A CMMS Utilization Plan is Essential

Many significant quotes come from ReliabilityWeb pertaining to asset management. The ISO-55000 standard is a key part of this roadmap. Some notable quotes are:

Line of Sight is all about how an organization is organized around its core reason for being.
Asset management is about applying engineering logic specifically to the ownership of physical assets.
Brilliant asset management presents a clear line of sight.

But what if everyone does have a clear line of sight from the executive level down to the working level? Then what should happen? What results should we expect at that moment?

Software, Process, and Organization

The software may be world class, but the surrounding process is still critical. Even a best-of-breed CMMS product can be missing the necessary design elements to perform advanced processes essential to making more informed decisions. The Core Team needs to close these gaps. And without clear roles/responsibilities the data won’t be populated, making analytical reports impossible. And suddenly, we are back in the stone age.

Three Examples

Organization #1

The CMMS was embedded inside the ERP. The software implementation was focused around financial management. The project team lacked knowledge of asset management principles and practices. The asset portfolio was slim, no location hierarchy existed, and there was no inventory storeroom management in place. But the team knew how to install software and train users on screen navigation. At the end of the day, all they could do was capture costs against financial assets.

Organization #2

The CMMS team had 15-20 years of experience using the product. There wasn’t nothing they couldn’t configure (or customize). Unfortunately, this was an IT driven project, meaning no core team, no executive sponsor, and no reliability team. The working level and functional side were not involved and lacked buy-in. The CMMS team may attend venues to gain knowledge, but these were solely software related. 20 years later, still no failure data, or weekly schedule.

Organization #3

This organization had a core team with proper functional group representation. However, they performed little to no benchmarking. They didn’t really understand asset management, nor were there any certifications in reliability. They lacked knowledge in advanced processes where the greatest potential for return on investment resided. They relied primarily on the software vendor roadmap as to where time would be spent “massaging the product” and implementing new features. And they lacked a long-range plan which provided the shortest path to value.

A CMMS Utilization Plan Says What?

This document, created by the core team, states what advanced processes and power features will be implemented and used. The conversation starts with a roadmap on a whiteboard linking prerequisites to the endgame. These tasks are then transferred to a scheduling tool to establish durations, resource estimates, project assignments, and critical path. You may not get there over night, but that is the purpose of having a plan – to not forget what, why, and when. Example product goals might include:

Note that these goals are not just software related. There is also surrounding process and procedure. And from an organizational perspective, the business analyst role is all the more important if you plan to actually leverage any data to make more informed decisions. And in order to make real progress in the world of asset management, the benchmarking activity will be essential to support continuous improvement.

September 18, 2019October 12, 2022

It’s Hard to Know, What You Don’t Know

It’s Hard to Know, What You Don’t Know

When is a Roadmap a Roadmap?

Is your “roadmap” simply a software release schedule showing upcoming new features from the vendor? Or is it a comprehensive plan for asset management and operational excellence?

Scheduling Solutions

Is drag-and-drop functionality the only feature you are after? And is subjective selection your primary method for determining what work goes on the weekly schedule? Or, would an automated, resource-leveled weekly schedule, utilizing a risk-based prioritization, add more value? Then, once the “set of work” is selected for the week, the drag-and-drop tool can be used to create the Daily Plan.

Would it be helpful to have ONE scheduling product that handles CMMS daily/weekly, plus large project scheduling that requires logic ties, total float calculations, and ETC capture? This “product” doesn’t exist by the way (as of September 2019). So, why haven’t the scheduling vendors pursued this? Answer: (reason 1 of 2) The CMMS user community is not asking.

Bar charts might look pretty, but should this be your only requirement? I would focus more on the automation of resource leveling. The scheduler should be doing more than spending the entire day building schedules relying on subjective selection. Note: If your backlog of work is generally NOT accurate (as to statuses and lack of work estimates) it will be hard to automate anything. Perhaps this is (reason 2 of 2) why organizations fail to advance in this area.

