Things to Think About 2012

8/2/2019 Things to Think About 2012

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and

to

in 2012


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Big thoughts and smallactions make a dierence.

Heres what were working onand thinking about.

What about you?

Feel free to share this pass it along.Things To Think About (and do) this year.


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Featuring:

George Williams

Jeff SmithTerrence OHanlon

Jim HallMalcolm Jones

Joel Levitt

Doug Plucknette

Henry Ellmann

Saul Cizek

Chris Colson

Kim HuntBrad Peterson

Joe Swan

Winston Ledet

Jeff Shiver

Steve Thomas

Cliff Williams

Kate Kerrigan

Tom Moriarty

John S. Mitchell


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1ONE

One word and only one word holds the keyto maintenance successreliability.

John S. Mitchell

1 2 3

Improved reliability, locating and eliminating

the cause of failures is the only way to movefrom a reactive to an eective, proactiveorganization safely meeting every missionrequirement. Initiating and or improvingplanning and scheduling wont do it for you.


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AppIn the world of computers, smart phones and information from every-where, wouldnt it be great if you could download an app just for mainte-nance? Something that would help you run a maintenance department?Well, today you can, but its an APP for your mind, not your device.

Cli Williams

A

PP

Click on the App iconsto read more!i


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Malcolm Jones

Standards

1 2 3

When faced with problems, we often go into root cause analysis (RCA)mode trying to nd the single cause of the problem. However, problemsare often the result of multiple causes. In total productive maintenance(TPM), we identify chronic deterioration that eventually combines tocause sporadic failures.

A dierent approach is to ask a simple question: Do we have a standard?If we dont have a standard, the appropriate response is to create one.Lets dene a standard as a reliable method that produces the requiredoutput from given inputs.


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International manuacturer andsupplier o leading edge, currentstate o the art, thermal imagingcameras or the predictivemaintenance, security and OEMapplications

Connect with Soltec

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Douglas Plucknette

i

Rsponsibility

responsibility {ri-spon-suh-bil-i-tee}:

the quality or state of being

responsible, taking ownership oraccountability of a given act or goal.(Merriam-Webster)

1 2 3 4


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Green

Chris Colson

Looking forward into 2012, I see many reasons for optimismrather than pessimism. I believe the added concern over energyconsumption is leading companies towards major sustainabilityeorts. These eorts have a direct relationship with maintenancereliability. The days of maintenance departments carrying thereputation of simply being a cost adder are quickly becomingobsolete. While companies are being pressured by the market

(their investors and consumers), along with regulators to saveenergy, be more environmentally sensitive, and become greenand sustainable, maintenance is being pulled into a much morepositive light.

Click to

read more


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Advantage

Kate Kerrigan

Material Cost MaintenanceCost

Direct Labor

1 2 3

The simple reality is that maintenance departments arecost centers. This means maintenance costs the companymoney and does not provide a value-added service to theend customer. In short, maintenance departments do notcreate salable product, yet your job exists solely to supportsalable product.

Therefore, maintenance must be managed as a competitiveadvantage. By changing organizational thinking to viewmaintenance as a competitive advantage, more innovativeideas are implemented. To aect this shift, maintenance ismeasured by the value produced. First run output becomesa direct measure of equipment capability, thereforereliability.


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Des-Case Corporations unique combination o products andexpert services help companies around the world achieve a newlevel o perormance in maintenance and reliability.

Des-Cases LubricationTransormationSM Servicesprovide the necessarytools and training toevaluate and developa frst-class lubricationprogram. Additionally,

implementing lubricationbest practices is madeeasier with Des-Caseswide variety o desiccantbreathers, lubricantstorage, and fltrationsystems.

Please call (615) 672-8800 or visit www.descase.com to learn moreabout how Des-Case can help you transorm your lubrication program.

i 1 2 3 4 5

Dedicated Filtration
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ACCOUNTABILITYPBeing accountable requires individuals to look at

situations in an unbiased way and execute based onthe intent of the requirements.

Tom Moriarty, PE, CMRP

Accountability can be dened as taking or being assigned

responsibility for something you have done or are supposed to

do. It cannot be demonstrated by deecting or rationalizing the

things that didnt go the way they should have. Being accountable

requires individuals to look at situations in an unbiased way and

execute based on the intent of the requirements.

Accountability is the basis for process discipline. Process discipline

is the basis for consistent performance. Consistent performance

is the basis for continuous improvement. No matter your status

or function in an organization, you must strive to be accountable.

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Upgrad

Perhaps your maintenance reliability program could use an upgrade.

