The RELIABILITY Conference - Uptime Elements Forum - 39:58 by Jeff Shiver- Managing Principal, People and Processes, Inc.
As we automate more and more, the standard of maintenance is dependent on our effective execution of the necessary work to ensure that your assets continue to do what the user expects. Recognize that effective work execution is not a cafeteria plan. Each element is interconnected and foundational to ensure reliability. Weak elements and missing links can not only jeopardize the journey to reliability but more importantly, kill or injure people. Join Jeff Shiver, CMRP, CRL as he demonstrates the six key elements necessary for work execution. In addition to identifying the elements and their links, Jeff will explain the consequences and benefits of ensuring this holistic work execution foundation for the journey for reliability.
A second misalignment issue is initiative overload—too many initiatives competing for limited resources and lacking in alignment to an overall strategy that links them in an understandable way.
Have you ever wondered why the promotion you recently made just isn't working out? He or she was our best millwright or engineer but they are really struggling as managers. They seem to be able
... Cliff Williams, CRLPrincipal Advisor Maintenance and Reliability
It’s not easy trying to convince people to use a more comprehensive approach to achieve reliability and operational excellence objectives. Managers need to focus less on maintenance and more on operations, design and procurement. Eliminating the defects in these areas will naturally result in fewer failures, lower costs, higher production and, not surprisingly, a far more efficient and effective maintenance organization. If you focus mainly on maintenance, you will only do work that you shouldn’t be doing in the first place more efficiently. But if you focus on the other areas, working as a team aligned to a common purpose while giving an appropriate level of attention to maintenance, you will be far more successful in having a reliable plant. This article attempts to convince people to apply this comprehensive approach by addressing certain myths.
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One note shown in the figures indicates that it is essential to have an excellent work management process, including excellent planning and scheduling in order to effectively manage the findings
Most companies compete in an environment that is in a constant state of flux. Goals change, plans change, customers’ needs evolve, new technologies enable improved cost
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The eAsset Management team is excited to announce its sponsorship of Rainbow Haven, as part of our company policy to contribute 10% of profits to good causes every year.
April 5, 2016 -- Endress+Hauser announces its Spring 2016 schedule of instrumentation training courses. Classes typically are a combination of classroom and hands-on training on either the Endress+Hauser PTU® (Process Training Unit), a full-scale, working process skid with on-line instrumentation and controls, or live instruments in training stands, both designed to simulate operating conditions.
In the current economic climate, only the strongest businesses are likely to survive. That means companies who perform reliably with a healthy cost level and, therefore, are able to build a competitive advantage over weaker performers. This also allows them to maintain a positive margin even in a depressed market, while others fall into red figures.
The road to better manufacturing performance is littered with well-meaning improvement efforts that fall short. In some cases, initial progress fizzles out due to a lack of structure and incentives. In others, the workforce never embraces the desired change, viewing it as a top-down directive rather than an initiative they can truly own. Although executives often recognize emerging issues that impede improvement, developing and executing strategies that effectively address those issues have proved to be a recurring challenge.
Let’s face it, most companies need a culture intervention – something like a 12-step program. This article will explore behavioral issues that are often at the core of a culture of neglect and mediocracy. It borrows much from management science, leadership principles and conversations with individuals working in the field of maintenance reliability.
This installment shows how the Bristol-Myers Squibb Company (BMS) aligned its central efforts with the reliability strategy. It continues the journey from Part 1 in Uptime’s December/January 2016 issue describing the initial implementation of Uptime Elements at BMS and Part 2 in Uptime’s February/March 2016 issue demonstrating how the sites began to adopt and utilize Uptime Elements as a communication tool to set strategy and align reliability efforts with their specific site goals. This seemingly hands-off approach helped to create an organic culture with a sense of ownership for the sites while still maintaining a consistent approach globally.
Change fails mainly for one reason. That reason is that those who initiate the change initiatives work and think only at what I will call the “hard skill” level.
Leadership is described by what you do not what you say. Leaders understand differences - different challenges, different people, and different needs - manage accordingly. Do you struggle with
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