August 17, 2019, 10:34 pm

Articles

5 Keys to Lean Maintenance & Improving Maintenance Productivity – Part 6 – Think Holistically

Monday, 12 January 2015 19:34

In the first in this series of articles, we discussed the benefits that leading organisations enjoy when they have high levels of maintenance productivity, and outlined methods for achieving this.  Since then, we’ve been working through the proposed methods and examining how each can be used to eliminate waste to deliver Lean Maintenance with improved productivity. In this article, we will tackle the final topic on this list, 'Think Holistically.'

 

5 Keys to Lean Maintenance and Improving Maintenance Productivity - Part 5 - Environment for Success

Wednesday, 17 December 2014 17:50

In the first in this series of articles, we mentioned that any improvement process is headed for failure without the buy-in and support of all those involved; it is imperative that the leadership and culture is focussed on being proactive rather than reactive, and is performance driven.  In addition, we stated that the development and implementation of a 'balanced scorecard' of Key Performance Indicators (KPIs) and the support and communication from management are the keys to delivering improvement. In this article we will expand on these thoughts.

 

Using Performance Measures to Drive Maintenance and Asset Management Performance Improvement

Thursday, 11 December 2014 12:34

analysing data

Many people and many organisations are struggling to develop Performance Measures that effectively drive performance improvement.  They are often wading under the ad-hoc morass of inherited, legacy Key Performance Indicator (KPI) and performance reports.  The bureaucracy involved in producing, analysing and reporting on these performance measures has taken over from effective, action-oriented Maintenance Improvement, and the purpose behind the production of the KPIs has been lost.

 

Managing Human Error in Maintenance

Monday, 01 December 2014 15:39

Human-ErrorNumerous research studies have shown that over 50% of all equipment fails prematurely after maintenance work has been performed on it. In the most embarrassing cases, the maintenance work performed was intended to prevent the very failures that occurred. Building on the latest academic research, and based on practical experience, this paper outlines the key things that maintenance managers can do to reduce or eliminate the impact of human error in maintenance.

 

Equipment Criticality Analysis – A Streamlined Approach

Wednesday, 19 November 2014 14:03

critical equipmentAs consultants, we have seen our clients spend an awful lot of time performing detailed analysis in order to determine the criticality of their equipment.  In our view, much of that time is unnecessary.  In this article, we will explore a streamlined approach for determining equipment criticality, which achieves the desired results, but more quickly, and consuming less of your most valuable people’s time. 

Before starting, however, it is worth first considering whether you need to perform Equipment Criticality Analysis at all, and if you do, what you are going to use the resulting outputs for.  As we discuss in the article “Equipment Criticality Analysis – Is it a Waste of Time?”, there are a number of possible uses for Equipment Criticality Analysis, some more sound than others.  It is important to start this process with the end objective clearly in mind – there is definitely nothing more wasteful than spending lots of time assessing the criticality of every asset in your organisation, loading this into your ERP, EAM or CMMS system, and then doing nothing with it.

 

Improving Equipment and People Productivity in the Mining Industry

Tuesday, 07 October 2014 12:08

Here is a copy of a presentation given by Sandy Dunn at the IMARC conference in September 2014.  In this presentation he talks about

  • past trends in multifactor productivity in the mining industry,
  • what mining companies are currently doing to improve productivity (and the appropriateness of those actions), and
  • a suggested pathway for future, sustainable improvements in productivity of mining equipment and people.
 

Leading an ISO 55000 Implementation: It’s Not What You Do, It’s The Way You Do It

Monday, 29 September 2014 11:24

“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall”— Stephen Covey.

With the ink dry on the ISO 55000 series of standards, asset management is a term of growing importance in many industries. There are significant benefits on the table (see our How Does Asset Management Deliver Value article for more information), but implementation can be a challenge. This paper, written by Scott Yates and Sudarshan Mandloi, explores four key ideas that top management can use to drive the process forward:

  • Be a leader
  • Give direction
  • Allocate resources
  • Reward performance 
 

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