5 Things You Can Do Now To Calm Down Reactivity

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Sometimes when your maintenance is reactive someone throws you a life line. This may be it. Check out these slides, you got to love the 5 simple ideas presented.

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5 Things You Can Do Now To Calm Down Reactivity

  1. 1. 5 Things You Can Do NOW to Calm Down ReactivityPresented by: Ricky Smith, CMRPMarch 2011 Copyright 2011 GPAllied GPAllied
  2. 2. It isn’t what you know that will kill you, it what you don’t know that will h t d ’t k th t ill Copyright 2011 GPAllied GPAllied
  3. 3. “Your system is perfectly designed to give you the results you g y get” – W. Deming PhD Copyright 2011 GPAllied GPAllied
  4. 4. Reactive Maintenance Attributes• Ineffective or No Planning and Scheduling• PM Compliance has a wide variance• Performing PM on Equipment that continues to breakdown• Overnight deliveries sit for weeks, months• Everyone works as hard as they can with little if any movement seen toward proactive• Storeroom is Chaos (people standing in line (p p g at 7:00am waiting on parts) Copyright 2011 GPAllied GPAllied
  5. 5. Do you want to be Proactive or Reactive? Not enough hours in the day We need to cut back on contractors Proactive Reactive Hurry and get those PMs done We need to stop ordering parts Copyright 2011 GPAllied GPAllied
  6. 6. World Class – What does it look like? Copyright 2011 GPAllied GPAllied
  7. 7. World Class Standards• PM Execution – 15%• PM Results – 15%• PdM Execution – 15%• PdM Results – 35%• Total Work “Planned” – 90%• Reactive Work – Less than 2%• Stock-outs Stock outs – less than 2%• Scheduled compliance by day/week – 85 to 90%• Failure Reporting, Analysis, Corrective Action System in place and eliminating failures by changing maintenance strategy and equipment modifications• W k orders are closed out with ALL Codes ID Work d l d ih C d Copyright 2011 GPAllied GPAllied
  8. 8. Information you must know Copyright 2011 GPAllied GPAllied
  9. 9. Copyright 2011 GPAllied GPAllied
  10. 10. Let’s start with the basics – Lessons Learned • Maintenance – To Maintain • Maintenance Planning – parts staged/kitted, labor hours estimated, estimated coordination identified, step-by-step procedure with identified specifications • Maintenance Procedures – Repeatable, Effective Procedures • Mean Time Between Failure – The most basic measurement of equipment reliability • Preventive Maintenance – To Prevent Failure • Condition Monitoring (aka, Predictive Maintenance) Copyright 2011 GPAllied GPAllied
  11. 11. What Is a Failure? “A functional failure is the inability of an item ( (or the equipment containing it) to meet a g ) specified performance standard and is usually identified by an operator.” - F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report Number AD-A066-579, December 1978 Copyright 2011 GPAllied GPAllied
  12. 12. What Is a Failure?“A potential failure is an identifiable physicalcondition which indicates a functional failure isimminent and is usually identified by ai i t di ll id tifi d bMaintenance Technician using predictive orquantitative preventive maintenance ” maintenance. - F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report Number AD-A066-579, December 1978 Copyright 2011 GPAllied GPAllied
  13. 13. Failure Patterns Initial Break-in period Bathtub Pattern D = 7% Pattern A = 4% Random Pattern E = 14% Wear O t W Out Pattern B = 2% Time Time Fatigue Pattern C = 5% Infant Mortality Pattern F = 68% Age Related = 11% Random = 89% Source: John Moubray, Nowlan & Heap Copyright 2011 GPAllied GPAllied
  14. 14. PF Curve Copyright 2011 GPAllied GPAllied
  15. 15. Copyright 2011 GPAllied GPAllied
  16. 16. 5 Things You Can Do NOW to Calm Down Reactivity Copyright 2011 GPAllied GPAllied
  17. 17. Variation is Your Enemy - Causes• No Repeatable/Effective Procedures• Lack of Discipline in maintenance execution• The wrong maintenance approach to reliability• Production not operating the equipment to standard• PM Compliance is Too Wide• Doing Too Much PM Copyright 2011 GPAllied GPAllied
