Introduction to performance management framework in public serviceGabriel Lubale
The document discusses performance management frameworks in the public sector in Kenya. It provides an overview of key concepts like results-based management, performance contracting, and the performance appraisal system used in Kenya. Some achievements of implementing performance management include gaining political support, releasing sector performance standards, and engaging in flagship projects. Challenges include lack of sensitization, resources, and sabotage by some stakeholders in signing performance contracts and submitting to evaluations.
Medications are an important tool for preventing illness and disability in older populations, but they can also cause medication-related problems (MRPs). MRPs are undesirable events involving drug therapy that interfere with patient outcomes. Common symptoms of MRPs include changes in speech, falls, confusion, loss of appetite, weakness, incontinence, insomnia, and Parkinson's-like symptoms. Older adults are more at risk for MRPs due to multiple chronic diseases, medications, prescribers, and age-related physiological changes. The presentation provides tips for preventing MRPs such as designating a medication manager, keeping an accurate medication list, consulting providers before starting new medications, and developing routines for administering medications to patients
managerial skill and organizational hierarchy relatipshipakalexaman
This document discusses managerial skills and organizational hierarchy. It defines managerial skills as the knowledge and abilities managers need to perform tasks, including technical, human, conceptual, and design skills. It also describes the three levels of management in organizational hierarchies: top-level managers make strategic decisions, middle managers oversee operations and communicate between levels, and lower managers directly supervise employees and ensure tasks are completed. The skills required vary by level, with top managers needing strong conceptual and decision-making skills, middle managers requiring communication and interpersonal skills, and lower managers benefitting most from technical skills.
This document provides an introduction to promotion and reward policies at SBI (State Bank of India). It discusses different types of rewards including intrinsic vs extrinsic rewards and financial vs non-financial rewards. It also examines the determinants of an effective reward system, including the individual, work situation, and incentive plan. The document outlines the key features an incentive plan should have and different ways an organization can classify rewards.
Planning is concerned with setting objectives, targets, and formulating plan to accomplish them. The activity helps managers analyse the present condition to identify the ways of attaining the desired position in future.
The document discusses various planning tools and techniques used by managers. It describes approaches to assess the environment like competitor intelligence and forecasting. It also outlines techniques for allocating resources such as the different types of budgets, Gantt charts, PERT analysis, breakeven analysis, and linear programming. Additionally, it discusses contemporary planning techniques including project management, flexibility in planning, and scenario planning.
The document discusses educational leadership and management theory. It begins by explaining the widespread belief that school leadership quality significantly impacts student outcomes, and that effective principals and managers are needed to provide high-quality education. It then examines various theories and models of educational leadership and management, including managerial, transformational, and transactional approaches. The document argues that while effective management is important, transformational leadership is essential for autonomous schools undergoing change to achieve organizational commitment and higher performance from teachers and students.
1. The document discusses various strategic planning models used by the National Economic and Development Authority (NEDA) to guide Philippine development planning, including models from 1993, 2001, and for the 2011-2016 period.
2. It also outlines the typical stages involved in strategic planning processes, such as situational analysis, goal-setting, policy formulation, budgeting, implementation, and evaluation.
3. The document provides examples of strategic frameworks developed by NEDA to guide areas of development planning like agribusiness, infrastructure, governance, and environmental management.
Introduction to performance management framework in public serviceGabriel Lubale
The document discusses performance management frameworks in the public sector in Kenya. It provides an overview of key concepts like results-based management, performance contracting, and the performance appraisal system used in Kenya. Some achievements of implementing performance management include gaining political support, releasing sector performance standards, and engaging in flagship projects. Challenges include lack of sensitization, resources, and sabotage by some stakeholders in signing performance contracts and submitting to evaluations.
Medications are an important tool for preventing illness and disability in older populations, but they can also cause medication-related problems (MRPs). MRPs are undesirable events involving drug therapy that interfere with patient outcomes. Common symptoms of MRPs include changes in speech, falls, confusion, loss of appetite, weakness, incontinence, insomnia, and Parkinson's-like symptoms. Older adults are more at risk for MRPs due to multiple chronic diseases, medications, prescribers, and age-related physiological changes. The presentation provides tips for preventing MRPs such as designating a medication manager, keeping an accurate medication list, consulting providers before starting new medications, and developing routines for administering medications to patients
managerial skill and organizational hierarchy relatipshipakalexaman
This document discusses managerial skills and organizational hierarchy. It defines managerial skills as the knowledge and abilities managers need to perform tasks, including technical, human, conceptual, and design skills. It also describes the three levels of management in organizational hierarchies: top-level managers make strategic decisions, middle managers oversee operations and communicate between levels, and lower managers directly supervise employees and ensure tasks are completed. The skills required vary by level, with top managers needing strong conceptual and decision-making skills, middle managers requiring communication and interpersonal skills, and lower managers benefitting most from technical skills.
