International Maintenance Conference: The Speed of Reliability

International Maintenance Conference 2025: The Speed of Reliability

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It’s Not You, but It’s You

It’s Not You, but It’s You

TRC-2018 RAP Talk 18:16
by George Williams and Joe Anderson, B. Braun Medical

This RAP talk will explore why we need to look in the mirror if we are not happy with the results we are getting. Moreover, we will encourage and challenge the audience to take ownership of their reliability success.

Using the Industrial Internet of Relationships to Build Supply Bridges

Using the Industrial Internet of Relationships to Build Supply Bridges

TRC-2018 RAP Talk 21:10
by Allan Rienstra, SDT

The transactional relationship between buyer and seller is as old as civilization itself. While our civilization evolves at a frantic pace, a collaboration between supply and demand remain mired in the stone ages. Since before the first industrial revolution, the sales professional was tasked with a singular job; to facilitate transactions that moved assets from his company’s balance sheet to the customer’s warehouse, as quickly as possible. And since the reward for this transaction was remuneration – usually in the form of a commission or bonus – the task of successful implementation remained the customer’s problem alone. The sales professional, driven by the need to feed his family, set out in search of the next transaction. Customers accepted this arrangement, for no other reason, then that’s the way it always was. This RAP Talk presents a new paradigm for supply and demand. It challenges our community of solution providers to raise their game while scrutinizing the customer’s resistance to let them. The Industrial Internet of Relationships is about building bridges between supplier and consumer. The best bridges are built from both shores and meet in the middle. Bridges empower us to work toward an aim bigger than ourselves. To progress toward achieving the triple bottom line of economic prosperity, environmental sustainability, and social responsibility.

Human Capital Management:  An Uptime Element, Not an HR Program

Human Capital Management:  An Uptime Element, Not an HR Program

TRC-2018 Learning Zone 29:28
by Sean Mullan, 3M

As Reliability professionals, we need to rely on our Human Resources Departments as business partners. But at the end of the day, WE are responsible for managing our Human Capital. Do you have a strategy to manage human capital in your maintenance organization? Can you clearly articulate this strategy? How has the skills gap affected your organization and what are you doing to overcome the skills gap? Are you ready for the “Silver Tsunami”, and have you established clear plans for succession? Defining a career pathway in a Reliability and Maintenance organization helps ensure the health of that organization. The pathway must be clear and it starts with educating and developing the talent pool. Having an employment branding strategy helps target and attract the best talent. Assessing the talent pool and the current workforce ensures the right candidates are hired, and defines internal opportunities for training. Establishment of a progression system for technicians improves retention and engagement of employees. This presentation will describe key factors and tactics that together define one strategy for effective Human Capital Management.

Back to the Future: Challenges in Developing the 21st Century Workforce

Back to the Future: Challenges in Developing the 21st Century Workforce

TRC-2018 Keynote 31:51
by Stan Shoun, Ranken Technical College

The #1 barrier to most industry growth globally is fielding a stable, trained workforce, especially in the technical areas. This presentation will highlight the challenges facing businesses and industries in recruiting, training and retaining the 21st-century workforce. Discussion will center on several areas such as demographics, preparing the emerging workforce and the effects of the dynamics of emerging technologies. It will also present some very unique educational/industry partnerships to overcome some of the challenges.

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 October - November 2018

October - November 2018

Click to read all articles from this issue. You can also download the full PDF.

Best Overall Reliability Program (Uptime Award Winner)

Best Overall Reliability Program (Uptime Award Winner)

IMC-2017 Learning Session 50:16 
-Jacobs NASA- by Michael Stites, Jacobs Engineering.

In the era of “constrained budgets,” strategies to decrease maintenance program costs yet increase critical system reliability and availability are more important than ever. A robust Preventive Maintenance (PM) approach is required to maintain the assets and deliver a meaningful level of reliability. However, performing too much PM can be costly beyond their direct costs (labor, materials, equipment, etc.) as many are highly invasive procedures which can disrupt and disturb stable systems resulting in unplanned downtime.

