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For many years I have been directly involved with maintenance and
engineering in various fields, disciplines and industries. Many other positions
have also required a knowledge of maintenance principals.
In accomplishing maintenance, both in the business sector and in my own
personal life, mistakes have been made. My management training teaches me that
mistakes are to be considered ERRORS OF JUDGMENTS.
Where-as the knowledge of mistakes might not tell us what to do next, it most
assuredly will tell us what not to do later.
Incidentally, mistakes are judgment actions based on what we don't know.
history, I have attempted to find or establish various PRINCIPALS
OF MAINTENANCE which would be applicable to all of our professional needs,
to all of our personal needs and still utilize all scientific facts. To date,
none has been found.
Recent research from the National Institute of Technology Transfer (NITT)
shows only 23 reported technologies covering maintenance. These technologies are
targeted only at particular defense items or systems.
My own personal research shows that it is considerably more economical to
keep our facilities and equipment healthy, than it is to CARE
and REPAIR for them after any type of malfunction.
I have only been able to develop one objective for maintenance:
TO MAXIMIZE THE FIRST YIELD
SERVICE(s) OF OUR FACILITIES AND
Where-as "To Reduce Down Time" may be a Management Objective it
is certainly not to be classified as a maintenance objective.
In the private sector, our maintenance work forces are comprised of many
talented individuals, possessing a great deal of knowledge in many different
technologies, fields and disciplines. In addition to this knowledge, they have
gained a great deal of experience in the care and repair of our facilities and
equipment. In most cases, the talents necessary to repair and maintain are on
site or can be obtained quickly from the expertise of outsources.
This falls short of our objective of maximizing the first yield services
of our facilities and equipment.
However, the repair of broken or malfunctioning facilities or equipment
does not describe all the chores or functions assigned to or accomplished by
maintenance individuals, maintenance teams or maintenance departments. Nor does
it define any needed chores or functions which might aid in the improvement of
the first yield output services of our facilities and equipment. Actual repair
appears to be only one of many necessary maintenance steps.
This parallels our medical professions. By use of knowledge, technology
and management principals we have increased our QUALITY
OF LIFE and SPANS OF LIFE.
This has not been accomplished by treating human illness or trauma. Its
accomplishment is the result of training patients in the sciences of food
consumption (energy intake), exercise (testing), recognition of symptoms
(problem solving), first aid (immediate re-active treatments) and therapy
(continuous intermediate service).
The qualifications for becoming a Doctor of Medicine is not just a study
of anatomy, surgery or the effect of drugs on illnesses or diseases. A great
deal of time is spent on the HOWS, WHYS,
HOW NOTS, WHY NOTS and WHERE TOS.
Let us apply the same approaches to our engineers and technicians who are
asked to maintain our facilities and equipment.
In the 60's, 70's and 80's, medical costs went out of sight although the
services did yield tremendous results. It reached a crisis point of not being
affordable due to our re-acting only to trauma and continuous use of emergency
By applying Management Principals and defining Objectives and Goals, our
medical services have yielded a higher then expected QUALITY
and QUANTITY of LIFE.
With the help of many individuals and groups from many different fields
of expertise, I have attempted to define principals, objectives and goals which
will be applicable to all needs of maintenance; ( ie: personal, residential,
commercial, institutional or industrial ).
I have defined some within these proceedings. However, you
must refine them and apply them.
The purpose of these writings is not intended to be critical of people or
any existing systems or processes. They are intended to provoke the thought
process of those involved in the CARE and
REPAIR of our FACILITIES and EQUIPMENT.