100 Years in Maintenance and Reliability: Practical Lessons from Three Lifetimes at Process Plants

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Contents : Foreword by Charles J.Latino Part 1: Introduction Chapter 1: Introduction & Navigation Guide Chapter 2: The Locations Part 2: Leadership Chapter 3: Creating the vision Chapter 4: Setting Objectives Chapter 5: Changing Paradigms with Leadership and Expertise Chapter 6: Applying Best Business Practices Chapter 7: Evaluating Contractor's Unit Rates Chapter 8: Benchmarking Part 3: People Chapter 9: Staffing levels Chapter 10: Integrating Inspection and Degradation Strategies Chapter 11: Technician Training Challenge Chapter 12: Competence Profiles Chapter 13: Operators & Maintainers Chapter 14: Building a Reliability Culture Chapter 15: Managing Surplus Staff Chapter 16: Retraining Surplus Staff Part 4: Plan Chapter 17: Integrated Planning Chapter 18: Critical Path Planning Capability Chapter 19: Shutdown Management Chapter 20: Electrical Maintenance Strategies Chapter 21: Minor Maintenance by Operators Chapter 22: Relocating Machine Tools Chapter 23: Painting Contract Strategy Part 5: Schedule Chapter 24: Long Look-Ahead Plan Chapter 25: Workload Management Chapter 26: Infrastructure Maintenance Chapter 27: Workflow Management Part 6: Execute Chapter 28: Trip Testing Chapter 29: Work the Plan Chapter 30: Keeping to Schedule Chapter 31: Operators as a Maintenance Resource Chapter 32: Overtime Control Chapter 33: Managing Contractors Part 7: Analyze Chapter 34: Reliability Engineering in New Projects Chapter 35: Computing Reliability Data Chapter 36: Turnaround Performance Improvements Chapter 37: Reducing Shutdown Duration Chapter 38: A Small Matter of Cleaning Chapter 39: Motor Maintenance Regimes Chapter 40: Boiler Feed-Water Pump Seals Chapter 41: Cooling Water Pump Failures Chapter 42: Heater Outlet Flue Gas Dampers Chapter 43: Laboratory Oven Failures Chapter 44: Pump Reliability Chapter 45: Book Summary Glossary Index Features : • Provides a logical organization with chapters grouped into six broad headings, enabling readers to choose the order in which they wish to absorb the lessons, which are based on the Shewhart-Deming Continuous Improvement cycle. • In addition to the Plan-Schedule-Execute-Analyze elements, the authors have added Leadership and People to complete the suite. • Each chapter has broadly similar sections, beginning with a Background to the events, going on to describe the key elements of the approach, and ending with Lessons and Principles. • Underlying theories, philosophies or even detailed descriptions of methods are stripped out of the main chapters and described in Appendices, so that only those readers who wish to delve into details may do so. • Contains a Book Summary which draws all the principles and lessons together, and gives references to the relevant chapters. • Copiously illustrated, with charts, diagrams and tables which relate closely to the text.