As organizations look to improve their maintenance effectiveness, many have taken the step of identifying critical production assets and collecting actual operational data such as run times and cycle counts on those assets. Often this is done automatically by linking to the programmable logic controller (PLC) or similar level one control element. In other cases, a process data historian or MES or MOM application may link to the process automation equipment and will then serve as the bridge to move that data into the APM environment.
Sometimes we get so wrapped up in our work we don’t have time to follow all of the social media posts and utilize all the online resources to stay on top of topics we need to cover. So as you start out 2015 we went back and looked at what were the top posts about Asset Performance Management (APM) (excluding vendor-specific posts) based on both page views and Twitter likes and retweets and LinkedIn likes and comments.
Reliability-centered maintenance (RCM) has been defined in numerous ways over its evolution, from a statistics-based approach, to analyzing equipment failures, to the philosophical or stylistic broader definition more commonly accepted today which espouses a spectrum of styles from reactive maintenance to proactive maintenance with both calendar and condition-based preventative maintenance within those bounds.
As regular readers of the LNS Research blog are aware, we are big proponents of using metrics. Our Metrics That Matter research done in conjunction with MESA highlighted what metrics manufacturers are using to manage their operations. Asset Performance Management (APM), like Manufacturing Operations Management (MOM), also has a rich set of metrics with twenty or more commonly used today.
On April 16, 2014, LNS Research and MESA International held a webcast event entitled, “2013-2014 Manufacturing Metrics that Really Matter.” By the end of the event, we had received a barrage of questions from attendees, many of which couldn’t be addressed live due to time. In this post, we’ll address the top 10 questions that were asked.
Embarking and accelerating on a continuous improvement journey toward improved manufacturing performance is becoming increasingly important these days, as the shifts around global supply and demand, heightened customer expectations, and exciting newtechnological capabilities have created an atmosphere where manufacturing excellence is required to lead, or even maintain your spot within your industry, regardless of what that industry might be.
With today’s global economy only becoming more competitive, it’s no surprise that everybody in the manufacturing environment is talking about continuous improvement. Proven leaders understand that if you’re not moving forward, making year-over-year gains in key performance indicators (KPIs) and metrics, then you’re destined to face some serious challenges down the road.
As a plant manager, you’re responsible for the day-to-day management and coordination of production, logistics, and maintenance in your assigned facility. Your position is one that’s hands-on and focuses on using all the resources at your disposal to maximize production accuracy and profitability while ensuring worker safety and government compliance in a particular unit of the manufacturing organization.
It’s the paradox of choice—the presence of too many options can make effective decision making more difficult. This isn’t just the case of a restaurant patron confronted with an extensive dinner menu or an online shopper perusing Amazon, it applies to manufacturers as well.
With over 200 survey responses for the co-sponsored LNS Research-MESA Metrics That Matter research study, we have been digging into the results to determine what drove the greatest manufacturing performance improvements in 2013. The preliminary analyses have been insightful, and, as always, we’re excited to share the data with you.