Are we facing the death of reliability Some believe this is the case, particularly when it comes to reliability leadership. Without qualified leaders, there can be no true reliability, and as such, companies are losing out on the one real competitive advantage available to them today.
About thirty years ago, organizations would invest time and money in their employees to develop craftspeople. Nowadays, many companies use shortcuts to try to achieve reliability, often fudging numbers to make it appear that they are progressing in the right direction, or using abbreviated training rather than full apprenticeships to produce skilled craftspeople. Unfortunately, they’re simply covering up the unreliability that causes them to lose ground and increase costs. The misguided shortcuts used to circumvent hard work and effort are eroding craft skills.
There are three components that are the root causes of unreliability, and, if eliminated, will lead to reliability: 1. Improper Lubrication; 2. Contamination; 3. Improper Installation. Dr. Wright goes above the “what” and “why” of reliability found in other resources to offer the “how to” of reliability.
| About the Author |
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xiii | |
| Testimonials |
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| Preface |
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| Introduction: Competitive Advantage |
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1 | (10) |
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Chapter 1 What is Reliability |
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Causes of Machine Failure |
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11 | (1) |
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Understanding Reliability Efforts |
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12 | (1) |
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13 | (4) |
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17 | (22) |
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18 | (1) |
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19 | (2) |
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21 | (4) |
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25 | (5) |
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30 | (2) |
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32 | (2) |
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34 | (2) |
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36 | (3) |
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39 | (10) |
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39 | (3) |
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42 | (1) |
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43 | (1) |
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Remove Causes of Contamination and Improve Access |
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44 | (1) |
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Equipment Cleaning and Lubrication Standards |
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44 | (1) |
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Train /Develop for General Inspections |
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45 | (1) |
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The Steps To Contamination Control |
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46 | (1) |
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Contaminant Monitoring: The Cornerstone of Contamination Control |
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47 | (2) |
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Chapter 4 Improper Installation |
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49 | (30) |
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49 | (3) |
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52 | (12) |
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Measures and Key Performance Indicators (KPI) |
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64 | (4) |
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68 | (3) |
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71 | (3) |
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74 | (1) |
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75 | (1) |
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76 | (3) |
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Chapter 5 What is a Reliability Professional? |
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79 | (26) |
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A Reliability Professional |
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79 | (2) |
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Identifying a Reliability Professional |
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81 | (2) |
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83 | (7) |
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90 | (1) |
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People Are Not Your Most Valuable Resource |
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91 | (1) |
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92 | (7) |
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99 | (3) |
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102 | (3) |
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Chapter 6 Leadership Style |
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105 | (12) |
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105 | (12) |
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Chapter 7 Things Leaders Should Stop/Start Doing Immediately |
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117 | (10) |
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118 | (4) |
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122 | (1) |
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Owner Or Victim Are Not Characteristics |
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123 | (2) |
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How to Think Like an Owner |
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125 | (2) |
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Chapter 8 Managing Consultants |
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127 | (12) |
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128 | (1) |
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Under Promise and Over Deliver |
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129 | (1) |
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130 | (1) |
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131 | (3) |
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134 | (5) |
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Chapter 9 Reactive Maintenance Strategies |
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139 | (14) |
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Run-To-Failure Maintenance Approach |
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139 | (5) |
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Preventive Maintenance Approach |
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144 | (4) |
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Predictive Maintenance Approach |
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148 | (1) |
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Effective Maintenance Management |
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149 | (4) |
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Chapter 10 Proactive Reliability Strategies |
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153 | (10) |
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Proactive Reliability Approach |
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153 | (5) |
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Getting To The Root of The Problem |
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158 | (1) |
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Proactive vs. Preventive/Predictive |
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159 | (1) |
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160 | (3) |
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163 | (14) |
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164 | (1) |
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165 | (1) |
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166 | (3) |
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169 | (6) |
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175 | (2) |
| References |
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177 | (2) |
| Index |
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Dr. Nathan C. Wright, D.M., MBA, CMRP, PMP, MLT1, is a no-nonsense Senior Manager with more than 35 years of successfully transforming companies or divisions in the heavy equipment, manufacturing, mining, food and beverage, and defense industries. Wright offers a history of outstanding success in quickly bringing organizations to greater productivity, revenues, and win-win customer relations. He holds a Doctorate of Management, numerous certifications, and is known and respected for leadership in three primary areas: 1. General Management; 2. Operations Management; 3. Maintenance/Reliability Engineering Management.
