Search Results for planning and scheduling

Reliability Across Division Lines

Navajo Generating Station, NGS, was built in the early 1970's. NGS's primary purpose was to provide power for the Central Arizona Project, CAP. The CAP carries Colorado River water to the metropolitan areas of Phoenix and Tucson. The United States Bureau of Reclamation, Salt River Project (SRP), Los Angeles Division of Water and Power, Arizona Public Service, Nevada Power and Tucson Electric Power are the owners. The Salt River Project is the managing owner.

Work Execution Management

10 Ways to Reduce Reactive Maintenance

This article provides 10 distinct actions you can take to become more proactive. As you will see, the asset management system (AMS) plays a major role. Typically, users struggle to leverage the AMS in support of asset reliability, but the reason for this simply may be because you need a more encompassing set of instructions. So, here they are.

Asset Management

No Silver Bullet for Reliability Series: Part 1 of 4

An hour long presentation by Leslie McHattie, Senior Reliability Practitioner, Ivara Corporation

Taking a silver bullet approach to reliability improvement tends to become very short lived and eventually becomes the flavor of the month. Experience has shown that a strategic and comprehensive approach to physical asset management is the best way to improve equipment reliability. In this 4 part series, we will learn from Leslie McHattie, Senior Reliability Practitioner at Ivara, what it takes to launch, manage and sustain a successful reliability initiative and the top 10 lessons learned.

Leadership for Reliability

Why TEEP (Total Effective Equipment Performance)?

by Doug Plucknette

Understanding where to apply reliability measures is a foundational element of reliability engineering. If you want to improve a process, you need to understand the present level of reliability, where the losses or deficiencies are located and what you can do to reduce or eliminate these losses. One of the biggest problems regarding reliability measures is there are so many of them, so much so that they have begun to overlap, adding further confusion to those who are in the process of learning and applying the measures.

work execution management

How To Reduce Reactive Work With Oracle Maintenance Solutions

Studies show that a reactive maintenance job can cost 3 to 5 times as much as a planned and scheduled maintenance job. Many companies are struggling to transition from a Reactive maintenance operation to a Planned and Proactive operation.

Reliabilitytalk Coffee Break: EAM Masters Jay West and Israel Anderson, hosted by Terrence O'Hanlon.

Asset Management

Prometheus Group Acquires Pipeline Group, Inc. and Sage Technology

Prometheus Group, an industry leading provider of software solutions that enable best practices for maintenance and operations in asset-intensive industries, announced today that it has acquired Pipeline Group, Inc and Sage Technology.

Doing It “Right” in Maintenance

Lately, it seems strong, single-minded commitments to beliefs have just about everywhere in the world in some kind of struggling situation. All kinds of groups, on all kinds of issues, taking the absolute position that they're right, the other side is just wrong and there's no common ground where some kind of agreement can be reached. Agreement where there actually might be some work done together to make things better for all.

Reliability Engineering for Maintenance

Breaking The Reliability Cycle of Despair Part 2

The Application of Strategic Reliability Principles

by Jay Shellogg

This article is a follow-up to one the author wrote for the December/January 2014 issue of Uptime magazine that explained some of the fundamental reasons North American manufacturing has not been able to sustain reliable asset performance. The author stated, "Since the discovery of modern asset reliability principles (first detailed by Nowlan and Heap in the mid-1960s) and up until the latest evolution in the 1990s by John Moubray, some 30 odd years have passed, but with little rigorous adoption of these principles into the asset management strategies of North American industry." In that article, the author explained why the adoption of these reliability principles has been so difficult and what he thinks is required for the adoption of these reliability principles. In this article, the author will expound on those ideas, but warns that sacred cows are going to be slaughtered and it will be messy.

Creating a Safe Work Environment

Why can't we create and sustain superior safety performance in most industries? The answer in my opinion is quite simple. We as leaders treat safety as a special event or an additional responsibility for our employees. We as leaders have not made safety a part of our Work Culture by communicating a clear vision and clarifying our safety expectations. We as leaders have failed to define specific roles and responsibilities related to safety performance for all levels of the organization. We have not created and communicated a system of accountability. We have failed to make and keep our commitment to safety or in other words, we fail to ensure human reliability and take action when there is a deviation to our safety performance expectations.