologies, data and reliability tools to drive strategic improvement.

MRO Stores: A Contraint or a Catalyst?

by George Krauter and James Rogers

At the 2013 Reliability 2.0 Las Vegas (produced by Reliabilityweb.com and Uptime Magazine) conference, attendees voted on whether their MRO stores operation is a constraint or a catalyst to a reliable plant. Voting was in real time using live text message polling technology and paper ballots at the trade show booth. During the course of the show, the majority – 76 percent – of voters said MRO is a constraint rather than a catalyst to a reliable plant; only 24 percent said MRO was a catalyst.

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