CMRP EXAM QUESTIONS AND CORRECT
VERIFIED ANSWERS
BenefitsA2ofA2FMEAA2-A2Ans--
1)A2EarlyA2identificationA2andA2eliminationA2ofA2potentialA2asset/A2processA2failureA2modes
2)A2PrioritizationA2ofA2asset/processA2deficiencies
3)A2DocumentationA2ofA2riskA2andA2actionsA2thatA2areA2takenA2toA2reduceA2risk
4)A2MinimizationA2ofA2lateA2changesA2andA2associatedA2costs
5)A2ImprovedA2asset(product)/processA2reliabilityA2andA2quality
6)A2ReductionA2ofA2lifeA2cycleA2costs
7)A2TheA2catalystA2forA2teamworkA2amongA2design,A2operations,A2andA2maintenance
FMEAA2-A2Ans--FailureA2ModeA2andA2EffectsA2Analysis
WhatA2areA2theA2keyA2attributesA2ofA2aA2leaderA2-A2Ans--1.A2Charisma
2.A2Competence
3.A2Communication
4.A2EnergizingA2People
5.A2VisionA2(inA2creating)
WhyA2isA2visionA2importantA2-A2Ans--
1.A2EmployeesA2tendA2toA2feelA2partA2ofA2somethingA2biggerA2thanA2themselves
2.A2HelpsA2employeesA2findA2meaningA2inA2theirA2work
3.A2AllowsA2employeesA2toA2experienceA2aA2greaterA2senseA2ofA2purpose
DefineA2MBWA.A2WhyA2isA2itA2consideredA2oneA2ofA2theA2keyA2leadershipA2practices?A2-
A2Ans--MBWA:A2IsA2ManagementA2byA2WalkingA2Around
ItA2isA2consideredA2aA2keyA2leadershipA2tacticA2becauseA2youA2interactA2withA2theA2people
A2andA2allowsA2youA2toA2getA2inA2touchA2withA2theirA2world.A2ItA2alsoA2allowsA2youA2toA2buil
dA2alliancesA2andA2toA2buildA2trustA2withA2yourA2workforce.
DefineA2anA2organizationalA2cultureA2-A2Ans--
TheA2beliefsA2andA2valuesA2thatA2defineA2howA2peopleA2interpretA2experiencesA2andA2how
A2theyA2behave,A2bothA2individuallyA2andA2inA2groupsA2withinA2anA2organization.
WhatA2areA2theA2keyA2benefitsA2ofA2havingA2aA2missionA2statementA2-A2Ans--
1)A2TheA2helpA2companiesA2focusA2theirA2strategyA2byA2definingA2someA2boundariesA2with
inA2whichA2toA2operate
2)A2TheA2defineA2theA2dimensionsA2alongA2whichA2anA2organization'sA2performanceA2isA2
measured
3)A2TheyA2suggestA2standardsA2forA2individualA2ethicalA2behavior
WhyA2areA2theA2missionA2andA2visionA2statementsA2importantA2forA2anA2organization?A2-
A2Ans--
,VisionA2statementsA2areA2importantA2becauseA2itA2isA2aA2declarationA2ofA2whatA2theA2orga
nizationA2intendsA2toA2becomeA2orA2toA2achieveA2atA2someA2pointA2inA2theA2future.A2ItA2isA2
aA2pronouncementA2ofA2whatA2theA2organizationA2wantsA2toA2become
MissionA2statementsA2areA2importantA2forA23A2reasons:
1)A2TheA2helpA2companiesA2focusA2theirA2strategyA2byA2definingA2someA2boundariesA2with
inA2whichA2toA2operate
2)A2TheA2defineA2theA2dimensionsA2alongA2whichA2anA2organizationsA2performanceA2isA2m
easuredA2andA2judged
3)A2TheA2suggestA2standardsA2forA2individualA2ethicalA2behavior
DefineA2reliabilityA2cultureA2-A2Ans--
InA2aA2reliabilityA2cultureA2theA2preventionA2ofA2failuresA2becomesA2anA2emphasisA2atA2eve
ryA2levelA2ofA2theA2organization.A2TheA2entireA2workforceA2isA2focusedA2onA2assetA2reliabili
ty.A2EveryoneA2inA2theA2workforceA2-A2operators,A2maintainers,A2engineersA2-
A2thinkA2andA2actA2toA2ensure:
*AssetsA2areA2availableA2toA2produceA2whenA2needed
