Your Reliability Engineering Professional Development Site
Estimating the money for commissioning spares allowance of a capital project using the maintenance cost in the RAV ratio is probably wrong, but it is often done. The allowance also depends on the life cycle asset management processes and practices in use.
Risk is probabilistic—a risk event may happen or it may not. The human mind struggles to understand probability until you make a picture.
Here is a simple visual management tool to let you see the impact of changing risk. Combine it with a risk cost calculator and you have an effective way to see how your risk changes with risk management plans and risk abatements
We are blind to risk. Most of us have to suffer a risk event before we know we are in one. We first experience pain and then we realise that we need to stop doing what is causing the pain.
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UNLIKE LEAN AND SIX SIGMA, THE PLANT WELLNESS WAY DIFFERENCE IS IT PREVENTS OPERATING RISKS FROM STARTING WITH A SYSTEM THAT IS BUSINESS-WIDE AND GOES END-TO-END OF THE WHOLE ASSET LIFE CYCLE
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Lean and Six Sigma are point-in-time problem focused methodologies, where as PWW EAM System-of-Reliability uses the whole life cycle to build business and operational systems with processes that continually optimize productivity, minimize risk, and generate maximum operating profits.
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Maintenance Planning and Scheduling can be learnt on the job, but to become a very good maintenance planner and maintenance scheduler you still need to know the reasons behind why you do things in certain ways when you plan and schedule maintenance work orders.
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First parts fail, then machines stop! If its parts don’t break your machines and equipment will always be reliable
Physics-of-Failure microstructure science explains why components fail, and why they get failed during service life. Understanding Physics-of-Failure is foundational to the Plant Wellness Way EAM methodology
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The very best monitoring and measuring analysis you can do for your company’s maintenance success is to develop the distribution curves of your range of maintenance KPI’s.
At least they will be useful in the honest decision-making you need to do to continually become a better and better maintenance performer.
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A business management system needs a quality management system built to make customers happy.
Every company already has a business management system they use to deliver products or services. If you want to be a more profitable business, you need to continually create a better management system.
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It took a long time to understand why a business in the same market did better than other businesses. Every one thought it was due to better marketing, or access to more capital. But it was not. It was simply that one business had products that better suited customer needs. The best product always gains most market share and makes the biggest profits. Which is why a business management system needs a quality management system that improves their products.
Behaviour Based Safety (BBS) programs address safety culture barriers with effective solutions for changing safety culture and securing a positive safety behaviour change.
Behaviour Based Safety passively and positively changes existing unsafe workplace behaviours by identifying and reinforcing the use of the right behaviours that protect people in real-world safety problems.
In workplaces that want high safety performance, behaviour based safety programs, when properly implemented, significantly improve personal safe performance and greatly reduce workplace injury and illness.
Behavioral Observation Programs using behavior based safety management reduce safety incidents by bringing beneficial workforce safety behavior change.
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A risk management risk matrix can trick you into leaving high consequences uncontrolled and convince you it is fine to do nothing to reduce the impacts of failure. Whether you think a bad event cannot happen has no standing in Law. The likelihood of an adverse event is unimportant; only the resultant severity is how the Law will gauge your risk abatement efforts. Did you do ‘reasonably practicable’ risk control?
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The Plant and Equipment Wellness Way was designed to quickly create Operational Excellence success. You can only get the Plant Wellness Way from LRS Operational Excellence Consultants.
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A certain Operations Manager started inventing production KPIs in order to measure reliability from a production perspective. So he got together his colleagues and they came up with this formula.
Reliability = Good Production / (Net Production Hours + Nominal Speed)
When asked to define ‘good production’, I was told that it was the saleable production remaining after losses such as speed losses, first time quality, downtime, change overs, etc. were taken off.
After 3 years of running TPM (Total Productive Maintenance) across 3 factories, they made the following observations. The mean time between failure (MTBF) of equipment in all 3 factories increased. The production volumes increased. However the Reliability remained flat. How can this be? Something is not right. Is the above formula incorrect?
Is there a better way to calculate Reliability from a production perspective?
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To help select which work orders to do first in situations of resource shortage many CMMS provide calculations for maintenance work order priority. Deciding maintenance work priority is a risk decision. The presence of risk totally changes the way to allocate maintenance job priority if you want to compare situations equally1. When you work with risk you cannot use a linear priority scale. Using linear priority ranking gives the wrong order of importance for doing maintenance work.
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A tutorial explaining the Physics of Failure method applied to regularly failing roller bearings in a dewatering press. After three years of exhaustive efforts to solve the cause of the bearing failures it was decided to test Physics of Failure Analysis with the aim of finding a lasting answer.
Predictive Maintenance strategy uses condition monitoring techniques to observe plant and equipment health. Based on the equipment’s condition you plan, schedule and perform any necessary maintenance before the breakdown. To use Predictive Maintenance most successfully you must set-up and run your condition monitoring program correctly all the time—predictive maintenance is a never ending strategy that if not done right at every step will still lead to plant and equipment failures. Learn about the many ways your predictive maintenance program will fail and you won’t even know about it!
Keywords: predictive maintenance, condition monitoring, Con Mon
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The likelihood of component failure reflects the operational risk present. By reducing the likelihood of component failure to zero, zero operational risk is achieved.
Operational Risk is a mathematical formula, with variables that can be manipulated and controlled to reach the desired outcome. Below are three equations related to operational risk that you can use to change your future.
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