Search Results for planning and scheduling

The Effectiveness of a Quality Filtration Program

The goal of every lubrication program should be to ensure that all equipment receives and maintains the proper levels of lubrication such that no equipment fails due to inadequate or improper lubrication. In order for this to happen we must follow the 5R's of lubrication meaning the right lubricant; right condition; right location; right amount; right frequency are followed for each piece of equipment. Whether you are building a lubrication program from scratch or are falling in on an existing one the following four phases must be addressed in order to have an effective lubrication program that will meet your plant reliability goals.

Breaking Through Glass Ceilings

Thoughts on Implementing Organizational Change

by R. Keith Mobley, MBB, CMRP

Have you ever been involved in an attempt to improve the performance of your department or one function, such as maintenance or quality, in your plant or corporation? Ever wonder why the attempt did not work at all or failed to reach its full potential? If you have, the reason was probably a list of deficiencies or omissions, or perhaps it was because cosmic forces preordained that improvement is not possible. Sound familiar?

Reliability Engineering for Maintenance

Reliability through Optimized Setup and Changeovers Part 2

by Dan Miller

This is Part II of the article featured in the April/May15 issue of Uptime magazine addressing these topics:

The motivation behind Shigeo Shingo developing single-minute exchange of die (SMED) concepts at Toyota.
How the changeover process can affect reliability of an asset.
Adding setup and changeover elements to failure mode and effects analysis (FMEA).

Read Part 1 Reliability through Optimized Setup and Changeovers Part 1

Reliability Engineering for Maintenance

The Quest of the Two Questions: Part II - What Are We Doing to the Equipment?

by Peter Chalich

This is Part 2 of a two-part article. In the February/March 2014 issue, the How Is the Equipment Failing? article answered the question with a discussion on the value and methods of understanding how our equipment is failing. In Part 2, What Are We Doing to the Equipment?, we address the value and methods for understanding the services that we may or may not be providing our equipment.

Predictive Maintenance ROI for Waste Water Treatment Facilities

Presented by Saul Cizek

Basic Premises

Understanding that the world is not logical, organized or consistent is fundamental to improving maintenance applications for industry. The moment our cave dwelling ancestors had a chance to pause and reflect in relative safety marked the beginning of philosophical thinking. No doubt, these ancestors realized in some fashion that organization is a key to survival. They might also realize that substantial knowledge was important. With the power of organization and the power of substance recognized the age of enlightenment is born.

What Tool? When? Some Thoughts

By Ron Moore

Companies are bombarded daily with recommendations from various sources regarding the tools they should use for improvement, leaving most people in a quandary regarding their selection and application. Unfortunately, there are any number of tools being offered, with little guidance regarding which one is best in a given situation, how the tools might relate to each other, or perhaps more importantly, the enabling practices or readiness that any given organization might need in order to effectively apply the tools.

How the RCM Scorecard Morphed into The RCM Project Manager’s Guide

This paper describes the background, content, and use of a newly created document derived from the "Reliability Centered Maintenance (RCM) Scorecard." The RCM Scorecard document is organized around a set of metrics developed by Anthony M (Mac) Smith (author of the Reliability Centered Maintenance^[1] text and co-author (with Glenn Hinchcliffe) of RCM: Gateway to World Class Maintenance^[2]). The latter text addresses analysis during RCM projects and provides examples of metrics from many real (fully identified) clients.

Recent Advances and Trends in Predictive Manufacturing in Industry 4.0 Environment

by Jay Lee and Edzel Lapira

The manufacturing industry continues to be a pillar of the U.S. economy, underpinning its essential role in ensuring national security. It contributed to 11.9 percent of total U.S. gross domestic product (GDP) in 2012, and when compared to other industries, manufacturing provides the largest multiplier effect — every $1 spent in manufacturing generates $1.48 in additional economic activity.¹ Manufacturing also provides direct employment to nearly 12 million Americans.²

Asset Management

Is Your Asset Management Program Built on a House of Cards?

by Will Goetz

The June/July 2012 Uptime article, “Bridging the Gap Between Construction and Operations for New Capital Assets” (Robert DiStefano, et al, 2012), illustrates the business value of preparing new assets to operate beginning in the design phase. Bruno Storino expanded on DiStefano 2012 with “Capital Projects Operational Readiness and Business Risks: Maximizing Returns on New Assets” (Storino 2012), which provides an overview of a comprehensive program that optimizes the transition from engineering to operations for new assets.