“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”
Sun Tzu, The Art of War
Learn how JLL develops and delivers a world-class asset strategy management program to its clients, balancing cost, risk, and performance; how they leverage their power and large data lake to refine and continuously improve their program; and how the firm applies lessons learned from just one client or a single vertical across the organization, benefiting everyone.
One lean manufacturing tool used to eliminate non-added-value activities in production lines is value stream mapping (VSM). VSM identifies wastage of resources and eliminates or reduces them to improve productivity. VSM clearly shows the ineffectiveness of action, measures the waste level and supports in designing the appropriate changes, independently and economically.
The roadmap to good asset management and operational excellence starts with strategy development – determining the proactive actions to be taken for the sustainable, reliable, and safe operation of production assets.
This informational session will familiarize attendees with the formal Reliability-Centered Maintenance (RCM) Analysis process, methods to integrate stakeholders into the RCM process, and highlight the critical insights that are available from the application of this process to support building a cost-effective maintenance program. The presentation content provides the groundwork for optimizing “uptime” and equipment reliability as applied to complex systems.
Corporate and site reliability teams face challenges and pressures to continuously improve and demonstrate the value and business impact they have on their organizations and as such, organizations around the world rely on reliability centered maintenance (RCM) as a means to significantly increase asset performance by delivering value to all stakeholders.
This article takes you through the birth of RTI, explaining what RTI is, why it was created, where it fits into a maintenance reliability program strategy, how it is conducted and showing it in action with some actual results.
It is disappointing when reliability-centered maintenance (RCM) studies are performed on a critical system, yet weeks roll on and then years go by without implementing the needed changes into the computerized maintenance management system (CMMS).
It’s horrific to read about fires in refineries. Granted, process safety management (PSM) principles, with a greater emphasis on mechanical integrity (MI), have been embraced across the globe, greatly reducing the number of incidents. However, citations remain high, with the U.S. having the highest number of them. What’s the problem? A consistent implementation and application of MI. This article attempts to simplify the MI program, with the hope that organizations can achieve 100 percent mastery in avoiding incidents.
TRC-2018 Learning Zone 31:18
by Paul Hughes and Walter Sanford, PinnacleART
Facilities that are not prepared to perform full Reliability Centered Maintenance (RCM) analysis can still benefit by employing reliability methodologies to Operations and Maintenance (O&M) tasks. Operating costs for water and wastewater treatment plants can run between 50 and 75 percent of the total lifecycle cost of the facility. When operating costs, maintenance supplies, labor, energy, and downtime are included, O&M costs over the lifetime of a facility can reach up to 85 percent of total lifecycle costs. Optimizing O&M practices can dramatically impact the lifecycle costs associated with a facility. Apparently minor increases in efficiency will aggregate over time to make a significant difference in lifecycle costs. This presentation describes a two-stage O&M improvement initiative at two wastewater facilities experiencing significant operational problems and early asset failures. These facilities were heavily staffed to be able to manage issues, yet staff were underutilized for much of the time. These issues resulted in continually increasing costs for owners, and increasing challenges to meeting facility requirements. In the first stage of improvement, using the principles of RCM, O&M management was focused more on reliability-based and proactive tasks rather than reactive maintenance and “firefighting” failures and other issues. In the second stage, a full, risk-based RCM analysis was performed and implemented, along with further improvements in O&M management. By focusing on reliability, and risk-based Asset Management, these facilities experienced rapid, significant, and sustained improvement in availability, regulatory compliance, and cost performance.