Articles

  1. Allocating and analyzing downtime

  2. Approving Maintenance expenditures

  3. Asset ID and numbering

  4. Backlogs – their vital importance to Maintenance

  5. Budgets and cost reporting

  6. Closing work orders

  7. Controlling materials returned to Stores

  8. Database management principles

  9. Detailed planning – “thinking through” the job

  10. Equipment criticality ratings – are they of value?

  11. FindIt – Parts and equipment number search tool

  12. Getting the most from your PM programme

  13. How effective is PM in reducing downtime?

  14. How is it possible to plan all maintenance work?

  15. How much does a tradesperson really cost?

  16. How to reduce Stores inventory

  17. Infrastructure Surveys

  18. Institutional vs Industrial maintenance

  19. Looking after the basics

  20. Maintenance business processes and position descriptions

  21.                                Make your maintenance software user-friendly

  22. Managing Major plant shutdowns

  23. Managing repairable spares

  24. Managing small maintenance jobs

  25. Managing tools and supplies

  26. Measuring Maintenance performance – the hazards in KPI’s

  27. Measuring reliability

  28. Naming parts

  29. Optimum Maintenance

  30. Organization principles

  31. Pareto Power in Maintenance

  32. Planning check list

  33. Planning and Scheduling – What are they?

  34. Preventive maintenance- two kinds

  35.                                Project responsibilities for Engineering, Maintenance and Operations

  36. Reducing the risk of unspared critical components

  37. Root cause – a discussion

  38. Scheduling – Spread sheets or critical-path software

  39. Scheduling – why is it so difficult?

  40. Selecting and using a maintenance computer system (CMMS) – Five parts

  41. Serialized spare parts

  42. Setting work priorities

  43. Shop repairs and fabrications – do they support your reliability goals?

  44. Spare parts lists – making them really work for you

  45. The case for standing work orders

  46. Staying in touch

  47. Successfully implementing changes

  48. The danger of ignoring “hidden costs”

  49. The high cost of restrictive work practices

  50. The Maintenance Cost-Reduction Conundrum

  51. The Operations/Maintenance relationship

  52. The purpose of Maintenance Management

  53. The role of Maintenance

  54. Two things that affect Maintenance

  55. Union-management relations, and safety

  56. What is “Maintenance” and how much does it cost?

  57. What is the role of a Maintenance Storeroom?

  58. What parts should be in your Maintenance Stores and why?

  59. Who makes a good Maintenance Manager?

  60. Why bother to measure Maintenance costs?

  61. Why charge to work orders? There are options

  62. Work order coding

  63.                                 The “Zero-stock” catalogue and its power