January 24, 2019, 6:52 am

Articles

The Importance of a No-Blame Culture for Safety and Reliability Improvement

Monday, 14 January 2019 09:03

This article has been prompted by the recent dismissal of a rail employee for failing to follow a standard operating procedure, resulting in a significant derailment.  The key questions here are:

  1. How likely is this to reduce the likelihood of similar, future events?
  2. What impact is this likely to have on the identification of future opportunities for reliability and safety improvement?

These should be the intent of any incident investigation, and this article will argue that dismissing the employee, in the absence of any other improvement actions, will, at best, most likely have no sustainable effect on achieving these objectives and, at worst, will inhibit future safety and reliability improvement initiatives.

I should point out that I am not privy to the specific details of the incident that prompted this article, and there may be exceptional circumstances relating to this specific incident which merit the punishment meted out, but as a general rule, we need to be very careful in using punishment as our first and primary response to any safety or reliability incident.

 

How to Prioritise Maintenance Work Orders?

Monday, 07 January 2019 16:27

 I have recently received a question from one of our newsletter subscribers.  He writes:

“Firstly, I want to say, I really enjoy reading your articles and enjoy building the knowledge that those articles bring.

My role has transitioned from maintenance supervisor to maintenance planner. In my new role, I have the responsibility of reducing the outstanding work orders in our CMMS whilst prioritising the new work orders being generated.

What are some guidelines I can use for prioritizing work orders to be able to do the correct work now? The old system relied on personnel entering their work orders into the system and prioritizing the WOs as they see fit. This is not realistic as everyone sees their WOs as [highest] priority.”

This is a great question, and one that this article will attempt to answer.

 

Availability vs Reliability – Which is more important?

Monday, 03 December 2018 15:32

There is often confusion amongst those new to Maintenance and Reliability regarding the difference between Availability and Reliability. This article discusses the difference between the two, and also considers the relative importance of each when setting goals and targets for operational improvement.

 

Industry Lessons Learned in Maintenance Planning & Scheduling - Planning Pitfalls

Tuesday, 11 September 2018 16:27

This is the third of our three articles on Maintenance Planning and Scheduling – are we learning the industry lessons? Out first article explored “The Big Picture’’ and examined challenges associate with the overall process, people and capability issues, master data and key performance indicators. Our second article delved into the challenges we observe with the scheduling process.

The other articles in this series are:  

In this final article in the series, we explore the planning process and five of the common improvement opportunities we observe within the planning process:

  1. Quality of the relationship with supply department
  2. Feedback on the quality of planned work
  3. Use of Corrective Task Lists/Standard Jobs
  4. Planner focussed on future work
  5. Stakeholder engagement
 

Industry Lessons Learned in Maintenance Planning & Scheduling - Scheduling Pitfalls

Tuesday, 04 September 2018 16:27

In the first article in this series on Maintenance Planning and Scheduling, we explored some of the “Big Picture” issues associated with the Planning and Scheduling process, people and capability to support the process, master data and KPIs.

The other articles in this series are:  

In this second article in our series, we will dive a little deeper and explore in more depth, five of the common issues that affect the Scheduling process, namely:

  1. Rework due to unplanned work being passed to Scheduler
  2. Capacity Management
  3. Priority of work
  4. Scheduler becomes a slave to the system
  5. KPI’s Driving wrong behaviour
 

Industry Lessons Learned in Maintenance Planning & Scheduling - “The Big Picture”

Tuesday, 28 August 2018 16:27

Most organisations that carry out equipment maintenance have some sort of Planning and Scheduling process in place, ranging from a basic manual card system to an advanced Computerised Maintenance Management System such as SAP, Pronto or Maximo.

This is the first in a series of 3 articles, where we will explore the “Big Picture” systemic issues associated with the overall maintenance Planning and Scheduling process. The other articles in this series are: 

  • Industry Lessons Learned in Maintenance Planning & Scheduling - “ The Big Picture” (this article)
  • Industry Lessons Learned in Maintenance Planning & Scheduling - Scheduling Pitfalls (to come)
  • Industry Lessons Learned in Maintenance Planning & Scheduling - Planning Pitfalls (to come)
 

Asset Management Strategy vs Strategic Asset Management Plan (SAMP) – Has ISO got it wrong?

Tuesday, 31 July 2018 14:04

In dealings with our clients, I often find that there is considerable confusion regarding what should be contained in a Strategic Asset Management Plan (SAMP). We have seen SAMPs that are upwards of 200 pages long – a mighty tome that is destined to rapidly become “shelfware” and of little value to anybody. This confusion is exacerbated by the lack of clarity in guidance that is provided in ISO 55000, ISO 55001 and ISO 55002. In our view, it appears that ISO itself (or at least TC251 – the technical committee that put together ISO 55001) is confused regarding its definition of the SAMP. More specifically, they have confused two separate documents – an Asset Management Strategy, and the Strategic Asset Management Plan. We hope that this will be clarified in the next version of ISO 55001, but in the meantime, I outline the reasoning for why improvements are needed below.

First, let’s make sure we are all on the same page when it comes to terminology.

 

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