One of the most common phrases I hear when I ask maintenance reliabilityprofessionals why they are doing a particular task, the reply is because that isthe way we have always done it or things will never change around here.

In fact, many organizations are upgrading to new maintenance reliabilitystrategies, new maintenance reliability technologies and new maintenance

reliability techniques to create world-class asset operations excellence. Justbecause you have not seen change at your organization does not mean theworld is standing still. It is not.

Reliability is a journey, not a destination.

Terrence OHanlon


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Some basic tips on how your organization can getstarted using predictive maintenance (PdM) andwhat mistakes to avoid.

Joe Swan, PE, CMRPPredictive

Mistakes to avoid:

i

21 3 4 5 6 7

Seek knowledge, learn and network withother reliability professionals. Discusswith them how they are using PdM in theirworkplace.

Step One

Reinventing the wheel. Copycat predictive maintenance from anUptime award-winning program is acceptable and encouraged!


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Jim Hall

StorytellingAre you a storyteller?

1 2

The dictionary denition of storytelling is one who relates anecdotes.Are you a storyteller?

Storytellers are all around you. You may know a storyteller. It may besomeone in your immediate family, such as a parent, aunt, uncle, or agrandparent. Maybe its a co-worker or someone outside your organizationwhom you have listened to and learned from over the years and is familiarwith your instruments, equipment and applications. Regardless of whomhe or she is, a storyteller must be able to relate to yesteryears failures,incidents and applications to possibly prevent an incident or failure byrelating to applications of today.

I for one have made a living telling stories. That is to say, while instructingthousands in the use of ultrasound instruments, ultrasound theoryand ultrasound applications as it relates to predictive and preventative

maintenance, I relate to my audience by introducing past incidents, failuresand applications during the training class.
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CULTUReWe are what

we habitually do.Excellencethen is a habit,

not an act Aristotle 384 BC 322 BC

Brad Peterson 1

Operations Excellence. Back to Basics. Safety, Reliability,SAP. What do these endeavors have in common?

Trying to aect the behaviors of their people. Except most ofthe time, we dont understand that its all about behaviors. Whatpeople do every day. Rather, we think its about key performanceindicators (KPIs) or improvements or initiatives or change. Inthe end, however, we want people to work dierently.

This is work behavior.

2 3 4
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Steve ThomasChange

21 3 4 5 6

Start of the change process- develop the assessmentquestions and administerthe survey
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The process of transformation from reactive to proactive maintenance reliability is a long and arduousjourney. First, you need to have a plan, then you must have the rigor to stick to it. Seven years ago, ourplant initiated a project to implement a reliability-driven maintenance program. Today, we continueto drive improvement through the relentless application of best practice. Success is built around theculmination of people and processes and a mindset that does not accept good enough.

Determination

What Ive learned along the way

Kim Hunt, CMRP, CLS

Focus on the low hanging fruit - measureimprovements and ROI.

1 2 3 4 5 6 7

8 9 10 11 12 13 14 15
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COMMITMeNTThe Will to Make a ChangeIn our experience with many companies and sites

within companies, we nd that people have goodintentions but fail to get results from their reliability

initiatives.

Nobel Prize-winning economist Friederich von Hayek

argued many years ago that human institutions

evolve as a result of human action, not human

intention.

This reminded me of a quote from The Scottish

Himalayan Expedition that Peter Senge said in a

presentation on organizational change.

Essentials

Efciency

Excellence

Until one is committed there is hesitancy, the

chance to draw back, always ineectiveness.

Concerning all acts of initiative (and creation)

there is one elementary truth, the ignorance of

which kills countless ideas and splendid plans;

that the moment one denitely commits oneself,

then providence moves too.

All sorts of things occur to help one that would

otherwise never have occurred. A whole stream

of events issues from the decision, raising in

ones favor all manner of unforeseen incidents

and meetings and material assistance, which

no man could have dreamt would have come his

way.

I have a deep respect for one of Goethes

couplets: whatever you can do, or dream you

can - begin it. Boldness has genius, power and

magic in it.

