MYTH Debunked
As Benjamin Franklin once said, “By failing to prepare, you are preparing to fail.” Companies who capitalize on down markets to pursue reliability improvements can better prepare themselves for when it really matters—when every last drop, pound, or gallon of product out their door goes straight to the bottom line. If you’re not taking advantage of slow times to sharpen your reliability tools, what makes you think you’ll have the ability to do so when it’s time-critical?
Whether by leveraging available resources or accessing difficult areas of your plant, now is the time to make those step changes in your plant’s reliability performance. Go from zero to hero through reliability strategies that turn your situation into an advantage!
As Benjamin Franklin once said, “By failing to prepare, you are preparing to fail.” Companies who capitalize on down markets to pursue reliability improvements can better prepare themselves for when it really matters—when every last drop, pound, or gallon of product out their door goes straight to the bottom line. If you’re not taking advantage of slow times to sharpen your reliability tools, what makes you think you’ll have the ability to do so when it’s time-critical?
Whether by leveraging available resources or accessing difficult areas of your plant, now is the time to make those step changes in your plant’s reliability performance. Go from zero to hero through reliability strategies that turn your situation into an advantage!
Myth Debunked
It’s hard to argue with the fact that an unplanned asset failure is costly to repair and hurts the bottom line—not including the likely potential for more ancillary damages and harm to others. While choosing to rely upon inline redundancy and on-hand spares is no doubt a viable strategy, it’s also proven to be a poor one.
In a fictional world, we’d love to have a spare for everything. And in an ideal world, we wouldn’t need a spare for anything. If this Myth is your current reliability strategy, you are likely spending up to 3.5 times more to maintain your facility than your peers. Top quartile companies recognize that how they decide to operate their facilities is far more important than what they have installed. Consider this: If you could cut your maintenance and manufacturing costs in half by leaving unnecessary equipment idle and by stocking less, why wouldn’t you? Let us work with you to determine an appropriate reliability strategy for your situation and your facility, regardless of where it was invented!
It’s hard to argue with the fact that an unplanned asset failure is costly to repair and hurts the bottom line—not including the likely potential for more ancillary damages and harm to others. While choosing to rely upon inline redundancy and on-hand spares is no doubt a viable strategy, it’s also proven to be a poor one.
In a fictional world, we’d love to have a spare for everything. And in an ideal world, we wouldn’t need a spare for anything. If this Myth is your current reliability strategy, you are likely spending up to 3.5 times more to maintain your facility than your peers. Top quartile companies recognize that how they decide to operate their facilities is far more important than what they have installed. Consider this: If you could cut your maintenance and manufacturing costs in half by leaving unnecessary equipment idle and by stocking less, why wouldn’t you? Let us work with you to determine an appropriate reliability strategy for your situation and your facility, regardless of where it was invented!
Myth Debunked
If people and resources are your limiting factor, you might be stuck for a while waiting on things to improve. Departments are being forced to adapt to the new norm of doing more with less.
The key to a solid reliability program is having the right data. When people are too busy responding to failures in your facility, then the task of optimizing leading indicators of failures falls between the cracks, further perpetuating the cycle. Now is a great time to trial new PdM technologies on bad actors to begin feeding actionable information with analytical insights. Cut to the chase and make improvements that will enable you to uncover cost savings that can be reinvested into the business to hire new people, deploy more technology, and create more positive leverage across your team!
If people and resources are your limiting factor, you might be stuck for a while waiting on things to improve. Departments are being forced to adapt to the new norm of doing more with less.
The key to a solid reliability program is having the right data. When people are too busy responding to failures in your facility, then the task of optimizing leading indicators of failures falls between the cracks, further perpetuating the cycle. Now is a great time to trial new PdM technologies on bad actors to begin feeding actionable information with analytical insights. Cut to the chase and make improvements that will enable you to uncover cost savings that can be reinvested into the business to hire new people, deploy more technology, and create more positive leverage across your team!
Myth Debunked
A more reliable plant is a safer and more productive plant. Getting by is just not acceptable to meet today’s safety, cost, and environmental requirements. Whether you have a full-blown program or are just starting out with a few analytical techniques, the pace of technological advancements can bring the benefits of reliability improvements closer than ever before.
