The Journey to Maintenance Excellence: Reliability Improvement (Part I)
In order to get the most out of reliability-improvement, it must be carefully planned. Success involves more than simply hiring engineers and telling them to go out and “fix reliability.”
Start with the data. While the fact that data drives reliability improvement may seem obvious, it’s not uncommon for companies to either not have data or have data that’s not easily mined from their CMMS/EAM systems. The following activities are crucial to undertake prior to embarking on a reliability-improvement initiative:
- Ensure that appropriate, best-practice work processes are in place to collect data
- Ensure that work is classified in a way that it can be mined in order to understand problems
- Identify key performance indicators (KPIs) that can point to potential opportunities
- Establish KPIs to gauge how well the preventive (PM) and predictive (PdM) maintenance programs perform
The work-order work process is the most fundamental element of successful maintenance. All work must be captured and must include labor, materials, contractors, and other expenses that go into maintaining plant equipment. This information must be accurate, and the type of work being done must be coded carefully.
A second key area is ensuring that all work goes through a planning-and-scheduling process so that needed work is agreed to by operations and executed systematically. This means that all PM and PdM work will go through this process.
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