  18. 18. Number 1 – Awareness of a Problem (baby steps)• Track Self/Human Induced Failures• Set up a chart listing these failures and causes / No names or blaming• Establish an atmosphere of calmness but p focused• Use Tool Box Training Sessions g• Apply the “D” Word (Discipline)“YOU CANNOT CHANGE AN ENVIRONMENT OVERNIGHT” Copyright 2011 GPAllied GPAllied
  19. 19. Tool Box Talk – Single Point Learning rsmith@gpallied.com Copyright 2011 GPAllied GPAllied
  20. 20. 70 to 80% of Failures are Self / Human Induced• Lubricating bearing improperly• Adding oil to a hydraulic reservoir with a bucket and funnel f nnel• Over-tensioning V-Belts• Welding on Equipment• Use of Half Links on Chain Drives• Not having a procedure for rebuild of gearbox• Not using a torque wrench• PM Execution Variance is High Copyright 2011 GPAllied GPAllied
  21. 21. Number 1 - Identify Human Induced Failures • Identify and Post all Human Induced Failures • No judgment, solutions identified with your crew at end of each week, 30 minute meeting Copyright 2011 GPAllied GPAllied
  22. 22. Variation Continues - A Deadly Killer Copyright 2011 GPAllied GPAllied
  23. 23. Number 2 – Reduce Variation in PM Compliance “Critical A “C iti l Assets Only” t O l ” 10% Rule of PM 2 28 2 28 2 28 30 Day PM = Due in 3 days y y Copyright 2011 GPAllied GPAllied
  24. 24. Number 3 – Break out crew• 20% of crew to emergencies• 20% to PMs• 20% to results from PM• 20% to Lubrication• 20% to Priority 2 – 3 work (backup for emergency crew) EM -2 2 PM -2 2 Pri. 2 -2 2 PMR -2 Lube -2 Copyright 2011 GPAllied GPAllied
  25. 25. Continuous Improvement – Failure Elimination a Copyright 2011 GPAllied GPAllied
  26. 26. Number 4 – Failure Identification/Elimination Copyright 2011 GPAllied GPAllied
  27. 27. Failure Elimination • Measure Mean Time Between Failure (MTBF) (MTBF Users Guide) • Post in the shop p • Talk to your maintenance techs • Ask for suggestions • Measure EM vs PM Labor Hours Copyright 2011 GPAllied GPAllied
  28. 28. Number 5 - Perform a PM Evaluation PM Task Action Man-Hours # of Tasks % of Tasks Recommendation Represented Non-Value Added 1,640 8.2% 6,661 (Delete) Reassign to Operator 1,380 , 6.9% 5,605 , Care Reassign to Lube 2,856 14.3% 11,600 Route Replace with PdM 6,437 32.2% 28,222 Re-Engineer 5,200 26.0% 26,221 No Modifications 2,487 10.4% 8,987 Required Totals 20,000 100.0% 87,297 Copyright 2011 GPAllied GPAllied
  29. 29. Example PM Task – No value (Delete)1. Check pump2. Check motor3. Check conduit Copyright 2011 GPAllied GPAllied
  30. 30. Labor Hours to Use for Proactive Work PM Task Action Man-Hours # of Tasks % of Tasks Recommendation Represented Non-Value Added 1,640 8.2% 6,661 (Delete) Reassign to Operator 1,380 , 6.9% 5,605 , Care Reassign to Lube 2,856 14.3% 11,600 Route 6 more Maintenance Techs Replace with PdM 6,437 32.2% 28,222 Re-Engineer 5,200 26.0% O 26,221 No Modifications 2,487 10.4% 8,987 i i I Required Totals 20,000 100.0% 12,266 87,297 Copyright 2011 GPAllied GPAllied
  31. 31. Questions “It is all about the Failure Modes” Copyright 2011 GPAllied GPAllied
  32. 32. Let’s Review• Number 1 - Identify Human Induced Failures• Number 2 - Reduce Variation in PM Compliance• Number 3 - Break out crew• Number 4 - Failure Elimination• Number 5 – Perform a PM Evaluation Copyright 2011 GPAllied GPAllied
  33. 33. Education - Options to Increase Effectiveness1. Maintenance Tips – send me an email2. Up Coming Workshops in Charleston, SC  Introduction to Condition Monitoring  Planning and Scheduling  Reliability Engineering Fundamentals  Developing Effective Work Procedures  Routine Equipment Care  RCM Blitz  Root Cause Analysis  Leading Sustainable Change3. Private Workshops are available Copyright 2011 GPAllied GPAllied
  34. 34. Questions?rsmith@gpallied.com Copyright 2011 GPAllied GPAllied

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