1. Allocating and analyzing downtime

  2.                            Always check your work

  3. Approving Maintenance expenditures

  4. Asset ID and numbering

  5. Backlogs – their vital importance to Maintenance

  6. Budgets and cost reporting

  7. Closing work orders

  8. Controlling materials returned to Stores

  9. Database management principles

  10.                            Daily scheduling

  11. Detailed planning – “thinking through” the job

  12.                            Designing for Reliability

  13.                            Don’t blindly trust your Maintenance business processes

  14. Equipment criticality ratings – are they of value?

  15. FindIt – Parts and equipment number search tool

  16.                            Fix the dreaded “Weekly Scheduling Meeting” 

  17. Getting the most from your PM programme

  18. How effective is PM in reducing downtime?

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

  20. How much does a tradesperson really cost?

  21. How to reduce Stores inventory

  22. Infrastructure Surveys

  23. Institutional vs Industrial maintenance

  24. Looking after the basics

  25. Maintenance business processes and position descriptions

  26.                            Maintenance database design, from first principles

  27.                            Make your maintenance software user-friendly

  28. Managing Major plant shutdowns

  29. Managing repairable spares

  30. Managing small maintenance jobs

  31. Managing tools and supplies

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

  33. Measuring reliability

  34. Naming parts

  35. Optimum Maintenance

  36. Organization principles

  37. Pareto Power in Maintenance

  38. Planning check list

  39. Planning and Scheduling – What are they?

  40. Preventive maintenance- two kinds

  41.                            PM inspection route tips

  42.                            Project responsibilities for Engineering, Maintenance and Operations

  43. Reducing the risk of unspared critical components

  44. Root cause – a discussion

  45.                            Root Cause Analysis of complex systems

  46.                            Schedule compliance – is it a good KPI?

  47. Scheduling – Spread sheets or critical-path software

  48. Scheduling – why is it so difficult?

  49.                            Scheduling Maintenance work – a practical tool

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

  51. Serialized spare parts

  52. Setting work priorities

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

  54.                            Should you contract your Maintenance work?

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

  56. The case for standing work orders

  57. Staying in touch

  58.                           Strengthen the Operations/Maintenance Partnership

  59. Successfully implementing changes

  60. The danger of ignoring “hidden costs”

  61. The high cost of restrictive work practices

  62. The Maintenance Cost-Reduction Conundrum

  63. The Operations/Maintenance relationship

  64. The purpose of Maintenance Management

  65. The role of Maintenance

  66.                            Tips for maintenance computer system implementation and improvement

  67. Two things that affect Maintenance

  68. Union-management relations, and safety

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

  70. What is the role of a Maintenance Storeroom?

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

  72. Who makes a good Maintenance Manager?

  73. Why bother to measure Maintenance costs?

  74. Why charge to work orders? There are options

  75. Work order coding

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