Enhancing Overall Equipment Effectiveness Through TPM

To mangle a 270-year-old sonnet written by Elizabeth Barrett Browning—How do we dislike our bosses? Let us count the ways. Harvard Business Review (HBR) surveyed 300,000 workers and finds the issues workers have with leadership are almost equally divided between actions, and the failure to act.

Lack of investment in maintenance could potentially have costly consequences. Besides safety risks, defects in power stations often result in cost-intensive remediation measures and temporary loss of power production. The ideal maintenance strategy is about applying the right measures at the right times. However, there are no silver bullets for power station maintenance.

When temperatures drop and winter weather hits, having the right heating solution is key for both businesses and homeowners. But no one wants to start their HVAC unit only to realize it’s not providing hot air or has completely malfunctioned. That’s why it’s important to have a plan in place that prioritizes preventative maintenance.

Like most mature job functions, facilities management regularly face the scenario of senior employees retiring, more so than newer industries like artificial intelligence or electric vehicles. Everyone of us can related to throwing a surprise party for a fellow colleague, and then it hits us, when Tim walks out that door, along go 4 decades of knowledge. But Tim's job is done, he has earned a well-deserved retirement and it's time for new employees to take the reins.

By focusing on people and operational improvement, such an EAM program can significantly improve asset utilization rates while reducing long-term capital costs. That attention to people and operations is an essential element of EAM success, however, strategies centered alone on capital investments in facilities and fleet logistics typically fall short of the significant benefits an effective EAM effort can produce.

So, it’s a manager’s job to keep an organization energized. To keep everyone moving onward and upward out of the ruts. To maintain that sense of urgency. To build a culture where people are concerned when things are just not happening the way they should be, or could be, and they go ahead and systematically do something about it. Energizing an organization is not an easy thing to do and crises, real or fabricated, and a push for immediate fixes are one way to do this.

What are the demands of Industry 5.0 and what do leaders and teams need to consider in order to nurture people on the 5.0 journey, particularly in line with the expectation of our post millennial teams and the exponential rise in technology? How do we adapt to harness what is now available in people and process for the consistent performance of quality?