The two unforgivable sins should open your eyes. It hit me in the face hard. These two sins should not be allowed in any organization. These sins we must be considered unacceptable and actions taken to mitigate / eliminate these sins. What would be the appropriate actions to take? What ideas do you have to eliminate these two sins?
Does it annoy you that in spite of regularly performing Preventive Maintenance (PM) on your equipment it continues to breakdown? Some may call this insanity – Continuing to do the same thing over and over, expecting a different result. So what do you do? Maybe take a close look at your current PM Program.
There are known best practices which will not only enhance your PM program but also increase equipment reliability. Remember most work comes from PM and PdM and then it must be planned correctly, scheduled with production, executed to schedule and to specifications. If this occurs you will be seeing the results. "less breakdowns"
Check out this article and post your comments please.
Gate Keeping the Storeroom: The Key To a Sustainable Materials Management
James Kovacevic; MMP, CMRP, CAMA
Sustainable storerooms and spare parts programs require the right management and governance to be successful. Without this governance, the storeroom inventory continues to grow and leads to an abundance of spares that will end up being obsolete. In addition, the excessive inventory causes the business to tie up cash, which it could be using elsewhere.
The principle way to govern a number of spares in the storeroom is to implement a policy and procedure in which all new parts requests are evaluated, prioritized and ultimately accepted or rejected for stocking in the storeroom. This management practice can yield significant improvements for not only the maintenance department but also the business.
In order to make this process work, the business needs to establish criteria in which spare parts are evaluated and decisions made. These criteria can be a source of fear for many in the maintenance department and storeroom as it could lead to stock outs. These criteria need to be based on the individual business performance and needs.
The end result of implementing a process such as this is a storeroom which improves the performance of not only the maintenance department but the business as well.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime, and reduced unplanned downtime.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
The two unforgivable sins should open your eyes. It hit me in the face hard. These two sins should not be allowed in any organization. These sins we must be considered unacceptable and actions taken to mitigate / eliminate these sins. What would be the appropriate actions to take? What ideas do you have to eliminate these two sins?
Does it annoy you that in spite of regularly performing Preventive Maintenance (PM) on your equipment it continues to breakdown? Some may call this insanity – Continuing to do the same thing over and over, expecting a different result. So what do you do? Maybe take a close look at your current PM Program.
There are known best practices which will not only enhance your PM program but also increase equipment reliability. Remember most work comes from PM and PdM and then it must be planned correctly, scheduled with production, executed to schedule and to specifications. If this occurs you will be seeing the results. "less breakdowns"
Check out this article and post your comments please.
Gate Keeping the Storeroom: The Key To a Sustainable Materials Management
James Kovacevic; MMP, CMRP, CAMA
Sustainable storerooms and spare parts programs require the right management and governance to be successful. Without this governance, the storeroom inventory continues to grow and leads to an abundance of spares that will end up being obsolete. In addition, the excessive inventory causes the business to tie up cash, which it could be using elsewhere.
The principle way to govern a number of spares in the storeroom is to implement a policy and procedure in which all new parts requests are evaluated, prioritized and ultimately accepted or rejected for stocking in the storeroom. This management practice can yield significant improvements for not only the maintenance department but also the business.
In order to make this process work, the business needs to establish criteria in which spare parts are evaluated and decisions made. These criteria can be a source of fear for many in the maintenance department and storeroom as it could lead to stock outs. These criteria need to be based on the individual business performance and needs.
The end result of implementing a process such as this is a storeroom which improves the performance of not only the maintenance department but the business as well.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime, and reduced unplanned downtime.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.