"Kaizen" ha sido un palabra de moda en la industria manufacturera desde hace ya algún tiempo, y ha sido probado exitosamente como un proceso con algunos de los fabricantes más productivos.
“If maintenance costs get high enough, we’ll just replace it.” This phrase represents the prevailing attitude about asset management that is taught in graduate business schools and heard in conference rooms in most, if not all, manufacturing and production facilities around the globe. From the perspective of reliability concepts, the phrase is a manifestation of a belief system that represents an inaccurate understanding of where high maintenance costs come from and what the proper method for reducing them would be. From a financial perspective, the phrase is correct at face value, but the actual threshold limit for the replacement decision point is substantially higher than what is commonly used in industry. This article contains an explanation of the logical pitfalls of the commonly held beliefs, as well as an explanation of the calculation of the threshold limits for the replacement decision.
It is a resounding fact that the
need for advancement in the plant maintenance field gave birth to the
function of reliability. But isn't it about time we disconnect this
child from its umbilical cord and allow the reliability function to
stand on its own feet, independent from maintenance? Shouldn't we now
let this child unleash the true potential it has to offer to the
industry by being an autonomous external entity, focusing on asset
reliability at every level of asset lifecycle management (ALM)?
You're only strong as your weakest link. While trite, the phrase embodies what manufacturing plants and processing facilities have worked to overcome for years: How do you plan for; and prevent broken equipment in your lean machine?
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If you have children aspiring to attend college, then you know that somewhere between the time of their birth and the present, the world changed. It went from valuing being well-rounded to valuing specialization. Whether that's a healthy development is a worthy debate, but not the purpose of this article. This article explores the role of the connected world in propagating specialization and how specialization has the potential to supercharge the value of old-fashioned human judgment.
Did you know that if the work instructions (job cards) have all the task steps printed in CAPS that there is a built-in reading error rate of up to 30%? While it can seem counter intuitive as one
Uptime®, a magazine serving over 50,000 maintenance Reliability Leaders and Asset Management Professionals, announced the winners of the Best Maintenance Reliability Program Awards for 2015.
It seems like everyone is talking about the skilled labor shortage. From the New York Times to the National Association of Manufacturers (NAM), people are debating the issue of whether there really is a skills shortage or a lack of people with the right technical skills to work in today’s manufacturing. Many, including the New York Times, blame the problem on what they refer to as mismatched skills. Or, in other words, the workers have skills, just not the ones they need for the growing complexity of manufacturing.
A good number of global organizations are now pursuing an ambitious goal: Operational Excellence (OE), triggering overwhelming anxiety in some of their surprised plant populations.
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People and Processes, Inc announced today that Cliff Williams, CRL has joined the firm in an advisory role to assist in expanding their capacity in Maintenance and Reliability consulting and training. Cliff Williams comes with a wealth of knowledge and experience in the Maintenance and Reliability fields, having authored People - A Reliability Success Story and many articles for publications. Cliff is also a widely recognized conference presenter and educator in the concepts of maintenance and reliability leadership and best practices.
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