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.
Unless, maybe, you feel reactive behavior is actually useful in some ways?
One way would be
Managers Using Crises As A Way To Keep Organizations Energized…
Organizations and people seem to naturally get complacent over time. We fall into ruts in performance and behavior where we don’t like to push ourselves outside of the routine.
Procrastination seems to be a natural human tendency. “Why do something that will take some different kind of effort today?” Something that might lead to issues we haven’t had to deal with before. Something that might be difficult and stressful.
When funds get tight for many colleges and universities, one of the early cuts is often to the facilities department. After all, financial aid and faculty salaries are necessary to be competitive in the market, but updating a building’s boiler or switching to all new lightbulbs is often seen as a luxury that can wait another year.
With all the technology out there, all talking to each other, the world is increasingly becoming more and more connected – indeed, flat. The Industrial Internet of Things (IIoT) seems like a nebulous concept that encompasses everything from machine learning and robotics to drone delivery systems and intelligent point-of-use vending. There is more information available than ever before, but making sense of all this data can be daunting. This article will help bring clarity to how the IIoT can enhance all aspects of manufacturing.
Learn To Sell
Do not dismiss the above statement thinking it does not apply to your situation because you are not a roving consultant or contractor. In-house maintenance reliability professionals need to exhibit the same, or even better, customer service when it comes to driving change or pulling their organization toward a path of continuous improvement.
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.
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?).