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3:13 pm
June 24, 2014
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rick_carter_thumbForward Observations: Add Customer Feedback To Your Big Data

By Rick Carter, Executive Editor

Earlier this year, the American Customer Satisfaction Index (theacsi.org) released one of its survey-based reports on respondents’ consumer-related perceptions of 236 companies. It covered three main areas: perceived quality and value; general satisfaction; and “outcomes” of satisfaction, such as customer complaints and loyalty. What caught my eye was a related news article written largely about the lowest-ranked companies in the survey. These were Comcast Corp. (234 out of 236) and Time Warner Cable, Inc. (dead last at 236)—the two cable giants that had recently announced their intention to merge. The writer questioned how effective a merger of two such poorly regarded entities could be. Click here for more.

 

bob_williamson_thumb_thumb_thumbUptime: TPM — A Foundation for Asset-Management Systems, Part I

By Bob Williamson, Contributing Editor

If you cannot make Total Productive Maintenance work in your plant, you will surely struggle with the ISO 55000 Asset Management Standard.

Total Productive Maintenance (TPM) is an organization-wide process for improving equipment effectiveness that was taken from the heart of what we now know as the “Toyota Production System” (TPS). TPM came to North America from the Japan Institute for Plant Maintenance (JIPM) in the mid-1980s. The TPM process gained momentum because of the way it shared equipment-maintenance responsibilities with others in organizations through fundamental “pillars.” The Pillars of TPM outlined the basic principles of the process and how they were to be deployed interdependently (they supported each other). Click here for more.

 

ken_bannisterFrom Our Perspective: What Maintenance Controls and What It Manages

By Ken Bannister, Contributing Editor

Traditionally, maintenance departments have been marked as scapegoats within their respective organizations. As a consequence, they may have found themselves on the receiving end of unsolicited blame for production slowdowns and losses, excess spending of corporate profits, and unfairly referred to as a “necessary evil.”

Although there could sometimes be elements of truth in such allegations, the majority of blame is unfounded. What I find remarkable is the frequent inability of the maintenance department to combat these idle remarks with irrefutable evidence that exposes the true causal factors leading to asset failure and resource waste within plants and facilities. Click here for more.

 

newjaneresize2_thumb_thumbMy Take: Something New to Smile About

By Jane Alexander, Deputy Editor

This month marks my 9th anniversary with Maintenance Technology. Flipping through copies of the magazines with which I’ve been involved for the past nine years is an uplifting experience for me. Our editorial team has done remarkable work—and intends to keep it up. From a personal standpoint, working with others to learn about and cover the many issues that impact the art and science of maintenance and reliability has made my job a real pleasure, as has watching end- users and suppliers work together to overcome the challenges that industry faces. Click here for more.

 

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