Asset Productivity Articles
Our expert staff is well known throughout the industry for its breadth of knowledge gained through years of practical experience. The following articles, written by members of our staff, have been published in industry journals and Web sites.
Simple Solutions Yield Simple Results
By R. Keith Mobley, Principal SME, Life Cycle Engineering
I am constantly amazed that intelligent professionals think that all problems can be resolved by either ignoring them or creating quick-fixes. They do not seem to realize that not all problems, especially those that severely limit too many of our plants, are candidates for simple, technical fixes.Managing Risk: GMPs are Not Enough
By Mike Poland, CMRP, Life Cycle Engineering
As appeared in the October Edition of Pharmaceutical ManufacturingRisk-based asset management (RBAM) is a method of implementing an asset management strategy based on the asset-related risks to the value stream. Together with current Good Manufacturing Practices (GMPs), RBAM ensures that all risks are identified and evaluated based on their impact to the value stream.
Inspire Others to Dream
By R. Keith Mobley, Principal SME, Life Cycle Engineering
Recently I had one of those experiences that make all of the delayed flights, living out of suitcases, and clients who are determined not to listen, worthwhile. A client invited me to visit a plant that we helped several years ago.The Critical Role of Leadership in Implementing New Reliability Processes
By Paul Borders, CRMP, Life Cycle Engineering
It’s always a sobering moment…I find myself in a client’s office and I dare not look, for I am afraid of what I may see. Inevitably my client will have to take a phone call and I’ll look at the bookshelf – the graveyard of prior efforts to improve performance.Bar Coding in Your MRO Storeroom
By Doug Wallace, CPIM, Life Cycle Engineering
As appeared RxTodayA few years ago, the Aberdeen Group conducted a research survey on the use of inventory management tools and techniques. The results revealed that storeroom processes and systems were (and one would suspect probably still are) being actively re-evaluated by most companies.
How do you manage an MRO storeroom effectively?
By Wally Wilson, CMRP, CPIM, Life Cycle Engineering
If you are a storeroom manager you must manage the storeroom; you can’t let the storeroom manage you! This seems like common sense but all too often the storeroom is on autopilot and as long as the parts are available, everyone is happy.
Are You Playing to Win?
By R. Keith Mobley, Principal SME, Life Cycle Engineering
As appeared in Reflections on ExcellenceHow often have you watched your favorite football team, holding a comfortable lead, become conservative near the end of the game only to lose the game? Fearing losing more than wanting to win, they focus on not making mistakes, calling plays that minimize the chance of turnovers, and above all, not taking any chances. Why do they lose?
You Don’t Know What You Don’t Know
By R. Keith Mobley, Principal SME, Life Cycle Engineering
I have spent most of my adult life trying to help companies improve a part or all of their operation by overcoming the myriad of factors that limit performance. One would think that by now I would have adjusted to the idiosyncrasies of the decision-makers that one deals with daily. But some things continue to amaze me, no matter how many times they have occurred before.One Cannot Govern Others Without Consent
By R. Keith Mobley, Principal SME, Life Cycle Engineering
One of the many lessons that I was slow in learning is that personal success is an illusion and never within one’s control. Once learned, this lesson has been reinforced over and over again throughout my career, but perhaps the best example is the frequent reminders a colleague persists in providing.Determining an OEE Goal Based Upon Customer Takt Time
By Rich Jansen, Life Cycle Engineering
As appeared in Uptime magazineWhat is the basis for your current OEE Goal? Is it clear to you, and is it one which employees in the organization have a motivation to achieve? Regardless of how you get there, it all starts with building the awareness of the need for the targeted performance level.
How Operator Care Rounds Support a Culture of Continuous Improvement
By Joe Mikes, CMRP, Life Cycle Engineering
Many manufacturers expect operators to conduct process checks during their shifts. Operators are typically very good at checking performance measures but do not adequately check for reliability aspects of the assets and systems. There are many reasons to improve how operator care rounds are conducted...
How can I make our weekly maintenance scheduling meetings more productive?
By Tim Kister, CMRP, Life Cycle Engineering
As appeared in RxTodayQ: We have a weekly scheduling meeting to establish our maintenance schedule for the following week. This meeting doesn’t seem to be as productive as we feel it should be. How long should this meeting take and who should attend?
Line Performance Optimization: A problem-solving process for pharmaceutical manufacturing
Line Performance Optimization (LPO) integrates best practices in asset management, lean and change management to solve chronic and persistent reliability issues with a specific manufacturing line.
Trust Is Essential
By R. Keith Mobley, Principal SME, Life Cycle Engineering
It has been two months without a letter. One can rationalize and state the obvious—that there just has not been time—but that is no excuse. The good news is these past few months have provided ample subject matter for this and future letters.There is Absolutely No Reason to Hurry
By R. Keith Mobley, Principal SME, Life Cycle Engineering
Being fast is important in a race and perhaps other instances, but not when changing individual habits or work culture. Both take time and infinite patience. Change cannot be rushed. This simple fact has been the downfall of too many attempts to transform a reactive, poor performance company into one that can compete—survive—in today’s marketplace.Change or Perish
By R. Keith Mobley, Principal SME, Life Cycle Engineering
As appeared in Reflections on ExcellenceAlmost three decades ago I was approached by a major publisher to write a book that defined the tenets of a successful company. Not knowing any better, I accepted the challenge and over the next months the book took form. When it was finally finished and the galley proofs received, I made a slight miscalculation—I asked my wife to read it. You need to understand, my wife was put on earth to keep me humble and she has done an exceptionally good job over our 46 years of marriage. She reluctantly complied with my request—well almost.
Changing the Storeroom Culture to Best Practice Performance
By Wally Wilson, CMRP, CPIM, Life Cycle Engineering
As appeared in RxTodayMaintenance, Repair and Operation (MRO) storerooms and spare parts are a necessary evil that most businesses tolerate as a part of doing business. As options are explored to reduce costs and optimize every dollar invested, changing the way spare parts are managed is a hidden cost that many times is overlooked.
Whats Wrong with Perfect?
By R. Keith Mobley, Principal SME, Life Cycle Engineering
Granted, I am old and perhaps set in my ways but there is one thing that I just cannot understand. Why is everyone averse to striving for perfection? It seems that almost every time we broach the subject of improvement, the client always has a thousand and one reasons why their company cannot achieve and therefore should not pursue perfection in the form of asset utilization, cost of goods sold and elimination of waste.Perseverance Pays Off in the End
By R. Keith Mobley, Principal SME, Life Cycle Engineering
It has been too long since my last letter, but 2011 closed with a burst of new problems with dire consequences that mandated immediate attention. I am happy to tell you that all of these have been resolved and our clients enter 2012 with a much brighter future.Is it possible to do planned work on an unscheduled basis?
By Bobby Rivenbark, CMRP, CPMM, Life Cycle Engineering
The simple answer is “Yes!” Given that planning and scheduling are traditionally linked together in today’s business environment, it’s not hard to get confused about the difference between the two. When we look at planning and scheduling as a whole we tend to forget that it consists of two separate functions to accomplish work.
