News

New article: Reliability Centred Maintenance (RCM) in action: apron feeders

By exploring the success or failure of maintenance strategies for specific pieces of equipment, we can examine how all process equipment are able to cause major production issues and costs if not properly maintained. Having the correct strategies in place to support your business needs can ensure that production downtime is minimised within accepted limits.

This article uses the example of apron feeder maintenance to illustrate how you might proceed with developing a maintenance strategy for your key physical assets.

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Our annual industry priorities research report is available for download

2021 survey report: download for free using the form below.

We are excited to share this year's Asset Management and Maintenance Priorities research report with you. Every year since 2016, we have surveyed maintenance and asset management professionals from a range of industries to determine what their priorities were for that year, and what initiatives they were putting in place to deal with those priorities.

We invite you to download the report using the form below, and we hope it will be useful to you and your organisation in the financial year ahead. Please do not hesitate to contact us if you have any questions, or wish to discuss any of the findings with us.

 

New article: How to align reward systems with strategic goals: Moving from a repair-focused to a reliability-focused culture

Any form of change initiative must successfully address the question of “what’s in it for me?” for those being asked to change. In other words, there must be some form of greater reward for individuals and groups if they adopt the new, desired behaviours, than if they continue to behave in the old, undesirable way. These rewards can be both financial and non-financial, but the most successful change initiatives incorporate a blend of the two.

This is the third in a series of 6 articles on moving from a repair-focused to a reliability-focused culture. The full series includes:

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We trimmed and wrapped over 1000 roses for Cystic Fibrosis WA

Last Thursday we were thrilled to once again participate in the preparation for 65 Roses Day, hosted by Cystic Fibrosis WA. It was great to be involved once again after last year's event was sadly postponed due to the COVID-19 outbreak.

We managed to match our performance of previous years, with our dedicated team of engineers-come-floral decorators reaching a total of over 1,000 roses trimmed and wrapped. These roses were then sold on 65 Roses Day last Friday to raise funds for essential research and support for those living with cystic fibrosis in WA.

Thanks to CFWA for the opportunity to get involved in this great cause for another year. If you would like to learn more about the event and how the proceeds are used, visit their website at cfwa.org.au/65roses/. If you didn't manage to grab a rose for your loved one this time around, look out for the stalls next 28th of May in Perth and across regional WA!

 

65 roses 1

65 roses 2 1080

 

New article: How to ensure a long-term strategic focus: Moving from a repair-focused to a reliability-focused culture

The first point to make about Organisational Culture is that changing it is not a short-term activity. Significant, sustainable change in organisational culture takes at least 5 years and potentially up to 10 years in some organisations. Given the propensity of some organisations today to rotate managers through operational positions with a two-to-three-year spell in any one position, it is unlikely that any one manager will succeed in significantly and sustainably changing the culture within their area of responsibility – but many try.

What is required is a constancy of purpose that transcends short-term fluctuations in organisational circumstances, and changes in personnel. This, therefore, requires the achievement of a reliability-focused culture to be a core element of the organisation’s strategic vision and plan. And this, in turn, requires the senior leadership team (potentially including the board of directors) to be convinced of the merits of this initiative – not just one individual. We will discuss how to go about achieving this later in this series.

 

This is the first in a series of 6 articles on moving from a repair-focused to a reliability-focused culture. The full series includes:

  • Part 1. How to ensure a long-term strategic focus (this article)
  • Part 2. How to build a business case for reliability improvement
  • Part 3. How to align reward systems with strategic goals
  • Part 4. How to improve cross functional collaboration
  • Part 5. How to create opportunities for teamwork and organisational learning
  • Part 6. 7 tips to become a strong, committed leader

 

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