November 18, 2018, 3:37 pm

Articles

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.

 

Creating the Organisational Environment for RCA Success

Monday, 07 May 2018 09:03

 This is the fourth and final article in this series where we have examined the following topics: 

 Experience tells us that, in practice, there are several barriers that inhibit the success of implementation of Root Cause Analysis practices.  Among these are:

  • This is great, but I don’t have time for this….
  • Inability or unwillingness to tackle the bigger issues
  • Fear of being “blamed” for making an error

All of these barriers must be overcome if implementation of RCA is to be successful.  Let’s deal with each of these barriers one at a time. 

 

You don’t need software to perform Root Cause Analysis – here’s why

Tuesday, 24 April 2018 09:03

 This is the third article in a series of four where we will examine the following topics: 

A growing number of Root Cause Analysis processes are being supported by RCA software.  We need to be careful not to oversell the benefits of software in effective problem solving – and in many cases, RCA software actually has some disadvantages and drawbacks.

The first thing we need to realise is that effective problem-solving through Root Cause Analysis techniques represents, for most organisations, a significant change in their way of thinking, and also represents a significant cultural shift.  These fundamental changes cannot be effectively brought about simply by purchasing a software package, and yet many technocratic organisations are tempted to believe that a technological solution (such as a piece of software) will solve their problems.

 

Two reasons why team-based approaches to Root Cause Analysis (RCA) are more effective

Monday, 09 April 2018 16:05

 This is the second article in a series of four where we will examine the following topics: 

 There is a school of thought, particularly among more highly qualified engineering personnel, that problem solving and Root Cause Analysis is best performed by “experts” in their fields.  This school of thought discounts the potential contribution of lesser qualified personnel in being able to identify and implement effective permanent solutions to maintenance and reliability problems.

I believe this viewpoint to be fundamentally flawed, for two main reasons.

 

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