*AssetsA2areA2maintainedA2atA2aA2reasonableA2cost
*AnA2optimizedA2maintenanceA2planA2(FMEA-/RCM-/CBM-
based)A2isA2inA2placeA2thatA2includes:
A2*AllA2assetsA2identifiedA2withA2criticalityA2andA2havingA2documentedA2maintenanceA2plan
A2*AA2defectA2eliminationA2program
A2*80/20A2principleA2appliedA2toA2prioritizedA2work
A2*MostA2ofA2theA2workA2plannedA2andA2scheduled
WhyA2isA2changeA2managementA2anA2importantA2partA2ofA2creatingA2theA2rightA2reliabilityA
2cultureA2-A2Ans--BecauseA2it:
1)A2HelpsA2toA2createA2understandingA2(i.e.A2whyA2theA2changeA2isA2neededA2andA2howA2it
A2relatesA2toA2vision)
2)A2ItA2setsA2goalsA2andA2expectations
3)A2ItA2establishesA2aA2processA2forA2praiseA2andA2recognition
4)A2ItA2definesA2andA2clarifiesA2roles
5)A2ItA2establishesA2andA2standardizesA2processesA2andA2procedures
6)A2ItA2createsA2discipline,A2developsA2tenacity,A2andA2helpsA2youA2beA2persistent
DefineA2theA2roleA2ofA2aA2changeA2agent.A2WhoA2isA2bestA2qualifiedA2toA2performA2thisA2rol
e?A2-A2Ans--
AA2changeA2agentA2helpsA2implementA2changesA2successfully.A2ChangeA2agentsA2haveA2t
heA2clout,A2conviction,A2charisma,A2andA2resourcefulnessA2toA2makeA2thingsA2happenA2an
dA2keepA2othersA2engagedA2inA2implementingA2change.
TheA2bestA2qualifiedA2individualA2isA2aA2seniorA2managementA2personA2whoA2hasA2respect
A2forA2andA2theA2trustA2ofA2theA2people.
HowA2doA2weA2measureA2leadershipA2effectiveness?A2-A2Ans--
YouA2measureA2effectivenessA2byA2aA2seriesA2ofA2qualities:
,1)A2DiscussesA2futureA2trendsA2regardingA2howA2theyA2canA2changeA2theirA2work
2)A2ProvidesA2feedbackA2onA2accomplishments
3)A2FollowsA2thruA2onA2promises
4)A2TreatsA2othersA2withA2respect
5)A2SolicitsA2feedbackA2andA2opinionsA2fromA2others
6)A2SetsA2aA2goodA2personalA2example
7)A2ActivelyA2listensA2toA2otherA2viewpoints
8)A2SupportsA2othersA2inA2theirA2decisions
9)A2WillingA2toA2takeA2certainA2risksA2andA2experiment
StateA25A2keyA2attributesA2ofA2aA2leader.A2-A2Ans--1)A2Charisma
2)A2Competence
3)A2Communication
4)A2EnergizingA2People
5)A2VisionA2(inA2creating)
StateA2theA2differencesA2betweenA2aA2managerA2andA2aA2leaderA2-A2Ans--
ManagersA2areA2concernedA2aboutA2todayA2andA2leadersA2areA2concernedA2aboutA2tomor
row
WhatA2isA2theA2differenceA2betweenA2transformationalA2andA2transactionalA2inA2leadership
A2stylesA2-A2Ans--
TransformationalA2leadershipA2usesA2theA2abilityA2toA2motivateA2andA2inspireA2followers.A2
TheyA2wantA2toA2helpA2theA2organizationA2achieveA2itsA2goalsA2butA2alsoA2helpA2groupA2m
embersA2fulfillA2theirA2potential
TransactionalA2leadershipA2startsA2withA2theA2ideaA2thatA2teamA2membersA2agreeA2toA2ob
eyA2theirA2leaderA2whenA2acceptingA2theA2job.A2TheA2leaderA2hasA2theA2rightA2toA2punishA2t
eamA2membersA2ifA2theirA2workA2doesn'tA2meetA2andA2appropriateA2standard.
WhatA2isA2theA2differenceA2betweenA2servantA2andA2participativeA2styleA2leadership?A2-
A2Ans--
AA2servantA2leaderA2isA2someoneA2regardlessA2ofA2levelA2whoA2leadsA2simplyA2byA2meetin
gA2theA2needsA2ofA2theA2team.
