Reliability Engineering Services Customer Success
For a University Hospital, Developing an Asset Management Program Requires Creating a Reliability Program
Thomas Jefferson University Hospitals is a leading academic medical center in Philadelphia dedicated to excellence in patient care and safety. The hospitals are part of the Jefferson Health network that includes 14 hospital locations, seven urgent care centers, one NCI-designated cancer center, 22 rehab specialty services, 19 outpatient centers and 25 testing and imaging centers.
Improving reliability in an asset-intensive manufacturing plant is often described as a journey because it can take multiple years to drive measurable improvements. In the case of this metal products plant, the reliability journey took some twists and turns, but progress continues.
Albemarle Corporation is a global specialty chemicals company with leading positions in lithium, bromine, refining catalysts and applied surface treatments. With a history that extends back to 1887, Albemarle is a leading global producer of catalyst solutions and performance chemicals.
The many benefits of increased reliability are widely understood – improved safety, less downtime, extended asset life. But how does one actually create a culture that values and creates reliability?
A global metals manufacturer needed to take corrective measures to fix their frequent equipment failures from one of their hot mills. The facility realized the issues were beginning to affect their ability to meet customer demand, so they quickly sprang into action and began searching for outside expertise that could help identify the root cause of their equipment failures, develop processes to prevent future downtime, and provide on-site support to oversee the implementation of a new reliability improvement plan.
A premium aluminum supplier experienced a serious failure that shut down their site for an extended period of time, prompting a much-needed review of their maintenance practices. The shutdown soon began affecting their customers’ ability to meet market demand, so they needed assurances that the manufacturer had a plan in place to prevent significant future outages.
A major international pharmaceutical production line had a sound maintenance strategy in place for their custom-designed manufacturing solutions, or so they thought. However, at the request of their client, the business needed to re-think their risk-based asset management and equipment reliability analysis processes that would include a proven reliability-based preventive maintenance (PM) program.
How would you react if your equipment was hanging 200 feet in the air, extended over water? For most facility leaders this might make you feel uneasy, but for one international export team this is an everyday experience.
The President and COO of a nationwide energy company was faced with a question that many other manufacturing leaders have: whether to replace two aging assets or to continue investing in their refurbishment. This was not a simple decision because both outcomes would require significant financial investment, so it was imperative for both options to be fully investigated to determine the best solution. The President enlisted Life Cycle Engineering (LCE), experts in reliability engineering, to assist in making a decision that was best for the business.
Carpenter Technology Corporation, an international manufacturer and distributor of specialty alloys, finalized their acquisition of Latrobe Specialty Metals, Inc., however the merging of personnel, systems and processes was proving to be a daunting task. Soon after the acquisition was announced, Carpenter’s management team needed to begin focusing their attention on completing a smooth and successful transition.