Work to improve in 2005
What does it take to have a winning maintenance team? At the recent MainTrain 2004 conference (see page 6) in Toronto, presenters during the four-day event provided attendees with a toolbox of useful advice.
In his MainTrain pre-conference workshop on developing KPIâs,Terry Wireman, C.P.M.M., senior industry analyst with Genesis Solutions, said that maintainers have to do a better job of measuring performance.
âMaintenance performance indicators must be tied to long-range corporate business objectives. You shouldnât use the indicator if it canât add value to your business,â said Wireman. âTechnology, communication and team work are imperative.
â At the Invensys user conference held late last year in San Antonio, TX, Neil Cooper, vice-president and general manager for Burlington, ON-based Invensys Avantis, and Houghton LeRoy, research director, enterprise asset management for the Dedham, MA-based ARC Advisory Group, had similar messages.
âCompanies have to think of their plants as a whole. This takes into account plant operations, maintenance and engineering,â said Cooper. âThe three groups have to talk the same language. This allows your software implementation to move forward.
âCommitment to knowledge management is needed. It means you have to know what to do with the information on the shop floor. You also canât go from maintenance fundamentals to continuous improvement. You have to take the right steps to build value.
â LeRoy said that companies must use reliability centred maintenance (RCM) to strengthen their maintenance departments. He said that maintainers have to work outside the box.
âRCM is about sharing information in a collaborative environment. The new way is exciting,â he said. âRCM promotes proactive maintenance, reduces costs and optimizes MRO inventory.â
Innovation leads to success.
Robert Robertson, Editor
PEMAC Allied Member