Major Project Scheduling

From a project management standpoint, you should start all projects with a WBS tree to manage scope and deliverables. The WBS cost account level should be linked to the CMMS work order to capture actual costs. Once the WBS is in place, use PERT charts to establish activity relationships. Speaking of PERT charts, they would be helpful to the planners who occasionally need to convey a complex set of events to the customer [PERT chart for planners, but without dates]. The last step is to build out the schedule activities for each WBS cost account, provided you had a decent scheduling tool.

Who’s on First, What’s on Second

Is the purpose unclear? Is the question, “Who is running the CMMS?” or is it, “Who is responsible for the Asset Management System?” Does a cross-functional Core Team exist, or is the system run by one person? Does a business analyst regularly survey the working level to ensure buy-in, or is that assumed? The asset management core team should be responsible for the success or failure of the system.

Do You Have an Asset Management System or a People Tracking System?

Perceptions are important. The working level, as well as upper management, may not be properly informed as to real purpose. For example, are metrics implemented that focus solely on worker productivity (i.e. labor hours worked in a day) and nothing on asset reliability? Do actual hours get sent to the ERP payroll first, and then the CMMS?

Bad Actors (Assets)

Where should the focus be? Does it seem like everyone asks about your failure code design, and no one asks about the analytical reports needed to dissect the data to find worst offenders? Can leadership extract the Top 10 bad actors from the CMMS and drill down to find cause? Or is this analysis merely a tribal knowledge exercise?

System Maturity

Does the vendor representative ask you, “How many of our industry solutions (or software applications) are you using?” to see how well you are doing. Or, do they ask you “How well can you extract value from your asset management system?” Does the maintenance staff just enter actual man-hours, or do they also provide valuable feedback on PM records, defects, failure modes, maintainability, safety, and design flaws? Are all assets identified in the CMMS, or is there a large percentage still outside the system? Do you change out assets (during repairs) but keep the same asset primary key?

Is There Confusion Between Failure Codes and Failure Modes?

Have you spent the last 3 years trying to build-out a failure code hierarchy, and still going? Or, did you design the failure analytic first, and then work backwards to identify the exact inputs you needed? Lastly, does leadership understand the importance of chronic failure analysis? SAE JA1011 is the RCM standard which defines failure mode. You might try to find these 2 words in the CMMS on-line help.

Does an Asset Manager Role Exist?

Was your last implementation/upgrade mostly an IT project? Or, were business processes also evaluated? Do you only attend software-centric user forums, or do you also attend reliability venues?

Who Should Get Certified?

Certifications in the world of reliability add value. I would find project leaders who are implementing a CMMS and suggest that they also have this background. Ideally, there are internal staff members that are doing the implementing. And anyone who has interest in asset management, or the title of Facility Director or Reliability Engineer, would find value in a certification. Without trying to push a particular certification, the goal is to understand all the essential key elements that make up an asset management system, which includes definitions. For me, starting out as a CMMS consultant, this additional knowledge enabled me to visualize unique solutions inside the base product, that no one had ever thought of before, which was key.

Books from Reliability Web

I dive deeper into this subject with my recent book, Demanding Excellence from Your Asset Management System. Also, as a related subject, Failure Modes to Failure Codes.

August 21, 2019October 12, 2022

16 Ways to Optimize Your Asset Management System

Many asset management teams do not have a formal Core Team. And for those that do, they tend to focus on CMMS upgrades, configuration, and add-ons. The success or failure of the CMMS depends heavily on the Core Team and CMMS Administrator. And to be truly successful, the Core Team needs to find ways to consistently improve efficiency, reliability, and job safety.

