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The Business Case for Reliability
by
John Schultz - Allied Service Group, Inc. and
Robert DiStefano - Management Resources Group,
Inc.
“It’s OK to get Excited about Maintenance”
is the introduction we use for every
presentation we give related to maintenance,
reliability, and asset management. The reason
for this is the overwhelming business case
associated with doing maintenance and
reliability right. Asset Management initiatives
have been documented to have Returns on
Investment (ROI) ranging from 4:1 to 50:1. In
fact, many organizations have found that a Total
Equipment Asset Management (TEAM) initiative has
proven to be the best investment that they have
ever made in their facility. In this paper we
will discuss and explore the “Business Case for
Reliability” from several different angles:
More...
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Doing the Right Things Right - A Framework for
Maintenance Effectiveness by John R. Chute,
P. Eng., C.P.E., Paper Mills Maintenance
Engineer, UPM-Kymmene Miramichi Inc.
This is just one of the fantastic learning zone
session papers originally delivered at the 18th
International Maintenance Conference.
Maintenance and asset management for today's
companies must be business-centered to support
corporate productivity goals, by providing
equipment availability, performance and overall
minimum costs. In spite of the development of
new maintenance strategies such as
Reliability-centered Maintenance, the widespread
use of computer maintenance systems (CMMS) and
new tools for condition monitoring, it is
somewhat questionable whether maintenance
organizations in general, are better able to
meet the real needs of today's industry that
they were a decade ago. Have we have drifted
away from the "basics" of sound work practices
to rely blindly on technology and
maintenance-management strategies? Perhaps we
are not consistently doing "the right things"
with the diminishing resources available to our
maintenance organizations.
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THE ALUMAX MODEL PROACTIVE MAINTENANCE
by John Day, Jr., P.E., Manager, Engineering &
Maintenance (Retired), Alumax of South Carolina
(Alcoa)
The
results of the proactive maintenance management
system described here have received extensive
recognition on a national and international
level. The first major recognition came in 1984
when Plant Engineering magazine published a
feature article about the system. Then in 1987
A.T. Kearney, an international management
consultant headquartered in Chicago, performed a
study to find the best maintenance operations in
North America. This operation was selected as
one of the seven "Best of the Best". And in
1989, Maintenance Technology magazine recognized
the operation as the best maintenance operation
in the U.S. within its category and also as the
best overall maintenance operation in any
category. In 1997 HSB Reliability Technologies
certified the operation as World Class
Maintenance.
Read the full story
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Benchmarking Best Practices In Maintenance
Management
Benchmarking, correctly done, can cure
weaknesses in a company's operations.
Incorrectly done, it can undermine an
organization's position in the marketplace.
By Terry
Wireman, Senior Industry Analyst
A buzzword that
has been getting a lot of attention recently is
benchmarking. What is benchmarking? Is it
a tool or just another program of the month? In
reality, benchmarking is what you choose to make
it. It can be a competitive tool--a cure--or a
program that will damage your company's
competitive position--a curse.
Read the full story
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Maintenance Basics: The First Step to Achieving
Zero Breakdowns
When equipment reliability and zero breakdowns
are the goals of
a Maintenance program, the best place to start
is with “basic training.”
By Terry
Wireman, Senior Industry Analyst
One of the latest
buzzwords sweeping through plant engineering and
maintenance circles is
equipment reliability. When equipment
reliability is the goal, the optimum situation
is zero breakdowns. While the possibility
of zero breakdowns seems unrealistic to some,
that nevertheless is the target for many
organizations, especially those with quality
programs in which the goal is
zero defects.
Read the full story
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Is
any level of risk acceptable in the workplace?
Can all risk be eliminated? What level of risk
is acceptable? All very interesting questions –
how would you answer them? The US Army requires
a risk assessment to be performed before any
mission. The objective of the risk assessment is
to identify risk and put counter measures in
place to reduce or eliminate known risk to an
acceptable level.
How should a
maintenance organization approach reducing risk
while optimizing the maintenance function?
More...Click here to read
Risk
Assessment for Maintenance (66k pdf)
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Key Performance Indicators -Leading or Lagging
and When to Use Them by Ricky Smith
Initiating
major change, such as moving from a reactive
maintenance operation to one which is proactive
and employs Best Maintenance Practices to
achieve Maintenance Excellence, requires
start-up support from top management. In order
to continue the journey towards Maintenance
Excellence, the continued support from
management will need justification. Upper
management will not be satisfied with statements
like “just wait until next year when you see all
the benefits of this effort.” They will want
something a little more tangible if you are to
gain further commitment from them. You will need
to provide tangible evidence in the form of
objective performance facts.