In 2012, Jacobs took the initiative to develop key maintenance strategies for NASA Langley Research Center (NASA LaRC) – a 788-acre campus of over 270 buildings and other national assets including several large wind tunnels which provide subsonic to hypersonic speed aeronautic testing. Finding our proposal compelling, NASA provided strategic investment funding for three consecutive years to implement real-time condition based monitoring (CBM) of critical assets and systems. In addition to physical asset monitoring, our comprehensive solution included everything from applying fundamental RCM principles and processes to designing and operating a 24/7/365 Integrated Operations Center. Our Jacobs holistic approach enabled early identification and prevention of catastrophic failures; increased the useful life of plant equipment; optimized maintenance intervals; increased worker safety; and lowered disruptions to normal operations by performing CBM. In fact, we have enhanced system reliability to the point that NASA LaRC has not experienced a single, unplanned asset failure on CBM monitored assets since 2015!

After implementation, the overall cost of maintenance also decreased significantly – a savings of $5.3M over three years.

Don’t Tell Me… Show Me

Don’t Tell Me… Show Me

As a reliability engineer in an oil and gas facility, one of the main goals is to minimize reactive work, as well as increase reliability and availability of the physical assets. But another important task is to get the reliability growth noticed by all the people, including leaders and managers. A problem solved is a great chance for a “sales” presentation.

The State of America’s Transit Infrastructure

The State of America’s Transit Infrastructure

Earlier this year, there appeared to be a moment when Democrats and Republicans could agree on increased infrastructure funding. In his State of the Union address in early 2018, President Trump called on the United States Congress to produce a bill that generates at least $1.5 trillion in new infrastructure development.

Best Overall Reliability Program (Uptime Award Winner) - Jacobs NASA

Best Overall Reliability Program (Uptime Award Winner) - Jacobs NASA

In the era of “constrained budgets,” strategies to decrease maintenance program costs yet increase critical system reliability and availability are more important than ever. A robust Preventive Maintenance (PM) approach is required to maintain the assets and deliver a meaningful level of reliability. However, performing too much PM can be costly beyond their direct costs (labor, materials, equipment, etc.) as many are highly invasive procedures which can disrupt and disturb stable systems resulting in unplanned downtime.

In 2012, Jacobs took the initiative to develop key maintenance strategies for NASA Langley Research Center (NASA LaRC) – a 788-acre campus of over 270 buildings and other national assets including several large wind tunnels which provide subsonic to hypersonic speed aeronautic testing. Finding our proposal compelling, NASA provided strategic investment funding for three consecutive years to implement real-time condition based monitoring (CBM) of critical assets and systems. In addition to physical asset monitoring, our comprehensive solution included everything from applying fundamental RCM principles and processes to designing and operating a 24/7/365 Integrated Operations Center. Our Jacobs holistic approach enabled early identification and prevention of catastrophic failures; increased the useful life of plant equipment; optimized maintenance intervals; increased worker safety; and lowered disruptions to normal operations by performing CBM. In fact, we have enhanced system reliability to the point that NASA LaRC has not experienced a single, unplanned asset failure on CBM monitored assets since 2015!

After implementation, the overall cost of maintenance also decreased significantly – a savings of $5.3M over three years.

Speaker: Michael Stites, JTOG Director of Maintenance, Jacobs Engineering

 August - September 2018

August - September 2018

Click to read all articles from this issue. You can also download the full PDF.

The 5 Habits of Great Reliability Engineers

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.

Back to Leadership Basics

Back to Leadership Basics

With so many advancements in world-class technology, many maintenance leaders have failed to set a strong leadership foundation. All too often, they get distracted with starting predictive maintenance and oil analysis programs because these are the hot topics and buzzwords. Instead, maintenance leaders, prior to doing anything, must first gauge what their organizations need and set goals to achieve them. Everyone in an organization knowing what is expected of them and working toward one goal of success is much more valuable than any latest or greatest program. This article pinpoints the basic leadership skills for establishing a maintenance leadership role. The type of leadership role can vary from manager to reliability engineer to predictive maintenance leader. However, the main focus is to lead others to get results.

