We are pleased to announce the 2012 edition of Things To Think About and Do
Reliabilityweb.com and Uptime Magazine invited thought leaders in the maintenance and reliability community to contribute a single page communication directed toward creating a new idea or action on the part of the readers, the maintenance and reliability professional community at large.
Spring is in the air and so are the welcome sounds of spring: the crack of the baseball bat as it hits the ball high into the sky, vendors shouting out their treats for sale, and cheers and jeers from the fans.
Uptime is named after the single most important topic in process manufacturing. Uptime is a result of doing all the right things. Even safety is a byproduct of doing all the things necessary to get uptime.
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There are numerous examples of maintenance maturity charts, matrix, graphs, diagrams and this one is no different, except, perhaps that this one recognizes that a penchant for learning from past mistakes or historical data is one of the pillars of support for a learning culture.
This behavior separates one culture striving to do better from another that is comfortable doing nothing different.
I have never been known to be musically inclined, but I can recognize a great song when I hear one. One of these great songs is "I Heard It Through the Grapevine." This particular song has been recorded and re-recorded numerous times over the years by many different artists and although it may bring thoughts of animated raisins to people in my generation, it is more closely associated with Marvin Gaye.
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.
This letter is fictitious, but it is based on data from over 20 different studies, as well as anecdotes from various companies and the experience of the author. Feel free to pass it along to your CEO.
Many women aren't comfortable dealing with negotiations, even when something they really want (and deserve!) is on the line. Vickie Milazzo shares nine tips to help you stop underpricing yourself and start getting paid what you're worth.
No matter how much they want to reward their employees, many leaders just don't have the financial resources to give out much-deserved raises and bonuses. Fortunately, according to Todd Patkin, you don't need to spend a cent to show your people beyond a shadow of a doubt that you care about them and appreciate their hard work.
How Those Seemingly Harmless Fibs and Half-Truths Can Hurt Your Business
Every leader tells a white lie every now and then, right? Perhaps-but that doesn't make it okay. Author Dave Anderson says that white lies can do serious damage to your reputation and can lead to much bigger issues down the road. Read on to see why cleaning up your act can help save your business.
During a three-month period in 2010, 58 workers died in explosions, fires, and collapses at refineries, coal mines, oil drilling rigs, and power plant construction sites in the US.
We are pleased to announce a the 2011 version of the very successful eBook - Things to think about (and do)
Reliabilityweb.com and Uptime Magazine invited thought leaders in the maintenance and reliability community to contribute a single page communication directed toward creating a new idea or action on the part of the readers, the maintenance and reliability professional community at large.
CHARLESTON, SC,—The Life Cycle Institute, Life Cycle Engineering’s education group, is now accredited as the first U.S. Authorized Training Provider for Prosci, the world leader in change management best practices and research. Prosci’s methodology has become one of the most widely used approaches for managing the people side of change in corporations and government.
Maintenance technicians are key to the success of any maintenance department. What about the other people on the team such as maintenance planners, managers, supervisors? All of these members of your team must work synchronized in order to become effective. Finding those simple things that can motivate and empower a highly effective workforce is not hard and in this WebEx you will learn a few secrets to making your team the best of the best.
It is recommended your maintenance manager, maintenance supervisors, maintenance planners, and key maintenance personnel attend this session. It will be the best one hour you ever spent together. Expect an hour of discussion amongst your people afterwards. Expect to be engaged and get excited about this journey.
Join me today and enjoy the benefits from a short session which will impact performance of your crew.
Or why some incentive programs work against reliability and maintenance excellence.
Actually it is not clear whether this is a law, a rule, a guideline or simply a figment of someoneʼs imagination. However, there are some examples in history of well-intended laws and policies that generated significantly different results from what the originators desired. One example that stands out is the actions and reactions resulting from the passage of the Volstead Act in October 1919. The intention was to ban alcohol (Prohibition) in any form. The unanticipated result created the so-called "roaring twenties"-an era of unprecedented violence in the US that did not end until repeal in 1933.
Maintenance managers have a lot of responsibility in making sure that equipment is properly maintained. Equipment is an asset and carries some kind of monetary value. People on the other hand are an asset but do not carry a specific monetary value as an asset. Countless times managers have proclaimed people are the most valuable asset. Why do we perform preventative maintenance on equipment and not the people, which carry the most value and work on the equipment?
Everyone who works in a manufacturing facility recognizes that there is always a conflict between Operations and Maintenance, and most would like to see a solution for the ongoing difference of opinions. This problem, however, is just a manifestation of two functions with opposing values created when a facility is built to produce a product. Operations people value maximum production. Maintenance people value preservation of the equipment. Thus, there is a conflict of Utilization of the facilities versus Availability of the facilities.
AssetPoint (www.assetpoint.com), the largest best of breed provider of Enterprise Maintenance Management software announced today that that it has promoted two employees and added two new employees to its growing staff.
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