Maintenance Tools

Send us your Maintenance Tips and get a Diamond Toolbox Style Stainless Steel Coffee Mug or a Maintenance Tips hat if your tip gets published
You will also be entered into a drawing for a free pass to PdM-2007 – The Predictive Maintenance Technology Conference and Expo collocated with LubricationWorld, September 11-13 in Las Vegas. Drawing to be held on August 1 and winner announced on August 2.

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Avoiding a disconnected Root Cause Analysis
When conducting Root Cause Analysis (RCA) be aware that after you have collected your preserve data you may have collected reports written by others who have investigated the same or similar failures in the past. You must treat the report as information that may provide some insight to possible hypotheses for your analysis. Hypotheses have to be verified as to whether or not it occurred and a report that was written in the past cannot be used in the analysis as a fact without re-verification. This RCA error trap can lead investigators to wrong conclusions in their completed analysis. Tip provided by Mark Latino
Reliability Center Inc.
http://www.reliability.com
Root Cause Analysis Forum

Eight elements are required for effective change in maintenance and reliability:

• Leadership – Direction and guidance for the organization

• Work Process – The method or process by which work is conducted

• Structure – The organizational framework supporting the process

• Group Learning – The ability of the organization to learn and adapt

• Technology – The software supporting the Reliability/Maintenance effort

• Communication – Dissemination of information

• Interrelationships – Effective and efficient working relationships

• Rewards – Reinforcement for performance (not always money)

Each of these elements are important for a successful change initiative on their own, but they are even more important when considered as a collective whole.

Tip excerpted from “You Say You Want An Evolution” by Steve Thomas, Uptime Magazine May 2007

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Working Without Supervision There is a growing trend in U.S. industry to eliminate the supervisor function. More and more plants are replacing this function with self-directed teams, using production supervisors to oversee maintenance or using hourly workers to direct the work function. While each of these methods can provide some level of work direction, all eliminate many of the critical functions that should be provided by the first-line maintenance supervisor - requires free Adobe Acrobat Reader for viewing