Here are 16 ways to optimize, with an emphasis on CMMS design:

Review mission/vision statement, identify endgame, link goals to ROA, and ensure goal alignment.
Establish a Strategic Asset Management Plan& policy document.
Procure a configurable CMMS to support a reliability framework for asset management.
Build a roadmap to the endgame and Long-Range Plan (LRP).
Create a CMMS Utilization Plan.
Create/maintain a prioritized punchlist.
Employ a Business Analyst: Conduct process and data audits, find inefficiencies, keep pulse of working level, manage culture, and pursue Shingo OP EX.
Perform aggressive benchmarking: Conduct research (books, magazines, Internet), attend training/conferences, visit other companies, seek peer-to-peer knowledge, and request consultant input.
Perform precision maintenance training.
Set up closed loop processes to support continuous refinement of maintenance strategies and failure modes (i.e. living program).
Pursue advanced processes which provide the greatest ROI, such as RCA, CFA, defect elimination, and formal work order feedback.
Design the CMMS to support reliability engineering.
Pursue chronic failure analysis (CFA) which offers the greatest opportunity to reduce O&M costs: Capture validated failure mode on the work order, develop failure analytic dynamic drill-down on failure modes, and create a Reliability Team.
Create a new app in CMMS to store RCM Analysis.
Evaluate new technology & listen for new ideas that support the endgame.
Pursue asset management certifications.

August 20, 2019September 23, 2022

EDI Wins Best Project Partnership at MaximoWorld 2019

The team at Electronic Data, Inc. (EDI) was honored to receive the Best Project Partnership Award with Projetech at the 2019 MaximoWorld Awards, presented by Reliabilityweb.com®.

Maximo for Aviation Is Ready for Airline Operators

A Midwest regional air carrier for both Delta and American Airlines has been using Maximo 6.1 with the original, separate, Maximo Aircraft Configuration Management system to track all aircraft and component maintenance activities since its launch. In 2016, the airline worked with Projetech, EDI, and IBM to upgrade their Maximo system to the current version of Maximo for Aviation (MfA). This upgrade project will culminate this summer and will deliver extensive improvements to the airline’s maintenance requirements as dictated by Federal Aviation Regulations section 121, covering passenger carrier airline operators.

“This award not only showcases the strong relationship between Projetech and EDI, but it also proves our ability to seamlessly collaborate on such a massive technical project,” says Jay Chauncey, EDI’s Vice President of Technology. “Reliable assets couldn’t be more important than in aviation. Projetech brings reliability to the infrastructure to help EDI look great delivering reliability through MfA for tracking labor, resources, hanger space, and turnaround times.”

July 31, 2019October 13, 2022

Key Points in Asset Life Cycle Management

Commissioning

The secret to proper commissioning is to write a construction contract that not only talks about data capture requirements but mandates a specific format for subsequent load to CMMS. Otherwise you will get a hodge-podge of Excel, Word, paper documents, and even email at the 11th hour, which I will call the worst case scenario. Then, leadership will have to create a new project team to walk-down the buildings and systems. A better approach is listed below:

Identify assets early and create a primary key, capture purchase price, create an asset tag at receipt, take a picture of the asset and nameplate data. NOTE: It may be necessary to write down a definition of “what really is an asset.”
Link spare parts to the asset.
Identify suggested maintenance tactics per OEM.

Operational Phase

Create location hierarchy, link assets to location, capture installation date (or date operational), and populate replacement cost.
Create failure codes and link failure class to locations and assets.
Document mission/vision, create SAMP, create a CMMS utilization plan, and select CMMS.
Identify your Core Team & Reliability Team.
Document endgame and strategies to optimize ROA, create a roadmap to excellence, and define analytical reports.
Configure CMMS to support endgame and analytical reports.
Perform RCM analysis on critical systems/assets and store RCM analysis results (maintenance strategies & failure modes) inside the CMMS.
Document advanced processes: RCA trigger points, chronic failure analysis, future scheduling methods, WO feedback, risk-based prioritization, and defect elimination.
Create a program to establish “reliability leaders” throughout the organization.
Create a long-range plan (some of the above may take years to implement).