AA2participativeA2leaderA2involvesA2teamA2membersA2whileA2makingA2criticalA2decisions
DefineA2MaintenanceA2andA2itsA2roleA2-A2Ans--
MaintenanceA2preventsA2anA2assetA2orA2itemA2fromA2failingA2andA2repairsA2itA2afterA2itA2ha
sA2failed.
It'sA2roleA2isA2capacityA2assuranceA2meaningA2thatA2maintenanceA2assuresA2assetA2capac
ityA2asA2designedA2orA2toA2anA2acceptableA2level
WhatA2areA2theA2differentA2categoriesA2ofA2maintenanceA2workA2-A2Ans--
BacklogA2MaintenanceA2-
, A2MaintenanceA2tasksA2thatA2areA2essentialA2toA2repairA2orA2preventA2failuresA2thatA2haveA
2notA2beenA2completedA2yet.A2SimplyA2aA2listA2ofA2workA2thatA2needsA2toA2beA2done.
CapitalA2ProjectA2MaintenanceA2-
A2MajorA2projectsA2valuedA2overA2aA2certainA2threshold,A2areA2treatedA2asA2capitalA2project
sA2forA2taxA2purposes.A2IfA2projectsA2areA2essentialA2toA2restoringA2theA2assetA2toA2designe
dA2capacityA2,A2notA2toA2addA2additionalA2capabilities,A2theyA2shouldA2beA2treatedA2asA2mai
ntenanceA2costs.
ConditionA2BasedA2MaintenanceA2(CBM)A2-
A2SameA2asA2predictiveA2maintenance.A2MaintenanceA2basedA2onA2theA2actualA2condition
A2ofA2anA2assetA2determinedA2fromA2noninvasiveA2measurementsA2andA2tests.A2CBMA2allo
wsA2maintenanceA2actionsA2toA2beA2optimizedA2byA2avoidingA2traditionalA2calendarA2orA2ru
ntimeA2directedA2maintenanceA2tasks.
CorrectiveA2MaintenanceA2(CM)A2-
A2RepairA2actionsA2initiatedA2asA2aA2resultA2ofA2observedA2orA2measuredA2conditionsA2ofA2
anA2assetA2afterA2orA2beforeA2theA2functionalA2failure.A2TheseA2repairsA2willA2restoreA2theA2
assetA2toA2normalA2operatingA2conditions
OperatorA2BasedA2MaintenanceA2(OBM)A2-
A2AlsoA2knownA2asA2TPM.A2OBMA2involvesA2operatorsA2performingA2someA2basicA2mainte
nanceA2activities.A2OperatorA2basedA2maintenanceA2isA2aA2costA2effectiveA2practiceA2toA2p
erformA2minorA2routineA2andA2recurringA2maintenanceA2tasksA2byA2theA2operatorsA2toA2ke
epA2theA2equipmentA2runningA2efficiently.A2
PredictiveA2MaintenanceA2(PdM)A2-
A2AA2maintenanceA2strategyA2basedA2onA2theA2actualA2conditionA2ofA2anA2assetA2asA2deter
minedA2fromA2noninvasiveA2measurementsA2andA2testsA2usingA2differentA2predictiveA2tech
nologiesA2suchA2asA2ultrasonics,A2infraredA2thermography,A2andA2oilA2analysis.A2SameA2a
sA2CBM
PrescriptiveA2MaintenanceA2(PrcM)A2-
A2InsteadA2ofA2justA2predictingA2failures,A2prescriptiveA2maintenanceA2strivesA2toA2produce
A2outcome-
focusedA2recommendations.A2TheseA2areA2actionsA2forA2operatorsA2andA2maintenanceA2b
asedA2onA2IoTA2(InternetA2ofA2Things)A2inputsA2andA2analytics,A2toA2minimizeA2failuresA2by
A2takingA2timelyA2actionsA2byA2anA2appropriate A2per
WhatA2canA2equipmentA2operatorsA2doA2toA2supportA2maintenanceA2-A2Ans--
1)A2ConductA2generalA2inspections
2)A2KeepA2assetsA2cleanA2andA2accessible
3)A2IdentifyA2andA2eliminateA2problemA2sources
4)A2SupportA2andA2createA2cleaningA2andA2lubricatingA2standardsA2andA2procedures
5)A2StandardizeA2throughA2visualA2workplaceA2management
6)A2ImplementA2autonomousA2assetA2management
