
In 2014, at an IMEC conference organized by the University of Toronto, Art Rice of Maintenance Technology Magazine said that in many cases “Lean is a form of Anorexia”. He was right then, and he is still right today.
When I heard him, I realized that in many cases where I’ve seen attempts at “lean manufacturing” the lean really means “understaffed”. In those cases some of the lean manufacturing tools have been implemented, often with the help of outside expert help but lean results haven’t occurred. The introduction of “lean” in those companies was yet another attempt to cut costs without any deep thought as to what caused the high costs before introducing “lean”. [Read more…]


Based on our understanding of the six failure patterns, we can see that there is a large probability of failure when the equipment is first installed and started up. One of the Englisch causes of this increase in probability is the fact that the equipment was not installed or maintained correctly. This may be due to the installer or maintainer not using or following procedures. Having procedures is the first step to reducing these failures, but the procedures must be written in a clear, easy to follow manner. When writing procedures, it is critical to ensure that there are no interpretations in the written instructions. How can this be accomplished?







Why is that some organization seem to break the reactive cycle and others don’t? After all most organizations have a PM program and some form of a planning and scheduling program right? The key difference between those that do is their ability to use their failure data and systematically eliminate defects and issues from the processes and equipment. This doesn’t mean adding a new PM everytime some fails, which just won’t work.

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