By Bob Williamson, Contributing Editor
Methods from motorsports racing and pit crews can provide invaluable insights for plant shutdown, turnaround and outage (STO) maintenance. At the track, people, machines, plans, schedules, parts, supplies and more must come together in short periods of time to successfully accomplish specific maintenance and repair tasks during pit stops. While a race team’s pit crew is considerably smaller than the STO teams in today’s plants, many of the same principles and methods apply. Following is an example from when I was asked to observe, from a pit-crew perspective, a 24-hour STO in a paper mill and offer suggestions for improvements. Click here for more.
By Rick Carter, Executive Editor
I’ve been lucky enough to tour many industrial operations over the years, usually in the course of article research. The process has allowed me to witness a small sample of the infinite variations possible in the continuous-improvement journey. Most of the plants I’ve seen have been noteworthy examples of what we consider best practices in maintenance, asset-management, reliability and production. Typically run by efficient world-class cultures whose members are proud of their accomplishments, these are cream-of-the-crop plants, and the most likely to achieve recognition. Click here for more.
Don’t Procrastinate…Innovate: Maintaining to the Weakest Link, Part 1 — Weakness as a Desired State
By Ken Bannister, CMRP, Contributing Editor
Remember the television game show Weakest Link? Its authoritarian host Anne Robinson specialized in shaming failing contestants with the words, “You are the weakest link, goodbye!” Unlike the TV show, which is designed to provoke disharmony among team members and negatively exploit the knowledge gaps of its contestants, the asset-management world cannot afford to be so dismissive. It can however, take an innovative approach toward improvement by recognizing, exposing, understanding and exploiting weak links in a positive manner. Click here for more.
By Dan Miklovic, Principal Analyst, LNS Research
Looking at today’s regulatory environment and increasing shareholder activism in the marketplace, it’s clear that Operational Risk Management (ORM) is becoming a critical skill for many manufacturing and asset-intensive businesses. The costs associated with events like environmental violations or safety incidents—and their related potential fines and penalties—can be significant. The need to avoid accidents is becoming a prime business objective. Click here for more.