That’s
where metrics comes in. Metrics is just a term
meaning “to measure” (either a process or a
result). Combining several metrics yields
indicators, which serve to highlight some
condition or highlight a question that we need
an answer to. Key Performance Indicators (KPI)
combine several metrics and indicators to yield
objective performance facts.
More...Click here to read Key Performance
Indicators -Leading or Lagging and When to Use
Them (63k pdf)
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Measuring Overall Craft Effectiveness (OCE)
by
Ralph W. “Pete”
Peters,
The Maintenance Excellence
Institute
What is Overall Craft Effectiveness or OCE? It
is very much like the concept behind the OEE
Factor for the calculation of Overall Equipment
Effectiveness. But OCE applies specifically to
the productivity of craft labor resources.
The future will see third party maintenance
continue to replace in-house maintenance
operations that have priced themselves out of
the marketplace due to low craft labor
productivity, poor service and technical skills,
lack of internal leadership and of course
declining physical asset reliability.
More...Click
here to read
Measuring Overall Craft Effectiveness (OCE)
(545k pdf)
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Reliability Improvement For The New Millennium
By Chris Traianou, Senior Reliability Planner
Western Australia’s Water Corporation
Within many
large scale plant based industries, maintenance
costs can account for as much as 40% of an
operational budget. The maintenance effort is
therefore easily identified at a corporate level
as a source of savings. Costs in maintenance can
be cut in either a beneficial, or a detrimental
manner. The best business outcome would be to
both reduce costs and optimise current
maintenance effort to increase reliability. It
is in this environment that Western Australia’s
Water Corporation (covering the vast State of
Western Australia), has embarked on a
project-based reliability improvement
initiative.
More...Click here to read
Reliability
Improvement For The New Millennium (100k pdf)
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REDUCING THE COST OF PREVENTIVE MAINTENANCE
By:
Deryk Anderson, Oniqua
Enterprise Analytics
Lean
Manufacturing and Lean Maintenance target the
identification and elimination of waste through
continuous improvement. The problem of
under-maintaining assets is often addressed
through loss elimination and continuous
improvement programs. The problem of
over-maintaining by comparison receives little
attention. Left unattended the over-maintaining
of assets silently and continuously squanders
precious maintenance resources. Industry has
been conservative in its approach to setting
preventive maintenance intervals. On some sites:
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80 % of Preventive Maintenance costs
are spent on activities with a
frequency 30 days or less.
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30 to 40% of Preventive Maintenance
costs are spent on assets with
negligible failure impact.
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This paper
explores the impact of frequency on the over
maintaining problem and proposes, with the use
of a case study, low risk methods for reducing
Preventive Maintenance costs.
More...Click here to read
REDUCING THE COST OF PREVENTIVE MAINTENANCE
(315k pdf) |
Best Maintenance Practices in Facilities
Management
By Life Cycle Engineering
"Best Maintenance Practices in Facility
Management" are benchmarking standards, but
these are real, specific, achievable and
proven standards for maintenance management
that will make any maintenance department more
efficient, reduce facility/plant maintenance and
operating costs, improve reliability, and
increase morale. If everyone at your facility is
satisfied with the existing maintenance program,
why then, should you be interested in "Best
Maintenance Practices"?
More...Click
here to read
Best Maintenance Practices in Facilities
Management (320k .pdf) |
Business Centered Maintenance Management
Many
articles have been written about Reliability
Centered Maintenance (RCM) and the need to
rigidly follow the analytical approach,
developed by Nowlan and Heap for new commercial
aircraft, to safeguard their essential functions
- until sufficient operating data to maintain it
correctly is available. Proponents of this
rigid approach, ignore the significant
differences that exist between the various
industries from a design and operating
viewpoint. In many cases, if not understood,
these differences doom RCM to failure.
This
manual presents a customized methodology and key
learning points that take cognizance of these
differences and provides the user with a
platform for rapid implementation and
sustainment that adds profit and cost
improvement within a short timeframe. Other
benefits that have accrued using this customized
approach are the emergence of a powerful
continuous improvement ethic based on locally
developed root cause analysis techniques and the
ability to realize a CMMS return on investment
e.g. SAP.