VERIFIED ANSWERS
BenefitsA2ofA2FMEAA2-A2Ans--
1)A2EarlyA2identificationA2andA2eliminationA2ofA2potentialA2asset/A2processA2failureA2modes
2)A2PrioritizationA2ofA2asset/processA2deficiencies
3)A2DocumentationA2ofA2riskA2andA2actionsA2thatA2areA2takenA2toA2reduceA2risk
4)A2MinimizationA2ofA2lateA2changesA2andA2associatedA2costs
5)A2ImprovedA2asset(product)/processA2reliabilityA2andA2quality
6)A2ReductionA2ofA2lifeA2cycleA2costs
7)A2TheA2catalystA2forA2teamworkA2amongA2design,A2operations,A2andA2maintenance
FMEAA2-A2Ans--FailureA2ModeA2andA2EffectsA2Analysis
WhatA2areA2theA2keyA2attributesA2ofA2aA2leaderA2-A2Ans--1.A2Charisma
2.A2Competence
3.A2Communication
4.A2EnergizingA2People
5.A2VisionA2(inA2creating)
WhyA2isA2visionA2importantA2-A2Ans--
1.A2EmployeesA2tendA2toA2feelA2partA2ofA2somethingA2biggerA2thanA2themselves
2.A2HelpsA2employeesA2findA2meaningA2inA2theirA2work
3.A2AllowsA2employeesA2toA2experienceA2aA2greaterA2senseA2ofA2purpose
DefineA2MBWA.A2WhyA2isA2itA2consideredA2oneA2ofA2theA2keyA2leadershipA2practices?A2-
A2Ans--MBWA:A2IsA2ManagementA2byA2WalkingA2Around
ItA2isA2consideredA2aA2keyA2leadershipA2tacticA2becauseA2youA2interactA2withA2theA2people
A2andA2allowsA2youA2toA2getA2inA2touchA2withA2theirA2world.A2ItA2alsoA2allowsA2youA2toA2buil
dA2alliancesA2andA2toA2buildA2trustA2withA2yourA2workforce.
DefineA2anA2organizationalA2cultureA2-A2Ans--
TheA2beliefsA2andA2valuesA2thatA2defineA2howA2peopleA2interpretA2experiencesA2andA2how
A2theyA2behave,A2bothA2individuallyA2andA2inA2groupsA2withinA2anA2organization.
WhatA2areA2theA2keyA2benefitsA2ofA2havingA2aA2missionA2statementA2-A2Ans--
1)A2TheA2helpA2companiesA2focusA2theirA2strategyA2byA2definingA2someA2boundariesA2with
inA2whichA2toA2operate
2)A2TheA2defineA2theA2dimensionsA2alongA2whichA2anA2organization'sA2performanceA2isA2
measured
3)A2TheyA2suggestA2standardsA2forA2individualA2ethicalA2behavior
WhyA2areA2theA2missionA2andA2visionA2statementsA2importantA2forA2anA2organization?A2-
A2Ans--
,VisionA2statementsA2areA2importantA2becauseA2itA2isA2aA2declarationA2ofA2whatA2theA2orga
nizationA2intendsA2toA2becomeA2orA2toA2achieveA2atA2someA2pointA2inA2theA2future.A2ItA2isA2
aA2pronouncementA2ofA2whatA2theA2organizationA2wantsA2toA2become
MissionA2statementsA2areA2importantA2forA23A2reasons:
1)A2TheA2helpA2companiesA2focusA2theirA2strategyA2byA2definingA2someA2boundariesA2with
inA2whichA2toA2operate
2)A2TheA2defineA2theA2dimensionsA2alongA2whichA2anA2organizationsA2performanceA2isA2m
easuredA2andA2judged
3)A2TheA2suggestA2standardsA2forA2individualA2ethicalA2behavior
DefineA2reliabilityA2cultureA2-A2Ans--
InA2aA2reliabilityA2cultureA2theA2preventionA2ofA2failuresA2becomesA2anA2emphasisA2atA2eve
ryA2levelA2ofA2theA2organization.A2TheA2entireA2workforceA2isA2focusedA2onA2assetA2reliabili
ty.A2EveryoneA2inA2theA2workforceA2-A2operators,A2maintainers,A2engineersA2-
A2thinkA2andA2actA2toA2ensure:
*AssetsA2areA2availableA2toA2produceA2whenA2needed
