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Find all articles across all article series listed in reverse chronological order.
To make informed decisions, you need information.
To form conclusions, you need evidence and a touch of logic.
To discover patterns, you need data.
In each of these cases, and others, we often start with data. The data we have on hand, or can quickly gather.
We organize data into tables, summarize data into reports, display them in dashboards, and analyze the results to inform decisions. [Read more…]
On September 11, 2001, terrorists crashed two hijacked commercial jets into the Twin Towers of New York City’s World Trade Center in a coordinated attack on this symbol of American financial power and influence. Remarkably, both towers survived the initial impact of Boeing 767 jets traveling at speeds in excess of 400 mph, and remained standing long enough for most occupants below the impact floors to escape.
The 110-story Twin Towers of the World Trade Center embodied many engineering advances. They were the first major structures to be designed using wind tunnel testing and digital computers, the first to use structural dampers, and, at the time, the tallest ever built.
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AN ENTERPRISE ASSET MANAGEMENT SYSTEM UNITES OPERATIONS, ENGINEERING, MAINTENANCE, AND THE SUPPLY CHAIN ACROSS THE ASSET LIFE CYCLE TO MEET CORPORATE BUSINESS OBJECTIVES AND PRODUCE HIGH PLANT AVAILABILITY AT THE LOWEST LIFETIME COST AND MOST OPERATING PROFIT
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An enterprise asset management system needs asset reliability improvement processes throughout the life cycle that ensure utmost reliability and eliminate the need for maintenance. You can do that with a Plant Wellness Way EAM System-of-Reliability
What exactly is an Enterprise Asset Management System?
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Everyone comes to their workplace with the expectation, and often a clear plan, for an incident/accident-free day. And many times, the day goes just as planned, however 2.3 million people do not return home after work, they are killed by work related accidents and occupational exposures and diseases every single day, this corresponds to over 6000 deaths every single day.
That is only the tip of the iceberg, in addition there are around 340 million occupational accidents and another 160 million victims of work-related illnesses annually, many of which are life changing, not only to the victim, but often for whole families
These events are often sudden; someone or something is in the wrong place at the wrong time, and at that moment, perhaps only a split second, an incident or accident takes place.
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Asset management is a critical function for any organization that depends on physical assets to deliver products or services. Whether in manufacturing, utilities, infrastructure, or healthcare, effectively managing assets ensures reliability, efficiency, and cost control. However, managing assets without a clear strategy can lead to inefficiencies, unexpected failures, and wasted resources. This is where a Strategic Asset Management Plan (SAMP) comes into play.
A SAMP is a high-level document that outlines how an organization’s asset management activities align with its business objectives. It serves as a roadmap, ensuring that decisions related to asset acquisition, maintenance, and disposal are strategic rather than reactive. Without a SAMP, organizations risk mismanaging their assets, leading to increased costs, operational disruptions, and lost opportunities.
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RCM in a Nutshell | Free RCM Overview Course – Understand the RCM Process, what RCM (really ) is, How to Apply it Properly, and What Can Be Achieved
Welcome to Hartley Whitney, England—a charming town dating back to the 12th century, whose enduring beauty inspires our discussion on Reliability Centered Maintenance (RCM). In this first unit of our RCM overview course, we explore the pressing issues that gave birth to RCM over 50 years ago in the commercial airline industry. Discover how catastrophic failures led to groundbreaking research, revealing that equipment failure behaves in unexpectedly random patterns, contrary to the then-prevailing belief that failures mainly occurred due to aging. This revelation paved the way for the development of RCM principles, fundamentally changing maintenance strategies to better align with reality. Join me in this picturesque setting as we delve into the history and transformation brought about by RCM.
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Accessibility improves clarity for everyone. The Communicating with FINESSE® Accessibility Checklist is a practical tool to make technical presentations and reports accessible to individuals with visual and hearing impairments. The checklist is part of the broader FINESSE framework—an acronym for Frame, Illustrate, Noise Reduction, Empathy, Structure, Synergy, and Ethics—designed to help technical professionals communicate more effectively with senior decision-makers.
