The role of Maintenance is to eliminate operating equipment risks. Yet, organizations using Preventive and Predictive Maintenance strategies still have equipment breakdowns. They still have forced outages and stoppages. They consistently get emergency repairs. So, what makes today’s Maintenance paradigm so unsuccessful at equipment risk elimination? Because it is the wrong paradigm to use. The right mindset to have is an equipment wellness paradigm!

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by Tor Idhammar Leave a Comment

How to Reduce Maintenance Cost The Right Way

How to reduce maintenance cost the right way comes up a lot for our clients. Unfortunately, many organizations often have the goal of reducing maintenance cost. While the maintenance cost is an important long-term outcome of maintenance management, it should not be the main goal. If the reduction of maintenance cost is the main goal for maintenance, the organization is on the wrong track and will eventually fail.

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by Mike Sondalini Leave a Comment

Maintenance Planning and Scheduling for World Class Reliability and Maintenance Performance

3-Day Training Course

Day 3 Maintenance Planning and Maintenance Scheduling Slides with Complete Explanations

Welcome to the final day of the Maintenance Planning and Scheduling for World Class Reliability and Maintenance Performance 3-Day Training Course. I hope that you enjoyed Days 1 and 2 and found the maintenance, reliability, work quality control and work planning concepts they contained useful.

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by George Williams Leave a Comment

Self-Discipline Part 1

In our previous chapters, we talked about how the topics of the three previous chapters work together. In our analogy, we’re sailing a sailboat to the North Pole.

This is done by using self-awareness as an understanding of where your starting point on the journey is, with a focus on radical honesty, as lying to yourself is as useless as not even starting to reflect.

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by Mike Sondalini Leave a Comment

The Galvanic Corrosion Piping Trap!

The wrong combination of metals in electrical contact create a Galvanic Corrosion Trap that will cause many failures and costs in the future

Abstract:

The Galvanic Corrosion Trap. The wrong combination of metals can produce a corrosion cell of unequal voltage where one metal gives up its electrons and corrodes away. If the corrosion is not detected it will result in eventual failure of the equipment. Galvanic corrosion prevention is a design selection issue that one must always be aware of, as it can arise with the simplest of decisions. This article highlights a galvanic corrosion problem often seen in industry and sometimes missed by the person selecting equipment.

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by Bryan Christiansen Leave a Comment

Building A Strong Reliability Culture For Your Maintenance Department

A reliability culture is a set of values, attitudes, and behaviors that promote the consistent delivery of high-quality products and services. It is a collective effort involving every team member, not just the team of reliability engineers. Proactive organizations prioritize identifying and eliminating reliability issues early in the production process. In contrast, reactive organizations only take action after failures occur, which can result in costly consequences, such as product recalls. [Read more…]

by Karl Burnett Leave a Comment

1710 – Fincham’s 1851 history recorded 18th century prevention

John Fincham was master shipwright at Chatham and Portsmouth, and the superintendent of the school of naval architecture. He wrote several books about shipbuilding and construction of masts. In 1851, he wrote a history of naval architecture. His history recorded some design changes that the Royal Navy made in the 1700s to improve the reliability of its ships. These changes were important and permanent enough for Fincharm to discuss them 100 years later.

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by Mike Sondalini Leave a Comment

Benchmarking Operating CAPEX vs. Replacement Asset Value (RAV)

Is there a percent of replacement asset value benchmark for run and maintain capital expenditure?

Replacement asset value (RAV) is a performance indicator of expenditure related to the operation and care of the plant or equipment vs. CAPEX expenditure needed to replace the plant or equipment. Many people ask if there is a replacement asset value benchmark for the operating cost.

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by George Williams Leave a Comment

Self-Leadership Part 3

We now know how to audit our time, to assess our self-leadership, but we can help even further explain how to become more effective and efficient leaders of ourselves.

The first thing we need to do is be empowered to make our own strategy. This comes with a few requirements.

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by Karl Burnett 1 Comment

The Maintenance Career of Diarist Samual Pepys

Samuel Pepys is famous for keeping a diary from 1660 to 1669. He recorded details of everyday life in London during the Restoration period, including firsthand accounts of the plague and the Great Fire of London. Pepys spent most of his career managing the Royal Navy’s logistics and shipbuilding programs during the second, third, and fourth Dutch wars. From 1673 to 1679, he was the Secretary for the Admiralty. He fought bureaucratic waste and endemic bribery while building the so-called “Thirty New Ships” of 1677. After infighting between political factions, Pepys resigned in 1679 to face trial for corruption himself.

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by Mike Sondalini Leave a Comment

Condition Monitoring that Supports Precision Maintenance

A slidedeck by Mike Sondalini for the SIRFRt CM & Lube Forum 2010 Conference.

Mike examines precision maintenance and the supporting condition monitoring with definitions, processes, and examples.

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by Mike Sondalini Leave a Comment

How Industrial Operations use Plant Wellness Way to get World-class Production

An Executive Report for CEO’s, Executives, and Senior managers in industry and manufacturing.

Utmost operating profits, lowest maintenance costs, world class reliability, & outstandingly effective physical asset management the Plant Wellness Way

Let a Plant Wellness Way EAM System-of-Reliability halve your Annual Maintenance Costs

In the Plant Wellness Way (PWW) you do nothing to your business until you have total confidence that what you do, and how it will be done, will be extraordinarily successful.

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by George Williams Leave a Comment

Self-Leadership Part 2

Self-leadership is the constant step of focusing on forward motion, and taking out your compass to make sure you’re always still heading north. Constant action in the wrong direction can be just as harmful as standing still, sometimes worse.

This is a constant three step process. As your journey keeps moving forward, you need to keep checking your sails to make sure the wind is moving you in any direction: this is self-leadership.

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by Bryan Christiansen Leave a Comment

How To Use CMMS To Support FRACAS Methodology

Organizations can face a wide range of failure problems, ranging from technical to process failures. These common failures include equipment breakdowns, product failure, quality issues, and environmental incidents. These failures typically require a more systematic approach. This involves failure tracking and corrective measures implementation — in comes the FRACAS methodology.

The FRACAS process tracks and manages failures and problems in products or systems. Almost every industry uses this approach. The goal of FRACAS is to uncover the cause of errors and take corrective action to avoid similar occurrences in the future. The process of FRACAS involves failure documentation, conducting failure examination, corrective measures implementation, and continually seeking ways to enhance the process. [Read more…]

by James Reyes-Picknell Leave a Comment

Do you have a PHB (Pointy haired boss)?

Do you have a PHB, “Pointy haired boss”? If you’ve seen any Dilbert comics, then you know who I mean. Dilbert is an engineer too. The PHB is oblivious to the reality around him, only interested in how things look, and impossible to get to with Dilbert’s good ideas.

The comic is popular, especially among engineers, for a good reason. Scott Adams (Dilbert’s creator) knew that the technical world is full of frustration because of the relationship that engineers have with their own PHBs. Technicians, supervisors, superintendents, and managers in maintenance and reliability almost always have technical backgrounds. I’d hazard to say that we’ve all had PHBs at some point.

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