50 Ideas for an Effective Maintenance Program

When a maintenance program is successful, every area of the company is positively affected. Today, top organizations are reaping the benefits from implementing well-designed and managed reliability programs. Are you ready to take your reliability program to the next level? Here are 50 ideas to get you started:

Learn the 12 elements of effective reliability management. Be sure your organization understands these important elements and the impact they have on performance – starting at the very top. Without this leadership focus for your maintenance program, nothing else matters.

Track maintenance metrics. Using metrics and KPIs, maintenance organizations can efficiently manage maintenance activities and focus improvement initiatives on driving value.

Employ maintenance planning and scheduling.  With effective planning, work can be completed with the least interruption to operations and the most efficient use of maintenance resources.

Consider an operator-driven reliability program. Without the ownership of your equipment in the operator’s hands, it’s difficult to be reliable. Using a well-planned approach involving all employees, equipment reliability will have a direct, positive impact on your bottom line.

Improve basic work systems. Many organizations spend too much time searching for new reliability and maintenance concepts, and very little time on implementing and improving what they just started.

Use joint reward systems to drive results. If an organization is serious about a closer integration between departments, the rewards systems must be designed to drive everybody’s actions and performance toward the same goal and rewards.

Construct your maintenance plan. Creating a maintenance plan is generally not difficult to do. But creating a comprehensive maintenance program that is effective poses some interesting challenges. what makes the difference between an ordinary maintenance plan and a good, effective preventive maintenance program.

Listen to your equipment. Do you listen to your motors complaining about overload? Do you see your pump packings crying a flood? Do you hear your bearings whine about contaminated lubricants? Do you notice your steam system coughing excessive condensate and complaining about strained elbows?

Stop rewarding failure. Managers can talk all day about the organization’s desire to be proactive, improve reliability, reduce costs, etc. But people don’t pay attention to what you say; they pay attention to what you do. If you talk “reliability” but pay and recognize for failure, guess what you’ll get? What gets rewarded gets done, period.

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By Noria Corporation