*AssetsA2areA2maintainedA2atA2aA2reasonableA2cost
*AnA2optimizedA2maintenanceA2planA2(FMEA-/RCM-/CBM-
based)A2isA2inA2placeA2thatA2includes:
A2*AllA2assetsA2identifiedA2withA2criticalityA2andA2havingA2documentedA2maintenanceA2plan
A2*AA2defectA2eliminationA2program
A2*80/20A2principleA2appliedA2toA2prioritizedA2work
A2*MostA2ofA2theA2workA2plannedA2andA2scheduled
WhyA2isA2changeA2managementA2anA2importantA2partA2ofA2creatingA2theA2rightA2reliabilityA
2cultureA2-A2Ans--BecauseA2it:
1)A2HelpsA2toA2createA2understandingA2(i.e.A2whyA2theA2changeA2isA2neededA2andA2howA2it
A2relatesA2toA2vision)
2)A2ItA2setsA2goalsA2andA2expectations
3)A2ItA2establishesA2aA2processA2forA2praiseA2andA2recognition
4)A2ItA2definesA2andA2clarifiesA2roles
5)A2ItA2establishesA2andA2standardizesA2processesA2andA2procedures
6)A2ItA2createsA2discipline,A2developsA2tenacity,A2andA2helpsA2youA2beA2persistent
DefineA2theA2roleA2ofA2aA2changeA2agent.A2WhoA2isA2bestA2qualifiedA2toA2performA2thisA2rol
e?A2-A2Ans--
AA2changeA2agentA2helpsA2implementA2changesA2successfully.A2ChangeA2agentsA2haveA2t
heA2clout,A2conviction,A2charisma,A2andA2resourcefulnessA2toA2makeA2thingsA2happenA2an
dA2keepA2othersA2engagedA2inA2implementingA2change.
TheA2bestA2qualifiedA2individualA2isA2aA2seniorA2managementA2personA2whoA2hasA2respect
A2forA2andA2theA2trustA2ofA2theA2people.
HowA2doA2weA2measureA2leadershipA2effectiveness?A2-A2Ans--
YouA2measureA2effectivenessA2byA2aA2seriesA2ofA2qualities:
,1)A2DiscussesA2futureA2trendsA2regardingA2howA2theyA2canA2changeA2theirA2work
2)A2ProvidesA2feedbackA2onA2accomplishments
3)A2FollowsA2thruA2onA2promises
4)A2TreatsA2othersA2withA2respect
5)A2SolicitsA2feedbackA2andA2opinionsA2fromA2others
6)A2SetsA2aA2goodA2personalA2example
7)A2ActivelyA2listensA2toA2otherA2viewpoints
8)A2SupportsA2othersA2inA2theirA2decisions
9)A2WillingA2toA2takeA2certainA2risksA2andA2experiment
StateA25A2keyA2attributesA2ofA2aA2leader.A2-A2Ans--1)A2Charisma
2)A2Competence
3)A2Communication
4)A2EnergizingA2People
5)A2VisionA2(inA2creating)
StateA2theA2differencesA2betweenA2aA2managerA2andA2aA2leaderA2-A2Ans--
ManagersA2areA2concernedA2aboutA2todayA2andA2leadersA2areA2concernedA2aboutA2tomor
row
WhatA2isA2theA2differenceA2betweenA2transformationalA2andA2transactionalA2inA2leadership
A2stylesA2-A2Ans--
TransformationalA2leadershipA2usesA2theA2abilityA2toA2motivateA2andA2inspireA2followers.A2
TheyA2wantA2toA2helpA2theA2organizationA2achieveA2itsA2goalsA2butA2alsoA2helpA2groupA2m
embersA2fulfillA2theirA2potential
TransactionalA2leadershipA2startsA2withA2theA2ideaA2thatA2teamA2membersA2agreeA2toA2ob
eyA2theirA2leaderA2whenA2acceptingA2theA2job.A2TheA2leaderA2hasA2theA2rightA2toA2punishA2t
eamA2membersA2ifA2theirA2workA2doesn'tA2meetA2andA2appropriateA2standard.
WhatA2isA2theA2differenceA2betweenA2servantA2andA2participativeA2styleA2leadership?A2-
A2Ans--
AA2servantA2leaderA2isA2someoneA2regardlessA2ofA2levelA2whoA2leadsA2simplyA2byA2meetin
gA2theA2needsA2ofA2theA2team.
