Leveraging Existing Knowledge for Maintenance Success

Question:

Recently, a leading supplier in the maintenance industry reached out to us with a surprising revelation: they choose not to attend maintenance conferences like SMRP, Vibe Inst, IMC, and MARTS because they believe there is no innovation in maintenance. It appears that discussions in the industry have remained stagnant for the past decade. Interestingly, this individual works for a company that has also failed to introduce any groundbreaking concepts over the same period. I countered this perspective by highlighting that while the foundational principles of maintenance are well-established, the real challenge lies in effective implementation. Rather than searching for the Next Big Thing (NBT) to solve all maintenance issues, perhaps we should focus on utilizing existing knowledge to drive improvements. Could it be that the key to success in maintenance lies in leveraging what we already know? - Terry O

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The Mobile Equipment industry is experiencing significant changes, particularly in the realm of onboard monitoring systems which are evolving into expert systems. One area that often gets overlooked is the importance of operator knowledge, training, and adherence to operating standards and conditions. Many key performance indicators (KPIs) used by maintenance teams are heavily influenced by operational practices. In industries like mining and Heavy hauler fleets, factors such as haul road design, shovel matching, load management, road conditions, and operator proficiency with onboard systems can significantly impact maintenance metrics like Mean Time Between Stoppages, repair costs, and Mean Time To Repair. It can be challenging to pinpoint if operational practices are to blame for missing benchmarks without a considerable amount of maintenance intervention. Ultimately, it is believed that operational practices have a larger role in equipment reliability than maintenance activities.

Dear Terry, I strongly believe that the field of Maintenance is constantly evolving with new opportunities emerging for asset-intensive corporations worldwide. While some themes may seem familiar, there are indeed novel pathways opening up. It's true that discussions in the maintenance industry often revolve around similar themes, but there are new approaches and variations when it comes to implementation and enhancing existing practices. In my opinion, the following are crucial advancements for maintenance managers: 1. Recognizing the broader role of "maintenance" within asset management, particularly in connecting operational expenses to capital investment and understanding the overall impact on the lifecycle of assets. 2. Embracing risk-based methods and techniques beyond high-risk industries, which may involve probabilistic analysis and decision support tools. 2(a). Understanding the impact of human error in asset failure management, a concept influenced by James Reason. 3. Viewing performance measurement as a strategic tool rather than just a performance monitor. 4. Exploring advanced technologies like knowledge engineering and "smart" systems that can learn and adapt. 5. Prioritizing the management of Asset Information Portfolios, consisting of essential information on assets to aid decision-making. 6. Leveraging technological advancements such as wireless connectivity for enhanced data collection and remote control capabilities for operational efficiency. These developments are a result of the significant technological progress made in the 1990s, marking a shift towards central control and efficiency in asset management practices. I find the evolution of emerging technologies in asset management to be incredibly intriguing and full of potential. Warm regards, Daryl Mather www.strategic-advantages.com

Absolutely, there is always something new to discover! I really appreciate the valuable insights on maintenance and reliability, Daryl. It's clear that the importance of maintenance and reliability in asset management and overall business operations is gaining more widespread recognition. Reflecting on the various plants I have visited and the individuals I have spoken with, it's evident that some plants lack formalized maintenance practices. These plants, despite their lack of structure, could be prime candidates for embracing the innovative concepts in maintenance that you mentioned. However, they could also greatly benefit from establishing strong foundational practices and gradually expanding from there. It's interesting to see how these different perspectives can impact the overall success of asset management. Terry O

Daryl, I completely agree with your point about the importance of sticking to the basics. Many organizations have veered off track and lost touch with fundamental principles due to restructuring in the past. This has led to a need for a "back to basics" approach to ensure a solid foundation. However, it's clear that traditional cost-cutting measures are reaching their limits, and organizations must now seek more innovative ways to increase their net present value. The competitive landscape demands constant advancement, and the USA is currently feeling the effects of opening up economic borders in manufacturing. To stay competitive and retain jobs, US manufacturing firms must invest in sophisticated methods to improve performance rapidly. Leveraging technology is essential to compete with offshore competitors on cost and efficiency. In this fast-paced environment, staying ahead of the curve is crucial for success. For more insights, visit www.strategic-advantages.com.

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I completely agree with your stance, Terry. Innovation isn't just about newly introduced concepts or out-of-the-box thinking, but also about refining existing strategies to function better. The maintenance industry, while well-established, has tons of untapped potential when it comes to the application of those foundations. Sometimes, the key to moving forward lies not in reinventing the wheel, but enhancing what's already in place. This ensures that the system gets optimized while maintaining familiarity with established procedures. After all, the biggest room in the world is indeed the room for improvement!

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Frequently Asked Questions (FAQ)

FAQ: FAQs:

Answer: 1. Why do some suppliers in the maintenance industry choose not to attend maintenance conferences like SMRP, Vibe Inst, IMC, and MARTS? - Some suppliers believe that there is no innovation in maintenance discussions at these conferences and that the industry has remained stagnant for the past decade.

FAQ: 2. What is the perspective on introducing groundbreaking concepts in maintenance?

Answer: - Some companies have failed to introduce groundbreaking concepts over the years, leading to a discussion on the value of innovation in maintenance.

FAQ: 3. What is the suggested approach to drive improvements in maintenance?

Answer: - The suggestion is to focus on utilizing existing knowledge effectively rather than constantly seeking the Next Big Thing (NBT) to solve maintenance issues.

FAQ: 4. Where does the real challenge in maintenance lie according to the discussion?

Answer: - The real challenge in maintenance is highlighted as effective implementation of the well-established foundational principles, rather than the need for constant innovation.

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