Download Uptime : strategies for excellence in maintenance management by John D. Campbell, James V. Reyes-Picknell PDF

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It makes progress visible to anyone and everyone, encouraging performance. Results must flow upward in the organizational chain, verifying that results are indeed supporting and contributing to higher-level objectives as originally intended. 8. Incorporate the Deming cycle (plan, do, check and act [PDCA]) promoting continuous-improvement principles. Ongoing review of progress and results should happen during the “check” phase, in accordance with the “plan” and “do” phases. Where results are less than desirable, corrections and corresponding action items are devised under the “act” phase.

Those costs are truly investments in your capability to sustain your assets. The strategies described in this book will require some initial investment to implement. Like going to the gym, your improvement is contingent on a commitment to expend the necessary effort and finances, and the reward is a high payback. New manufacturing and processing philosophies and cost-effective designs of capital equipment have spawned corresponding maintenance responses. For example, modular equipment designs are “maintained” by substitution: Entire modules are replaced, and electronics are designed to be increasingly fault tolerant.

Hoshin Kanri integrates planning and doing (execution) at all levels of the organization via an involved deployment process called catchball, cascading management ideas, from complex executive high-level strategic concepts into specific tactical initiatives and projects on the operational level. Strategic Planning Level Any organization generally has a small number of key long-range corporate objectives. They support the organization’s mission and take it in the direction of its future vision. They are called breakthrough objectives and typically last 2 to 5 years with little change.