Quality Progress - December 2017 - 58

F E AT U R E

MAINTENANCE MANAGEMENT
organization's digital transformation
and data-driven decision-making
capabilities.

A PdM example

New York's Metropolitan Transportation Authority has been making great
strides in implementing an ambitious
enterprise asset management (EAM)
plan in all of its subagencies.
Led by the extensive EAM plan,
enhanced applications of predictive
technologies through a reliability-centered maintenance program and
implementation of a state-of-the-art
CMMS program would immensely
boost PdM capabilities in the
organization.
Currently, the mechanical department uses remote monitoring
technologies, including a custom-built
wayside monitoring and diagnostics system. This system tracks the
condition of in-service electric train
equipment in real time and flags
potential issues on the train operator's monitoring screens, as well as
on the web-based system's monitoring screen, so the control center can
quickly take action to mitigate any
faults or failures.
Additional failure snapshots based
on algorithms have been developed
and implemented to detect explicit
failure scenarios that involve a specific
set of faulty conditions occurring at the
same time.
In addition, the organization's ongoing high-profile positive train control
project would further enhance the
organization's ability to remotely monitor train operations in real time, and
identify and control potential hazards
before they jeopardize the safety of
commuters or employees.
There is more work underway, and
some early cases of the upgrades
in subagencies were well-received
and well-liked at all levels of the
organization.

58 QP

December 2017 ❘ qualityprogress.com

FIGURE 1

Predictive maintenance steps
6. Develop KPIs, BI and performance management
5. Conduct data mining and warehousing
4. Select a CMMS capable of meeting the requirements
3. Install sensors and smart systems for condition monitoring
2. Adopt an appropriate condition monitoring program

Review
evaluation
and feedback
at every
stage

1. Establish clear maintenance objectives and select PdM features to support them

KPI = key performance indicator
BI = business intelligence
CMMS = computerized maintenance management system
PdM = predictive maintenance

The right tool for the job

With modern-day technological
advancements, engineers and quality
professionals have a large variety of
tools and techniques at their disposal.
It's easier than ever to apply the
right technology at the right time for
the right work. This empowerment
allows for efficient PdM planning and
implementation.
PdM implementation adds sustainable, value-added results in real time
(or in a timely manner) to improve
safety, performance and availability of
equipment. It increases productivity
and reduces cost, promotes continuous
improvement and provides insightful
information for better decision making.
If your organization lacks resources
to assess or implement the best-fit
PdM program on its own, hiring a
consultant might prove effective.
This is especially worthwhile when an
organization wants to save time implementing the program.
It also should be understood that
implementing PdM may pose a radical
change in the organization's current
practices, and all levels of the organization's workforce should be receptive
to this change. After all, the success of
any change can be ensured only when

it is driven and embraced from within
the organization.
BIBLIOGRAPHY
Lewis-Beck, Michael S., Data Analysis: An
Introduction (Quantitative Applications in
the Social Sciences), SAGE Publications
Inc., 1995.
Putman Media Inc., Plant Services Magazine,
January 2017.
Putman Media Inc., Plant Services Magazine,
November 2016.
Putman Media Inc., Plant Services Magazine,
October 2016.

Jigish Vaidya is a senior manager
of operational statistics at the
Long Island Rail Road in Hollis,
NY. He earned a bachelor's degree
in electrical engineering from
Lukhdhirji Engineering College
in Morbi, India. He is an ASQcertified software quality engineer
and a certified International
Organization for Standardization
auditor. Vaidya is a senior member
of ASQ.


http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - December 2017

Seen and Heard
Progress Report
Mr. Pareto Head
Expert Answers
Career Coach
The Next Rung
Titles and Take-Home
Certification Certainty
Six Sigma Satisfaction
Stay the Course
Maintenance Makeover
Confronting Confusion
Standard Issues
Statistics Spotlight
Marketplace
Footnotes
Try This Today
Quality Progress - December 2017 - intro
Quality Progress - December 2017 - cover1
Quality Progress - December 2017 - cover2
Quality Progress - December 2017 - 1
Quality Progress - December 2017 - 2
Quality Progress - December 2017 - 3
Quality Progress - December 2017 - 4
Quality Progress - December 2017 - 5
Quality Progress - December 2017 - Seen and Heard
Quality Progress - December 2017 - 7
Quality Progress - December 2017 - Progress Report
Quality Progress - December 2017 - 9
Quality Progress - December 2017 - 10
Quality Progress - December 2017 - 11
Quality Progress - December 2017 - 12
Quality Progress - December 2017 - Mr. Pareto Head
Quality Progress - December 2017 - Expert Answers
Quality Progress - December 2017 - 15
Quality Progress - December 2017 - Career Coach
Quality Progress - December 2017 - 17
Quality Progress - December 2017 - 18
Quality Progress - December 2017 - 19
Quality Progress - December 2017 - The Next Rung
Quality Progress - December 2017 - 21
Quality Progress - December 2017 - 22
Quality Progress - December 2017 - 23
Quality Progress - December 2017 - 24
Quality Progress - December 2017 - 25
Quality Progress - December 2017 - 26
Quality Progress - December 2017 - 27
Quality Progress - December 2017 - 28
Quality Progress - December 2017 - 29
Quality Progress - December 2017 - Titles and Take-Home
Quality Progress - December 2017 - 31
Quality Progress - December 2017 - 32
Quality Progress - December 2017 - 33
Quality Progress - December 2017 - 34
Quality Progress - December 2017 - 35
Quality Progress - December 2017 - Certification Certainty
Quality Progress - December 2017 - 37
Quality Progress - December 2017 - 38
Quality Progress - December 2017 - 39
Quality Progress - December 2017 - 40
Quality Progress - December 2017 - 41
Quality Progress - December 2017 - 42
Quality Progress - December 2017 - 43
Quality Progress - December 2017 - Six Sigma Satisfaction
Quality Progress - December 2017 - 45
Quality Progress - December 2017 - 46
Quality Progress - December 2017 - 47
Quality Progress - December 2017 - Stay the Course
Quality Progress - December 2017 - 49
Quality Progress - December 2017 - 50
Quality Progress - December 2017 - 51
Quality Progress - December 2017 - 52
Quality Progress - December 2017 - 53
Quality Progress - December 2017 - Maintenance Makeover
Quality Progress - December 2017 - 55
Quality Progress - December 2017 - 56
Quality Progress - December 2017 - 57
Quality Progress - December 2017 - 58
Quality Progress - December 2017 - 59
Quality Progress - December 2017 - Confronting Confusion
Quality Progress - December 2017 - 61
Quality Progress - December 2017 - 62
Quality Progress - December 2017 - 63
Quality Progress - December 2017 - 64
Quality Progress - December 2017 - 65
Quality Progress - December 2017 - Standard Issues
Quality Progress - December 2017 - 67
Quality Progress - December 2017 - 68
Quality Progress - December 2017 - 69
Quality Progress - December 2017 - Statistics Spotlight
Quality Progress - December 2017 - 71
Quality Progress - December 2017 - 72
Quality Progress - December 2017 - 73
Quality Progress - December 2017 - Marketplace
Quality Progress - December 2017 - 75
Quality Progress - December 2017 - Footnotes
Quality Progress - December 2017 - 77
Quality Progress - December 2017 - 78
Quality Progress - December 2017 - 79
Quality Progress - December 2017 - Try This Today
Quality Progress - December 2017 - cover3
Quality Progress - December 2017 - cover4
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