The Transition From Maintenance to Capacity Assurance

JAMIE DAVIS: Our next speaker is Craig Ammar. He's director of equipment management for Cyprus Climax Metals Company. He has, prior to this assignment, been responsible for maintenance at Bagdad Copper, Cyprus' Miami smelter, and Thompson Creek. Like Jerry, he's very shy and retiring, and doesn't have any strong opinions about maintenance. INTRODUCTION CRAIG AMMAR: The ultimate goal behind implementing a proactive equipment management process is to provide capacity assurance and ultimately increase an organization's ability to generate revenue while reducing operating costs. Targeting such lofty objectives has brought many an organization to its knees, utilizing new maintenance techniques, concepts, and technology aimed at making our lives better and more organized. The root cause of such frustration generally stems from a lack of understanding or support for the fundamentals of implementing a proactive equipment management process. There are just two types of maintenance programs, reactive and proactive. It's an established fact that you need a little of both to run an effective equipment management process, obviously more of one (proactive) than the other. Here are some telltale signs that your equipment management process is in trouble: -Maintenance is performed as a knee jerk reaction when equipment fails. -Repeated and frequent equipment failures occur, with no focus on eliminating the root cause. -Sketchy, inconsistent, unclear preventive maintenance is performed or there is no support for the preventive maintenance process. -No predictive maintenance technology process is in place, or little support for predictive maintenance exists. -Less than 50 percent of your work is generated by the maintenance group resulting from inspections.