Maintenance teams can fall into a pattern of running on autopilot and forget to document how departmental processes are done. That lack of documentation becomes a hurdle when teams try to improve their processes or leverage their acquired knowledge to replicate successes across the organization.

Team members are often aware they’re missing the hard data to support decisions or successfully advocate to management. That lack of data can make it difficult to determine where or when to implement maintenance strategies and can reduce the team’s ability to meet equipment reliability and asset management standards – and outcomes – for the organization. Even teams with a reliability charter and a CMMS or EAM may come to realize they’re not consistently using their maintenance management platform or their processes.

This session shares the experiences of an outside implementation consultant and a large food processing manufacturer. They worked together to launch an effective CMMS foundation, shore up the maintenance management target, and chart the optimal approach to support data-driven decision-making that notably improves reliability.

Depending on the team, the particular approach to improvement may include an asset criticality assessment, FMECA, PM Optimization or combination of several combined techniques to achieve the desired impact in a time period.

– Business Analysis and Modeling
– Process Design and Reengineering
– Total Quality Management
– Reliability-Centered Maintenance
– Enterprise Data Management
– EAM Technology Planning
– Technology Solution Modeling
– Supply-Chain Optimization & Management