Five Pillars for a Maintenance and Reliability Program
James Kovacevic
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.
The Body of Knowledge, however, does not tell you how to implement a maintenance and reliability program. Why does it not provide the how to? Well, every maintenance & reliability program has the same elements, but they are all very different. The programs must be designed and implemented in a way that fits with the business and is specific to the business goals. These goals will vary across industries and even within industries.
The SMRP Body of Knowledge contains five distinct pillars:
1. Business and management – Describes the skills used to translate an organization’s business goals into appropriate maintenance and reliability goals that support and contribute to the organization’s business results.
2. Manufacturing process reliability – Relates maintenance and reliability activities to the manufacturing process of the organization to ensure that maintenance and reliability activities improve the manufacturing process
3. Equipment reliability – Describes the two kinds of activities that apply to the equipment and processes for which the maintenance and reliability professional is accountable. First, those activities used to assess the current capabilities of the equipment and processes in term of their reliability, availability, maintainability, and criticality. Second are the activities used to select and apply the most appropriate maintenance practices, so that the equipment and processes continue to deliver their intended capabilities in the safest and most cost-effective manner.
4. Organization and leadership – Describes processes for assuring that the maintenance and reliability staff is the most qualified and best assigned to achieve the maintenance and reliability organizational goals.
5. Work management – Focuses on the skills used to get the maintenance and reliability work done. It includes scheduling and planning activities, quality assurance of maintenance activities, stores, and inventory management.
Applying the SMRP Body of Knowledge
In order to apply the Body of Knowledge, one must use all aspects or risk the program failing. This is because Pillar 1 is about building the business case and aligning the maintenance and reliability program with the business goals. Pillar 4 is required to make sure the right resources are in place with the right training, along with managing the significant change that will be implemented in the organization.
Pillar 3 is used to select and build the right maintenance strategy and activities, in order to maintain the level of reliability designed into the equipment. The robust design is a product of other activities in Pillar 3. Pillar 2 is used to minimize the variation in the process, and ensure the product meets the quality specifications. Lastly, Pillar 5 is about ensuring the maintenance activities are carried out as planned, and the right spares are available to ensure the level of work.
Which pillars are used in which order will depend on the current state of your organization. If you have a maintenance program but are unable to execute it, you may need to focus on Pillar 5 first, while using the change management portion of pillar 4. Regardless of the approach, the pillars will provide an outline to lead your program to success.
Compliment the Body of Knowledge
When building a maintenance and reliability program, the current state must be measured, and actions are taken to improve it. This is where metrics come into play. One word of caution: do not try to measure all of the metrics available. Select a few important key performance indicators (KPIs) and start measuring those.
It is okay to change which metrics are used depending on the focus of the organization. Start small and change the metrics as needed, as we don’t need the performance management portion to become its own reporting department.
James Kovacevic, principal instructor at Eruditio, a CFE Media content partner. This article originally appeared on Eruditio’s blog.
Related Articles
You need to read this article on maintenance management of PLCs. Why? Because the PLCs (Programmable Logic Controllers) are the brains of your operation. When the PLC is not functioning properly, lines shut down, plants shutdown, even city bridges and water stations could cease to operate. Thousands to millions could be lost by one little PLC in an electrical panel that you never even knew existed. But most importantly, damage to machine and personnel could result from improper maintenance management of your company’s PLCs.
You need to read this article on maintenance management of PLCs. Why? Because the PLCs (Programmable Logic Controllers) are the brains of your operation. When the PLC is not functioning properly, lines shut down, plants shutdown, even city bridges and water stations could cease to operate. Thousands to millions could be lost by one little PLC in an electrical panel that you never even knew existed. But most importantly, damage to machine and personnel could result from improper maintenance management of your company’s PLCs.
See More
Why are organizations leaving money on the table by not investigating failures that cost them money? One would venture to say that all manufacturing companies have failures each year that cut into their profit. The prevailing question is: What do you do when that failure occurs? Do you simply fix the equipment, get back up and running, and return to whatever you were working on at the time? Or, do you stop what you are doing and diligently try to understand why the failure occurred and put measures in place to prevent recurrence?
Why are organizations leaving money on the table by not investigating failures that cost them money? One would venture to say that all manufacturing companies have failures each year that cut into their profit. The prevailing question is: What do you do when that failure occurs? Do you simply fix the equipment, get back up and running, and return to whatever you were working on at the time? Or, do you stop what you are doing and diligently try to understand why the failure occurred and put measures in place to prevent recurrence?
See More
The true translation — might it be proper to say a new and improved translation? — is being used today by CervecerÃa Cuauhtemoc Moctezuma, one of the largest brewers of beer in Latin America. Known throughout this company as Mantenimiento Alto Desempeño (MAD), or translated as High-Performance Maintenance, the concept of TPM is alive and well at the company's six plants in Mexico. Perhaps the best example is at CCM's brewery in Tecate, located a short drive from the U.S.-Mexico border on the Baja California peninsula.
The true translation — might it be proper to say a new and improved translation? — is being used today by CervecerÃa Cuauhtemoc Moctezuma, one of the largest brewers of beer in Latin America. Known throughout this company as Mantenimiento Alto Desempeño (MAD), or translated as High-Performance Maintenance, the concept of TPM is alive and well at the company's six plants in Mexico. Perhaps the best example is at CCM's brewery in Tecate, located a short drive from the U.S.-Mexico border on the Baja California peninsula.
See More
What makes the difference between success and failure in meeting maintenance task deadlines? How can equipment reliability and maintenance task completion times be improved? These and other maintenance related questions can be answered by the UCC International's Skills Assessment and Multi-skilling approach to maintenance training. Certified Trades and Technical staff at the University College of the Cariboo have developed a process by which maintenance supervisors and decision makers can adequately address maintenance skills weaknesses within their organization.
What makes the difference between success and failure in meeting maintenance task deadlines? How can equipment reliability and maintenance task completion times be improved? These and other maintenance related questions can be answered by the UCC International's Skills Assessment and Multi-skilling approach to maintenance training. Certified Trades and Technical staff at the University College of the Cariboo have developed a process by which maintenance supervisors and decision makers can adequately address maintenance skills weaknesses within their organization.
See More
These two styles, whose origins are in the military, are ‘Command and Control’ and ‘Mission Command.’ The journey from command and control to mission command represents a major shift, not only in leadership style but also in organisational culture and this article aims to help you chart a successful course from one to the other.
These two styles, whose origins are in the military, are ‘Command and Control’ and ‘Mission Command.’ The journey from command and control to mission command represents a major shift, not only in leadership style but also in organisational culture and this article aims to help you chart a successful course from one to the other.
See More
All Maintenance Technology Reader Panelists agree that training is important. The need for it is ongoing, and it is a part of routine strategy for most operations. Today, its value is heightened as manufacturing operations face growing departures of experienced workers.
All Maintenance Technology Reader Panelists agree that training is important. The need for it is ongoing, and it is a part of routine strategy for most operations. Today, its value is heightened as manufacturing operations face growing departures of experienced workers.
See More
