Reliability Confessions of the Not Quite Best Practice

You have secrets. Secrets that have robbed the reliability from your facility and its assets. Sometimes it just makes you feel better if you confess your secrets publicly. Maybe you should let a few of your secrets go today, and bask in the relief that follows. Today, you have that chance using the anonymous post feature in the comments section below.  But first let me share a few secrets I know already:
1. "I use what ever grease is in the nearest grease gun I find. (grease is grease)"
2. "I sometimes overload the machine and cause it to fail because when it does I can take a break while maintenance fixes it."
3. "I never torque the bolts with a torque wrench. (Tight is tight, right?)"
4. "I once wrapped a fuse in aluminum foil because it would not stop blowing."
5. "I never put all the bolts back if the equipment doesn't need them. (I'm eliminating wasted time)"
6. "I don't wipe off the grease fitting before I lubricate."
7."I sometimes don't share all the critical steps for a job plan so that I can save the day when it does not work."
8. "I have put a 20 amp fuse in a 10 amp slot."
9. "One time I dropped a bolt into a gearbox during a PM and it is still there today."
10. "I added flammable hydraulic fluid to a system requiring nonflammable to save a trip back to the store room."
At least some of these little secrets happen regularly in plants everywhere. I challenge you to reread the list and this time think about what underlying systemic causes might have led for the perceived need for the individual to take these steps and then make them their secrets. Remember what Edward Deming said: "Blame the system not the people." Fixing the system eliminates many more problems within your site than blaming an individual. 
Don't forget to add a few secrets of your own at the bottom.

iBL Graduate of the Month


This month's Graduate of the Month goes to Whitney Hurlbut! Whitney is from Halifax, Nova Scotia, and currently living in Esterhazy, Saskatchewan working as a Reliability Engineer for The Mosaic Company. She graduated from Dalhousie University with a degree in Mechanical Engineering. During her time there she was fortunate enough to work briefly in a variety of industries including open pit coal mining, offshore natural gas and underground potash mining, all primarily in Maintenance or Reliability Engineering roles.

iBL Graduate of the Month

Matthew Parker came into the Maintenance and Reliability Engineering iBL curriculum with an interesting background. While in college, he took advantage of three internships including a manufacturing role with Altec Industries, a design engineering role with Cummins Filtration, and a maintenance role with Kruger Products.

iBL Graduate of the month

Rick Clonan: Blended Learning Graduate of the Month

Rick Clonan is our newest graduate from the New iBL Planning and Scheduling curriculum. We debuted this revolutionary way to train planners and schedulers in July of this year to follow the incredibly successful Reliability and Maintenance Engineering and Managers curriculum. Rick along with his other teammates work through the 6 month program learning the fundamentals of planning and scheduling while getting to apply them in their facility with the help of a seasoned coach. What better way is there to ensure understanding, application, and results.

Luck is not Leadership

A plan beats luck everyday! You will want to evaluate and mitigate risk for the day and beyond. Here are 3 points to consider instead of your luck this Friday the 13th:If you are looking to be an effective leader you should always be looking at the risk to your tribe. What should be happening? What might prevent that from happening? What can you do to mitigate or eliminate that potential issues or threats in advance? If you start here you can improve the situation for your tribe by avoiding the most dire of situation that may be developing during your big bad Friday the 13th.

Secondly, focus on what you can control. Some issues you can't change even if you have identified them in advance. For example some of your tribe will exit for various reasons. While you can work to mitigate this it will never be eliminated due to the necessities of age, business, and personal need. Focus on building processes to ease the transition of tribe members into and out of the tribe. Clear processes will help the whole tribe feel better about roles and expectations.


 Lastly, you control your attitude and through that you steer the tribes.

Your choices about attitude model the expectations for the tribe and if you make the right choices here you can mitigate many of the risk identified previously. Why not be an "encourager" in lieu of a "discourager." If you decide that Friday the 13 is an unlucky day of misery then it will be, of course your other choice is to make this a first class Friday. It can be a day where while everything may not go perfect our reactions to it will be.

Happy first class Friday the 13th to you and your tribe!"

Back To The Future...But Stuck In The Past

Click here to see an inspiring message from Doc Brown himself: The future has finally arrived
Here are some thoughts on the matter from our lead coach Brandon Weil:

Eruditio Becomes an Approved Provider for SMRP

Eruditio has officially been recognized by the Society for Maintenance and Reliability Professionals as an Approved Provider with their Blended Learning curriculum.

Eruditio’s eStudios takes Home a Telly Award!

Eruditio’s video production company, eStudios, takes home the prestigious Bronze Telly Award for best use of humor in “Nothing Infomercial”.

Eruditio Announces Strategic Hire of Allen Canaday!

Mt. Pleasant, SC September 2, 2015-- Allen has over 35 years of experience in maintenance and reliability in the primary metals industry, from an apprentice industrial electrician, planning and scheduling manager, to maintenance general supervisor in a plant that has a well-documented and very effective “proactive” maintenance organization. In 2007 Mt. Holly was selected as the winner of the North American Maintenance Excellence “NAME” Award.

3 Steps to Turn OEE into a Financial Indicator

Overall Equipment Effectiveness (OEE) is undoubtedly one of the best indicators of process reliability, but many struggle to connect OEE to the bottom line. How much of an OEE improvement is necessary? How aggressive does my reliability improvement program need to be? Turning OEE into a financial indicator helps us translate these questions into business decisions.

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