March 22, 2019, 10:54 pm

News

NEW ARTICLE: Asset Management Capabilities – Are organisations still struggling with competency frameworks?

Assetivity is observing a resurgence in interest from businesses wanting to build internal capability in Asset Management.  

We are focusing our discussion on Asset Management Competency Frameworks as these are utilised to understand the needs for people in roles performing asset management functions.  An organisations Asset Management Capabilities is defined by their ability to identify and embed a competency framework relevant to their Asset Management functions. 

Larger, more complex organisations are investing in the development of competency frameworks and training programs aligned to their HR processes including performance evaluation and development planning, and often linked to productivity goals.  Smaller businesses are seeking to leverage competency frameworks already in the public domain, and third-party training programs to ensure their people have the required skills and are doing the right Asset Management work.

None of this effort and focus is new. Effective competency frameworks have been recognised throughout the training world as forming the basis for linking competence with organisational strategy and capability since the early 1990s. 

Read the full article

 

The Importance of a No-Blame Culture for Safety and Reliability Improvement

This article has been prompted by the recent dismissal of a rail employee for failing to follow a standard operating procedure, resulting in a significant derailment.  The key questions here are:

  1. How likely is this to reduce the likelihood of similar, future events?
  2. What impact is this likely to have on the identification of future opportunities for reliability and safety improvement?

These should be the intent of any incident investigation, and this article will argue that dismissing the employee, in the absence of any other improvement actions, will, at best, most likely have no sustainable effect on achieving these objectives and, at worst, will inhibit future safety and reliability improvement initiatives.

I should point out that I am not privy to the specific details of the incident that prompted this article, and there may be exceptional circumstances relating to this specific incident which merit the punishment meted out, but as a general rule, we need to be very careful in using punishment as our first and primary response to any safety or reliability incident.

 

Read the full article.

 

NEW ARTICLE: How to Prioritise Maintenance Work Orders?

 I have recently received a question from one of our newsletter subscribers.  He writes:

“Firstly, I want to say, I really enjoy reading your articles and enjoy building the knowledge that those articles bring.

My role has transitioned from maintenance supervisor to maintenance planner. In my new role, I have the responsibility of reducing the outstanding work orders in our CMMS whilst prioritising the new work orders being generated.

What are some guidelines I can use for prioritizing work orders to be able to do the correct work now? The old system relied on personnel entering their work orders into the system and prioritizing the WOs as they see fit. This is not realistic as everyone sees their WOs as [highest] priority.”

This is a great question, and one that this article will attempt to answer.

Read the full article.

 

We are Hiring! PERTH - Senior Consultants x2

 We are seeking positive, proactive and professional individuals to join our national team.

 

 

NEW ARTICLE: Availability vs Reliability – Which is more important?

There is often confusion amongst those new to Maintenance and Reliability regarding the difference between Availability and Reliability. This article discusses the difference between the two, and also considers the relative importance of each when setting goals and targets for operational improvement.

Definitions

Let’s start with some basic definitions...

Read the full article.

 

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