Maxim 12 above reminds us of the need to involve shop
floor people as well as managers in the maintenance strategy
development process. Maxim 13 concerns what is often a
much more difficult challenge in many organizations – the
almost impenetrable divide between the maintenance and
production functions.
users what they want, with a view to setting up asset
management programs whose sole objective is to ensure
that the users get what they want. Clearly, for this to be
possible, the users must be prepared to specify exactly
what they require. (If they do not bother to state the
performance they require from each asset with adequate
precision, then of course they cannot hold maintenance
responsible for delivering that performance.) Both users
and maintainers must also take care at this stage to satisfy
themselves that the asset is capable of delivering the
required performance to begin with.
In addition to spelling out what they want the asset to do,
operators also have a vital contribution to make to the rest
of the strategy formulation process.
By participating in a suitably focused FMEA, they learn
a great deal about failure modes caused by human error,
and hence what they must do to stop breaking their
machines. They also play a key role in evaluating failure
In fact, as the very first maxim in this series makes clear,
maintenance is all about ensuring that assets continue to
function to standards of performance required by the
users. In nearly every situation, the "users" are the production or operations functions. This means that modern
maintenance strategy formulation starts by asking the consequences (evidence of failure, acceptable levels of
risk, effect on output and product quality), and they have
invaluable personal experience of many of the most common warnings of failure (especially those detected by the
human senses). Finally, involvement in this process helps
users to understand much more clearly why they some-
times need to release machines for maintenance, and also
why operators need to be asked to carry out certain maintenance tasks.
In short, from a purely technical point of view, it is
rapidly becoming apparent that it is virtually impossible to
set up a viable, lasting maintenance program in most
industrial undertakings without involving the users of the
assets. (This focus on the user – or customer – is of course
the essence of TQM.) If their involvement can be secured
at all stages in the process, that notorious barrier rapidly
starts to disappear and the two departments start to function, often for the first time ever, as a genuine team.
Maxim 12 above reminds us of the need to involve shop
floor people as well as managers in the maintenance strategy
development process. Maxim 13 concerns what is often a
much more difficult challenge in many organizations – the
almost impenetrable divide between the maintenance and
production functions.
users what they want, with a view to setting up asset
management programs whose sole objective is to ensure
that the users get what they want. Clearly, for this to be
possible, the users must be prepared to specify exactly
what they require. (If they do not bother to state the
performance they require from each asset with adequate
precision, then of course they cannot hold maintenance
responsible for delivering that performance.) Both users
and maintainers must also take care at this stage to satisfy
themselves that the asset is capable of delivering the
required performance to begin with.
In addition to spelling out what they want the asset to do,
operators also have a vital contribution to make to the rest
of the strategy formulation process.
By participating in a suitably focused FMEA, they learn
a great deal about failure modes caused by human error,
and hence what they must do to stop breaking their
machines. They also play a key role in evaluating failure
In fact, as the very first maxim in this series makes clear,
maintenance is all about ensuring that assets continue to
function to standards of performance required by the
users. In nearly every situation, the "users" are the production or operations functions. This means that modern
maintenance strategy formulation starts by asking the consequences (evidence of failure, acceptable levels of
risk, effect on output and product quality), and they have
invaluable personal experience of many of the most common warnings of failure (especially those detected by the
human senses). Finally, involvement in this process helps
users to understand much more clearly why they some-
times need to release machines for maintenance, and also
why operators need to be asked to carry out certain maintenance tasks.
In short, from a purely technical point of view, it is
rapidly becoming apparent that it is virtually impossible to
set up a viable, lasting maintenance program in most
industrial undertakings without involving the users of the
assets. (This focus on the user – or customer – is of course
the essence of TQM.) If their involvement can be secured
at all stages in the process, that notorious barrier rapidly
starts to disappear and the two departments start to function, often for the first time ever, as a genuine team.
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