Data Quality Can Be an Issue

Analytics depend on data quality. But is it even the right data to begin with? Inputs need to be linked to outputs. Accountability starts with a RACI chart, followed by training and data checks. Data quality is only achieved by constant monitoring, which includes Business Analyst interviews, SQL error checks, and process audits.

Asset Performance Management

As with any asset management system, this is one of the key areas to extract value. Using a closed-loop process, you can create a “living program” to identify bad actors and continually refine maintenance tactics and failure modes. The four main feedback loops are shown above:

Defect elimination
Root cause analysis
Chronic failure analysis
Work order feedback

July 10, 2019January 30, 2023

What is Reliability Centered Maintenance (RCM) and How Do You Get There?

What is RCM?

Reliability centered maintenance (RCM) is a study in how to balance requirements using risk-ranking, optimized maintenance strategies, and focusing on worst offenders. RCM analysis is a review process to preserve a system’s function by identifying likely failure modes and assigning feasible proactive tasks. This overall strategy helps stakeholders work on the right asset, with the right strategy, at the right time, by the right resource, at the least cost. If this strategy succeeds, there should be less unplanned work – meaning less equipment failures.

But How Do You Get There?

Being an advanced process, there are several steps to “get there”:

Perform benchmarking – Acquire the knowledge essential to asset management; you don’t know what you don’t know. Evaluate new/innovative ideas to see if they might add value to corporate goals/objectives.
Identify the endgame – Create a policy statement that converts the mission/vision into an Asset Management Plan that establishes SLA requirements and tracks condition. Create a CMMS Utilization Plan that describes how the software will support asset reliability, work force productivity, and job safety. Then, create a Long Range Plan which pursues continuous improvement and identifies the shortest path to value.
Select a CMMS which is configurable – The odds are great that you will need to configure your CMMS to support advanced processes, such as adding failure mode to work order, storing results of RCM analysis inside CMMS, and creating the failure analytic. Becoming a reliability leader is a journey which lasts a long time.
Identify the location hierarchy and asset registry – Apply a risk-based, criticality to all assets. Capture asset condition, useful life, replacement cost, install date, manufacturer, warranty expiry data, and nameplate data. Link to operating location and system.
Establish a Reliability Team – Encourage asset management stakeholders to become certified reliability leaders (i.e. CRL by ReliabilityWeb) so they all speak the same language. This team will manage RCA, chronic failures, defect elimination, and review significant feedback. This team will leverage data in the CMMS to manage by exception.
Conduct maintenance needs assessment – This could be a combination of RCM/FMEA analysis, PM optimization, OEM guidelines, and senior staff input. Identify optimum maintenance strategies including condition-based technology and wireless sensors.
Set up job plans and PMs – These should store job instructions (what to do), craft requirements, materials, tools, hazard precautions, and permit requirements. Also, link job plans to PM.
Implement closed-loop processes to support continuous improvement:
1. Work order feedback – Examples include maintainability, ergonomic issues, design flaws, safety issues, and inadequate PM-job plan instructions or frequency
2. Defect elimination – Cross functional teams proactively look for defects on critical systems on a regular basis, and make corrections
3. Root cause analysis (RCA) – Significant events require in depth study to prevent recurrence
4. Chronic failure analysis – The reliability team runs an asset offender report to identify bad actors and drills down on failure modes
Set up formal planning/scheduling process – Implement a risk-based work prioritization scheme. Apply ranking to both planning and scheduling backlog. Also, develop integrated project tracking which includes a WBS to store budgets, work orders to capture actuals, and schedule activities to capture progress.
Conduct audits and surveys for data and processes – The more advanced a system is, the more likely “things can go wrong” – especially data quality. If the goal is to make data-based decisions by leveraging data in the CMMS, then multiple techniques need to be deployed to ensure data quality, such as:
1. Train staff not only on software navigation but also business rules and definitions. For example, is it clear what defines an asset? A weekly schedule? Reactive maintenance? Maintenance backlog?
2. Train operators on identifying failure modes and implement operator driven reliability philosophy.
3. Train working level on precision maintenance.
4. Install a CMMS gatekeeper role to perform work order quality grading. Also, apply consistent categorization/prioritization.
5. Utilize Business Analyst user community surveys. Also, perform process/procedure audits.
6. Proactive error checks, such as, INPRG work with “old actuals”: time in status report, PM-WOs that have been routinely cancelled/skipped, foundation data missing key attributes, assets with no maintenance strategy, track stockouts, critical spares, and slow-moving inventory.
7. Encourage staff feedback. Imagine the benefit of on-going feedback by maintainers, operators, and even engineers to continuously refine maintenance strategies. Communication of this type makes the difference between average and best-in-class.
8. Make it easy to capture/enter missing data elements such as failed component or asset. As far as “ease of use,” strongly consider mobile/handheld solutions.

