Maintenance Technology July 2015 - (Page 38)
DON'T PROCRASTINATE...INNOVATE
Ken Bannister
CMRP, MLE
Contributing Editor
Maintain to the
Weakest Link, Part 2:
Weakness as Opportunity
T
he first installment of this two-part column
(MT, May, 2015) explored weakness as
a desired state. To recap, manufacturers
leverage this type of weakness in equipment's consumable-wear items by building in
adjustability that helps ensure the reliability and
integrity of an asset's critical-and typically most
expensive-component systems. In this concluding
installment, we explore undesirable weak links
related to issues of organizational culture (including
knowledge and training) that affect the way operations and maintenance personnel behave in various
situations. These behaviors can seriously affect a
machine's ability to perform efficiently and reliably.
To expose and eliminate weak links
that adversely affect their assetmanagement efforts, organizations
must first own up to them.
Weakness as an undesired state
In his best-selling book Good to Great (2001,
HarperCollins, New York), author Jim Collins
describes a world-class organization as one that
has consistently beaten the stock market by an
average of seven times, for 15 consecutive years
or more. He also identifies the three hallmarks
of greatness responsible for converting corporate
cultural weakness into strength-evident in all 10
companies highlighted in the book-as relational
understanding, communication, and measurement.
Collins' premise is applicable to the field of
asset management: Those who seek to improve
the effectiveness of a maintenance organization
must identify and address weak links in its culture
and team dynamics, along with weak links in
38 |
MAINTENANCE TECHNOLOGY
the maintenance system and overall approach to
managing assets.
Working with countless operations over the
course of my career, one of the most frequently
used excuses for poor maintenance practices and/or
unplanned downtime events that I've encountered
has been, "We've always done it that way!" When a
plant-maintenance professional offers this explanation, it's a good bet his/her site has seldom-if
ever-seriously addressed best-practice assetmanagement strategies, processes, and procedures
(perhaps for decades). This reflects an undesirable
state of weakness in that effective solutions from the
past may have become inadequate or detrimental
in the years since. Imagine personnel attempting
to maintain plant-equipment assets "the way we've
always done it," despite the site having added new
shifts to run new production lines automated
by new intelligent machinery systems capable of
manufacturing new types of products for new
and expanded markets at higher speeds than the
facility's old equipment ever could. It's easy to pick
out the weakness in this hypothetical, but not so
far-fetched, example. Some of today's operations, to
varying degrees, are trying to run in a similar vein.
Eliminate the weakest links
The first step in eliminating weak links involves
establishing and understanding the asset-management role within your organization and building
relationships between the asset-management group
(or maintenance department) and internal and
external stakeholders. Doing so puts the assetmanagement group in a position of strength that
allows it to:
■ manage by common objectives, which can be
used to set up service-level agreements with
stakeholders
■ measure and track activities for effectiveness.
This step is achieved by conducting an assetmanagement or maintenance-operation effectiveness review (MOER) using a SWOT (strengths,
weaknesses, opportunities, threats) approach to
JULY 2015
Table of Contents for the Digital Edition of Maintenance Technology July 2015
Forward Observations
Uptime
For On The Floor
News
Drive Strategy With Performance Metrics
Train, Audit Electrical Workers
Carbon-Neutral Drives Molding Company
Troubleshoot Hot Hydraulics
Lubrication Strategies
Don't Procrastinate, Innovate
Products
Marketplace
Ad Index
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