You are probably familiar with life’s golden rule: Do unto others as you would have them do unto you. But have you ever wondered how any given machine, if it could express itself, would feel about this rule? What would it say? This article offers some speculative thoughts from the machine’s point of view, presented as the golden rules for machinery reliability. Continue reading
The SAE International standard for reliability-centered maintenance (RCM)1 says an inspection2 should be done if it is technically feasible and worth doing. The hard part is identifying when a task is technically feasible. Continue reading
Much can be said about trends that relate to equipment reliability in one way or another. Like everything else, they come and go randomly. Just like carbonated water, trends that are reduced to the flavor of the month can fizzle out and disappear rapidly. Trends probably always existed in all fields of endeavor and have been observed for years in the field of machinery reliability improvement. This article focuses on some recent ones that are on relatively solid ground and should be of interest to you. Continue reading
Why are organizations leaving money on the table by not investigating failures that cost them money? One would venture to say that all manufacturing companies have failures each year that cut into their profit. The prevailing question is: What do you do when that failure occurs? Do you simply fix the equipment, get back up and running, and return to whatever you were working on at the time? Or, do you stop what you are doing and diligently try to understand why the failure occurred and put measures in place to prevent recurrence? Is the culture at your facility one that seeks to understand why something failed or is it in a mode where you need to get back up and running as fast as possible? How about your commercial team and management external to your facility? Is there perceived pressure and a lack of understanding that have driven your organization to a place where failures are not fully understood?
Traditionally, reliability engineers have been the leaders in introducing new maintenance processes and technologies. As the primary owners of asset reliability, whether or not it came from the introduction of condition-based maintenance or instrumentation, they have been at the core of the transformation. Continue reading
Proactive organizations recognize that one of the critical success factors in achieving a best practices reliability program is developing a sound maintenance, repair and operations (MRO) spare parts program. That notion is quickly followed by the realization that there are potentially hundreds of improvement opportunities that typically could be associated with a materials management effort. As such, it becomes overwhelming to determine where to start.
In some organizations, reliability is not just a word, but a culture that has been built over a period of time. Developing a reliability culture is not solely a top-down approach or dependent on the company’s vision. Sometimes, it is taken as a normal, routine job, while other times, it may get a fast-track status.
Another trite phrase has the answer: The weakest link in a chain is the strongest because it can break it.
Preventative and routine maintenance models help alleviate downtime and boost overall production. The most popular method is Total Productive Maintenance (TPM).
In the current environment of ever-increasing demands to deliver exceptional results with limited resources, leaders are placing greater emphasis on performance measurement. Performance measurement is defined as the process of analyzing information to determine the progress toward a desired outcome for a given organization.
You have the incredible fortune of experiencing firsthand a transformational crossroads in this field; it’s a front row seat to the fascinating evolution of performance measurement.