In Summary

The above 10 steps will move any organization from an implement/operate mode to a utilization/optimization mindset. And with a long rang plan in hand, organizations can take a step-by-step approach and be assured they are on the right path.

June 25, 2019January 31, 2023

Introducing Universal Failure Codes

For many years, the CMMS community has stumbled over this design. Some user sites build failure code hierarchies that have over 20,000 boxes. Some believe failure codes should always be specific to the equipment classification, or failure class. Lastly, some are not familiar with the RCM standard SAE JA1011, where failure mode is clearly defined.

There are 3 Types of Assets

1. System assets — are complex; can have close to a hundred components
2. Simple assets — are basic in design; they have a short list of components that can fail (e.g. a Fire Door)
3. Pseudo-Assets — are not real assets, but get worked on by Facility Maintenance (e.g. a regular door)

The above categorization is used to determine the component list. And the good news is, there is absolutely no reason why you cannot capture the failed component on all 3 types.

Key Design Elements

Maintenance is performed at the component level.
Failure code is not the same as failure mode.
It is not necessary to store Cause and Remedy at the bottom of a Failure Code Hierarchy.

Procrastination

Some put this effort off until later due to its complexity. Thus, they may be operational for years and never have any failure data. This is very sad because it is rather hard to go back in time to recover this data (from narrative text fields).

The first step towards understanding this puzzle is to understand the different types of failure data. Some of it is structured (validated) and some is unstructured (text field). Both are needed for proper analysis; however, it is the failure mode that needs to be broken into 3 pieces:

Failed component
Component problem
Cause code

The Failure Analytic is Based on What?

Speaking of analysis, the endgame is to make better decisions, not to build a hierarchy of codes. If you had thousands of assets, how do you know which one to focus on? How would you extract a bad actor list programmatically? I’ve listed some ideas below:

Extract those assets which have had

the most repair work performed, or
the highest cost to the asset, or
the most downtime, or
the smallest MTBF, or
asset criticality times asset condition

In other words, you need to think about the metric you will use to extract these bad actors. The metric I like the most is Average Annual Maintenance Cost divided by Replacement Cost. Once you get a top 10 list, then you need to be able to drill down on cause.

There is one type of failure analysis that offers the greatest impact to reducing O&M costs. And that is shown in this picture. This design is further described in my book, Failure Modes to Failure Codes.

In addition, I am willing to visit your site to explain in detail exactly how this advanced design is implemented, or you can attend MaximoWorld 2019 and the 3-hour short course on Demanding Excellence from your Asset Management System.

June 12, 2019October 13, 2022

Do You Have a CMMS Utilization Plan?

Do You Have a CMMS Utilization Plan?

On average, most organizations struggle to capture actionable data inside the CMMS that can be used for analysis. But then again, maybe management never intended to. This all comes back to “how leadership plans to use the CMMS.” Without leadership involvement, the asset management design will suffer.

When questioned about advanced processes, some organizations quickly state that they don’t have the staff to perform advanced processes. The question then becomes, “What do you really expect from the CMMS?” Advanced processes have complexity, but they also offer the greatest return on investment.