Without a solid approach, you have no means to sustain those gains, nor any way to measure progress. No matter where your organization may be in its maintenance and reliability journey, the fact remains that there is a high ceiling for fortifying your approach. Companies that consistently outpace their competitors have a dedicated focus on using reliability to increase production while simultaneously reducing plant maintenance costs. Even a small investment in reliability can pay big dividends.
A more reliable plant is a safer and more productive plant. Getting by is just not acceptable to meet today’s safety, cost, and environmental requirements. Whether you have a full-blown program or are just starting out with a few analytical techniques, the pace of technological advancements can bring the benefits of reliability improvements closer than ever before.
Without a solid approach, you have no means to sustain those gains, nor any way to measure progress. No matter where your organization may be in its maintenance and reliability journey, the fact remains that there is a high ceiling for fortifying your approach. Companies that consistently outpace their competitors have a dedicated focus on using reliability to increase production while simultaneously reducing plant maintenance costs. Even a small investment in reliability can pay big dividends.
Myth Debunked
Expense and time are the most common factors that prevent people from making incremental improvements in their reliability journey. The fact is that most downtime events and unplanned costs are usually due to a handful of ‘bad actors’, and it only requires a small investment to monitor the health of those critical assets.
Typically, the return on investment (ROI) can be achieved within a single incident avoidance, and each additional preventable failure equates to more reclaimed production that in turn can fund future reliability efforts. Demonstrating small (or big) wins on just a few pieces of equipment creates a positive cycle that motivates change and eases the purse strings—further increasing the potential for ROI as more assets are pulled into your program.
Expense and time are the most common factors that prevent people from making incremental improvements in their reliability journey. The fact is that most downtime events and unplanned costs are usually due to a handful of ‘bad actors’, and it only requires a small investment to monitor the health of those critical assets.
Typically, the return on investment (ROI) can be achieved within a single incident avoidance, and each additional preventable failure equates to more reclaimed production that in turn can fund future reliability efforts. Demonstrating small (or big) wins on just a few pieces of equipment creates a positive cycle that motivates change and eases the purse strings—further increasing the potential for ROI as more assets are pulled into your program.
Myth Debunked
If a member of your team or an outside contractor is collecting PdM data on some routine basis, it is very likely that things can be missed. It’s all too common for some pieces of equipment to be on routes that are either inaccessible or unavailable at the time of collection. What happens if you or someone is late analyzing that data for another month…or more?
That’s the unfortunate reality in most facilities, and it’s paramount that conventional PdM approaches be augmented with new techniques to maximize the chance of predicting and preventing failures. When deciding how to structure your program, consider the frequency, quality, and ownership of the data. Be aware that if your contractor changes, a decade’s worth of your historical data and plant knowledge may walk out the door with them.
If a member of your team or an outside contractor is collecting PdM data on some routine basis, it is very likely that things can be missed. It’s all too common for some pieces of equipment to be on routes that are either inaccessible or unavailable at the time of collection. What happens if you or someone is late analyzing that data for another month…or more?
That’s the unfortunate reality in most facilities, and it’s paramount that conventional PdM approaches be augmented with new techniques to maximize the chance of predicting and preventing failures. When deciding how to structure your program, consider the frequency, quality, and ownership of the data. Be aware that if your contractor changes, a decade’s worth of your historical data and plant knowledge may walk out the door with them.
Change the calculus
Most facilities are designed to a 3rd Operating Quartile benchmark. That means that most production plants begin their life on a trajectory to never become anything better than a mediocre performer…unless you change that.
Pick up those millions
Facilities with excess capacity or redundant equipment don’t feel an urgency to adopt Maintenance and Reliability best practices. Don’t let your missed opportunities leave millions of dollars on the table every year.
Don’t sell out
Manufacturers who treat their operations as ‘sold out’ embrace a 'time is money' mindset. Resist the temptation to let your equipment run to failure. You can avoid unnecessary stocking, overtime, cleanouts, and overhauls—that all affect the bottom line.