This document provides an introduction to promotion and reward policies at SBI (State Bank of India). It discusses different types of rewards including intrinsic vs extrinsic rewards and financial vs non-financial rewards. It also examines the determinants of an effective reward system, including the individual, work situation, and incentive plan. The document outlines the key features an incentive plan should have and different ways an organization can classify rewards.
Planning is concerned with setting objectives, targets, and formulating plan to accomplish them. The activity helps managers analyse the present condition to identify the ways of attaining the desired position in future.
The document discusses various planning tools and techniques used by managers. It describes approaches to assess the environment like competitor intelligence and forecasting. It also outlines techniques for allocating resources such as the different types of budgets, Gantt charts, PERT analysis, breakeven analysis, and linear programming. Additionally, it discusses contemporary planning techniques including project management, flexibility in planning, and scenario planning.
The document discusses educational leadership and management theory. It begins by explaining the widespread belief that school leadership quality significantly impacts student outcomes, and that effective principals and managers are needed to provide high-quality education. It then examines various theories and models of educational leadership and management, including managerial, transformational, and transactional approaches. The document argues that while effective management is important, transformational leadership is essential for autonomous schools undergoing change to achieve organizational commitment and higher performance from teachers and students.
1. The document discusses various strategic planning models used by the National Economic and Development Authority (NEDA) to guide Philippine development planning, including models from 1993, 2001, and for the 2011-2016 period.
2. It also outlines the typical stages involved in strategic planning processes, such as situational analysis, goal-setting, policy formulation, budgeting, implementation, and evaluation.
3. The document provides examples of strategic frameworks developed by NEDA to guide areas of development planning like agribusiness, infrastructure, governance, and environmental management.
This white paper discusses factors to consider when deciding whether to transition a fulfillment operation from manual paper picking to automated paperless picking. It outlines the business challenges distribution center managers face today in meeting accuracy, productivity, and flexibility demands. The white paper recommends starting with a thorough analysis of the current operation to identify weaknesses. Automated solutions like pick-to-light and voice picking can increase productivity by 25-50% and cut training time, helping improve accuracy rates and reduce costs from returns. The document provides an example calculation showing how a 30% productivity gain from automating could result in over $112,000 in annual labor cost savings.
Achieving Compliant Manufacturing Excellence through Real-time Performance Ma...FindWhitePapers
Consider how life sciences manufacturers can deal effectively with dynamic market needs, increased compliance requirements, more distributed manufacturing operations, and rapid product innovation.
Failed ECM implementations typically stem from underestimating impacts to business processes, poor user training, and lack of governance over the project, not issues with the technology itself. Replacing a failed ECM system can easily double the total cost due to additional expenses like converting data, retraining users, and convincing users the new system won't fail. Careful vendor selection and thorough implementation planning are critical to avoid costly ECM implementation failures and replacements.
Advanced Execution Concepts in Branch and Teller CaptureVivastream
The document identifies 11 areas of improvement for financial institutions implementing branch and teller check image capture that can reduce costs, increase efficiency and productivity, improve customer and employee experience, and potentially generate new revenue streams, such as through data mining, without requiring major system overhauls. It provides examples of low-cost solutions in areas like reporting, scanner management, fraud prevention, and paper reduction. Financial institutions are encouraged to pursue these opportunities to maximize their existing investments in branch and teller image capture systems.
Int order fulfillment_whitepaper_final approvedintelligrated
This document discusses three key order fulfillment metrics that are important for distribution centers (DCs) to measure: order accuracy, production pick rate, and order cycle times. It provides definitions for each metric and explains what insights they can provide about a DC's operations. The document recommends collecting at least six months of data to analyze trends. Both manual and automated DCs can measure these metrics to understand constraints and identify areas for improvement, such as staffing levels, workflow processes, and stocking activities, to enhance order fulfillment performance.
