Search Results for planning and scheduling

MCR!RCM - Looking at RCM in a Mirror

It is understood that RCM is the correct tool to apply to high risk assets. RCM is also applicable to assets that you have tried to develop maintenance programs for but failed. Quoting the current head of aladon RCM is applicable to approximately 15% of assets in 50% of industries. This would correlate to 7.5% of all assets require RCM. RCM is a powerful effort intensive tool that if applied properly will have high level results that if implemented, executed and followed up will insure cost effective maintenance. Even hard core RCM purists will not apply it to all assets. So if the 7.5% is correct then what should be applied to 92.5% of the remaining assets?

Focusing RCM on Equipment Critical to Electrical Safety

H. Landis Floyd, PE, CSP, CMRP, Fellow IEEE

Business and commerce are totally dependent on electrical equipment and systems for energy, control and communications. These systems can be complex and the task to analyze failure consequences can be equally complex. Unrecognized consequence of failure, especially if the failure impacts personnel safety, can have unacceptable moral and legal implications as well as significant financial costs. Recent trends in workplace electrical safety shed new light on reliability needs for certain equipment in electric power and control systems. One trend is the increasing attention given to mitigating arc flash hazards in electric power systems.

Creating A Sustainable Operator Driven Lubrication Program

The position of 'oiler' or 'lubricator' has been all but eliminated in most companies. There has been a number of responses to this change however one of the most effective is to create a documented and well defined Operation Driven Lubrication program.

This presentation provides details and case studies of successful Operator Driven Lubrication programs (ODR) and how it can fit into a more comprehensive Performance Management Program that breaks down silos and aligns people toward the aim of the organization.

Work Execution Management

ERP and EAM: Partners, Not Competitors

The debate over which software platform is best suited to manage physical assets continues. There are two main contenders: enterprise resource planning (ERP) systems offering a consolidated approach to tracking the organization’s activities and enterprise asset management (EAM) systems offering best-in-class functionality.

by Tracy Smith

asset management

Asset Management Technology Vendors Create Market Disruption at IMC-2022

The aim of the Asset Management technology domain is to assure that IT/OT systems are focused on creating the value from the assets and that the business can deliver to achieve organizational objectives as informed by risk.

Asset Management

How to Proactively Run What You Have Now: 5 Things to Improve Plant Reliability

By Paul Dufresne

Recently I had a conversation with the members of our leadership group concerning steps we need to take to improve the reliability posture of our business. I was charged with, of all the initiatives that are out there, the critical few we need to focus on to improve our competitive position for our business. With that in mind, I did some data mining and looked at our recent unplanned events and came to a not so unique conclusion.

Measuring plant performance - The need for metrics standardization

By: Walter Nijsen
Asst. Maintenance and Reliability Leader
Cargill Grain and Oilseeds Europe

Understanding how our plants perform and how well we perform in relation to others often reveals opportunities for improvement, at least in principle. The key question first raised is often “Are we comparing apples with apples?” If not (as in many cases), the whole exercise of comparison and to some extend measurement becomes somewhat (or completely) meaningless.

On top of that, a question that really should be answered first is WHY should we measure? Along with, WHAT should be measured and HOW?

Asset Management

Asset Management Tools for Change: Social Network Analysis

by Grahame Fogel, Jan-Hendrik Baum and PJ Vlok

Much has been written and commented on regarding the complexity of invoking change within the asset management environment. In an attempt to create a stabilized procedural approach to implementing a management system in alignment with business goals, the Institute of Asset Management (IAM) in the UK and, more recently, the International Organization for Standardization (ISO), have developed standards for asset management.

Leadership for Reliability

The 5 Habits of Great Reliability Engineers

Editor’s Note:

The author’s fascination with technology dates back to his youth. His father was a blacksmith, an engineer of metal work, and was instrumental in helping the author discover his love of creation through construction. He also passed on his passion for airplanes, which led the author to a career in aeronautical engineering, where he first encountered aspects of reliability. A subsequent career in reliability guided him along a path of confusion, frustration, curiosity, learning and change. Although still going through those stages constantly, they taught the author the five habits presented in this article. Now, those five habits make achieving meaningful change that much easier. They have been so effective, in fact, that it prompted the author to pass them on to Uptime readers.

The Changing Role of the Craftsperson in North America

By Chuck Kooistra Sr. Vice President, General Physics Corporation

The most pressing issue in North American manufacturing does not involve competition from overseas. The critical issue involves the short supply of qualified technical labor available to get the work done.

Estimating Failure Avoidance Costs

By Michael Cook and Michael Muiter

Predictive Maintenance (PdM) programs bring value to an organization by detecting potential failures and determining how to correct them before the failure can occur.

Many PdM programs are under-resourced or abandoned because the return on investment (ROI) generated by PdM groups is not obvious to management. If PdM programs are measured by their ability to avoid failures and the resulting failure avoidance costs (FAC) are quickly and accurately calculated and reported to management, the ROI will quickly become evident. Additionally, using the results of these savings from each predictive technology, i.e., vibration analysis, oil analysis, thermography, ultrasonic leak detection, etc., a determination can be made to decide if the technology is properly applied and if the frequency of inspections is appropriate to produce the highest possible ROI.