Data analysis is critical to understanding problems and decision-making. Analysis that is not followed up by an action is likely a wasted opportunity, but not always.
In today’s fast-paced connected world, you and your organization create an abundance of data. In the past, large corporations with multiple locations relied on in person site visits or information provided by the on-site team for updates to productivity in facilities. But what if there was a way to do this remotely?
There was a terrible fire in a liquefied petroleum gas (LPG) plant. It destroyed piping and a critical air cooler (fin fan) and damaged pumps, valves, cables and supports. Fortunately, although there were injuries, no one died.
A large water utility decided to investigate maintenance reliability best practices. There were eight different treatment plants and eight different maintenance managers.
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A week after the plant started up after an annual planned outage, an injection pump motor failed. The motor’s insulation had failed, shorting between phases.
A large water utility decided to develop and implement a corporate risk management program that could identify and manage the top twenty-five risks across the organization considering three focus areas: corporate, operational and asset risks.
Skookum maintains infrastructure and equipment across twenty national sites and is committed to providing customers with higher reliability and enabling their asset management program. These objectives require quality asset information to improve maintenance outcomes, make repair versus replace decisions, and drive the cost curve lower.
It was a dark and stormy night as we sat around the conference table discussing the best way to arrange the grid connection of the company’s new wind farm that was in design. Everyone was friendly, but it was a feisty conversation.
At 2:37 a.m. one Tuesday morning, an electrical fault inside a motor control center (MCC) room caused roughly ten hours of downtime. The E&I supervisor was called in and the maintenance manager was notified.
Our story goes way back to the very beginning of our journey, to the inception of an idea that we can be better at what we do, that there is more to learn and a better way of doing business.
This tale from the shop is about an upstream oil and gas company in Alberta, Canada, that was created through the acquisition and merger of four small companies.
A citywide electric utility launched a multi-year program to enhance asset management, leveraging expert consultants and leadership to implement best practices and drive organizational change.
Tales from the Shop are designed to cover the universal and painful lessons that we are likely to learn on a typical reliability journey. Hopefully our contributors pain will be your gain!
The need for executive sponsorship when launching, maintaining and improving an effective reliability strategy is paramount. See the difference in this Tale from the Shop.
Tales from the Shop are designed to cover the universal and painful lessons that we are likely to learn on a typical reliability journey. Hopefully our contributors pain will be your gain!
In the fight against cancer, when a drug is finally approved and ready to be commercialized, every dose counts. A major pharmaceutical company with a blockbuster oncology product had to find a way to get every dose to every patient that was in desperate need of it.
Is the best yet to come? One company realizes that their best can be better in this Tales from the Shop narrative. See what happens after they implement continuous improvement processes.
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