The document discusses common issues that organizations face with business intelligence (BI) solutions and performance management systems. It notes that less than half of organizations believe their BI systems provide useful insights. Common problems include poor data quality, inconsistent access to data, and failure to align BI with strategic objectives. The document provides examples of organizations that overcame these challenges by focusing on key priorities, simplifying processes and data models, and improving governance, collaboration and trust in their BI solutions. It advocates for flexible, anticipative and collaborative BI that supports decision-making across the organization.
1) Business intelligence solutions are often perceived as failing to deliver useful insights or consistent, high-quality data by executives. Many organizations have made little progress towards effective use of BI.
2) The document discusses how modern BI solutions should prove their value through increased flexibility, trust, collaboration and alignment with business needs rather than just supporting standard reporting.
3) Common issues organizations face with BI include siloed data and requirements, inflexible architectures, unclear priorities and delivery, outputs that don't meet quality needs, and lack of user and data understanding which leads to workarounds and loss of credibility.
This document provides an overview of process capability, which measures how likely a product is to meet design specifications. It discusses common process capability measurements like Cp and Cpk. An example is given of a car company where only 3.4 out of 1,000,000 cars produced were defective, demonstrating an effective process capability. The document stresses that understanding basic process capability concepts is important before delving into more complex calculations and metrics. Maintaining a capable process is key to minimizing defects and optimizing profit.
This document analyzes factors that enable productivity using data from the Benchmark Index service. It finds that strategies focusing on market share build lower productivity than periods of consolidation focusing on existing customers. Graduate employment significantly impacts manufacturing productivity. Staff retention is critical, with high turnover reducing productivity by up to 25% in services. Training increases productivity more in manufacturing (up to 24%) than services (can reduce it by 18%). Expenditure on training improves productivity more in manufacturing (up to 47%) than services (up to 12%). Partnerships within supply chains and innovation yield earlier benefits for manufacturers. Automation and higher manager ratios correlate with higher productivity.
The document discusses improving a company's approach to application performance. It recommends integrating performance testing into continuous integration to automate testing and monitoring. This would help find issues earlier, reduce time to market, and better monitor real user behavior and system health. The future approach is described as continuous performance integration, with performance tests running in Jenkins, automated reporting, and real user monitoring for real-time feedback.
This document summarizes a presentation on using Quality Function Deployment (QFD) to support Design for Six Sigma (DFSS). It discusses how QFD can help DFSS teams identify critical customer needs and ensure they are designed into the product. The document provides background on Six Sigma, DFSS, and QFD. It explains how QFD fits into the DFSS approach and can help teams understand both stated and unstated customer needs to develop differentiated products that excite customers.
Mining Cost Cutting Cycle and the ways to Avoid the TrapsTotius Mining
As the mining industry tightens its belt due to costs exceeding cooling prices for many operations, the cost cutting machine has kicked in yet again. Having been through this same cycle a few times and seen the transitions from the overspending to the cost cutting phase of the cycle, we have noticed several traps that mining operations can get caught by. TSV Mining has often witnessed that not all cost cutting methods transfer well from site to site, and some may have hidden traps that become detrimental to the longer term sustainability of a mine.
Real-time Manufacturing Management for a Hybrid Processmichaelthonea
One of my successful projects while at GAP, which was showcased at Wonderware’s Op Manage conference. My role was system project and played a major role in all development and design.
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
The document discusses estimation in agile projects, noting that agile methods use iterative development with frequent delivery of working software to allow for emergence of requirements and capabilities. Agile estimation is done at both the iteration and release level, with developers re-estimating effort for upcoming iterations based on experience from previous iterations. Daily stand-up meetings, iteration planning meetings, and retrospectives help facilitate collaboration, adaptation, and continuous improvement in agile projects.
Advanced Topics In Business Intelligenceguest1a9ef2
The blurring of the line between decision support systems and operational systems because of real-time warehousing, the use of Enterprise Information Integration (EII), and closed- loop business processes
Return on Investment for a Design for Reliability ProgramAccendo Reliability
Last year we presented a paper on Design for Reliability (DFR), reviewing the benefits of a good DFR program and included some of the essential building blocks of DfR along with pointing out some erroneous practices that people today are using today.
