Howard W Penrose, Ph.D.
VP Electrical Reliability Programs
T-Solutions, Inc.
hpenrose@tsoln-inc.com
“The Lord gave us two ends – one to sit on and the other to think with. Success depends on which one we use the most.” – Ann Landers
“I don’t know the key to success, but the key to failure is trying to please everybody.” – Bill Cosby
“A successful man is one who can lay a firm foundation with the bricks others have thrown at him.” – David Brinkley
Concept for the Philosophy of Motor Management 1
In general, the internal resistance to the application of motor management programs can be considered through the Theory of Contraints:
1. Any improvement is a change; and,
2. Any change is a perceived threat to security; and,
3. Any threat to security gives rise to emotional resistance; and,
4. Emotional resistance can only be overcome by a stronger emotion (program champion).
Other considerations for the development of a successful motor management program include:
• Selecting equipment to include in the program;
• Selecting CBM and maintenance practices for the equipment;
• Determining vendor-partners
• Setting goals for program and personnel
• Set metrics for determining success.
Based upon my personal past experience in the development of motor management programs, we will explore an RCM-Based approach to Motor Management. In such a program, the rules of Classical RCM and Backfit RCM shall be applied as means to both set the scope of equipment to be tested and to continually evaluate the success of the program. In addition, to ensure the effective application of the program, we must continuously ask ourselves: What impact will this action or process have on the mission of the company.
Therefore we are going to explore the following points in the development of the program:
1. What is the ‘mission’ of the company. I do not mean the written ‘mission,’ but the actual one – ie: To make a profit. Then you must view the mission of each level within the company.
2. Perform an RCM-based analysis of the facility and systems in order to determine the systems that will be included in the program.
3. Selection of CBM tools and maintenance practices to meet the analysis.
4. Selection of vendor-partners including discussion of spare parts storage
5. Select personnel to operate program
6. Select goals for personnel and program
7. Select metrics for determining success of personnel and program
8. Periodically review and modify program as required.
Over the next period of time, we will review each of the points of development.
[Note: The Electrical Reliability Group of T-Solutions, Inc. provides motor system maintenance and management program development consulting. Please contact me directly: howard@motordiagnostics.com for information. T-Solutions, Inc website: http://www.tsoln-inc.com]