When last have you had a look at the Occupational Health and Safety Act? If you haven't looked at it recently, I suggest you take a couple minutes, download the amended act and read though it thoroughly.
http://www.labour.gov.za/legislation/acts/occupational-health-and-safety/occupational-health-and-safety-act-and-amendments
The act starts with the following sentence: “To provide health and safety to persons at work and for the health and safety of persons in connection with the use of plan and machinery.”
If you don’t have time to read through all 27 pages, I suggest you start with Section 38: “Offences, penalties and special orders of the court”. I'm sure that will convince you to read through the whole document.
Isn’t it sad that we have to have laws like these in place to dictate something that should really be our moral obligation towards our colleagues, employees and employers?
Awareness is free. Sharing basic safety knowledge is a good way of ensuring a safe working environment.
Tools and standard easy-to-follow- business practices are available to support a safe working environment. None of these tools are ignored more than preventative maintenance - the easiest place to save money without the immediate negative effects being evident.
Preventative maintenance isn’t just about saving money, extending the life of your equipment, production output and quality; it’s ensuring that machinery doesn't become a safety hazard.
Q-CMMS is a tool to facilitate preventative maintenance actions, allowing you to maintain your equipment to acceptable standards for a safer working environment. Q-CMMS is user friendly and will help you manage the maintenance of anything from a ladder to your most complex machinery.
For more information on Q-CMMS please visit the QBCon website.
Wednesday, November 10, 2010
Monday, August 23, 2010
Prevention is better than cure
Whether the saying, “An ounce of prevention is worth a pound of cure” can be traced back to the Roman poet Persius in A.D. 58 or Henry de Bracton's 'De Legibus' (c. 1240), the fact remains that the proverb has always been relevant to all aspects of our lives.
We know it to be true, yet we tend to wait until it’s too late and the damage is done. I have a leaking faucet at home, but I know that if I close it in a certain way it stops leaking. It has been “working” this way for the last year or so. I've made notes to get it fixed, but nothing has come of it. I could ask my wife to get a washer, but I haven't had time to explain to her what she should look for.
When the faucet eventually goes, and I know it will, the possibility exists that nobody would be home. The house could be flooded, wasting thousands of litres of water and cause tens of thousands of rands worth of damage. It may not be that dramatic, but there will be damage and it will happen at an inconvenient time when we least expect it.
So what is it going to take me to drive to the local hardware store and spend a couple of bucks to replace the washer? Up until the first paragraph of this article, not really anything. After considering the possible ramifications of not getting that faucet fixed I will be doing it after writing this blog.
Are you running your factory the same way? What if your factory is too big to even know which “faucets” are about to break? What will happen if something goes wrong?
Consider for a second Q-CMMS. This computerised maintenance management system is the ultimate software tool for your plant. It has a central repository of your assets or equipment with all the aspects required to maintain them. All you need to do is add someone that takes responsibility of your assets and understands the effects of not maintaining them. Prevention is always better than cure. That is a fact.
Written by Johan Mostert on behalf of QBCon.
Vist the QBCon home page for more information.
We know it to be true, yet we tend to wait until it’s too late and the damage is done. I have a leaking faucet at home, but I know that if I close it in a certain way it stops leaking. It has been “working” this way for the last year or so. I've made notes to get it fixed, but nothing has come of it. I could ask my wife to get a washer, but I haven't had time to explain to her what she should look for.
When the faucet eventually goes, and I know it will, the possibility exists that nobody would be home. The house could be flooded, wasting thousands of litres of water and cause tens of thousands of rands worth of damage. It may not be that dramatic, but there will be damage and it will happen at an inconvenient time when we least expect it.
So what is it going to take me to drive to the local hardware store and spend a couple of bucks to replace the washer? Up until the first paragraph of this article, not really anything. After considering the possible ramifications of not getting that faucet fixed I will be doing it after writing this blog.
Are you running your factory the same way? What if your factory is too big to even know which “faucets” are about to break? What will happen if something goes wrong?
Consider for a second Q-CMMS. This computerised maintenance management system is the ultimate software tool for your plant. It has a central repository of your assets or equipment with all the aspects required to maintain them. All you need to do is add someone that takes responsibility of your assets and understands the effects of not maintaining them. Prevention is always better than cure. That is a fact.
Written by Johan Mostert on behalf of QBCon.
Vist the QBCon home page for more information.
Wednesday, August 18, 2010
QBCon implements a root cause analysis module for West Rand Engineering
West Rand Engineering enhanced its plant maintenance and safety-related activities by replacing their outdated computerised maintenance management system (CMMS).