We discussed a good DFR Program having the following attributes:
1. Setting Goals at the beginning of the program and then developing a plan to meet the goals.
2. Having the reliability goals being driven by the design team with the reliability team acting as mentors.
3. Providing metrics so that you have checkpoints on where you are against your goals.
4. Writing a Reliability Plan (not only a test plan) to drive your program.
A Good DFR Program must choose the best tools from each area of the product life cycle
• Identify
• Design
• Analyze
• Verify
• Validate
• Monitor and Control
The DFR Program must then integrate the tools together effectively.
Since then, we have developed a method to calculate the Return on Investment (ROI) from a Design for Reliability (DFR) program, also known as the DFR ROI. In this paper, we will discuss a method we have developed to calculate the Return on Investment (ROI) from a Design for Reliability (DFR) program, also known as the DFR ROI.
There are a number of factors involved in calculating the ROI for your DFR program, including:
1) Improved Warranty Rate (derived from your Reliability Maturity Level)
2) Current Warranty Rate
3) Cost per Repair
4) Cost of New Reliability Program
5) Savings from Losing a Customer
6) Volume
In this paper, we will show you how to calculate each of these to derive your DFR ROI.
Only 50% of mergers actually increase shareholder value. Why? Often, one of the culprits is product complexity. Companies that manage the complexity of a newly combined product portfolio can capture value, smooth the overall merger process
This document outlines the key knowledge, skills, and responsibilities required of proactive maintenance technicians. It discusses topics like maintenance best practices, preventive and predictive maintenance, planning and scheduling, execution, safety compliance, technical knowledge, and leadership. The document emphasizes that technicians should have defined roles and responsibilities, follow repeatable processes, and use metrics to monitor performance and drive improvement. Overall, it provides a comprehensive overview of the requirements to be a successful proactive maintenance technician.
Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
This white paper discusses factors to consider when deciding whether to transition a fulfillment operation from manual paper picking to automated paperless picking. It outlines the business challenges distribution center managers face today in meeting accuracy, productivity, and flexibility demands. The white paper recommends starting with a thorough analysis of the current operation to identify weaknesses. Automated solutions like pick-to-light and voice picking can increase productivity by 25-50% and cut training time, helping improve accuracy rates and reduce costs from returns. The document provides an example calculation showing how a 30% productivity gain from automating could result in over $112,000 in annual labor cost savings.
Achieving Compliant Manufacturing Excellence through Real-time Performance Ma...FindWhitePapers
Consider how life sciences manufacturers can deal effectively with dynamic market needs, increased compliance requirements, more distributed manufacturing operations, and rapid product innovation.
Failed ECM implementations typically stem from underestimating impacts to business processes, poor user training, and lack of governance over the project, not issues with the technology itself. Replacing a failed ECM system can easily double the total cost due to additional expenses like converting data, retraining users, and convincing users the new system won't fail. Careful vendor selection and thorough implementation planning are critical to avoid costly ECM implementation failures and replacements.
Advanced Execution Concepts in Branch and Teller CaptureVivastream
The document identifies 11 areas of improvement for financial institutions implementing branch and teller check image capture that can reduce costs, increase efficiency and productivity, improve customer and employee experience, and potentially generate new revenue streams, such as through data mining, without requiring major system overhauls. It provides examples of low-cost solutions in areas like reporting, scanner management, fraud prevention, and paper reduction. Financial institutions are encouraged to pursue these opportunities to maximize their existing investments in branch and teller image capture systems.
Int order fulfillment_whitepaper_final approvedintelligrated
This document discusses three key order fulfillment metrics that are important for distribution centers (DCs) to measure: order accuracy, production pick rate, and order cycle times. It provides definitions for each metric and explains what insights they can provide about a DC's operations. The document recommends collecting at least six months of data to analyze trends. Both manual and automated DCs can measure these metrics to understand constraints and identify areas for improvement, such as staffing levels, workflow processes, and stocking activities, to enhance order fulfillment performance.
The document discusses common issues that organizations face with business intelligence (BI) solutions and performance management systems. It notes that less than half of organizations believe their BI systems provide useful insights. Common problems include poor data quality, inconsistent access to data, and failure to align BI with strategic objectives. The document provides examples of organizations that overcame these challenges by focusing on key priorities, simplifying processes and data models, and improving governance, collaboration and trust in their BI solutions. It advocates for flexible, anticipative and collaborative BI that supports decision-making across the organization.
