Focus on Reliability

Advancing the Crafts

For many organizations, finding qualified maintenance technicians is a real challenge. While not a new problem, it is becoming much more pronounced depending on their level of pay and geographical location. More companies are looking internally with the intent of developing their own workforce to take on new responsibilities.

Topics: Training

Don't Get Stuck. Start here!

Maintenance and Reliability for Managers Jeff ShiverOrganizations typically fall into one of three categories. Reactive, emerging proactive, and proactive. Then we have those organizations that were proactive but have fallen back into the reactive cycle of despair. The statistic of over 60% of all organizations being reactive in their maintenance processes probably doesn’t surprise many of you, especially if you live in that environment.

Topics: Assessment Benchmarking Gap Analysis

Six Steps to build the Maintenance Schedule

Maintenance-Schedule-600024566.jpgStruggling to put together a complete weekly schedule? It may surprise you, but you’re not alone.  Although the processes of work execution (preventive and predictive programs, planning, scheduling, coordination, storeroom and production partnerships) are foundational, many groups struggle to put it all together well. Without this foundation, more advanced concepts fizzle out quickly. Frustration ensues. There are many pieces that need to align to complete the entire work execution puzzle. To start, let's focus on developing the weekly maintenance schedule. There are some basic steps that you should address to move things forward.

Topics: Maintenance Management Maintenance Planning Scheduling

I Just Can’t Get Buy-In

Barriers to Maintenance SupervisionMany times we hear this refrain along with, “I’ve told them what needs to be done, but they don’t seem interested!” Who is “them?” It could be your boss, your peers, or those working in the same department. If you’re a Maintenance and Reliability leader, it could be the tradespeople you work with – but it doesn’t matter who it is, the problem’s the same. You have identified a need for change, someone has told you that you need to change or you’ve simply been given the change to implement. Of the three, the last is the most difficult as the actual change has been foisted upon you and so hopefully the person doing the foisting has read this article and found a way to get your buy-in!

Topics: Leadership and Supervision