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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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EPA announced that the promulgation of National Emission Standards for Hazardous Air Pollutants (NESHAP) for industrial, commercial, and institutional boilers and process heaters is postponed to January 16, 2011. The regulation, commonly referred to as Boiler MACT, will affect approx. 13,500 boilers at various facilities deemed to be major sources of hazardous air pollutants (HAPs).
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In a previous article we covered how to perform a detailed Weibull Analysis in Excel. The outputs from a Weibull analysis are important because we can use them for a variety of Reliability calculations such as when to most economically maintain assets.
A common mistake we see made is Reliability Engineers determining the optimal maintenance interval as the MTBF. This is incorrect as it assumes that you will have failed approximately 50-60% of the components before you have maintenance performed on them. (Sounds ridiculous when you say it that way right!?)
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The current state of the quality profession is affected by shifting business infrastructures and changing definitions of brand quality.
Businesses need to react and change against external pressures like increased frequency of consumer communications, the availability of big data, expanding regulations and standards, and the expectations to innovate quickly. The quality profession is at risk of losing its effectiveness in the overall business operations if it does not proactively change with the business.
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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.
In the world of industrial and manufacturing enterprises, where precision and reliability are paramount, maintenance leadership stands as the unsung hero. Behind the scenes, these individuals and teams are the custodians of high-quality operations, ensuring that machinery hums with efficiency, downtime is minimized, and standards are not just met but exceeded. Let’s take a closer look at the essence of exemplary maintenance leadership and why it’s the cornerstone of a well-oiled operation.
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Really? I don’t know any organization that has the time, money, and other resources to do so.
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The New-Products manager asked me, “Your actuarial failure rate estimates (from vehicle registrations, bills-of-materials, and automotive aftermarket store sales) are for dead-forever parts with at most one failure. What if auto parts could be renewed or replaced more than once?” Chagrined, I wrote a spreadsheet program to estimate actuarial rates for renewal processes, without life data. But what is the corresponding estimator from grouped, cohort renewal counts like the Kaplan-Meier estimator for grouped, cohort failure counts?
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The third edition of API 752, “Management of Hazards Associated with Permanent Buidlings” came out in late 2009 and there are a few major revisions to consider.
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British oak forests provided the wood to build the fleets that fought the Seven Years’ War, American Revolutionary War, French Revolution, and the Napoleonic Wars. New trees had to mature for 80-120 years for shipbuilding. By the early 1800s, three-quarters of British oak forests had been harvested to fight a half century of naval wars. Additionally, a scourge of dry rot reduced the service life of Britain’s main battle ships from the historical 25 years to less than 7 years. Britain had a severe national security problem – the Timber Crisis.
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Headings are vital in improving accessibility for vision-impaired individuals by providing structure, navigation, and context. Headings make content more understandable and usable for those who rely on screen readers and other assistive technologies when used correctly.
It’s essential to follow good practices to create accessible text with headings.
Use proper HTML headings (<h1>, <h2>, etc.) to create a hierarchical structure. Avoid using other formatting (e.g., bold text) as a substitute for headings.
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Operators need to estimate when in the future their equipment will attain their end-of-life state. Obsolescence is another word for equipment end-of life. Once they reach this stage, equipment replacement often leads to significant budgetary expenditures. In addition, if the operation has a large number of a particular equipment types, they could all reach their end-of life at the same time leading to even greater financial impact. In industry jargon, this is known as the “Tsunami” effect. Operators need to aware and prepared in order to avoid this “wave” of consequences. Managing future cash inflow and outflows happens to be crucial financial exercise in any organization. Therefore, end-of-life management in an important financial accounting exercise. However, estimating end of life this is not always as straightforward as it seems.
Part 1 of this article is here. And it covered Tips# 1 to 3.
AI projects are R&D initiatives and not simply IT projects. Organizations miss the mark in realizing value from AI as they undertake AI projects just like their network update, or systems infrastructure upgrade.
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About two years ago Jesus Sifonte, CMMI, invited James Reyes-Picknell to be a speaker at a congress that he was holding in San Juan, Puerto Rico. They did not know each other, nor did they even know much about each other. They were recommended to each other by a mutual friend. At the congress, they presented their respective topics and in the evenings shared a few drinks and spoke about maintenance, reliability and asset management. They realized that they both had a shared passion for excellence and we learned about each-others’ experience.
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When the COVID pandemic stuck in March 2020, many organisations struggled with business continuity. Many were caught out without business continuity strategies or plans to overcome the likely business disruption that was brought about by COVID.
Having worked with organisations on their business continuity planning, the key challenge many organisations face in developing their business continuity strategies and plans is the level of business continuity planning and effort required. Many business continuity consultants have adopted the ISO 22301 Business continuity management systems — Requirements approach and have unfortunately over-engineered the approach as a one-size-fits-all.
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