So you have a plan, now what? It is now time to execute. Hopefully, you are using some great CI methodologies founded in Six Sigma and the Toyota Production System. Each of the items on your plan may need some additional analysis to see exactly what is involved in the improvement of those items.

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.

The “breakthrough strategy” really works. Equipment becomes more reliable, costs go down, and behaviors change along the way. The key is focusing on results-the kind of results that will get people’s attention on the plant floor as well as in the key decision makers’ offices. Select the equipment that, if it ran better and was more reliable, would generate sizeable savings. But more importantly, choose equipment that would generate more throughput and revenue.

Determine which functions hold the greatest opportunity for improving your maintenance operations, and look around for companies that show excellence in each target function. Summarized below are four of the more common functions that are of interest to modern maintenance operations, as well as sample target industries for benchmarking.

Circular logic is how many large, otherwise sophisticated manufacturing plants manage financial accountability over their industrial contractors. They create a PO, send it to the contractor, the contract performs the work, keeps track of expenses, and then submits an invoice. The planning and scheduling and execution of the works are excellent, but the financial control needs upgrading.

The fix to the problem will take time, because it includes a cultural change. “Right now we have to save what we can in the short term so we do not have time to deal with this now, and on top of that it will cost money to improve our work system” is a common saying in this organization. The time and cost to improve is visible cost, the existing waste is embedded in the work system and invisible.

I previously explained the system and procedures that need to be set up in order to make people do what you want them to do. Since people can’t be more effective than the system in which they work, you have to start by building a system and procedures. However, if you as maintenance leaders are going to get people to do what you want them to do, you are going to have to use diplomacy and psychology.

While off-line filtering and particle analysis were key to Smoky Canyon Mine’s reliability improvements, the mine’s reliability team found that these techniques did not do enough to warn about catastrophic failures in the mine’s fleet of 785 Caterpillar haul trucks. Therefore, the team decided to include magnetic plug inspections in the 500-hour interval inspections. Smoky Canyon Mine’s magnetic plug inspections have raised its reliability maintenance program beyond contamination control to the next level.

A methodology is presented to evaluate and determine the necessary level of reliability for process equipment such as large centrifugal compressors and turbines in a refinery environment.