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Maintenance Excellence For Maint Supervisor(3)
Maintenance Excellence For Maint Supervisor(3)
Maintenance Excellence For Maint Supervisor(3)
Maintenance Excellence For Maint Supervisor(3)
Maintenance Excellence For Maint Supervisor(3)
Maintenance Excellence For Maint Supervisor(3)
Maintenance Excellence For Maint Supervisor(3)
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Maintenance Excellence For Maint Supervisor(3)

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Ever wondered what a maintenance should know. This is a one day course designed specifically for maintenance supervisors, check it out.

Ever wondered what a maintenance should know. This is a one day course designed specifically for maintenance supervisors, check it out.

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  • 1. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” “Maintenance Supervisors are the people who make the largest impact on reliability in most organizations and thus I created this program to provide ideas which will allow them to far exceed management’s expectations and make a real difference in day to day maintenance of their equipment and motivation of their staff” Ricky Smith, CMRP Course Objective: To teach application of proven best maintenance and reliability practices to maintenance supervisors at a speed and level they can embrace and act upon. Who should attend: Maintenance supervisors, maintenance foreman, and maintenance management if available? Expected Outcome: A conversion of a facility from their current state of maintenance and asset reliability to a higher level; resulting in higher asset utilization, availability, lower cost, higher OEE, and a true change to a proactive maintenance and reliability culture in the facility. A. Introductions a. Introduction and Objectives of the Course b. Pre-Test c. Current Site Issues by Supervisor i. Identify the Top 3 Issues (post them on the wall) B. The Maintenance and Reliability Functions a. Terminology i. Maintenance ii. Reliability b. Roles of Maintenance and Reliability Functions in a World Class Organization Page 1 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779
  • 2. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” C. What are Self Induced Failures and how they impact Production Output and Maintenance Resources D. Self Induced Failures Exercise a. Exercise #1: Each group of 3 identifies 2 Self Induced Failures they have seen b. Exercise #2: Each identifies strategies to mitigate these failures E. Metrics Used by a Maintenance Crew and how to use them. a. Engaging a crew b. Setting the stage for success c. Identifying the right metrics to drive the right behavior d. How to motivate a crew with the right behavior e. What data needs to be input into your CMMS/EAM in order to generate these reports required? f. Plan Development for execution of an effective metrics plan. g. Accurate Work Order Close in order to report effective metrics Page 2 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779
  • 3. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” F. Current Issues identified by Supervisors a. Top 3 Issues which are posted on the wall in the class room b. Developing solutions for these issues c. Steven Covey – Circle of influence and area of concern concept G. Introduction to Tool Box Training – How to use them effectively d. Supervisor training every other week with maintenance crew using these training tools e. Example of how to use Tool Box Training by Instructor H. What is a Proactive Maintenance Strategy and how does it work? a. Preventive Maintenance b. Predictive Maintenance c. Planning d. Scheduling e. Work Execution f. Work Follow-up Page 3 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779
  • 4. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” g. Metrics for a World Class Organization I. Management Issues a. Known management and supervisory issues b. Leadership issues c. Known methods to improve management and leadership skills d. Being a True Leader of Maintenance Staff (anyone can do it) e. Exercise: How to change? J. Defining Roles and Responsibilities using RACI - Who is Responsible (this is the Doer) - Who is Accountable (the person to go to if something is wrong) (Accountable – only one person can be accountable) - Who is Consulted – Two way communication – we need their input - Who is Informed – keep in the loop (Cc them on email) a. Why the need for RACI? b. When to apply RACI Page 4 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779
  • 5. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” c. Example of RACI using an example from one of the Supervisors d. RACI Exercise K. Failure Modes Driven Strategy – what is it e. What is a Failure Mode f. How to Prevent or Predict Failures g. How a Failure Modes Driven Strategy impacts Maintenance Planning and Scheduling L. Preventive Maintenance Page 5 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779
  • 6. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” h. What is Preventive Maintenance? i. What is the perception of Preventive Maintenance? j. What is the 10% Rule of Preventive Maintenance and how to apply it? k. Test-Apply the 10% Rule of Preventive Maintenance to a Specific Scenario l. Discussion M. Condition Monitoring (Predictive Maintenance) a. Differences between Condition Monitoring and Predictive Maintenance (we must change the way we think) b. Types of Condition Monitoring Techniques and when to apply them i. Vibration Analysis, Infrared, Ultrasound, Motor Circuit Analysis Online and Offline, etc. ii. Examples c. How to balance PM and PdM for the most optimal asset reliability? d. Using the PF Curve to identify when to make decisions e. What is a true failure, functional failure, and partial functional failure and why do you care? f. The PF Curve Effect g. Planning Based on the PF Curve and Condition Monitoring Page 6 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779
  • 7. Maintenance Excellence for Supervisors “Applying Best Practices in Maintenance and Reliability” N. Do you want to eliminate failures? Strategy to eliminate failures. O. Precision Maintenance a. Maintenance Skills iii. Maintenance Knowledge iv. Maintenance Skills v. Retaining the Knowledge and Skills b. Effective Work Procedures vi. Requirements of Effective, Repeatable Work Procedures c. Commissioning Test after Work has been completed vii. What is it you want to know? d. Examples of these successes and failures? Page 7 of 7 GPAllied 4360 Corporate Road Suite 110 www.gpallied.com Charleston, SC 29405 Office (843) 414-5760 Fax (843) 414-5779

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