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13 Actions for a Reliability Engineer

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13 Actions for a Reliability Engineer

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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.

 

  1. Act in leadership role within the Reliability Team; work closely with Maintenance, Operations, Engineering and HSE Managers.
  2. Lead team in capturing risk-based, asset criticality.
  3. Support defect elimination teams.
  4. Support efforts such as RCM Analysis, PM Optimization to identify best maintenance tactic for assets
  5. Suggest desired staffing, skills and certifications for Condition Based Technologies; support/advise program.
  6. Encourage a failure mode link from suggested maintenance tactics to the CMMS PM/CBT library.
  7. 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).
  8. Help formalize the CMMS work order feedback process as to safety/hazard issues, ergonomics, maintainability, asset condition and energy efficiency.
  9. Support the Root Cause Analysis process; establish requirement thresholds. Provide knowledge and training cause investigations.
  10. Support Chronic Failure Analysis (along with Reliability Team) to identify worst offenders and drill-down on failure modes.
  11. Work with Maintenance Manager and HR dept to determine desired skill-sets in support of precision maintenance; and also identify training programs.
  12. Support CMMS Core Team as to design requirements.
  13. Provide input to spare part recommendations; be involved in new asset (model) purchases.
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Electronic Data, Inc., An Arora Company

EDI-Arora Company

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Electronic Data, Inc., An Arora Company

EDI-Arora Company

CHADDS FORD, PA – Arora Engineers, Inc. (Arora) is pleased to announce that they have formally completed the acquisition of Electronic Data, Inc. (EDI), who is now a fully owned subsidiary of Arora. EDI is a business process consulting and technology firm that specializes in maintenance, asset, and facility life cycles, located in St. Petersburg, FL.

EDI offers industry-specific asset management solutions for aviation, wastewater, education, life sciences, and manufacturing facilities. Their services have recently been extended to arena/large venue spaces, where they provide facility planning, facility management, and flexible space reservation management to ensure the most effective utilization of arena spaces and assets. They were also vital contributors to Kansas City International’s recent large-scale Maximo implementation. The employment of this asset management software is a critical step in the development of their new terminal, which is scheduled to open in 2023.

“EDI’s extensive and successful portfolio in asset management seamlessly complements our planning, design, construction management, and facilities management services to allow us to participate in the full life cycle of data,” says Manik K. Arora, PE, President & CEO. “This acquisition provides exciting growth and opportunity for both Arora and EDI, as well as allows us to provide the highest quality services and solutions to better serve our clients and their customers.”

About Arora

For over 30 years, Arora has provided engineering, program/construction management, information technology, and facilities management services tailored for clients in aviation, transportation, education, government, and commercial sectors. The firm specializes in mechanical, electrical, plumbing (MEP), fire/life safety, special systems, and geospatial technologies. Arora is headquartered in the Philadelphia region with offices in Atlanta, Baltimore, Boston, Charlotte, Chicago, Dallas, Fort Lauderdale, Nashville, New York, and San Jose.

About EDI

Electronic Data, Inc. (EDI) is a professional services firm and software solutions provider specializing in maintenance best practices, facility management, enterprise asset management, integrated workplace management systems, and bundled enterprise asset/real time asset health monitoring solutions. EDI has developed industry-specific solutions that significantly reduce systems implementation time and costs, which provide their clients with cost effective and timely value proposition return on investment. Additionally, EDI is the only North American company to implement the new IBM Maximo for Aviation Maintenance Management System for a large airline company.

View original press release on PR Newswire.

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How Culture and Strategy are Related

How Culture and Strategy are Related

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How Culture and Strategy are Related

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Communication is a Two-Way Street

The executive branch provides the vision, mission, and focus for an organization. They define upper level goals and objectives. But it is up to lower level staff to sub-divide higher level goals into relevant tasks which are aligned with the company mission. And even before that, they must have a clear understanding of objectives which explain what is expected, how this impacts their role, and how this benefits the company. In turn there is a trust in management that the path set forward is the optimum path to ensure profitability and competitiveness.

Reactive, Planned, and Proactive Modes

Reactive: Let’s assume the CMMS is operational, the organization could still be in “reactive mode.” The lower level may have already “given up” on leadership if:
  • The goals are unclear
  • The staff lacks precision maintenance skills
  • There is no planning/scheduling
  • There are no reliability leaders in place
  • There is no ability to leverage failure data in the CMMS to identify bad actors
Planned: The organization could be in a “planned state.” This means work orders have been planned, schedules have been created, but unplanned breakdowns are still occurring. In other words, the root cause of failure was never eliminated.Proactive: In a “proactive mode,” goals are aligned, the staff feels empowered, feedback is routine, defects are being removed, and reliability leaders are able to identify bad actors and manage by exception.

Best-in-Class Organizations

The “best of the best” organizations are in “proactive mode.” They are able to sustain excellence using a variety of techniques, including autonomous maintenance, Kaizen sessions, work order feedback, chronic failure analysis, root cause analysis, ongoing benchmarking activities, and adherence to a long-range plan.
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Arora Engineers to Acquire Electronic Data, Inc.

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Arora Engineers to Acquire Electronic Data, Inc.

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Arora Engineers, Inc. (Arora) is proud to announce that it has entered into an agreement in connection with the acquisition of Electronic Data, Inc. (EDI), a business process consulting and technology firm that specializes in maintenance, asset, and facility life cycles, as well as integrated workplace management systems, located in St. Petersburg, FL.

EDI focuses on maintenance best practices, facility management, enterprise asset management, integrated workplace management systems, and bundled enterprise asset/real time asset health monitoring solutions. EDI has developed industry-specific solutions that significantly reduce systems implementation time and costs, which provide their clients with cost effective and timely value proposition return on investment. Additionally, EDI is the only North American company to implement the new IBM Maximo for Aviation Maintenance Management System for a large airline company.

“The acquisition of EDI is the next chapter in ‘Improving the Quality of Life by Rethinking Infrastructure.’  Arora’s portfolio of planning and design, program and construction management, facilities management, information technology, and now asset management will allow us to participate in the entire life cycle of an asset, from creation to retirement,” says Manik K. Arora, PE, Arora’s President and CEO. “The Arora-EDI affiliation is an important progression in Arora’s effort to bolster our information technology, facilities management, and geospatial services.”

Joseph Mahaz, EDI’s President and CEO, explains, “Together, Arora and EDI will provide our clients with real actionable information and offer the highest quality services and solutions to significantly improve the life cycle management in facility and asset operations.”

The acquisition, which is expected to be completed in the second quarter of 2019, is subject to customary closing conditions.

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