Maintenance and reliability – one is the result, the other is a big part of how you get there. Doing maintenance with precision and care, so the job is done once and done well by the right people and without delay is what maintenance organizations strive for. Some achieve it, some struggle to do so. If they can achieve that, then they are being efficient. Read more “Maintenance and Reliability Maturity”
Do you understand where your asset risks are, and their potential consequence?
Asset Prioritization is used to provide a structured approach to determining the relative organizational risks and failure consequences associated with assets. This provides a means for the organization to focus on critical risks to the business.
Risks are categorized by the nature of the risk that the organization needs to manage. Risk categories can include: Read more “Asset Prioritization”
How does your organization differentiate between asset management, and maintenance and reliability?
Early in the discussions around asset management, some organizations simply renamed their Maintenance and Reliability departments to Asset Management departments, even though they continued to do the same tasks and activities they always did. Read more “Asset Management is not just Maintenance and Reliability”
Conventional consulting approaches begin with assessments to determine your current state of affairs, judge what’s good and bad about it, give it a score, provide a long list of recommendations and then build an improvement strategy based on the outcome. A typical assessment can take up to a couple of weeks plus report generation time. Does it really add the value you might expect? Read more “Do you really need an assessment?”
What happens in maintenance and many operations can be explained with a simple, but a scientific concept – Entropy. Entropy is a thermodynamic concept that represents chaos and degradation. It occurs naturally in any physical system and will naturally grow (i.e.: the system will become more chaotic) if we don’t do something to arrest its growth. Doing something requires the expenditure of energy, so energy is what counters entropy. Read more “Entropy Part 3 – Maintenance”
Business processes are often talked about, yet not well understood. The big problem with them is that too few people know what the whole process actually should be. Whenever you are following a set of steps to achieve some goal you are following a process. Sometimes various people follow different steps to achieve the same goal. You rely on processes in order to deliver results. If they are ill-conceived or inefficient, then things move slowly and results are more expensive to obtain than they need to be. Well designed, efficient, and consistent processes that integrate with other related business processes keep things running smoothly, costs down, and help to keep people motivated.
If you want to get a deeper understanding of the value we can deliver, then get a copy of “Paying Your Way“. Read more “Explaining Uptime – what it delivers and what leadership is needed”
What doesn’t kill us makes us stronger. Our businesses can emerge from crises stronger too, but that won’t happen without leadership and active choice.
Capital asset-intensive industries that have had a chance to pause have been wise if they used the opportunity to catch up on deferred maintenance and review their proactive maintenance programs for effectiveness. Read more “Emerging Stronger from Crisis”
There’s an old saying that, “two heads are better than one”. Teamwork has been proven time and again to produce superior results. It is the basis for many successful methods like RCM-R, PMR/O, RCFA, Total Productive Maintenance (TPM) and various quality improvement programs like Six Sigma. The various methods that help us while Choosing Excellence depend on a foundation of teamwork. Beyond facilitated teamwork, self-organized teams are even more effective. Read more “Uptime Insights – 9 – Teamwork for results”
You can wait for something to break, then fix it, or you can be proactive and manage the failure before it causes you problems. Being proactive is all about managing failures and their consequences before they occur. The failure itself, in some cases, is unavoidable, but how you manage consequences is entirely within your control.
You can reduce or eliminate the consequences of failure by forecasting what is likely to happen and deciding in advance about what to do about it. Major business impacts are the consequences of risks and those are manageable. Read more “Uptime Insights – 8 – Asset Reliability”