by Torbjörn Idhammar, IDCON INC
Yesterday you were a happy camper. Today you are told your Maintenance Cost (MC) as a percent of your Estimated Replacement Value (ERV) is 4.9%. According to Consulting, Inc. and your corporate management 4.9% is way too high. Good performers are under 3%, some operations are even under 2%. So, the question is what are you going to do about it Mr. Maintenance Manager?
by Jack Poley
A year ago, I wrote an article on the New Paradigms in Oil Analysis and Condition Monitoring (Uptime, Feb/March12) citing the huge gains in-service oil analysis (OA) has made in the last decade.
- Online and inline sensors instantly creating a third tier of testing:
- Tier 1 – Sensors (no longer does vibration have an online monopoly).
- Tier 2 – Onsite laboratories and test instruments.
- Tier 3 – The traditional commercial lab (the original format).
- Large particle inspections out of the reach of standard UV metals analysis.
- Automated intelligent agent data evaluation and comment generation.
by Johnny Bofilios
After working in the CMMS/ EAM software world for almost 16 years, I recently switched to an engineering consulting firm focused on helping clients implement reliability best practices. I’ve developed a fresh perspective on what it takes to implement CMMS/ EAM software successfully.
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?”