MRG and Flowserve Announce - Asset Management and Reliability Summit November 15-16, 2011
MRG and Flowserve invite you to join a select group of your peers for a complimentary* one and a half day Asset Management and Reliability Summit, November 15th & 16th 2011 in the Greater Houston Area.
DATE:
November 15th and 16th 2011
LOCATION: Greater Houston Area
South Shore Harbour Resort
League City, TX 77573
(800) 442-5005
In this powerful workshop, discover the impact reliability-focused asset management can have on business performance. Best-in-class companies from every industry have successfully introduced a culture of reliability while improving asset performance. See how this improves margins, OSHA compliance and availability, while failures of critical assets decrease.
Seasoned industry professionals will discuss common challenges faced today, relate success stories, and demonstrate solution options that you can apply immediately. Learn how to leverage the expertise of key suppliers in making the road to reliability success shorter and less risky. This open and interactive forum will also provide you with a valuable networking opportunity.
Join us and take your organization to the next level!!
For more information or to register, contact:
MRG - Donna Odegard:
(281) 705-6670 or odegardd@mrgsolutions.com
Flowserve - Angela Ooley
(713) 374-7122 or Aooley@flowserve.com
For the schedule at a glance and the registration form, click here.
Tuesday, September 27, 2011
Wednesday, September 14, 2011
Join MRG at the SMRP Conference 2011
Join MRG for a workshop at the SMRP Annual Conference in Greensboro, NC from October 17-20!
We are offering:
The Reliability Game® (Workshop #14)
Thursday, October 20th
8:00 AM to 5:00 PM
Maintenance Management 101/201 (Workshop #9)
Thursday, October 20th
8:00 AM to 5:00 PM!
Register today! http://www.smrp.org/conference/2011/registration.asp
We are offering:
The Reliability Game® (Workshop #14)
Thursday, October 20th
8:00 AM to 5:00 PM
Maintenance Management 101/201 (Workshop #9)
Thursday, October 20th
8:00 AM to 5:00 PM!
Register today! http://www.smrp.org/conference/2011/registration.asp
Tuesday, September 13, 2011
The PM Compliance Trap
The PM Compliance Trap
Metrics drive behavior. Many organizations start with PM compliance in the early stages of their reliability program. This is a good place to start when your organization is 100% reactive and pushes behavior that prioritizes Scheduled preventive maintenance over breakdown maintenance. However, once this metric has been accepted within the organization new behaviors can appear which are as detrimental to the organization as breakdown maintenance. Your organization must start to consider additional metrics in order to prevent these new behaviors from setting in.
PM compliance tracks the completion of PM tasks to their scheduled date, but what about work quality, effective use of resources, and the effectiveness of the PM task itself. To ensure a complete set of measures these other aspects must be taken into account. Multiple metrics must be used to create a balance so that the right behaviors are driven into your organization. For example, the quality of a job plan, how well it is scheduled, and how well the crafts time is used are measures of the quality of your work performance.
The other aspect of this series of metrics is the measurement of the effectiveness of you PM tasks. A craftsman will lose faith in the process and leadership if he performs the same task over and over with no new findings. Craftsman know when a task should be changed or deleted from the system. Using metrics to measure the effectiveness of PM's will give the maintenance organization a way to validate their existing PM's and identify areas of waste. It will also give the crafts an opportunity to provide feedback in their role on the front lines.
Metrics drive behavior. Many organizations start with PM compliance in the early stages of their reliability program. This is a good place to start when your organization is 100% reactive and pushes behavior that prioritizes Scheduled preventive maintenance over breakdown maintenance. However, once this metric has been accepted within the organization new behaviors can appear which are as detrimental to the organization as breakdown maintenance. Your organization must start to consider additional metrics in order to prevent these new behaviors from setting in.
PM compliance tracks the completion of PM tasks to their scheduled date, but what about work quality, effective use of resources, and the effectiveness of the PM task itself. To ensure a complete set of measures these other aspects must be taken into account. Multiple metrics must be used to create a balance so that the right behaviors are driven into your organization. For example, the quality of a job plan, how well it is scheduled, and how well the crafts time is used are measures of the quality of your work performance.
The other aspect of this series of metrics is the measurement of the effectiveness of you PM tasks. A craftsman will lose faith in the process and leadership if he performs the same task over and over with no new findings. Craftsman know when a task should be changed or deleted from the system. Using metrics to measure the effectiveness of PM's will give the maintenance organization a way to validate their existing PM's and identify areas of waste. It will also give the crafts an opportunity to provide feedback in their role on the front lines.
Tuesday, September 6, 2011
A Reliability Tip
A Reliability Tip
An essential component of any Reliability Program is to define your terminology at EVERY step of the journey.
With MEL classes and Function descriptions, ensure that everyone saying or hearing ‘Switch’ have the same understanding of the term. In Maintenance and Work Order Systems, I have seen a ‘Tighten Connection’ task, generated from an Infrared scan, entered as Work Type: PdM, Corrective, Repair, Emergency, PM, Reactive, Routine, Condition Based, and even Optional. Define your terms! The definitions must be understood by Planning, Scheduling, Electrical, Mechanical, Instrumentation and Operations. They must be supplied to or developed with any contract work management teams.
Even ‘common sense’ terms like ‘Done’ and ‘Complete’ MUST be defined for each step of the process. This is especially true when Milestones or KPIs are based on job or task status. Develop a list of the criteria that must be met before the status is changed. Correctly explaining what “Done” means, for every step and phase, can avoid misunderstandings and overrun expenses, as well as providing more efficient tools for analyzing and reporting on performance and progress.
An essential component of any Reliability Program is to define your terminology at EVERY step of the journey.
With MEL classes and Function descriptions, ensure that everyone saying or hearing ‘Switch’ have the same understanding of the term. In Maintenance and Work Order Systems, I have seen a ‘Tighten Connection’ task, generated from an Infrared scan, entered as Work Type: PdM, Corrective, Repair, Emergency, PM, Reactive, Routine, Condition Based, and even Optional. Define your terms! The definitions must be understood by Planning, Scheduling, Electrical, Mechanical, Instrumentation and Operations. They must be supplied to or developed with any contract work management teams.
Even ‘common sense’ terms like ‘Done’ and ‘Complete’ MUST be defined for each step of the process. This is especially true when Milestones or KPIs are based on job or task status. Develop a list of the criteria that must be met before the status is changed. Correctly explaining what “Done” means, for every step and phase, can avoid misunderstandings and overrun expenses, as well as providing more efficient tools for analyzing and reporting on performance and progress.
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