1) Business intelligence solutions are often perceived as failing to deliver useful insights or consistent, high-quality data by executives. Many organizations have made little progress towards effective use of BI.
2) The document discusses how modern BI solutions should prove their value through increased flexibility, trust, collaboration and alignment with business needs rather than just supporting standard reporting.
3) Common issues organizations face with BI include siloed data and requirements, inflexible architectures, unclear priorities and delivery, outputs that don't meet quality needs, and lack of user and data understanding which leads to workarounds and loss of credibility.
This document provides an overview of process capability, which measures how likely a product is to meet design specifications. It discusses common process capability measurements like Cp and Cpk. An example is given of a car company where only 3.4 out of 1,000,000 cars produced were defective, demonstrating an effective process capability. The document stresses that understanding basic process capability concepts is important before delving into more complex calculations and metrics. Maintaining a capable process is key to minimizing defects and optimizing profit.
This document analyzes factors that enable productivity using data from the Benchmark Index service. It finds that strategies focusing on market share build lower productivity than periods of consolidation focusing on existing customers. Graduate employment significantly impacts manufacturing productivity. Staff retention is critical, with high turnover reducing productivity by up to 25% in services. Training increases productivity more in manufacturing (up to 24%) than services (can reduce it by 18%). Expenditure on training improves productivity more in manufacturing (up to 47%) than services (up to 12%). Partnerships within supply chains and innovation yield earlier benefits for manufacturers. Automation and higher manager ratios correlate with higher productivity.
The document discusses improving a company's approach to application performance. It recommends integrating performance testing into continuous integration to automate testing and monitoring. This would help find issues earlier, reduce time to market, and better monitor real user behavior and system health. The future approach is described as continuous performance integration, with performance tests running in Jenkins, automated reporting, and real user monitoring for real-time feedback.
This document summarizes a presentation on using Quality Function Deployment (QFD) to support Design for Six Sigma (DFSS). It discusses how QFD can help DFSS teams identify critical customer needs and ensure they are designed into the product. The document provides background on Six Sigma, DFSS, and QFD. It explains how QFD fits into the DFSS approach and can help teams understand both stated and unstated customer needs to develop differentiated products that excite customers.
Mining Cost Cutting Cycle and the ways to Avoid the TrapsTotius Mining
As the mining industry tightens its belt due to costs exceeding cooling prices for many operations, the cost cutting machine has kicked in yet again. Having been through this same cycle a few times and seen the transitions from the overspending to the cost cutting phase of the cycle, we have noticed several traps that mining operations can get caught by. TSV Mining has often witnessed that not all cost cutting methods transfer well from site to site, and some may have hidden traps that become detrimental to the longer term sustainability of a mine.
Real-time Manufacturing Management for a Hybrid Processmichaelthonea
One of my successful projects while at GAP, which was showcased at Wonderware’s Op Manage conference. My role was system project and played a major role in all development and design.
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
The document discusses estimation in agile projects, noting that agile methods use iterative development with frequent delivery of working software to allow for emergence of requirements and capabilities. Agile estimation is done at both the iteration and release level, with developers re-estimating effort for upcoming iterations based on experience from previous iterations. Daily stand-up meetings, iteration planning meetings, and retrospectives help facilitate collaboration, adaptation, and continuous improvement in agile projects.
Advanced Topics In Business Intelligenceguest1a9ef2
The blurring of the line between decision support systems and operational systems because of real-time warehousing, the use of Enterprise Information Integration (EII), and closed- loop business processes
Return on Investment for a Design for Reliability ProgramAccendo Reliability
Last year we presented a paper on Design for Reliability (DFR), reviewing the benefits of a good DFR program and included some of the essential building blocks of DfR along with pointing out some erroneous practices that people today are using today.
We discussed a good DFR Program having the following attributes:
1. Setting Goals at the beginning of the program and then developing a plan to meet the goals.
2. Having the reliability goals being driven by the design team with the reliability team acting as mentors.
3. Providing metrics so that you have checkpoints on where you are against your goals.
4. Writing a Reliability Plan (not only a test plan) to drive your program.
A Good DFR Program must choose the best tools from each area of the product life cycle
• Identify
• Design
• Analyze
• Verify
• Validate
• Monitor and Control
The DFR Program must then integrate the tools together effectively.
