How do you measure reliability?

The current economic climate dictates that cost management is a critical activity for many companies and their managers. Maintenance is very often seen as an area where cost cutting targets can be easily and quickly achieved. Many maintenance managers take the view that this type of philosophy always ends up with increased costs in the future. This is not true in many cases. 15 years of analysis and review of maintenance programs by the author shows that most maintenance departments are more reactive than they should be and because of this, they over spend and underperform.

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.

The SMRP Body of Knowledge contains five distinct pillars. How does understanding and using the SMRP Body of Knowledge accelerate your current maintenance and reliability program? To begin with, it is designed to provide a framework and outline of what should be in a good program. It also covers some foundational elements, such as project management, change management, etc. All of which are required to start and sustain the program.

Managing your inventory levels correctly can mean the difference between machinery that has broken down and is slowing down the assembly line or a smoothly running machine that is boosting productivity. In today’s competitive industry, no company can afford downtimes and delays in production due to missing parts. With increased competition, companies depend on their supply chain to be leaner, healthier and faster than the competition. The thing to remember about inventory control is that it’s about striking a balance between too much stock and too little. If you have too many tools and spare parts on hand, you’re wasting company funds that could be better utilized elsewhere.

Equipment inspections is key to keeping your production running but many plants don't tap into all the resources available. IDCON Reliability and Maintenance Management Consultant, Michael Lippig has a simple decision chart that will help you decide what tasks can be done by what roles.

Maintenance practices and technologies have evolved to meet the needs of the changing industrial environment. The function has evolved from a community of reactive fixers, to dedicated craftsmen, to proactive professionals. The next generation of personnel could well be based on practitioners of Quality Management Systems (QMS).

So, let’s start with my hypothesis that TPM drives all three elements of OEE, namely: machine availability, speed and quality.   Traditionally as a Maintenance Leader and then Operational Excellence (OpEx) leader in paper mills and packaging manufacturing plants, my focus was all about machine availability.  If the machine was running, it belonged to operations and I could focus on writing PMs, improving RCM and building Gantt charts for my next planned outage.  However, experience has taught me that just focusing on availability is missing 2/3 of the opportunity to improve business by not embracing the entire OEE metric through maintenance action.