More...Click
here to read Business Centered Maintenance
Management (234k .pdf) |
A Lumber Mills Renaissance -
Cultural Change for Success
by
Tom Dabbs and Dave Bertolini
In
the spring of 2000, Kenora Forest Products (KFP)
was a moderately successful lumber mill. The
mill's work force consisted of approximately 10
maintenance personnel and 80 production
personnel, one Maintenance Superintendent, and
one electrical/instrumentation supervisor. The
mill' work force was very capable and
knowledgeable. Knowledge, as used here, is
defined as the capability for understanding and
being able to use information and processes.
Through work process improvements only, KFP
increased their output to more than 80 million
board feet per year. How was a stud mill able to
increase production by 54% without capital
equipment/plant expansion? - Through a complete
cultural renaissance within the mills work
force. More...Click
here to read
A Lumber Mills
Renaissance -
Cultural
Change for Success (157kb .pdf) |
Maximizing Maintenance Operations for Profit
Optimization
by Ralph "Pete" Peters
The objective for this series is exactly what
the overall title implies, to maximize the value
of maintenance operations to achieve profit
optimization while on your journey to
maintenance excellence. This is also the
cornerstone mission of The Maintenance
Excellence Institute to support not only plant
maintenance operations but maintenance
operations in other important areas. More...Click
here to read Maximizing Maintenance Operations
for Profit Optimization (529k .pdf)
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The ABC’s
of Failure – Getting Rid of the Noise in Your
System |
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Master
Records are Not Optional |
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Walter Reed
Building 18 - It Could Happen Anywhere - So
Don't Let It Happen To You |
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Developing an Effective Maintenance Program |
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Advanced Maintenance Strategies |
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The
Managing System: How to Get Your Dreams to Work |
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Maintenance
Outsourcing: A New Model for Operational
Excellence |
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Hats Off - An
essay about global operational context |
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Operations versus Maintenance |
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Stalking the elusive maintenance quality beast |
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The
Failure Effect |
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Preventive Maintenance Increasing Equipment
Efficiency and Planned Work |
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Tips for
managing Whole-of-Life costs of large-scale
mining mobile equipment fleets!
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Procedure Based Maintenance (960K PDF) |
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Five
Steps to Optimizing Your Preventive Maintenance
System |
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Maintenance Budget Preparation |
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Contract Maintenance or not? |
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Procedure Based Maintenance |
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Automating the PM Template and Maintenance
Strategy Development Process at Con Edison
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Effective Maintenance Management - Risk &
Reliability Strategies for Optimizing
Performance |
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An Introduction to “The Maintenance Scorecard” |
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Contractor Management Controls |
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The Fundamentals of Effective Improvement
Management |
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IMC-2004 Keynote- Mastering the Maintenance
Process |
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Hidden Profits: They're Closer Than You Think
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Marketing Maintenance |
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Outsourcing 101 - A Primer
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What do bosses really want from the maintenance
effort? |
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Maintenance and the Blue Crab |
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The Holy Grail of Maintenance |
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Checking Best Practices for Preventive
Maintenance |
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INCREASING IMPORTANCE OF COMPLIANCE/PREVENTIVE
MAINTENANCE IN VIEW OF IMO’S ISM CODE AND ISO
9000 |
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Strategic Maintenance Management
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Case Based Reasoning |
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Managing Availability for Improved Bottom-Line
Results (281k pdf) |
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Reducing The Cost of Preventive Maintenance
(315k pdf) |
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Moving from a Repair-focused to a
Reliability-focused Culture (105k .pdf) |
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Future Capable Company Chapter 12 Maintenance
(44k .pdf) |
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Making Common Sense Common Practice (189k pdf) |
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Maintenance Audits (76k pdf) |
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Selling Planning, Coordination, and Scheduling
to Management and Operations (38k pdf) |
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Strategic MRO: Chapter 3 Islands of Pain (184k
pdf) |
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Beyond “No Scheduled Maintenance”
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Future Capable Company (Maintenance Chapter)
Book Excerpt |
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What is the True Downtime Cost?
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Plan Of The Day (POD) - A Process to Manage
Daily Activities |
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Overall Equipment Effectiveness Excerpt -
Shutdown Management |
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It's A Different World |
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How to Set Up a Reliability Management System |
The Operational Reliability Maturity Continuum:
A Series by Dave Army and Ralph Hedding of
Strategic Asset Management Inc. |
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Part 1: Work Identification |
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Part 2: Prioritization |
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Part 3: Long Range Scheduling |
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Part 4: Look Ahead Scheduling |
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Part 5: Materials Management |
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Part 6: Preventive Maintenance |
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Part 7: Planning and Planners |
