Your Reliability Engineering Professional Development Site
A listing in reverse chronological order of these article series:
The original edition of Uptime had “process re-engineering” as a 4th level at its pinnacle. It reflected what was then widely regarded as an approach to obtain beneficial change quickly. But, since the 1990’s that approach, was abused and used as a smoke-screen for downsizing or right-sizing as many would prefer to call it. That was never intended by the originators of “Business Process Re-engineering”, but it is what happened. It was lopped off the top of the pyramid in the 2nd edition – process re-design belongs as a result of strategy, not as a panacea for poorly designed and executed process. Processes should be revisited BEFORE implementation of IT / IM and occasionally it should all be reviewed as part of good governance, just like audits. The fundamental processes of good maintenance management practice are already described in this book’s chapters – how they appear on flow charts or value stream maps is up to each user. The third tier in Uptime (1st edition) was about Continuous Improvement, but it contained methods that were both more fundamental in their importance and more sophisticated than the tweaking that “continuous improvement” implies. [Read more…]
Manufacturer recommended maintenance tasks may be technically right for the machine. But watch to discover why not all maintenance tasks are one-size-fits all. [Read more…]
I guess I am writing this just as a reality/sanity check to see if it’s just me, or do my peers in the Reliability profession have the same problems I do, communicating with non-Reliability professionals?
If anyone has been in the Reliability game for a long period of time (I am in my 32nd year), we know that Reliability is a way of life and not just a job. So our proactive thinking, involuntarily bleeds over into our personal lives. [Read more…]
If you have invested the time to layout the storeroom correctly, and gather the right data, you are on the right track to a successful storeroom. However, if you don’t take the time to map the various processes in the storeroom, and hold staff to those processes, the work is done so far will be a waste.
When processes are mapped and responsibilities defined, the staff know who does what when. This eliminates unnecessary communication and work, enabling more time to do what is required. In addition, when all activities are repeated in a consistent way, it allows organizations to evaluate the process and determine better ways of working. [Read more…]
In the first edition, the second tier of the pyramid was called “control”. Of course the harder we try to control something, the more complex we make things, and the more likely they will go awry. If you have teenage children you can see that very clearly! You want them to learn and mature, but if you try to control how they do it, you will have trouble. Less control, while providing guidelines and advice, and letting them make their choices will work far better. In “Uptime” the emphasis is on successful practice, not control. Control is exercised in how you decide to implement the practices. The practices remain “essential” to your success no matter how you deploy them. The subjects covered in this level of the pyramid have remained much the same throughout all three editions of Uptime but they’ve grown richer in detail, providing more insight, and with emphasis on how tightly integrated they really need to be with each other. [Read more…]
Do you ever feel married to your equipment? That’s because Inherent Reliability is like a marriage in one big way… [Read more…]
RCA has an image problem and needs a public relations agent to reshape its reputation in the healthcare industry! RCA is primarily viewed as a reactive tool. This perception is how we have been conditioned by various regulatory agencies that require us to do RCA under very specific circumstances (usually when something very bad has occurred). When such ‘Sentinel Events’ occur, then we pull the microscope out to take a deeper look using our respective RCA tools. Under this use, RCA is viewed as a ‘Money-Taker’ because it appears only to consume people’s time and resources when they already feel they are overloaded. Rarely is the CEO asking for an ROI associated with an RCA. [Read more…]
No storeroom is perfect, well at least of those I have seen. The process of improving is never ending. A common term for this process of continuous improvement is Kaizen. The Kaizen activity is often seen on the plant floor, either the form of a blitz, in which a tremendous amount of resources are thrown at an issue or an area. The other is a systematic approach, in which a small amount of improvement is achieved each day. [Read more…]
This is the base of the pyramid – its foundation, comprising Strategy, People, and Teams. It includes a few topics: Strategy and People and Teams. [Read more…]
The biggest problem to your Reliability Program is living in Reactive mode. In this video, I talk about how you can create a Proactive Reliability environment by doing two very important things. [Read more…]
We hear about ‘poor communication’ so often related to undesirable outcomes, that the term has become somewhat generic in nature. It has become meaningless in terms of implementing corrective action plans to prevent the risk of further miscommunication. How can we act on ‘poor communications’ without understanding what causes such miscommunication? This article will focus on applying key RCA principles to understanding what causes miscommunication. [Read more…]
Knowing what the best practices are in a storeroom or spare parts management process is not enough. The best practices need to implemented, and typically it can’t just be implemented right away. The level of resources, the ability of people to change all prevents the immediate implementation. In addition, not every organization will be at the same starting point or want to go to the same level of maturity. This is where an assessment comes in. [Read more…]
Benjamin Franklin’s axiom, “An ounce of prevention is worth a pound of cure”, has been used most commonly when referring to health care. It is also highly appropriate in reliability and maintenance circles.
Of course, we complicate it in business by wanting to know what the prevention will cost and what we save by avoiding the cost of the cure. [Read more…]
Who knew that a rogue poker player would teach me how to maintain our ???? ????????? “machine.” When we get this, everything else suffers, big-time. This is similar to a “safety time out.” [Read more…]
