By Jordan Brandes

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Making Common Sense Common Practice: Models for Manufacturing Excellence, Boston, MA and London, England: Elsevier Butterworth-Heinemann, 2004. 2. , Double Digit Growth, New York: The Penguin Group, 2003. 3. , Logistics and Supply Chain Management, London: Financial Times/Prentice Hall Pearson Education, 1998. 4. , Confronting Reality, New York: Crown Business, 2004. 5. , The Machine That Changed the World: The Story of Lean Production, New York: HarperCollins, 1991. 6. , Running Today’s Factory: A Proven Strategy for Lean Manufacturing, Cincinnati: Hanser Gardner Publications, 1999.

What are the fundamental drivers for this need, and how do we accomplish that elusive alignment that is so badly needed? This need will be discussed in this chapter. Why We Must Align the Organization In Edgar Schein's groundbreaking book, Organizational Psychology,1 he opines that: “The first major problem of groups in organizations is how to make them effective in fulfilling both organizational goals and the needs of their members. indd 21 10/13/06 12:40:32 PM 22 S e l e c t i n g t h e R i g h t M a n u fac t u r i n g I m p rov e m e n t tions between groups which will enhance the productivity of each without destroying intergroup relations and coordination.

Bob wondered, when should we be using RCM, and how do we make sure we use the results to get better business results? Should we use RCM preferentially to TPM, or vice versa? When? ” Unfortunately, the answer is no. Predictive maintenance will not allow you to predict the timing of a failure with any accuracy. Then why is it called predictive maintenance? As with so many things, the answer seems to have been lost in history and happenstance. Predictive maintenance can more accurately be characterized as a sophisticated inspection that allows you to understand the condition of your equipment, whether or not a defect is present, and whether the defect is severe enough to require timely action.

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