Since then, we have developed a method to calculate the Return on Investment (ROI) from a Design for Reliability (DFR) program, also known as the DFR ROI. In this paper, we will discuss a method we have developed to calculate the Return on Investment (ROI) from a Design for Reliability (DFR) program, also known as the DFR ROI.
There are a number of factors involved in calculating the ROI for your DFR program, including:
1) Improved Warranty Rate (derived from your Reliability Maturity Level)
2) Current Warranty Rate
3) Cost per Repair
4) Cost of New Reliability Program
5) Savings from Losing a Customer
6) Volume
In this paper, we will show you how to calculate each of these to derive your DFR ROI.
Only 50% of mergers actually increase shareholder value. Why? Often, one of the culprits is product complexity. Companies that manage the complexity of a newly combined product portfolio can capture value, smooth the overall merger process
Similar to Quantifying The Business Opportunity (20)
This document outlines the key knowledge, skills, and responsibilities required of proactive maintenance technicians. It discusses topics like maintenance best practices, preventive and predictive maintenance, planning and scheduling, execution, safety compliance, technical knowledge, and leadership. The document emphasizes that technicians should have defined roles and responsibilities, follow repeatable processes, and use metrics to monitor performance and drive improvement. Overall, it provides a comprehensive overview of the requirements to be a successful proactive maintenance technician.
Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
A proactive maintenance supervisor's day involves:
1. Updating the equipment status and production schedule and ensuring technicians are prepared and assigned to the correct work.
2. Visiting job sites to check on work and ensure no problems will delay the maintenance schedule.
3. Validating work order documentation and codes are accurate before closing out work orders from the previous day.
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
The document discusses best maintenance repair practices and identifies issues that commonly prevent organizations from following them. It finds that 70% of equipment failures are self-induced due to maintenance personnel not knowing or following basic maintenance practices. Surveys showed over 90% of maintenance personnel lacked complete mechanical maintenance fundamentals. The document outlines best practices such as taking a proactive rather than reactive approach, ensuring maintenance personnel have requisite skills, and providing discipline and direction to follow practices. It recommends organizations identify whether issues exist, determine the causes, provide training to change maintenance culture, and develop a proactive maintenance strategy to implement changes and measure financial gains from following best practices.
The objective of the Parts Checkout process to ensure the right part is in stock when required by Maintenance / Operations to provide Production with Reliable Assets.
> Parts / Material Checkout Guiding Principles:
•All parts/material used for an asset will be charge to the asset via a Work Order
•No blanket work orders – blanket work orders lead to lack of failure information due to failure threads of like parts/material
•Overnight ordering of parts is an exception and not the general rule
•The Materials Management Process will be managed with Leading and Lagging KPIs
... and so much more
Best Maintenance Lubrication Practices are essential to
optimal life for ball and rolling element bearings.
There are four factors that are important when
lubricating bearings:
1. What type of lubrication?
2. How much lubrication?
3. How frequently should lubrication be applied?
4. How should the lubrication be applied to ensure
contamination control?
... and so much more covered on this document
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
Top 7 Reasons why Maintenance Work Orders are Closed Out AccuratelyRicky Smith CMRP, CMRT
Closing out work orders accurately is critical for leadership to make the “right decisions at the right time with accurate data” and it can only occur if work orders are “Closed with the Right Information/Data”.
If metrics and Key Performance Indicators are so important where are people pulling the data from without their work orders having the right data on them when they are closed into that dark hole called the CMMS or EAM.
Without good data you are lost and probably are making decisions based on passion and not facts.
Very few organizations pay attention to hydraulic leaks and how they can impact production capacity, asset reliability, and reactivity when a mitigation strategy is in place.
This Tool Box Talk may help you take that next step.
Most companies spend a lot of money training their maintenance personnel to troubleshoot a hydraulic system.
If we focused on preventing system failure then we could spend less time and money on troubleshooting a hydraulic system. We normally except hydraulic system failure rather than deciding not to except hydraulic failure as the norm. Let’s spend the time and money to eliminate hydraulic failure rather than preparing for failure.