AA2participativeA2leaderA2involvesA2teamA2membersA2whileA2makingA2criticalA2decisions
DefineA2MaintenanceA2andA2itsA2roleA2-A2Ans--
MaintenanceA2preventsA2anA2assetA2orA2itemA2fromA2failingA2andA2repairsA2itA2afterA2itA2ha
sA2failed.
It'sA2roleA2isA2capacityA2assuranceA2meaningA2thatA2maintenanceA2assuresA2assetA2capac
ityA2asA2designedA2orA2toA2anA2acceptableA2level
WhatA2areA2theA2differentA2categoriesA2ofA2maintenanceA2workA2-A2Ans--
BacklogA2MaintenanceA2-
, A2MaintenanceA2tasksA2thatA2areA2essentialA2toA2repairA2orA2preventA2failuresA2thatA2haveA
2notA2beenA2completedA2yet.A2SimplyA2aA2listA2ofA2workA2thatA2needsA2toA2beA2done.
CapitalA2ProjectA2MaintenanceA2-
A2MajorA2projectsA2valuedA2overA2aA2certainA2threshold,A2areA2treatedA2asA2capitalA2project
sA2forA2taxA2purposes.A2IfA2projectsA2areA2essentialA2toA2restoringA2theA2assetA2toA2designe
dA2capacityA2,A2notA2toA2addA2additionalA2capabilities,A2theyA2shouldA2beA2treatedA2asA2mai
ntenanceA2costs.
ConditionA2BasedA2MaintenanceA2(CBM)A2-
A2SameA2asA2predictiveA2maintenance.A2MaintenanceA2basedA2onA2theA2actualA2condition
A2ofA2anA2assetA2determinedA2fromA2noninvasiveA2measurementsA2andA2tests.A2CBMA2allo
wsA2maintenanceA2actionsA2toA2beA2optimizedA2byA2avoidingA2traditionalA2calendarA2orA2ru
ntimeA2directedA2maintenanceA2tasks.
CorrectiveA2MaintenanceA2(CM)A2-
A2RepairA2actionsA2initiatedA2asA2aA2resultA2ofA2observedA2orA2measuredA2conditionsA2ofA2
anA2assetA2afterA2orA2beforeA2theA2functionalA2failure.A2TheseA2repairsA2willA2restoreA2theA2
assetA2toA2normalA2operatingA2conditions
OperatorA2BasedA2MaintenanceA2(OBM)A2-
A2AlsoA2knownA2asA2TPM.A2OBMA2involvesA2operatorsA2performingA2someA2basicA2mainte
nanceA2activities.A2OperatorA2basedA2maintenanceA2isA2aA2costA2effectiveA2practiceA2toA2p
erformA2minorA2routineA2andA2recurringA2maintenanceA2tasksA2byA2theA2operatorsA2toA2ke
epA2theA2equipmentA2runningA2efficiently.A2
PredictiveA2MaintenanceA2(PdM)A2-
A2AA2maintenanceA2strategyA2basedA2onA2theA2actualA2conditionA2ofA2anA2assetA2asA2deter
minedA2fromA2noninvasiveA2measurementsA2andA2testsA2usingA2differentA2predictiveA2tech
nologiesA2suchA2asA2ultrasonics,A2infraredA2thermography,A2andA2oilA2analysis.A2SameA2a
sA2CBM
PrescriptiveA2MaintenanceA2(PrcM)A2-
A2InsteadA2ofA2justA2predictingA2failures,A2prescriptiveA2maintenanceA2strivesA2toA2produce
A2outcome-
focusedA2recommendations.A2TheseA2areA2actionsA2forA2operatorsA2andA2maintenanceA2b
asedA2onA2IoTA2(InternetA2ofA2Things)A2inputsA2andA2analytics,A2toA2minimizeA2failuresA2by
A2takingA2timelyA2actionsA2byA2anA2appropriate A2per
WhatA2canA2equipmentA2operatorsA2doA2toA2supportA2maintenanceA2-A2Ans--
1)A2ConductA2generalA2inspections
2)A2KeepA2assetsA2cleanA2andA2accessible
3)A2IdentifyA2andA2eliminateA2problemA2sources
4)A2SupportA2andA2createA2cleaningA2andA2lubricatingA2standardsA2andA2procedures
5)A2StandardizeA2throughA2visualA2workplaceA2management
6)A2ImplementA2autonomousA2assetA2management
