Over the next several weeks, we’ll be going through a series of “10 Things” that people in various functions can do to improve reliability. While these will mostly be actions that maintenance personnel can take, we’ll touch on operations in a couple. We’ll begin with actions a reliability engineer can take.
Electrical technicians often lament equipment failures, particularly the lack of accurate drawings for trouble shooting, among many issues. In this session we’ll discuss things an electrical technician can do, beginning with updating and keeping drawings current.
Maintenance planners plan the work, or do they, or are they really schedulers, or gate keepers on resources? Planning and scheduling are different activities – the first is about scope, sequence, parts, permits, tools, etc., while the second is about allocation of available resources based on priority needs.
In this session we’ll be taking participants through a “self-assessment” of their design and capital projects practices with a particular focus on designing for plant reliability. What we’ve observed is that most organizations do not use a life cycle cost approach in their capital projects, but rather lowest installed cost. This results in lower reliability, and generally poorer performance.
Lubrication technicians are often not shown sufficient respect (greasers?), when they represent the lifeblood of the equipment. When you have poor lubrication practices, you severely reduce the life of the equipment. Can you imagine the consequences of not keeping your car properly lubricated?
Ultrasound technology is one of the least expensive, most effective condition monitoring technologies available. In this session we’ll begin with a discussion on its cost/effectiveness ratio, and continue on with what technicians can do, starting with getting trained as a level 1 technician.
In this session we’ll be taking participants through a “self-assessment” of their current stores and purchasing practices. What we’ve observed is that there is often a disconnect, even conflict, in objectives between stores (minimize working capital) and maintenance (minimize unavailability of spare parts. Both are admirable, but in conflict, so the key is to balance those competing interests for the greater good of the business.
In this session we’ll be taking participants through a “self-assessment” of their current maintenance practices. What we’ve observed is that maintenance typically directly controls only about 10% of most losses from ideal production, and at most 30%. That said, excellence in maintenance practices is essential for a reliable plant.
In this session we’ll be taking participants through a “self-assessment” of their current operating practices. What we’ve observed is that most losses from ideal production are related to production practices, not the equipment. Thus, operating practices become paramount in operating a reliable production process.
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