4D Process. Value Stream Mapping. Theory of Constraints. CMMS. Key Process (Product) Characteristic. Seven Pitfalls to Avoid in Your Upcoming Assessment — Life Cycle Engineering. By Catherine Marshall, Director, Life Cycle Engineering The first step most organizations take in their continuous improvement journey is to undertake an assessment that will capture the current state of their operations and compare it to best practices.
Based on the experience of a team that has completed many assessments of industrial plants and facilities, here are a few potential pitfalls to look out for in planning and organizing an assessment of your operation: Lack of sponsorship from senior managers: Because an assessment is the first step for planning a continuous improvement initiative, it’s important to line up sponsorship of the effort from the executive level you will need to approve the actions you will take as a result of the assessment. You want senior leaders to understand the importance of closing the gaps between current and future-state performance so that you will be able to get the funding required to close the gaps and yield the performance gains.
How do you determine which repair parts are critical? — Life Cycle Engineering. By Wally Wilson, CPIM, Life Cycle Engineering There are several elements involved in determining the status of repair parts in a Maintenance, Repair and Operations (MRO) supplies inventory.
Some of these parts are essential to the operation of production equipment in a manufacturing plant and other parts do not have such a severe impact on the process. To determine what parts need to be held on site as critical or insurance spares, a criticality analysis of the maintainable assets is conducted to rank the probability of impact on the production process or employee safety if the equipment were to fail. In many instances the criticality analysis reveals that the probable failure of the equipment under review would have a direct impact on employee safety, environment or the ability of the production process to run effectively.
IAM - The Institute of Asset Management. Critical Equipment Identification and Maintenance. Uptime Program. We literally wrote the BOOK on Maintenance Management.
“Uptime – Strategies for Excellence in Maintenance Management” (3rd edition) was written by our founder, James Reyes-Picknell - and the book has been used as the foundation of our services offering. It's a best seller in the field and it's used around the world by many highly successful organizations and companies. The book includes a proven framework that we’ve worked with for over 20 years... so we know what works and how to achieve it. We don’t impose “best practices”. There are no one single “best” approaches for all businesses and organizations. Asset Reliability. What Is Reliability?
Reliability means keeping your systems operating as much as they possibly can without breakdowns. Reliability management is all about maximizing uptime and minimizing the frequency of downtime incidents. Many failures can be avoided or detected early, before they become “emergencies”. The day-to-day maintenance effort to achieve that is far less costly than running to failure then scrambling to repair. For best results it works with good work management practices – they are complimentary. Reliability Centered Maintenance (RCM) Planning. Step 1: Selection of equipment for RCM analysis The first step is to select the piece of equipment for reliability centered maintenance analysis.
The equipment selected should be critical, in terms of its effect on operations, its previous costs of repair and previous costs of preventative maintenance. Step 2: Define the boundaries and function of the systems that contain the selected equipment The equipment belongs to a system that performs a crucial function.