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.

The Maintenance Crisis Song written by Joel Leonard and Performed by Harley & the Hot Spots.

There are several important silent assumptions of bearing reliability. However, before I address these assumptions, some even more basic assumptions and statements of fact must be established. While it might be a bit of a leap, I’m going to assume that the bearing is well-designed, well-manufactured, properly handled and stored, and finally, correctly selected for the intended application. With that said, we’re now ready to talk about those silent assumptions that are in the maintenance function’s domain.

Making money, not tons, has become the mantra of the pulp and paper industry in recent years. Consolidation moves in the sector have resulted in more effective management of inventories and supply, but the cyclical tendencies of the business remain. On top of that, the market is now a global one rather than being split up into regions. Managers today have to live up to the challenge of reducing costs to remain competitive in this global market. Mills face the real possibility of closure if manufacturing costs are no longer competitive in the global market economy. Future success will be achieved only by driving down costs and improving operating efficiencies. 

The maintenance department is one of the greatest levers of profitability that any capital intensive organisation has. An average of 40 – 50% of a capital intensive industries operating budget is consumed by maintenance expenditure. During the past twenty years the advances in technology available to the maintenance department to manage its processes has delivered the situation where it is within the reach of all maintenance operations to achieve a world class level of maintenance delivery.