Why should you use repeatable maintenance procedures?


Published on

Repeatable, effective maintenance procedures are seen as “not required” however this couldn’t from the truth. Over my career I have seen thousands of examples of human variation creating equipment failure at the wrong time. We as humans are built to produce variation in almost everything we do. Most people deny this human variation exist however when I ask a manager if they ever could not find their car keys they look at me sheepishly and say “yes, great point”.

Many companies honestly believe there maintenance staff are paid to “know how to do it” without a procedure with specifications, step by step instructions, etc. What if a maintenance employee does “know how to do it” every-time? One must take into consideration their skill level, current state mind, and current working condition, in order to mitigate human error. In addition, what would happen if new information presents itself based on failure data? The only way to insure this new information is used effectively would be to write or change a procedure.

Well-designed maintenance procedures will mitigate human induced failures and allow for continuous improvement to occur naturally.

Published in: Education, Technology
  • If a technician is 'doing what they've always done,' who really knows exactly what they're doing? In the event of a failure, you wouldn't have a good idea of what maintenance had been done in the past.

    A procedure that is written well (enough that a technician won't just throw it in the trash when it prints out with the work order) is essential for defining exactly is being performed.

    In our organization, we use Measurement points built into SAP that allow a place for technicians to record (and later reference) critical measurements. Our procedures in additional to guiding technicians through the work are the vehicles to communicate, explain and change these critical measurements.
    Are you sure you want to  Yes  No
    Your message goes here
  • Maintenance procedures help crafts and planners to have a uniform approach. These procedures /standard Job Plans should be developed through consensus of experienced crafts and planners. Bu this way these will become a ‘living documents’ instead of shelf item. Procedure will minimize the chances of a premature failure due to human error. It is very difficult to implement the use of maintenance procedure where team work is not foster and evry one has his own way to do things and trying to get the job done in minimum time to please the management and sometimes using shortcuts to get the equipment back online ASAP. Management awareness and support is very critical to implement maintenance procedures.
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Why should you use repeatable maintenance procedures?

