Beliefs are very important for an organization. Join Christer in this new video series that details how beliefs connect to improved reliability and maintenance. If you want to have your reliability and maintenance management initiatives to succeed you have to have your people follow your beliefs of what good reliability and maintenance is and […]
Reliability and Maintenance Management: Part I, Belief I Read More »
Picture this. The operations and maintenance manager, plant manager and production manager from a plant are in a car speeding down the road. The maintenance manager is driving blindfolded. The Plant manager is peering in the rear view mirror. In the back seat, the production manager is urging the maintenance manager to proceed at top speed
A Driving Lesson for Operations and Maintenance Read More »
Does your team know why they’re doing preventive maintenance inspections? When your team knows why they are doing even the simplest task, this can instantly improve your Preventive Maintenance program. Knowing the reason behind what you are doing creates a huge change in perspective. IDCON founder, Christer Idhammar, takes you on one of his earliest
Know Why to Inspect – Evaluating Your Preventive Maintenance Inspections Read More »
I am all for new technology. In the late 1970s I introduced and taught technologies such as SPM and Acoustic Emission, Wear Particle Analyses with Ferrography, Thermovision and many more, in China, India and other countries. I was also instrumental in developing the first Computerized Maintenance Management System in 1968. A much-updated version that
Are You Ready? Using New Technology for Reliability and Maintenance Read More »
If you measure reliability by department, electrical, mechanical, process control etc. you may each have a reliability of 97-99%, and everybody is very happy on their island. But if you add all departments together, you may get a very different picture. Measuring reliability by the department is often misleading with regards to results, but it
Are You Living on a Happy Reliability Island? Read More »
There are many reasons why many reliability and maintenance management improvement initiatives do not generate the return of investment they can deliver. From my 58 years working in the field of operations and maintenance with many different organizations, I have found some common reasons, which I will share with you throughout this series of articles.
I’ll summarize these two reasons for you and then give you more details. I’m going to tackle the first point in this article. Lack of long-term consistent leadership can be illustrated in the chart below: Here is a scenario I’ve seen at many mills & plants over the years: Many years ago an organization started
During a recent reliability and maintenance conference, we met several new Reliability Engineers telling us they found their job different from what they expected it to be. Many had graduated as reliability engineers and had learned all about Mean Time To Repair (MTTR), Mean Time To Failure (MTTF), Mean Time Between Failures (MTBF), Weibull charts,
New Reliability Engineers: Are you confused about your role? Read More »
You can develop, document, and preach your improvement plans as much as you want, but if those plans do not result in better front line maintenance performance, you have just wasted money and time. T he front line of maintenance includes supervisors, planners, craftspeople and operations; all others in the maintenance organization exist to support
Key Performance Indicators & Front Line Maintenance Leaders Read More »
In poorly performing mills it is typical that production, maintenance and engineering organizations work in silos without much cooperation. The traditional view in these mills is that the maintenance organization delivers service to its customer which is the production organization and the engineering organization is called “the black hole” where requests for drawing and other
The Partnership Organization Read More »
Before we discuss current maintenance management best practices, we must first discuss comparing maintenance cost with ERV You have been told you that your maintenance cost as a percent of estimated replacement value (ERV) is 4.6% and that this is too high. Best performers, you are told, should have maintenance cost lower than 3% of
Maintenance Management: Current Maintenance Best Practices Read More »
Excellent leadership maintenance management is essential for lasting results of any improvement initiative that an organization undertakes, including the improvement of Reliability and Maintenance performance.
The Power of Organizational Beliefs in Reliability and Maintenance Management Read More »
Svar på fråga Kritikalitet av utrustning har inget med inspektionsintervall att göra. Det är felutvecklingstiden som bestämmer hur ofta en komponent bör inspekteras. Om kostnaden för en inspektion är lägre än konsekvensen av ett fel så bör komponenten inspekteras, annars inte. Detta är en sedan länge välkänd teori, men den verkliga tillämpningen saknas fortfarande. Lars
Varför misslyckas många förbättringsinitiativ inom underhåll? Read More »
Jag har länge påstått att det finns ett starkt förhållande mellan skador och planerade underhållsarbeten likaväl som det finns ett starkt förhållande mellan planerat och schemalagt underhåll och produktionssäkerhet.
Skador och planerat underhåll Read More »
Christer Idhammar is a world renowned and awarded Reliability and Maintenance Consultant and Guru. He is the founder and executive vice president with IDCON, INC in Raleigh NC, USA; A reliability and maintenance training and consulting company to Industry worldwide since 1972.
How Training Improves Work Processes and Craft Skills Read More »
Any plant maintenance department wants to be known as a cost effective organization. For the purposes of this article, “Cost Effective” will be defined as: “Maintenance without waste, where waste is defined as the gap between how good the organization is and how good it can become”. The waste includes poor safety, losses in quality
The Reliability Driven Maintenance Organization Read More »
One of the most common questions I am asked, especially from those that are new to maintenance, is, ”How do I know that we are right-sized within our maintenance organization?”
Right-Sizing a Maintenance Organization Read More »
Does rapid change of maintenance performance exist? If change is equivalent to sustainable improvements the answer to this question is “No”. My experience has shown that 90% of improvement of maintenance performance is about people and 10% is about technology and processes.
Does Rapid Change of Maintenance Performance Exist? Read More »
Jag har skrivit mycket om att arbeta i ett partnerskap i stället för att arbeta i ett kund och leverantörförhållande mellan drift och underhåll. Jag får många frågor och kommentarer som resultat av tidigare krönikor som beskrivit ovanstående.
i en organization som jobbar i ett partnerskap Read More »
Maintenance Training should always include “why” someone is doing a task. I’m going to tell you a story about my early days in maintenance to help you understand why knowing “Why” is an effective way to train your maintenance team. When I was seventeen years old I joined the Swedish Merchant Marines as an apprentice
Highly Effective Maintenance Training is to “Know Why” Read More »
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