QBCon’s Q-CMMS ensures that maintenance and engineering managers can examine repair history, identify trends and improve the reliability of their machinery.
West Rand Engineering recently requested that QBCon add a reason field on breakdown job cards to enable them to analyze why their machines were breaking down. QBCon suggested adding in a root cause analysis module.
The root cause analysis is a structured investigation module that aims to identify the underlying cause of a defect or problem. It also suggests counter-measures to eliminate it. This concept is used throughout the manufacturing industry worldwide.
This process has been accepted, computerised and successfully implemented on the Q-CMMS application at West Rand Engineering.
Read more CMMS news on the QBCon home page.
QBCon’s Q-CMMS ensures that maintenance and engineering managers can examine repair history, identify trends and improve the reliability of their machinery.
West Rand Engineering recently requested that QBCon add a reason field on breakdown job cards to enable them to analyze why their machines were breaking down. QBCon suggested adding in a root cause analysis module.
The root cause analysis is a structured investigation module that aims to identify the underlying cause of a defect or problem. It also suggests counter-measures to eliminate it. This concept is used throughout the manufacturing industry worldwide.
This process has been accepted, computerised and successfully implemented on the Q-CMMS application at West Rand Engineering.
Read more CMMS news on the QBCon home page.
Thursday, May 13, 2010
World War 3: Production VS Maintenance:
“It is like we have this ongoing feud between maintenance and production and I am stuck in the middle trying to reduce downtime. Each side blames the other for unplanned downtime caused by breakdowns or unplanned maintenance. Each time you go to a planning meeting, it is like going to war!” – A comment made by a maintenance planner when asked about the relationship between his company's maintenance and production departments.
The truth is that unplanned breakdowns are costing production companies millions each year, with most of the costs resulting from production loss. When faced with the choice of running at full capacity or stopping identified machines for preventative maintenance, the production manager tends to opt for production. This can be a very costly option.
World-class companies are netting millions by changing their mindset and implementing uptime technology and methodologies. They have embraced the technology age and have formed strong allies with companies that can supply them with technology in the form of CMMS to help them monitor and maintain OEE standards.
Reactive maintenance can be a costly endeavour. It can lessen you overall OEE to as little as 50%, while A-list companies average around 95% and more. A difference like this is most apparent in the bottom line.
How can you improve your current situation?
Move away from the wait-until-it-breaks-and-then-fix-it mindset. Plan, document, implement and diligently follow a planned maintenance plan that suits the exact needs of your company. Remember there is no one size fits all plan. Assess your needs and plan according to that.
Get people involved – Have maintenance and production work closely together to form a maintenance force to be reckoned with. Make the operator responsible for a part of maintenance e.g. daily start-up checks or daily machine cleaning checks.
Optimise maintenance – investigate the option of investing in state of the art equipment to further empower and streamline your maintenance process e.g. vibration, excessive heat (hot spots), lubrication and air leak sensors.
Empower your people – supply not only your maintenance people but also your operators with the expertise to run the latest CMMS or monitoring tools and equipment.
Create a collaborative working environment where maintenance and productions work together to not only plan, but to successfully execute and maintain a structured plan of action for maintenance.
“We live by the Golden Rule. Those who have the gold make the rules.”
Buzzie Bavasi - American baseball manager
The truth is that unplanned breakdowns are costing production companies millions each year, with most of the costs resulting from production loss. When faced with the choice of running at full capacity or stopping identified machines for preventative maintenance, the production manager tends to opt for production. This can be a very costly option.
World-class companies are netting millions by changing their mindset and implementing uptime technology and methodologies. They have embraced the technology age and have formed strong allies with companies that can supply them with technology in the form of CMMS to help them monitor and maintain OEE standards.
Reactive maintenance can be a costly endeavour. It can lessen you overall OEE to as little as 50%, while A-list companies average around 95% and more. A difference like this is most apparent in the bottom line.
How can you improve your current situation?
Move away from the wait-until-it-breaks-and-then-fix-it mindset. Plan, document, implement and diligently follow a planned maintenance plan that suits the exact needs of your company. Remember there is no one size fits all plan. Assess your needs and plan according to that.
Get people involved – Have maintenance and production work closely together to form a maintenance force to be reckoned with. Make the operator responsible for a part of maintenance e.g. daily start-up checks or daily machine cleaning checks.
Optimise maintenance – investigate the option of investing in state of the art equipment to further empower and streamline your maintenance process e.g. vibration, excessive heat (hot spots), lubrication and air leak sensors.
Empower your people – supply not only your maintenance people but also your operators with the expertise to run the latest CMMS or monitoring tools and equipment.
Create a collaborative working environment where maintenance and productions work together to not only plan, but to successfully execute and maintain a structured plan of action for maintenance.
