Your Reliability Engineering Professional Development Site
We’re excited to be joined by Brandon Weil, the operations director at Eruditio. He was also the chair at the 2020 SMRP conference. Brandon will be giving us an in-depth look into becoming a prisoner of your process.
Key highlights from this episode are:
For maintenance and reliability programs to be successful, often it will be championed by middle management. These are the people who interact and report on progress and challenges faced on the plant floor. Brandon Weil joins us on this episode to shed some light on how middle managers can contribute to productive change in an organization.
Key highlights from this episode are:
Planning and scheduling maintenance and reliability programs takes a bit of a work but implementing that plan takes real effort and that’s where the project managers come in. They are the ones who define the scope of the plan and come with estimates in terms of budget and time. Project planners usually have a singular responsibility and that is to divide the work into a group of activities. These activities are part of major interdependent processes and there are always risks involved that need to be identified and addressed at the very start. It is very difficult to get the results without proper planning and management.
In this episode, we covered:
With changing technology in the reliability and maintenance industry, the best practices are always changing in order to improve the overall reliability for the long term. Failure reporting analysis and corrective action system or FRACAS is one of the best tools towards just achieving that goal. It is a process for collecting failure history, analyzing it for patterns, getting to root causes, implementing the corrective actions and then, monitoring the results of those actions. So, it is basically the collection of all the other reliability processes merged into one. In order for this to work, you can’t just rely on the PMs.
In this episode, we covered:
Asset hierarchy is very important to utilize the limited resources of an organization in the best way possible. It helps manage time and cost by prioritizing our assets. That’s why every organization needs to have a hierarchy. There are a lot of standards out there to help you build an asset hierarchy. ISO 14224 helps greatly in the matter. It contains guidelines that a maintenance and reliability organization can use to define some sort of organized processes and procedures that are important to have in the facilities. When they have laid out a foundation that way, it gets easier to do all sorts of things.
In this episode, we covered:
Technicians and engineers carry out their day to day tasks in a standard way. Sometimes, there are variations in the operating conditions but the standard procedures stay the same. They are doing PMs and different sorts of analysis. Some are really good at it because they have been doing it for a long time. The experience and knowledge of those people should be written down somewhere so that others can adopt those best practices to carry out their standard routine work the same way. This is something a Job Plan Library can help with. It is the standard plan work that is written down and implemented the same way every single time.
In this episode, we covered:
When you think of an asset management program, what comes into your mind? Is it the CMMS? Is it the EAM? Or is it any other tool that helps you keep track of your assets and allows you to manage them? While CMMS and EAM help a lot in managing organizational assets efficiently but a comprehensive asset management program is much more than just computer software. It consists of all those other systems, procedures, and processes that support your CMMS or any other system you might have in place. You might not need a detailed asset management program if you have small-scale business.
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Whenever we talk about successful business practices, planning and scheduling remains a key element. Not only it helps you track performance but it also helps you build on the initial layout later on. Through performance management, you will know what’s going on inside an activity and process. Now, performance management is the combination of systems that are responsible for achieving the goals of the organization. These may include accountability, assessment, and measurement techniques that are used in the organization. On the lower level, metrics are being used to measure performance.
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Planning and Scheduling is the core of any reliability program. It is part of Work Control process which is described as the execution of a work order from start to end, and setting the right expectations to everyone involved. The role can be viewed separately or as a hybrid, depending on the maturity of the organization and the complexity of the process.
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The vast majority of professionals will never rise to the heights of leading a major corporation. But because of the public nature of executives and the companies they oversee, business leaders and their management methods often form effective case studies for those who manage smaller projects and organizations.
Over time, professionals who make a habit of reading trade journals and analyzing business reports can begin spotting both the useful and the futile patterns among these executives’ leadership styles. One such pattern, coined by the bestselling author of “Good to Great” Jim Collins, is called “The Window and the Mirror”.1
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The Leadership Connection Host, Doug Plucknette, interviews Global Chief Diversity Officer Denise Reed Lamoreaux in Episode 22 of this series. Denise has been involved in diversity and learning-related endeavors for 30 + years. Her career has encompassed Secondary Education, Professional Leadership Coaching, Leadership, and Instructing at both the University of Rochester’s Simon Business School and Monroe Community College’s Corporate College program.
Joining us for this special episode are some of our past guests. In no particular order:
There are very few people that actually enjoy meetings. I have never heard anyone say, “I can’t wait for the meeting this afternoon” unless it’s followed by “I won’t have to eat at my desk.”
Certainly, the people who are called to attend a meeting largely lack enthusiasm are energetic unless they, or their project, are the reason for the meeting – and even then, only if it’s expected to be a positive experience for them. And the person calling the meeting will not usually be enthusiastic or energetic unless the reason for the meeting is something joyous or dreadful – or unless they are an autocrat or narcissist who just wants to tell people what to do, how to do it – and otherwise ladle-on (usually unreasonable) commands and demands. [Read more…]
Scheduling is one of the key pieces in Maintenance and Management. When you are working on a piece of equipment vigorously to meet your production goals, some problems now and then are bound to occur. Now, these problems need to be fixed in time. This is how a maintenance job starts. When a job is created, it is planned and then needs time and resources to be completed successfully. That’s where scheduling comes in. The job of Maintenance Scheduler involves gathering all the information about a job, make sense of it, and then coordinate with all the related department to complete it just as planned.
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Planning and scheduling is a term often used in the organizations. It might be used together but there is a difference in ‘planning’ and ‘scheduling’. Planning is when you determine what jobs you have to do, develop a procedure to execute the job, assign resources, and then utilize those resources in the best way possible. Only when you have successfully planned a work-order, you can decide when to do it in the scheduling part. So both the processes go together and one can’t be completed successfully without the other. Only scheduling something is not going to help you successfully implement it.
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