NFPA’s Hazard Rating Diamond

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.

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4 Ways To Break Free From Being ‘Too Busy’

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.

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Costs, Benefits and Projecting Project Payback

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?

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Maintenance Planning and Scheduling Basics

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.

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“Wrench Time” – Why the “FEAR” to Measure Maintenance Productivity?

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.

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10 Steps to Pump Reliability – Part 2

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?”

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Beginning a Maintenance and Operations Partnership

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.

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