Reliability Of Critical Turbo/Compressor Equipment

I have especially seen the need for “know WHY” training when companies start including operators in inspections and other maintenance work. Often, we do the training for operators, but suggest that maintenance craftspeople attend so they can become the future instructors. It is very common that the craftspeople themselves then discover that they also need “know WHY” training!

Fluid monitoring programs have long been a challenge within the reliability and operations community. For these programs to be implemented properly, the samples must be taken at intervals more frequently than assets or personnel are available. Best in class reliability programs have found success addressing this challenge by implementing online fluid or oil monitoring programs.

This paper outlines the key factors that you should consider when establishing a Maintenance Change program in your organization. In doing so, it provides a framework which you can apply to increase the chances of success in your change efforts. The paper draws heavily on Price Waterhouse experience in implementing Maintenance change at many major organizations throughout WA, as well as our international experience in implementing change as articulated in our book "Better Change."

The maintenance impact on manufacturing results has traditionally been measured in terms of cost. As equipment reliability became a focus area in our industry, the strategic value of maintenance effectiveness became apparent to business leaders. For mill leaders, this brought the dilemma of balancing a need to reduce costs with an expectation that reliability must improve. From a total corporation view, wide disparity among site results establishes the need to lead and support change in maintenance performance. It is this kind of variability among sites that provides the opportunity to improve performance.

The phrase “It’s just common sense” is used quite often to describe conclusions or circumstances that are obvious to most people, at least those within earshot.  However, W. Edwards Deming, a well-respected management guru and quality expert, famously said ‘There’s no such thing as common sense.  If there were, it would be common.’  So, I suppose we have our answer to the title question, at least from Deming’s perspective. That said, let’s explore this further, and perhaps try to begin to understand why he said this, and why so often we see instances where “common sense” is not applied. Maybe it’s just not as common as it should be.

Christer Idhammar is recognized as a maintenance guru across the world in the maintenance and reliability community. As the founder of IDCON INC and recipient of numerous awards and speaking invitations, he has established himself in his field through engaging and often hands on demonstrations. Christer sits down with Greg Mecomber to discuss his experiences over the years and his appreciation for the field.

There are many paradigms and legends surrounding maintenance management in plants. Often, the legends are known to be untrue, but people live with them because it is politically correct, or simply convenient. To be successful in improving equipment reliability and maintenance management, plants must break the legends that exist in their organizations. Some of the legends will be addressed in this article. You may find that these legends are uncomfortably close to describing how your plant operates.