by Ramesh Gulati
Co-author: Bill Hall
Big changes are happening in today’s workforce. These changes have nothing to do with downsizing, global competition, or stress; it is the problem of a distinct generation gap. Young people entering the workforce are of diversified background and have much different attitudes about work. They want a life‐work balance. They want to be led, not managed — and certainly not micro‐managed. The new mode is flexibility and informality. A large proportion of our managers of the veteran era have been trained in relatively autocratic and directive methods that don’t sit well with today’s employees. Are we preparing our workforce to meet tomorrow’s need?
by Ron Parker STS, CHST
The National Fire Prevention Association (NFPA) developed a rating system to identify and rank the hazards of a material. If you have previously worked in construction you’ve probably seen the colorful labels used to explain these hazards. The label is diamond-shaped, made up of four smaller diamonds. The colors are blue, red, yellow and white. Inside the colored smaller diamonds are numbers or symbols loaded with a wealth of knowledge.
by Rikki Rogers
America began to acknowledge its cultural obsession with “busyness” a few years ago, when Tim Kreider wrote the now legendary piece “The Busy Trap” for the New York Times. Nearly three years later, while our culture certainly hasn’t changed, an admitted addiction to busyness has at least transitioned from groundbreaking journalism to mainstream conversations.
by Andrew Gager
I renewed my subscription to Consumer Reports last month. I don’t buy anything of value without referencing Consumer Reports and two or three other review sources. For instance, I just bought a new lawn tractor. I researched the options for weeks before finally purchasing one. It takes about 1½ hours to cut my lawn with a traditional push mower. I figured a riding mower would cut my mowing time significantly. So my cost-to-benefit ratio was based on money spent now divided by the total number of hours reduced over X years. A no brainer, right?
by Daryl Mather
Planning and scheduling functions are the key deliverables of the planning role. This is where the most gains in execution have the potential to be made and acted upon. In some larger organisations these are split, allowing more adequate resources for each role.
The role of the planner needs to cover the full range of the work order system, from input into coding, prioritization and a degree of autonomy in execution. As such these roles, more and more, need to be staffed by skilled and versatile people.
by José Wagner Braidotti Jr.
The best results of maintenance practices carried out in enterprises critically depend on the efforts of maintenance staff to ensure their day-to-day actions comply with the schedule of services in order to avoid unwanted failures, correctly diagnose the behavior of active production processes, and ensure quality information recorded in the work orders.
by Tom Dabbs and Dan Pereira
Hopefully you read Part 1 of “Ten Steps to Pump Reliability” and have been anxiously awaiting to read Part 2 of the article. You may get the impression that implementing these steps will be costly and very difficult to achieve. The thing you need to bear in mind is: “You are already spending the money.” The only question is: “Are you getting the result from your pumping systems that you are looking for?”
by Torbjörn Idhammar
Plant pros often talk about the importance of a maintenance, operations and engineering partnership. In my experience, the discussions commonly center on very general terms such as better communication and understanding. Those issues are important, but we need precise rules and actions to drive that partnership long term.
“That all important clamping force which holds the joint together – and without which there would be no joint – is not created by a good joint designer, nor by high quality parts. It is created by the mechanic on the job site, using the tools, procedures, and working conditions we have provided him with . . .”