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There are a number of different routes an organization can take on their journey to reliability. Depending on where you’re starting from, you may need to focus time and effort on setting up a reliability-friendly culture with the right guiding principles and best practices. Conversely, a different organization may want to concentrate on using data…
Across industry, many definitions are used when it comes to the different types of maintenance. It can quickly get confusing when people talk about preventive maintenance, condition based maintenance or predictive maintenance but actually have something else in mind than you do. Some people get very excited about these definitions and can spend a lot…
In this article I provide a brief history of the development of Reliability Centered Maintenance (RCM). And from there we explore 9 Modern Maintenance Principles. As a maintenance & reliability practitioner you should know these principles and live by them. Fix it when it breaks For most of human history, we’ve had a very…
Maintenance performance across the world is pretty poor, no matter what industry or country you look at. What makes this worse is that the principles of modern maintenance management were pretty much defined and documented by the late 1980’s if not earlier.So why, after knowing what to do for 30 to 50 years, why do so few organisations achieve excellent maintenance performance?
Planning & Scheduling is one of the 4 Essential Elements on the Road to Reliability™. Planning & scheduling or work management as it’s often called, ensures the right work gets done, at the right time, with the right tools, materials and people. Without an effective planning & scheduling process you’ll never achieve high reliability.
Failure Modes Effects Analysis – or FMEA for short – is widely used across many industries. Often in the design phase of new equipment. But also to troubleshoot poor performing equipment. In this article I will give a detailed overview of FMEA’s including a step-by-step guide on how to conduct an FMEA.
Most organisations that implement maintenance planning & scheduling do not achieve the long-term results they expected. Often the improvements don’t last, even when the initial implementation seemed successful. But, it doesn't have to be like that.
Many implementations of Planning & Scheduling fail. Often because senior management was never on board to begin with. In this article I'll show you how to fix that. I'll show you how to sell planning & scheduling to your CEO. And in such a way that he actually wants you to implement it successfully. I'll talk about your 'CEO', but it could also be your Plant Manager that you need to convince.