This article covers the two main plant numbering systems that together form the framework on which all maintenance programmes are based and describes the value that can be created by integrating these identification systems. These two systems are: Equipment Numbers, or more accurately, Equipment Location Numbers Stock-Keeping Unit (SKU) numbers or, preferably, Material Catalogue Numbers. A third, less critical but still important numbering system for Stores location (or “bin”) numbers, is also included.
Useful Reliability and Maintenance Resources
from today's industrial maintenance experts
This machine had a long history of coupling and bearing failures. Over a two-year period several attempts were made to calculate the thermal growth on the motor and compressor supports. The original equipment manufacturer’s (OEM) technical manual gave a vertical thermal offset value of +0.04 in. (+40 mils). There were no recommendations for a target vertical angularity. Horizontal alignment changes were not mentioned.
I have received untold phone calls over the past several years, from friends in the industry, explaining that their mill is/was undergoing a ‘re-engineering’ of maintenance. Re-engineering in the broadest sense, including panic payroll reduction. The general theme of that re-engineering effort seems to be elimination of the maintenance department per se. Perhaps, however, behind this change, there is a larger, broader expectation.
The perfect solution for the problems with present-day CMMS is a platform approach. A CMMS built using a platform approach works like a quiver full of business capabilities, integrated to form a valuable whole. It works as follows.
Turn Your Lubricants into “Lubri-cans.” Just like everything else, lubricants have a shelf-life. If you treat them right, this can be anywhere between six months to three years depending on the type. However, lubricants will only reach their max life expectancy if they are stored and cared for properly.
Preventive maintenance is a strategy that helps plan regular and routine maintenance to maximize the longevity of assets, equipment, and buildings. It also helps reduce the chances of unexpected equipment failures, costly unplanned downtimes and reactive maintenance. Businesses implement PM strategies by planning and scheduling maintenance activities based on real-time operational data using a computerized maintenance management system (CMMS).
Maintenance isn’t exciting. For many, it’s a chore, something they’ll rather skip. Poor facility maintenance often marks the start of a downward spiral–a slippery slope you must avoid. But how? Enter facilities management: your ally in connecting people, processes, and systems.
As we move towards empowering maintenance with AI and other learning tools, connecting to the growing sources of data is an important consideration. Add this to the plethora of MES systems that are available to us, there is much to explore.
Facility managers need to ask themselves – What are the new energy paradigms that we must acknowledge, and what past practices are no longer smart or relevant? How can volatility be mitigated, and what strategies can be used to ensure it is not a major driver in rising operating costs?
To create a reliable manufacturing culture, you must agree to work in a close partnership between operations and maintenance, including stores and engineering. This should start with a common manufacturing mission that clearly expresses this. Then you need to design and implement all work management processes with the agreed upon mission statement as a guideline.
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