human capital management

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.

By Joel Levitt

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.

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.