How do you measure reliability?

The Maintenance Scorecard is the first book to seriously tackle the issue of aligning asset management with other areas of corporate activity. This is a particularly relevant topic given the growing importance of the area as a source of strategic advantages and as a centre for risk management.

Although safety and risk mitigation is a fundamental part of creating value and boosting profits, it is not the end of the story when it comes to asset management. To realize the true value of an asset across its entire lifecycle, a business must ensure it has a set of key building blocks in place. These consist of forward-looking management structures and processes that adopt a broader perspective than just identifying and addressing threats and vulnerabilities.

This is the 3rd installment of an 8-step process to enable you on your journey to Operational Excellence. Monitoring progress is essential to the continuous improvement process to ensure the implemented changes deliver.

Many production facilities face a so-called infrastructure maintenance gap, where they don't focus solely on building infrastructure capabilities while still investing in machinery and equipment. In this article, we share what elements, systems, and installations require maintenance in the whole manufacturing facility infrastructure.

Besides being the central hub for maintenance, the storeroom also provides functions that are absolutely critical to the maintenance operation. These functions are so important that when the storeroom is operating in a best practices mode, the rest of the maintenance operation can excel – the storeroom is the enabler. Put another way, if the storeroom is run improperly (such as poor inventory accuracy, parts unavailable when needed due to poor replenishment and procurement practices, etc), the rest of the maintenance operation has no chance of achieving high service levels of equipment availability and reliability.

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.

Daily and weekly meetings between operations and maintenance are crucial in taking the efficiency of your daily maintenance to a higher level. Coordinating meetings where various departments prioritize work orders (WO) and maintenance is the foundation for a partnership between operations and maintenance. Such meetings create efficiency. Well-organized meetings with clear goals and agendas can completely change the culture for the better in an organization.