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Articles: Human Asset Management

Management Won’t Support What We Are Doing!

5 Tips for getting your breakthrough initiatives off the drawing board!

Among the most common issues companies have to deal with is getting the attention of their board, or senior management, when they are trying to generate interest in their latest initiatives for improving asset management. “The boss won’t support what we’re doing” syndrome has caused me a lot of heartache, and is even more frustrating for the people I work with. My new book, The Maintenance Scorecard, speaks about this issue in the first chapter.

Marketing Maintenance

The toolbox of a maintenance manager has to have a wide variety of tools. The tools range from people skills to technical skills. Two of the skills that are often overlooked and underdeveloped are the sales and marketing skills. Maintenance managers not only have to sell projects to the senior management, but they also have to sell projects to the personnel working for them. The marketing skills enable the manager to identify the needs of the senior management, departments, and other personnel, and analyze them to identify necessity and opportunities. First, the current maintenance requirements have to be identified. Next, the marketing and sales begin internally for the department. Finally, the external sales and marketing are conducted within the corporation but external to the department. As with any process the sales and marketing should be fluid and adapt to the situation.

Measure Behavior – Measure Success!

Many times, maintenance professionals have been involved in changes to processes or systems where they have relied on seat of the pants knowledge to determine whether or not they were successful. More often than not, the initiative flounders once their attention has been turned to other endeavors.

Measuring Sustainable Change

Originally presented at Reliability 2.0

by David A. Army, CMRP, SAMI and Gwendolyn Army, LCPC

The Perspective

Many times, business professionals have been involved in changes to processes or systems where they have relied on seat of the pants knowledge to determine whether or not they were successful. More often than not, the initiative flounders once their attention has been turned to the new “flavor of the month” and its back to business as usual.

Negotiate Like You Mean It: Nine Tips to Help Women In Business Ask For The Money

Many women aren't comfortable dealing with negotiations, even when something they really want (and deserve!) is on the line. Vickie Milazzo shares nine tips to help you stop underpricing yourself and start getting paid what you're worth.

Now Is The Time to Make A Difference

by Phillip Slater

The impact of the Global Financial Crisis is being felt far and wide.  Millions have lost their jobs, production has been cut, shifts dropped, overtime cancelled and budgets slashed.  In this environment it is easy to see how people get frustrated and angry.  Angry that they lost their jobs through no fault of their own; angry that their colleagues have been let go; angry that they are left to do the work without the manpower that’s really required; angry that their carefully thought out plans are cancelled due to a sudden lack of funding; angry that they are expected to produce results without adequate resources.

Operations Versus Maintenance

Everyone who works in a manufacturing facility recognizes that there is always a conflict between Operations and Maintenance, and most would like to see a solution for the ongoing difference of opinions. This problem, however, is just a manifestation of two functions with opposing values created when a facility is built to produce a product. Operations people value maximum production. Maintenance people value preservation of the equipment. Thus, there is a conflict of Utilization of the facilities versus Availability of the facilities.

Quick Tips for Breakthrough Cultural Change Immediately!

Falling resource levels, rising competition levels, increased regulation and legislation, and increased needs for high levels of reliability have resulted in a growth in the importance of asset management to capital intensive companies. This, in turn, has resulted in an increase in the number of companies looking to extract additional economic value from their physical asset base.

Reaching For The Top

Creating a New Partner with Reliability Centered Operations

by Paul R. Casto, CMRP

To optimize both maintenance risk and cost, the interrelationships between reliability, maintenance and operations must be considered and leveraged to capitalize on the strengths of each.  Reliability Centered Operations (RCO) is an approach that optimizes these relationships through the application of a maintenance strategy built from failure analysis that will yield more expansive and cost-effective risk reduction tasks.

Reliability-Centered Maintenance Mindset (RCM2) The Cognitive Psychology of Maintenance Development

The Building Blocks of a Maintenance Philosophy

by Michael Rezendes, Raytheon Technical Services Co.

Originally Presented at the Reliability 2.0 Conference 

1. Introduction

The focus of this paper is to familiarize the reader with the concept of Reliability-Centered Maintenance Mindset (RCM2) as a methodology to focus attention on the maintenance developer. The current methodology of RCM in industry today is focused on the Preventive Maintenance (PM) developed for hardware. RCM2 is the methodology applied to the selection and training of the potential maintenance developers. This paper will discuss how a successful preventive maintenance program starts with the maintenance developer.

Reshaping Sugar

The Transformation of U.S. Sugar

by Darrin Wikoff, CMRP

A 12% increase in production capacity over three years with virtually no increase in operating costs makes United States Sugar Corporation the leading producer of retail and industrial bulk sugar in the United States.

Rewards and Recognition

From a leadership perspective we, at Ledet Enterprises, think it is important to provide proper rewards and recognition to succeed at improving organizational performance. However, we think different rewards are important in the different domains. Strangely enough, it appears that the Reactive domain has the rewards built into the work itself. When equipment breaks or won't do the job, there is a lot of satisfaction derived from the act of restoring the functionality of the equipment. There is overtime for the hourly employees who are needed to take the equipment down, restore the functionality, and get it running again. These are the typical "overtime heroes" who wrestle with the equipment and get "pats on the back" from everyone because they were able to repair the equipment and get it running again. There is innate value in restoring equipment to serve the purpose it was intended to serve. The problem with this mode of behavior is that it has many hazards associated with it. The most obvious ones being the risk of hurting people and the environment because of the chaotic way things happen in the reactive mode. While this chaos is stimulating and creates some excitement in life, it can easily become overwhelming for employees. This basic mode of operation is a fight between the equipment and people to see who will win or lose with the equipment taking the initiative.

Run till you fail

Editors note: I received this great poem and typical story of reliability dysfunction today and wanted to share it with you. Although I was not encouraged by the story of events that lead up to the poem - I was totally inspired by the creativity of the poem and the spirit of the writer.

Maintenance professionals are right up there with Police, Firefighters and Soldiers in my book! - Terrence O'Hanlon

Safety & Reliability

By Joel Levitt

During a three-month period in 2010, 58 workers died in explosions, fires, and collapses at refineries, coal mines, oil drilling rigs, and power plant construction sites in the US.

Safety and Reactive Maintenance

Reactive maintenance is here defined as all maintenance work that was scheduled less than 20 hours before it was executed.

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