Gear pumps are the most common type of positive displacement pump, ideal for transferring high viscosity fluids such as automotive oils, plastics, paint, adhesives, and soaps. They operate by creating suction at the inlet with a rotating assembly of two gears –a drive gear and an idler. Pump flow is determined by the size of the cavity (volume) between gear teeth, the amount of slippage (reverse flow), and the speed of rotation (rpm) of the gears.
Asset and maintenance management are becoming increasingly complex tasks. Those responsible must make decisions about the condition of equipment and machinery that can have an impact on the operation of the entire plant. So, it is not at all surprising that they are constantly trying to improve their asset management and maintenance strategies. There are numerous methods and tools available to help companies and managers make decisions regarding their maintenance concepts. Nowadays, it is possible to interpret data to allow foresight into the future condition of the assets. And it is not only about optimizing maintenance management technology. Rather, the entire decision-making process of asset management and the maintenance staff is under scrutiny.
If you need to implement a new planning and scheduling program, you’re probably discovering that the task can be rather daunting. You need the right resources, the right organizational support, the right data, the right business practices, the right amount of time, the right change management approach, and the list goes on. This high level generic stuff may seem like implementing planning and scheduling just isn’t within your grasp. But there are ways to achieve an environment that will support a planning and scheduling program that works with what you already have in place and takes into account what your team is able to manage throughout implementation and beyond. If you take a closer look at what you already have, putting the final touches on a successful planning and scheduling program may not really be that big a beast to tackle.
Engineer and management consultant Joseph M. Juran said, “If you don’t measure it, you don’t manage it.” It’s a fairly accurate statement. But, another question might be: “If you do measure it, does that help you manage it?” Far too often, experience shows that it does not, for a host of reasons. Some of these include: having too many measures leading to complexity and confusion about what’s important; a lack of focus; measuring the wrong things; not measuring things that are truly important to the business; having measures that are in conflict across functional boundaries; or not displaying the measures prominently or, if displayed, not keeping measures current, resulting in employees considering them unimportant (after all, if you don’t keep the measures current, how important could they be?).
By Jay Pearlman
Many facilities management professionals find themselves struggling daily in the competition to secure funds for maintenance projects. Against the more highly visible funding needs for financial aid and faculty salaries, facilities’ needs often comes in a distant third when it comes time to prioritize the allocation of finite funds.
Today, facilities managers must add to their list of responsibilities the task of making the case for funding for critical maintenance tasks and improvements. Fortunately, the right tools for communicating this need to financial decision makers are readily at hand.
How can you tell you’ve found the right employee for the job?
NOT LONG AGO I was talking to a recruiter about a placement she was working on. It was tough going. Her client had emphasized that he wanted someone who “really fit in.” But when asked how he’d measure this, he said “I’ll know it when I see it.”
By focusing on people and operational improvement, such an EAM program can significantly improve asset utilization rates while reducing long-term capital costs. That attention to people and operations is an essential element of EAM success, however, strategies centered alone on capital investments in facilities and fleet logistics typically fall short of the significant benefits an effective EAM effort can produce. Continue reading
by Jeff Owens, Advanced Technology Services
Lean out your maintenance process and deliver cost savings and greater efficiency.
Manufacturers worldwide know that Lean maintenance practices cut costs and improve production by minimizing downtime. But the reality is that for many U.S. manufacturers, up to 90% of the maintenance they perform is conducted on a reactive rather than proactive basis. Some blame the age of their equipment, the absence of spare parts and the rapid pace of manufacturing.