Asset Productivity Articles
Our expert staff is well known throughout the industry for its breadth of knowledge gained through years of practical experience. The following articles, written by members of our staff, have been published in industry journals and Web sites.
How to drive continual improvement through an impactful Corrective Action program
At its core, the Corrective Action (CA) process addresses issues or gaps that have been identified, develops a complete action plan to address those issues or gaps, and resolves them completely and verifiably. The CA process should be rigorous, consistent, repeatable, and accommodate a wide range of uses. Using a methodical approach, a CA process:
As I write this article we are in the early stages of economic recovery from the Covid-19 pandemic. Business leaders are asking “What can we do to recover?” and “What can we do to be better prepared in the future?” While the events of the last few months are still fresh in our minds we need to conduct after action reviews.
Asset-intensive organizations like manufacturing plants, industrial facilities, and public utilities depend on strong management of physical assets to reliably meet operational and financial goals. To implement an asset management strategy that will produce predictable, reliable, and sustainable results means the organization clearly understands how and where to make the best investments in its asset management system. These investments include designing for reliability and better reliability and maintenance work processes throughout the asset life cycle as well as training people at all levels of the organization.
If leading business experts, publications and websites are any indication, you know how critical innovative thinking is to your company’s future. But you may also feel frustrated with the approval process at your firm. You may have failed to get approval for great ideas in the past and that is negatively impacting your desire to propose new ideas in the future.
Asset-intensive organizations like manufacturing plants, industrial facilities and public utilities depend on strong management of physical assets to reliably meet operational and financial goals. Implementing an asset management strategy and system that will produce sustainable results clearly requires executive-level sponsorship. In organizational change leadership terms this translates to being an active and visible leader. So what does that mean for asset-intensive organizations seeking to improve their asset management strategies?
Asset-intensive organizations like manufacturing plants, industrial facilities and public utilities depend on excellent management of physical assets to reliably meet operational and financial goals. Many owners confuse a capital asset replacement plan (a reactive and costly strategy) with an asset management strategy that proactively reduces cost and risks while extending and maximizing the useful life of the assets
When looking at the tremendous scale of an asset management implementation, it’s easy to push off some of the “smaller” clauses like 9.2 Internal Audit. In doing so, an organization overlooks a valuable method for gauging project progress and for educating affected personnel about asset management and the ISO standard.
Enterprise transformation, disruptive technology, predictive analytics, Internet of Things, enterprise visibility...As the CIO of a transportation organization you’re faced with enough technology buzzwords to make your head spin. From transit passengers to front-line maintenance workers, the stakeholders that matter to your organization demand easier access to better information.
Reliability Centered Maintenance (RCM) is turning 40, but it isn’t “over the hill.” In fact, RCM is just as relevant and strong an approach today as it was when Nowlan and Heap published “Reliability Centered Maintenance” in 1978.
If I had a dollar for every time I’ve heard a client say, “We’ve got to change the culture!” I would be a wealthy man.
With the increased adoption of the ISO 55000 Standard for Asset Management, released in early 2014, more and more companies are contacting us and asking for help in understanding the standard and developing an ISO-compliant asset management system.
Most organizations have a significant financial investment in spare parts Maintenance, Repair and Operations (MRO) storeroom inventory. Yet only about 8-10% of this investment is commonly used on an annual basis. The remaining 90 to 92% of the inventory consists of critical spares and slow-moving, excess, or obsolete parts. Let’s first examine what makes up the 90-92% portion of inventory and then consider some strategies that can reduce the overall investment required to keep production operating without unnecessary downtime.
Let’s assume you have the necessary sponsorship and formal approvals to invest in improving reliability. Remembering Stephen Covey’s second habit (begin with the end in mind), how can you measure if your reliability improvement project is delivering results that align with business objectives?
The original 12-Step Recovery Program was developed in the 1930’s and incorporated by Alcoholics Anonymous to help people deal with their "powerlessness" to stop drinking. Since then the 12-step model has been adopted by many other groups dealing with an array of issues that all have one thing in common: a desire to stop.
Rewarding individual operators, and operations as a group, means recognizing them for their performance and acknowledging their contributions to their organization's goals. Group recognition is typically tied to lagging metrics, i.e. asset reliability.
Obsolete. Everyone who has ever purchased a computer knows what that means. It describes your computer within a month or so of your purchase.
Venom…ill will…backstabbing…vindictiveness…mistrust…betrayal. These are some of the most negative aspects of human interaction. And they are present in nearly every manufacturing organization I’ve gotten to know well.
Ten thousand steps a day is quickly becoming the gold standard for maintaining an active and healthy lifestyle. Getting steps in has transformed the image of exercise from an uncomfortable and uninviting activity to something very achievable for many people who want to improve their health.
A good shift gone bad…
Eddie pulled into the parking lot at the plant ready to go back to work. As a shift supervisor, he was looking forward to a smooth, drama-free shift. All his best employees were at the plant this rotation and he could count on them to do a great job. As he parked his car, he saw Pete, the shift supervisor he was relieving, drive past him in a hurry.
I have found that the most valuable weapon in any production facility’s business improvement arsenal is an effective loss measurement system. Every lost opportunity to make a pound of product or a box of widgets should be captured. And if the loss event is above a threshold value (which should decline annually), must have an origination point (an asset or a processing step), and some searchable categorization (such as equipment downtime, lack of materials, etc.) attributed to it. Note that these are not root causes, just the readily observable origin and effect. Root cause comes later.