Planned Maintenance

"Everything that we do has to be taken to the next step. Eventually it has to be turned into value for the business, and the value for the business comes when people put their...

Jeff Shiver demonstrates how PM checklists generated using AI tools often miss the precision tasks that address your asset’s unique operating context, and can vary between multiple...

Doc Palmer argues that it can even root out childish behaviors among both work teams and managers.

Doc Palmer wonders whether your maintenance staff is sized for firefighting or for profitability.

Doc Palmer says individual work orders are key so managers can help keep things on track, especially emergency work.

Jeff Shiver says unlock the potential of your historical data by transforming it into a library of reusable job plans.

Build an RIT process that ties in with your root cause failure analysis to improve reliability.

Jeff Shiver says both KPIs and qualitative feedback are crucial to capturing tangible results.

Doc Palmer says hyper-accurate labor estimating gets in the way of both completed work and higher quality work.

Doc Palmer says it’s a useful metric but is a lagging indicator that depends on how “planned jobs” are defined and managed.

Doc Palmer says schedule compliance is really a window into opportunities for improvement, and not just a reason to blame the supervisor.

Jeff Shiver says people commit errors, can identify errors, and can provide effective solutions.

Work orders are the source of truth for the maintenance or repair of each asset, and they need to be managed effectively.

Doc Palmer says the keys to controlling planning and scheduling are people-related.

Doc Palmer says maintenance is not a necessary evil. It is an investment in production.

Doc Palmer says the unusual principles of planning and scheduling can take some culture adjustment, but will quickly increase job execution.