June 19, 2008 A Reliability Program Deserves a Reliability Roadmap
Successful Reliability programs require integration of all elements. MRG has a proven Reliability Roadmap approach that can help you develop a Reliability Roadmap.
June 19, 2008 Advancing Reliability Web Workshop
Advancing Reliability Workshop #5: Maintenance Study/Steering Group and Later Revelations Concerning Failure Profiles vs. Conditional Probability of Failure
Join us for a Web Workshop on June 20
In the web workshop Jack discusses:
* The Revelations of the Maintenance Steering Group relating to the nature of failure
* How equipment fails
* Bathtub curve type failures
* Determining the probability of failure
* Why Run-To-Failure is an acceptable strategy
* Condition directed tasks
Important Note: There is no fee for this web workshop - however participants must dial in using a telephone (long distance charges may apply from your phone company) to hear the presentation.
Space is limited.
June 19, 2008 Maintenance Planning and Scheduling Workshop
Maintenance Planning and Scheduling Workshop
July 15 – 17, 2008
Doc Palmer joins Jeff Shiver as People and Processes, Inc. presents highly interactive, comprehensive training.
Find out more about the Maintenance Planning and Scheduling Workshop
June 19, 2008 Vibration Tip
Using alarms to optimize analysis time
If the analyst can create alarms for the specific bands of frequencies which can be expected to indicate the likely failure modes, he or she can spend much less time analyzing “good machines” and use the time instead for tweaking alarms, cleaning up databases, improving report templates, collecting advanced data such as negative averaged bump tests, mounting remote sensors and so on. Alarms that can be trusted and relied on will free up the analyst’s time so that he/she can continue to improve their reliability program. In addition, when included as a part of metrics, it can give program managers some relatively objective indicators of the positive impact of a vibration program.
Tip provided by LUDECA, INC.
ALIGNMENT * VIBRATION * BALANCING
http://www.ludeca.com
305-591-8935
June 19, 2008 Pneumatic Tip
Many times I have found pneumatic equipment running incorrectly because someone has improperly adjusted a flow control.
You can easily avoid future mis-adjustment by installing a smaller size hose and eliminating the flow control.
If you can teach this trick to the machine designer, you can reduce to cost of the next machine also.
Reader tip provided by Scott Buker, CMRP
Maintenance Manager
DENSO
Maryville Tennessee
Thanks Scott - your Maintenance-Tips hat is on the way!
Get your own cap or coffee much - send a Maintenance-Tip today
June 19, 2008 Trico on Demand Lubrication Library for 30 days
FREE ONE MONTH SUBSCRIPTION
Trico on Demand Lubrication Library is a valuable tool for any personnel involved with lubrication management. It provides a central point of reference on lubricant specifications and technical information from major lubricant suppliers.
June 19, 2008 Maintenance Tip
How to Calm Down Maintenance Department Chaos?
Ever felt like you were not sure who was supposed to do what and when? Ever ask yourself who was in charge knowing you are the maintenance manager or supervisor? Ever seen a maintenance down day go down hill all the way and an eight hour shutdown turn into a sixteen or twenty four hour shutdown.
Well you could call someone like Albert Einstein but I don’t think you need a genius to resolve this problem.
My recommendation is quite simple. How about identifying who is the person accountable for a project or a shutdown (you must provide this person the authority if you make them accountable). Next identify the “doers” or the people who are responsible to the accountable person. Then you may want to think about yourself being the one who needs to be consulted along with your reliability engineer if a decision may delay the project. It also may be important to you to identify who you may want to keep informed if the project is going to last longer than expected.
A maintenance supervisor can now be clear about who he/she holds accountable for this project to be on time and completed properly. He/she must feel better knowing that communication is clear as to who is suppose to do what and who is responsible for what. If a problem arises the accountable person knows who to consult (consult means two way communication) and who to inform (one way communication). I wish I would have thought of this when I was in maintenance management. This process is called the “RACI Process” “RACI Charting”. It will change your life as you know it today.
• R – Responsible = this is the “doer”
• A – Accountable = the “buck” stops here
• C – Consulted = who needs to be consulted before an something happens (no option)
• I – Informed = Keep this person informed (no option)
Tip provided by By Ricky Smith, CMRP
Allied Reliability
Cell: 843-725-8378
June 19, 2008 Leadership Tip
Forget the Blame, Create Partnerships
I recently read a blog post from Keith Mobley on AMP (http://www.maintenance.org) questioning how some maintenance groups are considered the “bad actor” by corporate America.
From my experience, I find that most maintenance organizations do not have good partnerships with those who influence site reliability which in turn creates distrust and the “blame” game.
I can almost hear the conversation as it dominos up the ladder to the corporate CEO. The site Operations Manager can’t meet the production schedule due to reliability issues, order fulfillment can’t occur, sales people have to short the customer, and no need to market what you can’t make. CEO rattles his saber and it all rolls back down the hill with all fingers pointing toward Maintenance with the Site Manager micro-managing.
Never mind that Operations incorrectly operated the equipment, wouldn’t allow maintenance downtime for PM, or sales requesting packing configurations not previously done because Wal-Mart wanted a new bulk pack, or purchasing who controls the stockroom ordering different style replacement parts so save $5 per item.
A first step in getting around all of this is to build partnerships with these groups. Remember, reliability is not a just a Maintenance thing. Pull together managers from these different groups and have at least semi-weekly meetings to discuss how you are going to run the site and work together. We are not talking about the strategic focus of the site leadership team but the tactical day to day management of the site and its resources.
Maintenance and Operations are generally two-thirds to three-quarters of the site population. Use these opportunities to educate your partners on the business processes surrounding Maintenance.
Help them understand backlog, priorities, and the need to plan and schedule work. Make them aware of the impact of breaking the schedule as examples.
True partnership means that you also understand the issues of the other groups. Understand the constraints of Purchasing, and Accounting. I bet you will even come to understand that the term Reliability means something different to Operations as opposed to Maintenance.
Do you have true partnerships in place in your organization?
What are the barriers?
Tip provided by Jeff Shiver, CMRP, CPMM