You can have excellent procedures in place, but lack enforcement.
You can have excellent procedures in place, but lack staff or clear roles.
You can have staff in place, but lack vision. This includes understanding the endgame, with a roadmap to get there, coupled with an ongoing search for excellence. This also includes the understanding of advanced processes, which offer the greatest return on value.

Key roles are identified in the graphic above, which match up to processes. Some are basic and some are more advanced. If your goal is to create and close work orders, then maybe you don’t need planners and schedulers. If your goal is to perform (chronic) failure analysis using the CMMS, then you will need supporting roles and processes.

Many organizations fail to create a utilization plan. This document takes the ISO-55000 SAMP one step further and documents how the CMMS can/should be used. Below are questions that may give insight into where you are versus where you want to be:

Is there an oversight Core Team? Do they perform benchmarking?
Is there missing foundation data?
Are you experiencing recurring failures? Are there high levels of reactive maintenance?
Is the maintenance backlog out-of-control?
Is work being performed without work orders? Are all actuals being captured?
Are you in charge of the assets, or, are they in charge of you?
Is tribal knowledge the only source for failure history? Can you run a report to identify bad actors and failure modes?
Do stakeholders have a strong understanding of asset management fundamentals?

May 29, 2019August 26, 2022

Reliability Leaders Can Be Everywhere

Reliability Leaders Can Be Everywhere

The 4 Principles of a Reliability Leader

Integrity — Doing the right thing when no one else is around.
Authenticity — Being who you say you are.
Responsibility — Following through on assigned actions.
Aim — Pursuing goals greater than one’s self.

The above is from a Reliability Web CRL study guide. The point to be made is that when talking about reliability it is not just an asset or equipment, rather it is also a person, at any level in the organization, who seeks continuous improvement in individual performance as well as process, role, and data.

Reliability Leaders Do the Following

Perform regular benchmarking activities (search for knowledge).
Acquire a common language for reliability through study.
Create a declaration of reliability so that others know where you stand.
Strive to take action to improve reliability.
Support defect elimination.
Help to empower others.

Example Roles Supporting Reliability

Senior Management sets goals for performance, identifies RCA projects, and manages the long-range plan.
Engineering is responsible for the design of (and often oversees the installation of) new equipment. Engineering also tracks asset performance, identifies likely failure modes, and tracks risk.
Purchasing procures new equipment, which in turn, affects reliability.
Storeroom staff contribute to equipment reliability by ensuring that proper parts are available, staged, and properly managed inside the storeroom. Critical parts are categorized, and standardized descriptions support search.
Planners and schedulers focus on the right work at the right time based on criticality.
Operators are trained to discover failure modes. They also perform minor maintenance tasks, including condition-based monitoring. Operators report emergency/urgent repairs, but otherwise adhere to the schedule.
Maintenance staff perform scheduled work using the planned work instructions and adhere to job safety precautions. They also provide regular feedback at work order completion by updating the CMMS with accurate feedback regarding PM-job plan accuracy, asset maintainability, design flaws, ergonomic issues, safety hazards, and energy inefficiencies. Plus, they can provide overall asset condition updates on monthly PMs.
The Reliability Action Team performs chronic failure analysis by extracting the top 10 worst performers using CMMS failure analytic.
The Core Team manages the overall asset management information strategy by ensuring clear roles and processes, staff training, audits, and benchmarking activities. They ensure accurate data is in place to support analytical reports.
The Business Analyst works closely with the Core Team to capture feedback, from working level, to minimize problems.

April 10, 2019August 29, 2022

13 Actions for a Reliability Engineer

Every organization is different. Just as there might be one person in a planner/scheduler role, there might also be only one Maintenance/Reliability Engineer. But, if we were to talk about the ideal org chart, it might be as described as follows (from Paul Barringer).

The task of a Reliability Engineer is to prevent failures. This is a strategic task.
The task of a Maintenance Engineer is to quickly restore the failure to an operable condition. This is a tactical task (often driven by adrenaline for timely restoration).

