Outward appearance is often considered a strong indication of what can be expected of the final product. That’s why this shop goes the extra mile to look good in all areas of its business.
A first impression is a lasting one. The folks at H&R Screw Machine Products (Reed City, Mich.) understand the impact of this axiom when their parts are delivered to customers. If oil is soaking through the box or parts are dirty, the customers are going to be much more skeptical about what they are paying for. The company produces millions of parts a year and sends a majority of them through its aqueous cleaning system to ensure that the customers like what they see. 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.
Many companies are beginning to search for and implement sophisticated maintenance and reliability (M&R) tools and technologies in hopes of finding the next best thing to help achieve operational excellence (OE). Terms, such as asset performance management (APM), predictive analytics, machine learning, Industrial Internet of Things (IIoT), the Cloud, connected plant, etc., are making their way into everything M&R. As game changing as these concepts can be, adopting advanced technologies without first addressing the basic fundamentals of M&R is like building the world’s finest home on a crumbling foundation.
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.
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.
For purposes of this article, reactive maintenance is any planned or unplanned work with a priority designation of emergency or urgent, therefore requiring immediate attention. Plus, there could be work of any priority that is “worked on” outside of the weekly schedule, which this author calls “self-inflicted reactive maintenance.”
The road to better manufacturing performance is littered with well-meaning improvement efforts that fall short. In some cases, initial progress fizzles out due to a lack of structure and incentives. In others, the workforce never embraces the desired change, viewing it as a top-down directive rather than an initiative they can truly own. Although executives often recognize emerging issues that impede improvement, developing and executing strategies that effectively address those issues have proved to be a recurring challenge.
When it comes to asset management, most companies focus on maintenance, repair and operations (MRO). In theory, this makes sense. You would think that focusing on MRO would be the most effective way to improve equipment performance and reduce downtime. But in fact, it can compromise the effort. Too much focus on MRO prevents people from taking a step back and seeing the big picture. Continue reading
Research currently being carried out by the Center for Risk and Reliability, University of Maryland 1, and funded by the U.S. Navy is aimed at quantifying reliability in scientific terms. The present study “relies on a science-based explanation of damage as the source of material failure and develops an alternative approach to reliability assessment based on the second law of thermodynamics.” Current reliability calculations are predisposed to a single failure mode or mechanism and assume a constant failure rate, while this research implies that reliability is a function of the level of damage a system can sustain, with the operational environment, operating conditions and operational envelope determining the rate of damage growth.