| Popis: |
Publisher Summary Initiating and implementing Reliability-Centered Maintenance (RCM) program is easier to accomplish when the two organizations are separate since the decision chain is shorter, straightforward, and more willing to undertake innovations that make the job more efficient. Ultimately, reduction in team play and efficiency will detrimentally impact one or more of the parameters that affect customer satisfaction. Funding for new initiatives like an RCM program either comes from a corporate budget or at the very least may require a corporate level approval of development expenditures that are resident in a plant budget. Buy-in is the process whereby an individual or a group, responsible for carrying out some new procedures or actions, has been a party to the development and planning for those actions, and has agreed that this new modus operandi is good for all concerned, and therefore will support its use. With RCM, this process occurs almost entirely at the plant level of the organization. Without the essential ingredients of acceptance and ownership it is highly improbable that a plant staff will feel motivated and compelled to implement anything—and that especially includes the recommended preventive maintenance (PM) tasks from an RCM program. |
