"A savvy maintenance manager can cause organizational change by financial presentations for resources to introduce proactive implementations. He also can use the daily management meeting with the proper departmental KPIs to illustrate and teach these lessons. He will also improve the management and control capabilities of the maintenance function by using the proper KPIs."
- What? MAINTENANCE AND QUALITY ?
Maintenance and quality are two terms usually not associated. Normally, these terms are only mentioned together when equipment condition effects scrap rates. However, if maintenance managers become familiar with historical quality philosophies, there are some lessons that can be applied to maintenance.
As the quality movement grew, many companies mistakenly pursued exceedingly lofty quality goals. Excessive cost of mistakenly set high quality levels resulted in the inability to compete in the marketplace. The cost to produce excessive levels of quality eliminated profitability. There are levels of quality for which the customer will not bear the cost. Customers that purchase custom-tailored clothes are willing to pay much more for quality than the customer that is purchasing off-the-rack clothing at a discount store.
Quality definitions then expanded to include customer needs and wants. Quality grew to be defined as the precise product the customer desired. The customer (marketplace) defined the level of quality, the acceptable price, and the exact availability of the product.
What if there was a tremendous product developed, with perfect quality, and great availability (timing) that the customer was not aware? Would that mean that it was an inferior product? The customer could not identify something they did not know existed. The introduction of cell phone technology is such an example. It became apparent that allowing the customer to define quality, in many cases, would require the quality provider/creator to educate the customer.
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