Winston Ledet
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http://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.lce.com/Root_Cause_Analysis_86.htmlhttp://www.gpallied.com/mailto:training%40gpallied.com?subject=http://www.gpallied.com/mailto:training%40gpallied.com?subject=http://-/?-http://-/?-http://www.gpallied.com/your-people/maximize-the-potential-of-your-team/http://www.gpallied.com/your-people/maximize-the-potential-of-your-team/http://www.gpallied.com/your-process/reliable-maintenance-execution/http://www.gpallied.com/your-process/sustained-reliable-operations/http://www.gpallied.com/your-process/sustained-reliable-operations/http://www.gpallied.com/your-people/maximize-the-potential-of-your-team/http://www.gpallied.com/your-people/maximize-the-potential-of-your-team/http://r5causeanalysisapr17.eventbrite.com/?ref=ecalhttp://r5causeanalysisapr17.eventbrite.com/?ref=ecalhttp://r5causeanalysisapr17.eventbrite.com/?ref=ecalhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-8-Plan-Sched-1_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-8-Plan-Sched-1_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-8-Plan-Sched-1_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-5-ReliabilityEngineering_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-5-ReliabilityEngineering_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-5-ReliabilityEngineering_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-5-ReliabilityEngineering_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-5-ReliabilityEngineering_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-2-Craft-Skills_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-2-Craft-Skills_REV-2.pdfhttp://www.gpallied.com/downloads/?giveget=http://gpallied.zippykid.it/wp-content/blogs.dir/27/files/2011/12/GPAllied-Matrix-2-Craft-Skills_REV-2.pdfmailto:training%40gpallied.com?subject=http://www.gpallied.com/


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Defnition: The act, practice, or profession of instructing.

Jim Hall

Instructional

1

A world-class maintenance program includes an ultrasound program.Through my years of instructing thousands in the use of ultrasound forpredictive and preventative maintenance, it became obvious that manycompanies had purchased equipment not from a need, but to have thelatest and greatest instrument available. Particularly, as it applies toultrasound instruments. Companies discover that the ultrasonic instrumentis more than just a leak detector or a steam trap diagnostic instrument.They then struggle to learn the other applications, applications that maynot be covered in the owners manual.

32


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As we prepare for 2012, remember one golden rule of process improvement: Never have end result metrics aspart of your teams objectives. What needs to be in their objectives is this: Follow documented processes with zero

unapproved deviations. This will allow you to look at where your processes can be improved as well as guarantee the

accuracy of the end result metrics based on the current process. All changes to the process will show their impact to

the resultant metrics and provide clarity into how those changes aected your business.

Objectives

George Williams

Assignment Excecution Closeout

Request Screening Approval 200

180

160

140

120

100

802007 2008 2009 2010

10

9

8

7

6

5

4

3

2

1

0

32%

No Noticable Change in Backlog BackloginCrewWeeks

TotalTechnicians

=Planning SchedulingApprovalMaterials


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Joel Levitt

Part of the mission of every maintenancedepartment is to provide reliable

equipment in a safe environment.But who knew these issues were so

intertwined and one always leadsto the other. Lets look at some

of the causes of accidents.SaferEquipment reliability = Safer workplace

1 2 3 4 5 6 7
http://www.mobiusinstitute.com/http://www.mobiusinstitute.com/


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Mobius Instituteoers unique

and easily understandable vibration

analysis training and certicationthat follows ISO standards to

Predictive Maintenance technicians

and Reliability Engineers, allowing

companies to operate at higher

levels of availability and protability.

Headquarters:280 Myers Road, MerricksNorth, Victoria, 3926, AUSTel: (+61)3-5989-7285

North America:Post Oce Box 2982,Brentwood, TN 37024 USATel: (+1)615-216-4811

[email protected]|www.MobiusInstitute.com

Welcome Message i

Mobius Live Training Video i
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Jef Shiver

ChrladGeese seen ying in a V formation arent beingled by one team lead the entire time they y. One

of the team takes the lead and breaks the wind

resistance so the others can y easier. Seemingly,

the remainder of the geese in the formation honk tocheer the lead goose to push on. When the leading

goose tires, it drifts backward in the formation.

Another goose takes up the lead position while the

others motivate, again shouting encouragement

by honking. Even ying in formation has a purpose

as it makes it easier to keep up with each bird for

coordination and communication purposes.

Back Read more


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Grow

Attend a conference at the Reliability Performance Institute in SW

Florida to learn what other maintenance reliability professionals have

done to improve reliability, change cultures, and overcome obstacles.

Find out more at www.maintenanceconference.com


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PReCISIONPM CBM PdM

Umbrella of PrecisionMaintenance

Saul Cizek 1 2 3

How many people, when they think of maintenance, think of it as something

someone else does? The reason I ask this question is to explore the nature offailures in a complex modern society.

We live in an amazing time where automobiles run tens of thousands of miles ontheir rst set of sparkplugs. Less than a century ago motorcycles required multiplesdaily manual oiling of the rocker arms to keep running.


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1% Increasein MaintenanceInvestment 2

More Uptime

3HigherCapacity 4

Higher SalesVolume 5

ProtGrowth

As compared with the base year, all other conditions being equal

PLUS improved SafetyandEnvironment, Higher Quality better Resource Utilization,more satisfaction for all.

