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?).
By Jay Pearlman
Many facilities management professionals find themselves struggling daily in the competition to secure funds for maintenance projects. Against the more highly visible funding needs for financial aid and faculty salaries, facilities’ needs often comes in a distant third when it comes time to prioritize the allocation of finite funds.
Today, facilities managers must add to their list of responsibilities the task of making the case for funding for critical maintenance tasks and improvements. Fortunately, the right tools for communicating this need to financial decision makers are readily at hand.
by Terry Taylor
How can you tell you’ve found the right employee for the job?
NOT LONG AGO I was talking to a recruiter about a placement she was working on. It was tough going. Her client had emphasized that he wanted someone who “really fit in.” But when asked how he’d measure this, he said “I’ll know it when I see it.”
By focusing on people and operational improvement, such an EAM program can significantly improve asset utilization rates while reducing long-term capital costs. That attention to people and operations is an essential element of EAM success, however, strategies centered alone on capital investments in facilities and fleet logistics typically fall short of the significant benefits an effective EAM effort can produce. Continue reading
End users must include bearing clearance as an integral part of designing or building a pump.
Internal clearance is one of the most important factors affecting bearing performance within pump applications. The bearing’s internal clearance is the relative movement of the outer and inner rings when they are lightly pushing in opposite directions. Movement in the diametrical direction is defined as radial clearance. Movement in the shaft’s direction is axial clearance.
by Jeff Owens, Advanced Technology Services
Lean out your maintenance process and deliver cost savings and greater efficiency.
Manufacturers worldwide know that Lean maintenance practices cut costs and improve production by minimizing downtime. But the reality is that for many U.S. manufacturers, up to 90% of the maintenance they perform is conducted on a reactive rather than proactive basis. Some blame the age of their equipment, the absence of spare parts and the rapid pace of manufacturing.
A lot of information, time and energy has been devoted recently to emerging and established practices in asset management. This interest, however, actually has a far longer history. Protocols have been undergoing continuous development and evolution for the past 50 years to keep pace with discoveries, expansion and globalization of industries. Cataclysmic events have often been the driving force for positive change because they expose serious operational and management flaws that are responsible for unmitigated risks and exposing people and the environment to harm. Over time, regulations and standards have matured not only to preempt failure, but also to define improved ways to proactively manage physical assets. Figure 1 captures the four traditional risk-based strategies for asset management. Continue reading
by Tor Idhammar
by Tarek Atout
Once upon a time in a maintenance department, a work order woke up in the morning, feeling very lazy, unable to open his eyes or get up to walk. It’s been a long time for him in the same room, nobody knocks on the door to say hello, how are you, or to release him so he can show his presence. He looks in the mirror and finds he has changed a lot since being created and kept in the backlog. Looking at gray hair covering his head, he tries to remember his lifecycle since that day when he became a pending order waiting for spare parts to arrive. This spurred his friends to give him the nickname, “Nomat.” Continue reading