  1. 1. Copyright 2013 GPAllied Presented by: Ricky Smith, CMRP Why Use Repeatable Procedures
  2. 2. Copyright 2013 GPAllied Why Repeatable Job Procedures? Description Probability General rate for errors involving very high stress levels - Maintenance 30% Complicated non-routine task, with stress 30% Supervisor does not recognize the operator’s error 10% Non-routine operation, with other duties at the same time 10% Operator fails to act correctly in the first 30 minutes of stressful emergency situations 10% Errors in simple arithmetic with self-checking 3% General error rate for oral communication 3% Failure to return the manually operated test valve to the correct configuration after maintenance 1% Operator fails to act correctly after the first few hours in a high stress scenario 1% General error of omission 1% General error rate for an act performed incorrectly 0.3% Error in simple routine operation 0.1% Selection of the wrong switch (dissimilar in shape) 0.1% Selection of a key-operated switch rather that a non-key-operated switch (EOC) 0.01% Human performance limit: single operator 0.01% Human performance limit: team of mechanics performing a well-designed task 0.001%
  3. 3. Copyright 2013 GPAllied Why Repeatable Procedures? “not using repeatable, effective procedures results in monetary losses”
  4. 4. Copyright 2013 GPAllied How good are you at performing work to standard?
  5. 5. Copyright 2013 GPAllied Do you sometime miss what is important?
  6. 6. Copyright 2013 GPAllied It isn’t what you know that will kill you, it what you don’t know that will
  7. 7. Copyright 2013 GPAllied Could everyone perform a task the same way?
  8. 8. Copyright 2013 GPAllied Does your team experience Human Induced Failures Time Infant Mortality Pattern F = 68%
  9. 9. Copyright 2013 GPAllied 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 at 7:00am waiting on parts)
  10. 10. Copyright 2013 GPAllied What percent of your failures are human induced? • 10% • 20% • 50% • 70% • Studies say 70-80% • What percentage can we stop or reduce? • How can you reduced them? • Do you have the discipline? • Can you change the way every thinks – top to bottom in the organization?
  11. 11. Copyright 2013 GPAllied Maintenance Issues • Most maintenance staff actually work 2-4 hours a day - Effective Direct work is low – Lack of effective Planning – Lack of effective Scheduling • 70-80 % of equipment failures are Human-INDUCED – Not using a Torque Wrench – Not knowing specifications – Not having the right part at the right time – Improperly handling and installing bearings – No Repeatable PM, Corrective, Lube Procedures Is this problem serious? It cannot be that bad!
  12. 12. Copyright 2013 GPAllied “Your system is perfectly designed to give you the results you get” – W. Deming PhD
  13. 13. Copyright 2013 GPAllied “We have learned to live in a world of mistakes and defective products as if they were necessary to life” – Dr. W. Edward Deming
  14. 14. Copyright 2013 GPAllied “A Proactive Reliability Process is a supply chain. If a step in the process is skipped, or performed at a substandard level, the process creates defects known as failures. The output of a healthy reliability process is optimal asset reliability at optimal cost.” ― Ron Thomas, Retired Reliability Director, Dofasco Steel
  15. 15. Copyright 2013 GPAllied Effects of Improper Installation or Maintenance
  16. 16. Copyright 2013 GPAllied Early Identification of a Defect
  17. 17. Copyright 2013 GPAllied How do we resolve this Problem?
  18. 18. Copyright 2013 GPAllied Developing and Executing Work Procedures? • Quantitative Preventive Maintenance • Corrective Maintenance • Operator Care • Lubrication
  19. 19. Copyright 2013 GPAllied Why are Work Procedures Important? • Repeatable process • Capture knowledge • Train new employees • Reduce self induced failures
  20. 20. Copyright 2013 GPAllied Implement a Repeatable Process • What is required to ensure you have a repeatable process? – Step by Step Procedures – Specifications / Standards – Required Parts – Potential Parts – Special Tools (Core Drill) – Special Equipment (60 JLG Lift) – Craft and Number of Each Craft – Special Permits
  21. 21. Copyright 2013 GPAllied We want to Capture Knowledge • Knowledge from Experience maintenance personnel • Knowledge gained from RCA • Knowledge gained from similar work • All RCM and FMEA results
  22. 22. Copyright 2013 GPAllied Train “New” Employees (What about current employees?) • Use work procedures as training tool • Ensuring everyone is trained to same standard • Ensure everyone is trained and qualified to use special tools • If new information presents itself, change the procedure • Use for qualification and certification – Critical Procedures • Rebuild a large worm drive gearbox • Clean hydraulic reservoir
  23. 23. Copyright 2013 GPAllied Reduce (eliminate) Self Induced Failures (70-80%?) • What are your current self induced failures – Use Failure Codes, Cause Codes, and Action Codes – Measure Rework – Measure Mean Time Between Failure • Ensure everyone employs the same standards, specifications • Ensure all work is repeatable • Ensure the right tool is applied in the proper manner – Torque Wrench, Bearing Heater, etc.
  24. 24. Copyright 2013 GPAllied At What level should procedures be written? • Lowest level conceivable • Simple – Apply KISS Method • Complexity if acceptable as well if required
  25. 25. Copyright 2013 GPAllied 1st Step Begin the conversation Tool Box Talk - https://app.box.com/s/7ncbvjr9ndsbpzdyvqii
  26. 26. Copyright 2013 GPAllied Introduction to Human Factors Engineering Do you see the problem? Are you going to solve the problem •HFE - 26
  27. 27. Copyright 2013 GPAllied Steps to success • Awareness • Begin the conversation – Tool Box Talk • Action • Train a couple maintenance personnel as procedure specialist • Develop new procedures on critical assets first • Measure the results and post for all to see (good or bad) • Adjust as needed • Continue the journey
  28. 28. Copyright 2013 GPAllied Questions? Contact Ricky Smith CMRP rsmith@gpallied.com