Three pervasive communication barriers are accessibility, language, and generational differences. Addressing accessibility is the first big step, and arguably the most important, for knocking down all three barriers.
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When people hear ethics, they often think of formal codes of conduct, professional standards, or exam topics. In reliability engineering, ethics is usually much more practical – and sometimes uncomfortable.
Ethical issues rarely present themselves as clear right or wrong decisions. They tend to appear as trade-offs, pressures and grey areas, often under time, cost or schedule constraints.
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Having the technical and business skills is not sufficient to be a good reliability engineer.
You must also work with other people. With your peers, across the management team, with suppliers, contractors, and customers.
The ability to work well with others is often complex and situational. Being aware of a few basic skills will allow you to learn and improve. Prette and Prette define social competence as the social skills:
that meet the different inter-personal demands in the workplace in order to achieve the goals, preserve the well-being of the staff and respect the rights of each other.
A. Del Prette e Z. A. P. Del Prette, Psicologia das relações interpessoais: vivências para o trabalho em grupo, Vozes, Petrópolis, 2001.
This article is adapted from Chapter 6 of my book, Measuring Manufacturing Effectiveness.
The book examines how manufacturing organizations define and use performance metrics, and how those measurement choices influence decisions, priorities, and behavior on the shop floor and in management. While the chapters are organized as a cohesive framework, each one is written to address a specific aspect of manufacturing effectiveness and can be read independently.
Chapter 6 focuses on a critical but often oversimplified topic: downtime.
Most organizations track downtime in some form, but far fewer distinguish meaningfully between how often downtime occurs and how long it lasts. These two dimensions — frequency and duration — are frequently combined, averaged, or summarized in ways that mask important operational realities.
This chapter explores why separating downtime frequency from downtime duration matters, how each dimension points to different underlying causes, and how failing to distinguish between them can lead to ineffective or misdirected improvement efforts.
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EPRI: The Electric Power Research Institute
How safe and reliable are America’s electric power plants?
In 1973 the United States Senate held hearings on the lack of research and development in the power industry. In response, U.S. electric utilities dedicated resources to develop a nonprofit center for research—The Electric Power Research Institute (EPRI). EPRI was mandated with gathering technical experts and members of the electric power industry to work collaboratively on solutions to the challenges of the electric power industry. Among EPRI’s first priorities was an assessment of the reliability of nuclear power facilities with respect to their design, operation, and maintenance.
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In the previous article in this series, we discussed the difference between Agile and business agility and how Agile 2 addresses some of the omissions and failings of traditional Agile. Both Agile and Agile 2 focus on accelerating digital development; however, the benefits of any Agile approach can be obviated if it is not implemented within an agile management structure. Addressing execution issues, as Agile 2 does, will not be sufficient by itself to get you where you need to go.
Achieving business agility will also require that you reformulate your company into an agile organization capable of increasing the iteration speed of the Strategy-Execution Cycle we presented in the previous article. This article will focus on aspects of what that will look like.
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Here are some truths and hard-won learning for engineers thinking of becoming a Maintenance Consultant, or any other sort of consultant. There are important know-hows covered in this article that you need to understand if you want to build a maintenance consultancy that delivers you consistent cash flow. I could have written a lot more, but there are really only two determinants you must focus on to become a viable consultancy: marketing and innovation. Read about how Lifetime Reliability Solutions Consultants started and what we had to learn to to market ourselves and survive when the business plan turned out to be completely useless.
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At the SMRP Conference, a panel discussion about workforce development — and the value of college versus the trades — reminded me of a lesson I’ll never forget.
When everyone around me said I had to go to college, my mother said something that changed the course of my life forever.
In this story, I share a moment from high school that taught me the power of intuition, trust, and having someone who believes in you enough to say, “It’s okay to wait.”
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The time for reliability professionals to develop a default ethical framework is before the action occurs. Spend some time studying ethics. More importantly, watch the ethical practices of others in your organization. The great trusted advisors have a default ethical framework. Ethical communication is directly aligned with a reliability professional’s ethical framework.
Ethics are the way we make decisions.
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