 RSES Provides Easy CEH Opps with New Courses, Webinars

RSES Provides Easy CEH Opps with New Courses, Webinars

RSES augments its CEH Corner with two courses in the online store. This program provides a quick, convenient opportunity to earn one continuing education hour (CEH) per course by simply reading an article in RSES Journal and answering a few questions online.

 Combined Augmented & Virtual Realities Bridge the Gaps between Manufacturing, Training & Maintenance

Combined Augmented & Virtual Realities Bridge the Gaps between Manufacturing, Training & Maintenance

DIOTA, leading software provider of Industry 4.0 solutions integrating Augmented Reality and automated control, and ESI Group (Paris:ESI), leading innovator in Virtual Prototyping software and services for manufacturing industries, formalize their partnership to develop solutions bringing previously disparate engineering, manufacturing and maintenance processes into integrated end-to-end workflows.

 June - July 2018

June - July 2018

Click to read all articles from this issue. You can also download the full PDF.

Common Sense: Is It Common?

Common Sense: Is It Common?

The phrase, “It’s just common sense,” is used quite often to describe conclusions or circumstances that are obvious to most people, at least those within earshot. However, W. Edwards Deming, a well-respected management guru and quality expert, famously said, “There’s no such thing as common sense. If there were, it would be common.” So, at least from Deming’s perspective, you have the answer to this article’s question. Moreover, you’ve probably seen any number of instances where common sense just doesn’t seem to have been applied, each instance lending credibility to Deming’s opinion. That said, let’s explore this further and perhaps try to begin to understand why he said this and why so often there are instances where common sense is not applied. Maybe it’s just not as common as it should be.

The Human Factor in Asset Management

The Human Factor in Asset Management

Many companies have started, are in the middle of, or have already finished an operational excellence exercise. Although these companies are in different industries, the strategy for optimizing their technical departments (e.g., maintenance, engineering, utilities, facilities) is about 90 percent the same. So, the approach does not change much in the different industries or in the different departments.

Q&A with Industry Leader – Athena Rhae Bisnar

Q&A with Industry Leader – Athena Rhae Bisnar

Working for one of the world’s largest terminal operators, continuous improvement is… continual. Uptime magazine had the opportunity to speak with Athena Rhae Bisnar, Engineering Planning and Control Manager for Asian Terminals, Inc. Athena is a catalyst of continuous process improvement, a leader in quality, and an asset management implementer.

Executive Sponsorship: The #1 Reason Why Change Initiatives Fail

Executive Sponsorship: The #1 Reason Why Change Initiatives Fail

IMC-2017 Learning Session - 39:06
by Bill Wilder, Life Cycle Engineering

As our senior leaders move into positions of increasing responsibility, they learn to delegate more projects and tasks to others. Out of necessity they move beyond the “if you want something done right, you have to do it yourself” mentality and realize that by enabling employees to excel and succeed, leaders will excel and succeed.

When faced with a major change initiative that will result in transformation within the company, leaders establish a project management group to handle the project. Tasks are subsequently divided and delegated. Resources are allocated and a utilization plan created. Knowing that change requires leadership, we assign someone with the title of “Project Sponsor”. Yet our major change initiatives still fail. So what is the problem? What exactly is a sponsor and what is their role?

The title of this presentation is “Executive Sponsorship” and will discuss exactly what an executive sponsor is and what they do. We will also explore the meaning of the word “sponsor”, the various types of sponsorship, and the roles of sponsors using the ABC’s of sponsorship.

Building a Championship Organization

Building a Championship Organization

IMC-2017 Learning Session - 31:49
by Bryan Debshaw, POLARIS Laboratories

A program champion is the catalyst for change within an organization, and their influence can guide an oil analysis program from reactive maintenance to predictive maintenance. Adopting oil analysis into a maintenance program and integrating it into the company culture is never easy, but it can have a profound effect on maintenance costs and equipment reliability.

From triaging equipment breakdowns to adjusting sump capacity based off of data trends, this presentation covers the challenges, setbacks and successes associated over the first few years of integrating fluid analysis into a company. One size never fits all, but there are common techniques to organize the people, processes, and technology in order to generate longer equipment life and maintenance savings.

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