Maintenance Is Not Effectively Applied

Testing/inspections not performed - Route compliance, staffing levels, backlog management. Maintenance not performed %u2013 Planning, scheduling, staff to the work (work ID) Inadequate maintenance - RCM, PMO, work ID methodologies. Failure to document maintenance actions - Process Compliance, CMMS Electrical failures %u2013 Infrared, ultrasound, MCA Improper installation or construction %u2013 RCM design, Failure to adapt to change of function or use %u2013 Evolving process management, Training We are the catalyst for change and in my opinion (I seem to say that a lot these days) we are on the right track. Yes culture can be a road block but if it was easy everyone could do it. In our life time reliability will become the norm and the movement started by the founders of our industry will prevail. The world has nether the resources nor the environment to sustain reactive maintenance.

Having worked with FM Global I have found that they tend to take the helicopter view when analyzing losses. All of the list that Terry posted are SYMPTOMS not the root cause of the problem. Testing/inspections not performed Maintenance not performed Inadaequate maintenance etc. WHY?? Production wouldn't release equipment due to heavy schedule Someone changed the priority Not enough people due to right sizing Lack of training Hurried installation All are cultural issues and that is reality. Christer has been in many different situations and I'm sure he will agree that even with the best intentions of the maintenance departments , without the culture implementation is impossible. I once worked at a paper mill that hired Christer's group to develop an effective maintenance strategy a year after I left and even though individuals may have gained from the intervention the company did not - no fault of Christer's group. The reason was simple - the culture that created the need for Christer still prevailed.The sad part is that while I was at the mill I ignored the culture and the maintenance group became World Class. So i think we have choices and I quote from my Reactive maintenance Blog post and it was reading Gung Ho that motivated me! we could just take the ostrich approach but is that satisfying? - become determined to make your department the best it can be given the circumstances and the try and change the circumstances ( for those who like a good if somewhat hokey story - read Gung Ho by Ken Blanchard it explains this in a much better way than I can)

Hard to argue with the concept of execution. Unfortunately getting to the position of being able to execute without being disiplined for it is kinda important. Not to mention the need to stop managers from assigning engineering projects to reliability departments.