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Starting-Up Reliable Plants
Use a Project to Change to a Proactive Culture!
An iPresentation Tutorial by Kevin Lewton, Met Demand
LLC
In order to manufacture and produce, the first of many
start-ups must occur.
This is
the most hazardous time because neither the equipment
nor the operators are proven. If the correct care and
attention is given to the first startup, the learning's
can be used for subsequent shutdowns and startups. Join
Kevin Lewton in a 15 minute iPresentation Tutorial to
review how experience and expertise gained by plant
operators and maintenance technicians during this time
will lead to improvements in the equipment and future
performance. |
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This material is excerpted from
Practical Management for Plant
Turnarounds and is used by permission
from the author, John A. McLay.
Click here if you would like to purchase
your own copy. |
Practical Management for Plant
Turnarounds
by John A. McLay, P. Eng., R.E.T., P.E.
Chapter 1
PLANT TURNAROUND
Plant shutdowns for scheduled major
maintenance work are the most expensive
and time-consuming of maintenance
projects because of the loss of
production and the expense of the
turnaround itself. They can be complex;
and as the complexity increases, they
become more costly and difficult to
manage. A plant shutdown always has a
negative financial impact. This negative
impact is due to both loss of production
revenue and a major cash outlay for the
plant turnaround and shutdown expenses.
The positive side is not as obvious;
therefore, it is often over looked. The
positive impacts are an increase in
equipment asset reliability, continued
production integrity, and a reduction in
the risk of unscheduled outages or
catastrophic failure.
More...Click here to read
PLANT
TURNAROUND |
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Click here to buy the book
Courtesy of Industrial Press, publishers
of this and many other fine books on
maintenance management and related
fields. |
Selling Planning, Coordination, and
Scheduling to Management and Operations
By Don Nyman and Joel
Levitt
How can the crucial maintenance
functions of planning, coordination and
scheduling be sold to management and how
can all departments be convinced to
follow the procedures necessary to
capture the full benefit of planning and
scheduling? The first challenge is to
gain managerial approval to fund planner
positions, train the staff, and build
databases of crucial support
information. The second challenge is to
gain true commitment from Operations,
Purchasing, Storeroom, and other
organizational units.
More...Click here to read Selling
Planning, Coordination, and Scheduling
to Management and Operations (38k pdf) |
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Planning and Scheduling In A Lean Maintenance
Environment
By
Randy Heisler, Life Cycle Engineering, Inc.
With many companies facing global competition
all areas of their organizations are being
analyzed. In order to compete, companies are
looking for ways to cut waste throughout their
processes. Many have begun Lean Manufacturing
initiatives to streamline their operations.
Operators are being asked to perform equipment
maintenance such as routine cleaning, equipment
inspections, adjustments, and minor repairs. As
part of these initiatives, the overall
maintenance process is also being analyzed. How
will the maintenance department, which is
minimally sized, function in this new
environment? What types of waste can be
eliminated? Is the Preventive Maintenance
program optimized? Is the proper Predictive
Maintenance program in place? How will planning
and scheduling be affected? Proper planning and
scheduling practices will help address many of
these issues.
More...Click here to read
Planning and
Scheduling In A Lean Maintenance Environment
(190k pdf) |
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Refining the Project Planning Process
by Bernard Ertl
Project
planning lays the foundation for your project management
success. Quality project planning enables project
managers to derive useful information for making
decisions to achieve safety, time and budget goals. Poor
project planning incapacitates project management from
using any analytical process to achieve the same goals.
It is the "garbage in, garbage out" axiom at work.
Therefore, the planning stage for any project should be
given as much attention as possible.
More...Click here for Refining the Project Planning
Process (40k pdf)
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Contractor Management Controls |
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There Is No Tradeoff Between Empowering and Scheduling |
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Click here to evaluate your Maintenance Planning
Process
(pdf) |
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Selling Planning, Coordination, and Scheduling to
Management and Operations (38k pdf) |
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Beyond
“No Scheduled Maintenance”
New! |
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Overall Equipment Effectiveness Excerpt - Shutdown
Management New! |
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Planning and Scheduling |
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Failing to Plan Negates Maintenance Efficiency |
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Backlog Management |
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Work Order Prioritization |
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Work Flow |
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Work Order Execution and Data Capture |
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 & Planners |
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Reliability &
Maintenance Discussions |
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here to join the discussion forum |
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Find
Shutdown/Turnaround vendors fast! |
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