We all know that in a reactive maintenance organization 60 – 70 % of crafts people’s time is wasted on finding out what to do,
Reactive maintenance is here defined as all maintenance work that was scheduled less than 20 hours before it was executed.
The purpose of this articles is to raise questions and challenge plant leadership on strategy, vision and execution of plant reliability and overall maintenance management.
In parts 1, 2 and 3 of this column series, I outlined the need for developing maintenance leadership (visit the Reliable Plant Web site at
In parts 1 and 2 of this column series, I outlined the need for developing maintenance leadership skills.
This column is the second in a series of articles about the implementation steps you need to take if you want to be successful in
How do you actually implement Reliability and Maintenance in your manufacturing plant? What should you do first? What’s comes next? This article will outline the
What could an old fairy tale mean for Plant Reliability and Maintenance Professionals? Let us start with a short version of an old story. Once
To include operators in essential care of equipment including preventive maintenance inspections is one of the reliability and maintenance improvement initiatives that can yield the
By narrowing our focus to the variables that are within our control, most mills have found that improved reliability is a key area of cost
I believe that most training efforts are wasted unless the training is focused on the training needs of each individual. After going through training, a
In my earlier column I wrote about the Fox versus the Hedgehog approach. That column was also published in an electronic newsletter and included in
In the May column, I discussed results that a mill had experienced in the ten years following implementation of initiatives with a primary focus on
In the previous columns, I discussed how to promote the vitally important operations/maintenance partnership. This is the last in my series of columns covering the
In the previous columns, I discussed joint goals and how to promote the vitally important operations/maintenance partnership through a different way of reporting and solving
In the previous two columns, I discussed joint goals and how to promote the operations/maintenance partnership through a different way of reporting and solving operations
In the last column, I discussed joint goals and how to promote the operations/maintenance partnership through a different way of reporting and solving operations problems,
In this and following columns, I will elaborate concerning the vital relationship between operations, maintenance, and engineering. In this first column, I will focus on
Some of the common measures – besides outsourcing – taken when an organization decides they need to improve maintenance performance include moving all maintenance resources
Plant pros often talk about the importance of a maintenance, operations and engineering partnership. In my experience, the discussions commonly center on very general terms
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