Pr

ofitimprovement

as

%o

verbaseyear

Increase of Sales Volume as % of base year

-20%

-10%

0%

10%

20%

30%

40%

5% incr. in Maint.

10% incr. in Maint.

15% incr. in Maint.

20% incr. in Maint.

5%

10%

15%

20%

6 7 8 9 10 11 12 13 14 15 161 2 3 4 5

PROFITSDepending on the specic gures of each company (which can and must be known!),the correlation can be established when the maintenance budget is decided.

Henry Ellmann

1 2 3

When we address RELIABILITY, of course..

we think of safety rst,

we think of the environment,

we think of uptime,

we think of correct resource utilization,

we think of product quality and quality of service,

we think of customer satisfaction.

In fact, we think of satisfaction to all stakeholders.

But with all the above, we must keep in mind thebottom line!


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Now certifed or explosive environments.

Make the SDT270 the rontline o your Predictive Maintenance Program

SDT Ultrasound Solutions |1-800-667-5325

PredictiveMaintenance

... for the masses

The SDT270 Ultrasonic Data Collector

...what maintenance is listening to

NowAvailable:

Intrinsically Safe!

Hear More

1 2 3 4 5


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COMPeTeThe Latin wordfor compete iscompetere, meaningcome together.

Joe Swan, PE, CMRP

Are maintenance reliability professionals and organizations competing?

The Latin word for compete is competere, meaning

come together. The root words of competere arecom = with/together and petere = search/seek/aim/de-

sire. In later Latin, the term developed the sense strive

together, which is the basis for the English term com -

pete, meaning to coincide, to come together, agree, be

suitable.

When one thinks of compete, what comes to mind? Is it

the dictionary version or rivalry, winning, on par, near

the top of the game, or striving for the championship?If we were to take to the streets like Jay Leno does in his

shows Jaywalking sketch and ask the public, What is

the denition of compete, what would our culture tellus? If we were to perform the same exercise within our

maintenance organizations, plants and mines, what

would their response be?

Maintenance reliability organizations that understand,

adopt and work together both internally and externally

to aim, agree, strive together, be suitable, or come to-

gether will succeed in a competitive global economy.

The symbolism of unity in the Latin denition providesa clear understanding of how we should truly compete.

S i bl


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Jef SmithSustainable

Je Smith

1 2 3 4

The equipment failure loop is as follows:

1. Function failures are utilized as failurecodes;

2. Failure modes are used as defect codes;

3. The data is feedback to living Weibull plots,enabling clear understanding of the successor failure of mitigating strategies;

4. Data enables measurement of the valueof the deferred spend (component lifeextension);

5. Clearly understanding the success/value ofmitigating strategy to failure mode with aclear understanding of the deferred spendderives optimized return on net asset(RONA).

This enables sustainable continuousimprovement for one unit of eort.


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Rad

http://books.mro-zone.com 1-888-575-1245

Click on a book formore information!i

Welcome to the MRO-Zone Bookstore!We understand eective maintenance reliability professionals require continuous training and updated materialsto acquire new knowledge and skill sets in a competitive marketplace.

We oer a body of knowledge encompassing the latest in publications, multi-media and full-length distancelearning courses, allowing our customers to prosper in todays world of increased performance requirements.

Our top priority is to provide the highest level of customer service to the professionals we serve, by providing

one-stop shopping for valuable resources at a reasonable price. Start shopping here
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All author contributions generously given by their creators.

Conceived by Terrence OHanlon, CMRP, Publisher, Reliabilityweb.com.

Designed by Justine Lavoie, Nicola Behr and Sara Soto.Produced by Reliabilityweb.com and Uptime Magazine.

Join many of the contributors at an upcoming conference.

Visit www.maintenanceconference.com for details.

2012 Reliabilityweb.com. This document may be freely distributed by e-mail (no spamming, please) or posted onthe web with NO registration required. Must be presented in its entirety. For those interested in contributing to 2012s

e-Book publication and for special permissions, please send your request to [email protected].

Credits

Make something happen. We need your help.(Post this, e-mail it, tweet itshare it anyway you can.)

Spread it freely. Add your own idea.

But please dont sell this content or change any of the entries.

Do work that matters.
http://www.maintenanceconference.com/mailto:tohanlon%40reliabilityweb.com?subject=mailto:tohanlon%40reliabilityweb.com?subject=http://www.maintenanceconference.com/


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and

to

in 2012

Documents

Things to Think About 2012