Hi @JOHN V, you are spot on. There is way too much fancy jargon around. Ultimately it boils down to having the right people who take pride in their job and thererfore won't accept sub standard workmanship.

Hi @Hadwll, just saw your post and thought I share my experiences. Firstly how big is your organisation? I mean are you talking about hundreds of maintenance staff deployed over multiple sites? In case your organisation is smaller, say 50 staff, I wouldn't bother naming the thing. Instead I would focus on the basics and try to master them. This means have good planners who really know the plant and therefore do the right thing (as opposed to do the things right). After your planners have identified the true scope and required parts for the job you will need to schedule it most appropriately. This means to have a framework that allows you to rank your jobs by urgency and criticality. For this @Erik Hupje has mentioned a very useful tool he used to use. For many organisations these two basics are not well executed causing maintenance expenses to 'unexpectedly' increase. However, for large organisations (army, car manufacturing, aviation) the typical 80% rule might not be enough. In aviation for instance, where you expect maximum levels of utilisation and availability, you simply need to expand your measures beyond said two basics. Otherwise your maintenance becomes too expensive. This is why RCM got introduced and to this day only really works in that context. Why? Because they did do the basics right and also did the implementation to 101% (you know what I mean). There is many organisations with bad experiences from RCM implementation. Mainly due to not being 'ready' in first place:) Now why am I saying all this you may wonder. Simple answer. TPM is very similar in that it does also require the organisation to be ready. Once successfully implemented you will have operators conducting "first line maintenance" which is exactly what is meant by involving staff or raise awareness. And yes I have seen this working in the army maintenance. We had proud tank operators who would make sure their tank stayed in good condition. So let me ask you again. How big is your organisation and are you ready? Cheers, Eric

Thanks a lot Jim. Appreciate your insights.

Hi Tiago, how does the platform climb? Does it have a fixed boom along which it travels or is it a telescopic boom?

Hi all, I would like to know your opinion on whether or not maintenance should be reporting to operations. I am asking because I have worked in a maintenance line organisation (in the Army) where maintenance was accountable for maintaining equipment readiness. Here in Australia (mining and resources) I have seen organisations where the maintenance supervisor reports to production. Doesn't this compromise equipment readiness as necessary maintenance tasks will get delayed to "catch up" on deferred production?

Great tool. Everyone will understand it and draw conclusions accordingly.

Hi Tiago, have a look under Fall Protection Systems and in particular Ladder Climbing Safety Systems. Workers who climb up a ladder hook themselfs up to a cable via this fall break contraption. Should a worker fall of the ladder said break will stop him from falling.

Alright. From my experience an asset (e.g. pump) can last from very short to many years. Factors that influence the life expectancy of said pump are: fit for purpose pump design, right pump materials, pumped medium properties, flow conditions (avoid cavitation!), operating point, seal type and barrier fluid, and last not least correct installation (allignment, solid foundation). Of equal importance are the ongoing inspections and checks that all instruments are calibrated correctly.

I don't understand your question. Did you want to know which factors influence the life of the asset?