“We live by the Golden Rule. Those who have the gold make the rules.”
Buzzie Bavasi - American baseball manager
Monday, March 1, 2010
CMMS for challenging economic times
In the current economic climate, companies are cutting costs wherever they can. Often necessary processes are disregarded during cost cutting to ensure immediate financial relief. The long-term ramifications are often overlooked or simply disregarded.
In the production and manufacturing industries, companies cut costs by putting preventative maintenance programmes on the back burner.
I recently paged through my Production and Operations Management text book (Fifth edition - Norman Gaither) and realised how important it is to have a holistic approach to cost cutting. Preventative maintenance programmes are an essential part of long-term cost cutting. It is therefore important to establish a culture of preventative maintenance, even during challenging economic times.
In the production and manufacturing industries, companies cut costs by putting preventative maintenance programmes on the back burner.
I recently paged through my Production and Operations Management text book (Fifth edition - Norman Gaither) and realised how important it is to have a holistic approach to cost cutting. Preventative maintenance programmes are an essential part of long-term cost cutting. It is therefore important to establish a culture of preventative maintenance, even during challenging economic times.
Tuesday, February 16, 2010
Anticipating the future
How many times have you wondered what it would be like to foresee the future? What would you see? What would you do? More importantly, what would you do differently?
If you know for certain that an enterprise is going to fail, you will do anything in your power to avert disaster and make a success of your undertaking.
The primary goal of maintenance is to avoid or mitigate the consequences of equipment failure. By doing preventive maintenance and condition-based monitoring and maintenance, you can prevent a failure before it occurs.
Preventive maintenance activities include partial or complete overhauls at specified periods. In addition, workers can record equipment deterioration so they know to replace or repair worn parts before they cause system failure. The ideal preventive maintenance programme would prevent equipment failure before it occurs. To aid with the correct analysis of recorded and captured data, a large amount of historical data is required. Q-CMMS from QBCon has unlimited historical data that it can process into reports and graphs, making the estimates a calculated decision.
If you know for certain that an enterprise is going to fail, you will do anything in your power to avert disaster and make a success of your undertaking.
The primary goal of maintenance is to avoid or mitigate the consequences of equipment failure. By doing preventive maintenance and condition-based monitoring and maintenance, you can prevent a failure before it occurs.
Preventive maintenance activities include partial or complete overhauls at specified periods. In addition, workers can record equipment deterioration so they know to replace or repair worn parts before they cause system failure. The ideal preventive maintenance programme would prevent equipment failure before it occurs. To aid with the correct analysis of recorded and captured data, a large amount of historical data is required. Q-CMMS from QBCon has unlimited historical data that it can process into reports and graphs, making the estimates a calculated decision.
Wednesday, January 20, 2010
CMMS = KISS
We have been a player in the mainstream arena of Computerized Maintenance Management Systems for the last 15 years.
I’ve had the unique opportunity of being involved in both the sales (Sales Professional) as well as the implementation (Project Manager) side of our Q-CMMS.
Some of the alarming questions I have come across over the last couple of years are:
“I spent over a million rand on my previous application and never got it off the ground”
“My current application has all the latest bells and whistles, it cost me a fortune, and my people still don’t use it.”
My answer is simply – K.I.S.S. – Keep It Simple Stupid:
From a sales perspective, sales people where born with the philosophy to always “up sell”, and to always push the boundaries of profit and margin. Why not take a step back and focus on what the customer needs. Why sell an application that comes with all the latest bells and whistles, when you know they will never make use of half of the functionality, and in the end infuriate not only the customer but also the end user. Yes, you made a sale worth millions, but ultimately you will end up with a p…. off customer and worse than that a system that ends up on a shelf under the “wasted money and effort” tag.
I’ve had the unique opportunity of being involved in both the sales (Sales Professional) as well as the implementation (Project Manager) side of our Q-CMMS.
Some of the alarming questions I have come across over the last couple of years are:
“I spent over a million rand on my previous application and never got it off the ground”
“My current application has all the latest bells and whistles, it cost me a fortune, and my people still don’t use it.”
My answer is simply – K.I.S.S. – Keep It Simple Stupid:
From a sales perspective, sales people where born with the philosophy to always “up sell”, and to always push the boundaries of profit and margin. Why not take a step back and focus on what the customer needs. Why sell an application that comes with all the latest bells and whistles, when you know they will never make use of half of the functionality, and in the end infuriate not only the customer but also the end user. Yes, you made a sale worth millions, but ultimately you will end up with a p…. off customer and worse than that a system that ends up on a shelf under the “wasted money and effort” tag.
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