May - Library

Hugh Blackwood 6 of Alcoa’s Mt Holly plant good Leaders:
• Create a sense of urgency - this is not ‘program of the month’
• Understand the plan so you can share with others
• Communicate with the folks you work with (walk the talk)
• Encourage folks for broad based action
• Focus - begin generating short-term results
• Lead - our success depends on it!
Blackwood also defined the diff e rence between a Leader and a
manager:
Leaders
• Establish Direction
• Align People
• Energize the Organization
Managers
• Plan, Budget
• Organize, Staff
• Control, Problem Solve
To be the Best it is Leaders that are required and not just a Manager.
It is clear that successful implementation of a Computerised
Maintenance Management Systems an Enterprise Asset Management
Systems is heavily dependent on People Issues:
Quote on the Basics
(Editorial Letter - Maintenance Technology/October 2000)
“ Working in a continuous flow manufacturing environment, I have
witnessed tens of millions of dollars in capital investment at our facility
over the past four years. We are now dutifully equipped with all the
latest bells and whistles, from automation to expanded PLC contro l
and process monitoring. However, we still cannot track downtime
causes, perf o rm root cause problem solving, locate spare parts, or
follow standard work practices. Because of this, we continue to
f l o u n d e r. We have been given a Corvette but have yet to get our
driver’s license!”
References
1. Cooper, C., ‘Holistic RCM, Setting A New Corporate Strategy For
Maintenance Management’, Maintech 2002, UK.
2. Tom Singer, ‘Information Engineering - The Search for Business
Intelligence’, Plant Engineering/November 2001.
3. Philip Taylor, ‘Impact Of Computer Technology On Maintenance’,
Maintec 2001
4. Hertzberg, F. ‘One More Time: How Do We Motivate Employees?’
Harvard Business Review, Jan 1968
5. Labib, A. ‘CMMS Black Hole or Black Box’.
6. Blackwood, H. ‘Five Years of Changes at Alcoa's Mt Holly Plant
• Photographs courtesy of SAT Corporation (IntelaTrac)
www.sat-corp.com
Spares Optimisation System (SOS)
Maintenance Spares out of control ?
Under pressure to reduce spares but concerned with risk exposure ?
The Spares Optimisation System (SOS) is the answer.
SOS is unique in that it does not rely on movement or
electronic history in order to make its spares holding
recommendations.
SOS asks a series of questions about each item to
determine its criticality and then recommend an optimal
max/min level. Questions cover a combination of failure
mode and technically based issues, followed by business
related topics. In this way, spares priority and
recommended holdings directly reflect current
maintenance practice, while ensuring that business
impacts and risks are taken into account.
Once a criticality profile is in place, SOS encourages
exploration of alternative lead times, annual usage
estimates and repair implications, to determine any
impact on max/min recommendation. This is a powerful
Strategic Corporate Assessment Systems Pty Ltd
P.O. Box 427, Heidelberg Ph: 03 9455 2211
www.strategicorp.com
Improved CMMS and Asset Management Systems
function where input data is not solid (such as spares
for new equipment).
For expensive items or capital / insurance spares, SOS
includes a powerful cost risk module which compares
the cost of stock-out and the risk of failure, to the item
holding cost. The result - better, justifiable, auditable
and sustainable decisions.
Used all over the world in a wide range of industries,
SOS has proven itself over 12 years to provide very
substantial business improvements and an immediate
return on investment. Call or email us for more
information. A downloadable presentation is available at
www.strategicorp.com. Also see www.reliabilityweb.com
for SOS and RCM Turbo tutorials.
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