Preventive Maintenance - Actions performed on a time- or machine-run-based schedule that detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or extending its useful life through controlling degradation to an acceptable level. (Definition Source: SMRP Best Practices)
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Much has been written about lean manufacturing and the lean enterprise—enough that nearly all readers are familiar with the concepts as well as the phrases themselves. But what about lean maintenance?
Is it merely a subset of lean manufacturing? Is it a natural fall-in-behind spinoff result of adopting lean manufacturing practices?
Much to the chagrin of many manufacturing companies, whose attempts at implementing lean practices have failed ignominiously, lean maintenance is neither a subset nor a spinoff of lean manufacturing. It is instead a prerequisite for success as a lean manufacturer. This article will explain why.
The document discusses best maintenance repair practices and identifies that 70% of equipment failures are self-induced due to a lack of following these practices. Surveys found that 30-50% of failures are from a lack of basic maintenance knowledge by personnel, and another 20-30% are from personnel who have skills but do not follow practices. Most maintenance personnel lack complete basic mechanical maintenance fundamentals. The article then outlines some best practices, such as taking a proactive rather than reactive approach and ensuring personnel have the proper skills. Not following these practices can significantly impact a company's bottom line through things like reduced production capacity. The reasons companies often do not follow best practices include a reactive culture, unskilled personnel, a lack of discipline
This document provides information on preventive maintenance and steps to improve a preventive maintenance program. It begins with a definition of preventive maintenance as actions taken on a scheduled basis to detect and mitigate system degradation. It then announces a workshop on preventive maintenance fundamentals. The fundamentals discussed are focusing preventive maintenance procedures on specific failure modes and including instructions, specifications, and space for recording condition findings and recommendations. It recommends including failure history when assigning work orders and investigating root causes for critical failures between maintenance cycles. Finally, it outlines six steps to take if preventive maintenance is not meeting expectations, starting with acknowledging the problem and creating an optimization team.
Every wondered what the life of a Proactive Maintenance Technician looks like. This article was written based on my experience as a Proactive Maintenance Technician.
2. Debates rage on about design scientific exercise, based on actual
capacity versus actual capacity data and void of any opinion
and quickly turn into philosophical or conjecture. The findings are
debates about unrealistic clear, and the hidden capacity of
expectations versus theoretical the production line is simply and
design and actual performance. quickly calculated, thus making the
These debates are further monetization of process losses easy
aggravated by the ever-present and painless.
“well, when I ran these kinds of
plants, I routinely got 30% more out The message is based on
of it than you are” type of comments. demonstrating the business value of
When the dust has settled, we are employing science and engineering
no closer to an agreed upon process as a process improvement tool
maximum than when we started the that can visually bring the value
debate. proposition we offer to life. These
plots allow us to provide a clear
This is where Process Weibull Plots vision of gains a process line can
can help. Immediately, 99% of make, and only requires an hour
those conversations become moot. or so of our effort using one year’s
Why? Because Process Weibull worth of daily production data in
Plots simply take a look at a plant’s order to do so.
actual daily production, find the
repeatable patterns of demonstrated
production capacity, and show the
effects of removing variation from
the process and holding that level
of performance for a longer period
of time. Thus, the opportunity case
for improving the performance of
a given line becomes a strictly
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4. The Beta value of the plot is the
Beta Value Control Level
prime indicator of the level of control.
The point at which the plot strays 5 Poor
from the production line is where
process reliability is lost. We can 10 Fair
then calculate the production gains 25 Tight
that can be made from improving
process and asset reliability, as 50 Excellent
well as the gains that can be made 100 World Class (Potential Six-Sigma)
from improving overall control of the
process. 200 Seldom Achieved
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6. Hidden Plant Capacity Calculations In summary, using a production
The losses associated with a line line’s actual daily output to calculate
equate to production units lost. line performance characteristics
Recovering those lost units in the and the amount of hidden capacity
future means more production is fairly straightforward utilizing
from the same amount of invested Process Weibull Plots. These plots
capital. The losses can add up to relieve the analyst of the burden of
numbers so large that capital dollars the traditional engineering versus
need not be spent. Meaning, if actual performance set points and
enough lines have enough hidden enable a useful and believable
capacity, then additional lines need calculation of line performance.
not be built if the business is in a
sold-out state. If the business is How would you shift Beta and
not capacity constrained, then two increase Process Reliability?
shift operations could be reduced
to single shift operations, provided
enough of the hidden plant capacity
is uncovered.
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