Work Management / Planning and Scheduling
An Exclusive Sneak Peek at IDCON’s Self-Paced Work Management Planning and Scheduling Virtual Training
Check out an exclusive sneak peek at our Work Management Planning and Scheduling virtual training provided by IDCON’s Senior Consultant Michael Lippig. Michael deftly explains
Are you finding it difficult to manage your maintenance and reliability resources? Do you feel like you cannot catch up on the work order backlog?
How is an annual shutdown like a family vacation? Without a clear strategy and plan, they can both be a nightmare!
How do you plan your family vacation? In most cases you have to check when you can take off from work, decide where to go,
When all work requests are high priority (1 or 2) the result is a reactive work environment. This is a common occurrence for organizations that
My personal free time has radically increased over the past six months. Our three sons, ages 12, 14 and 16, all played icehockey until very
Part of your work management after a plant shutdown is to do a team evaluation so you can improve your plant shutdown turnaround maintenance process.
I interviewed a mine operations manager in Newcastle, Australia, who said, “I have no idea what work orders or reliability improvements have been finished in
Most maintenance departments profess to be convinced of the need for maintenance planning and scheduling and condition based maintenance. However, the benefit of using them
As an industry, we are facing vastly different circumstances than we ever have before. New low-cost producers and an ever-shrinking world market have left the
A Maintenance Planning and Scheduling Perspective Priority, as defined in the Franklin Dictionary, means “coming before in time, order, or importance.” When prioritizing maintenance work,
Potlatch Cloquet’s low-cost maintenance shutdown management techniques focusing on type, quality, and timing of work contribute to an 83% drop in maintenance cost per ton.
The chart below is from our Poll “Why do planners not plan?” Respondents overwhelmingly agreed on the three top reasons 1. Too Many “Do it Now Jobs”
Many organizations spend too much time searching for—and starting implementation of—new reliability and maintenance concepts, and very little time on implementation and improvements of what