Both jobs contain elements of the other role and each engineer must know about each other’s tools to adequately perform the task. An analogy exists between tasks in most fire departments around the world when you consider the preventive tasks of the fire marshal and the tactical tasks of the firefighter. Reliability engineers are to the fire marshal as maintenance engineers are to the firefighters.

Baker’s Dozen – A Declaration for Your Desk Wall

This list still involves the Reliability Engineer with the data – especially failure mode. When analyzing a particular complex problem as to the cause of the failure, it might start with the Technician, then Maintenance Supervisor, Maintenance Manager, Maintenance Engineer, and then Reliability Engineer. And maybe this process is only adhered to on assets with mid to high business risk exposure.

Act in leadership role within the Reliability Team; work closely with Maintenance, Operations, Engineering and HSE Managers.
Lead team in capturing risk-based, asset criticality.
Support defect elimination teams.
Support efforts such as RCM Analysis, PM Optimization to identify best maintenance tactic for assets
Suggest desired staffing, skills and certifications for Condition Based Technologies; support/advise program.
Encourage a failure mode link from suggested maintenance tactics to the CMMS PM/CBT library.
Drive CMMS expectations as to failure data capture and failure analytic design. Using the failure analytic design, work backwards to determine CMMS input requirements (identify missing data values or missing entry fields).
Help formalize the CMMS work order feedback process as to safety/hazard issues, ergonomics, maintainability, asset condition and energy efficiency.
Support the Root Cause Analysis process; establish requirement thresholds. Provide knowledge and training cause investigations.
Support Chronic Failure Analysis (along with Reliability Team) to identify worst offenders and drill-down on failure modes.
Work with Maintenance Manager and HR dept to determine desired skill-sets in support of precision maintenance; and also identify training programs.
Support CMMS Core Team as to design requirements.
Provide input to spare part recommendations; be involved in new asset (model) purchases.

NEWS AND INSIGHT

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A CMMS Utilization Plan is Essential

Software, Process, and Organization

Three Examples

Organization #1

Organization #2

Organization #3

A CMMS Utilization Plan Says What?

NEWS AND INSIGHT

Categories

Tags

Recent Posts

It’s Hard to Know, What You Don’t Know

When is a Roadmap a Roadmap?

Scheduling Solutions

Major Project Scheduling

Who’s on First, What’s on Second

Do You Have an Asset Management System or a People Tracking System?

Bad Actors (Assets)

System Maturity

Is There Confusion Between Failure Codes and Failure Modes?

Does an Asset Manager Role Exist?

Who Should Get Certified?

Books from Reliability Web

NEWS AND INSIGHT

Categories

Tags

Recent Posts

16 Ways to Optimize Your Asset Management System

Here are 16 ways to optimize, with an emphasis on CMMS design:

NEWS AND INSIGHT

Categories

Tags

Recent Posts

EDI Wins Best Project Partnership at MaximoWorld 2019

Maximo for Aviation Is Ready for Airline Operators

NEWS AND INSIGHT

Categories

Tags

Recent Posts

Key Points in Asset Life Cycle Management

Commissioning

Operational Phase

Data Quality Can Be an Issue

Asset Performance Management

NEWS AND INSIGHT

Categories

Tags

Recent Posts

What is Reliability Centered Maintenance (RCM) and How Do You Get There?

What is RCM?

But How Do You Get There?

In Summary

NEWS AND INSIGHT

Categories

Tags

Recent Posts

Introducing Universal Failure Codes

There are 3 Types of Assets

Key Design Elements

Procrastination

The Failure Analytic is Based on What?

Extract those assets which have had

NEWS AND INSIGHT

Categories

Tags

Recent Posts

Do You Have a CMMS Utilization Plan?

NEWS AND INSIGHT

Categories

Tags

Recent Posts

Reliability Leaders Can Be Everywhere

The 4 Principles of a Reliability Leader

Reliability Leaders Do the Following

Example Roles Supporting Reliability

NEWS AND INSIGHT