I have often compared the use of KPI’s with the fairytale “The Emperor’s New Clothes” by Hans Christian Andersen. In short, the fairy tale is
A while ago I was at a plant that had a set of vacuum pumps with a life of less than 3 months. I think
Implementing Risk-based Work Selection practices for Shutdown Maintenance will increase plant utilization and reduce cost. Are you selecting, planning, scheduling, and executing unnecessary maintenance and
There are many levels of outsourcing maintenance work. The most common include: 1. Outsourcing of the whole maintenance function. This is often done by forming a
Most maintenance organizations do not really know how good – or bad – they are. It is more a feeling of “we are doing pretty
Reliability & Maintenance Strategy IDCON can help your organization define a clear and simple Reliability and Maintenance Strategy for your plant, mine, mill, and/or corporation.
Reliability is a term that has become more commonly used in the manufacturing industry. Many organizations are using reliability to describe their predictive maintenance department.
Yes, I think that most maintenance organizations are overstaffed, not necessary with their own staff, but they use more total maintenance hours than necessary. Total
Recently I met a young and enthusiastic engineer who declared that “We are already done with the reliability and maintenance management strategy, it is well
Reliability and Maintenance Discussion Group Our reliability and maintenance group discussion is intended to bring people together in the heavy process industry that want to
Best reliability and maintenance practices take several years to develop, normally 3-6 years. It starts with a strong leader who realizes an improved availability, quality
Some organizations still view operations as the customer and maintenance as the supplier. In my opinion, a customer-supplier relationship between operations and maintenance undermines equipment
Classroom reliability training followed by practical experience could end money being wasted on maintenance courses and seminars that workers quickly forget. Companies can spend thousands
Anyone who has been involved in reliability and maintenance improvement initiatives will hear that a culture change in work practices is necessary to accomplish to
For a while, I thought that the whole “wrench time” concept was dead. But, I was wrong. Over the past year, I’ve worked with two
I am no longer surprised to see reliability and maintenance improvement initiatives abandoned before the substantial results, which are possible to achieve, are delivered and
We in maintenance often complain about how hard it is for us to “sell maintenance to top management”. There are several things we can improve
An organization must focus on sustainable results, not just cutting maintenance costs. Results-oriented organizations focus first on the quality and volume of production throughout, followed
Focus on activities that drive cost, not cost alone. In 1980 I conducted the first seminars titled “Reliability, the future competitiveness factor”. Looking back I
Previously I have argued that maintenance should be responsible primarily for “equipment reliability” and work in a close partnership with operations, whose primary responsibility is
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