4 Steps To Success For Maintenance Supervisors


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Maintenance Supervisors are the people who make the largest impact on reliability in most organizations and thus I created this One Hour WebEx to provide ideas which will allow them to far exceed management’s expectations.

Subjects to be covered in this one hour session:
• Why Preventive Maintenance Does not work and what to do about it
• How to make life easier in managing a Proactive Maintenance Team (and the road map to get to this point)
• What is Maintenance Excellence and what does it mean to a Maintenance Supervisor
• The 4 Steps to Success in Maintenance Supervision

I will be using my past experience as a maintenance supervisor and “lessons learned” while working with hundreds of maintenance supervisors for the past 15 years to transfer my knowledge to these great maintenance leaders. I sincerely want to see maintenance supervisor become the best they can be. Maintenance Supervisors have the most difficult job in any organization and yet they can achieve a higher degree of satisfaction with their job by using a few simple tips.

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4 Steps To Success For Maintenance Supervisors

  1. 1. 4 Steps to Success for Maintenance Supervisors Presented by: Ricky Smith, CMRP July 8, 2010 Copyright 2010 GPAllied©
  2. 2. “Maintenance Supervisors are the people who make the largest impact on reliability in most organizations and if trained and empowered effectively they will far exceed management’s expectations” Ricky Smith, former Maintenance Supervisor Copyright 2010 GPAllied©
  3. 3. What is Maintenance? • To Maintain an Asset – Keep in existing condition – Keep, preserve, protect Copyright 2010 GPAllied©
  4. 4. Potential Failures – Where to Detect them? Copyright 2010 GPAllied©
  5. 5. Our Goal Copyright 2010 GPAllied©
  6. 6. Failure Modes Driven Strategy What is a Failure Mode? – “How something fails” Most work should come from prevention or prediction of specific failure modes Example: Part – Bearing Failure Mode – Wear Cause – Lack of Lubrication Prevention – Effective Lubrication Copyright 2010 GPAllied©
  7. 7. Step Number 1 – PM Evaluation Evaluate a sampling of your PMs 1. Review each PM with a few of your maintenance staff 2. Sort the PMs Stack 1 – PM adds no value Stack 2 – PM adds value but give to ops Stack 3 – PdM will address this PM earlier and more effectively Stack 4 – PM needs to be re-written Stack 5 – PM is good 3. Identify the number of labor hours identified in each stack – how many labor hours did you save? Copyright 2010 GPAllied©
  8. 8. Example of 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 2010 GPAllied©
  9. 9. Work Flow of Planning and Scheduling Failure Mode Driven Strategy Proactive Work Work W.O. Close PM/PdM Planning Scheduling FRACAS Execution Out Proactive Work Copyright 2010 GPAllied©
  10. 10. Step Number 2 – Work Order Information Rules which are not optional 1. Work Orders for all work 2. Work Order Codes must be accurate 3. How do youWork Flow of Planning and Scheduling make this happen Proactive Work Work W.O. Close PM/PdM Planning Scheduling FRACAS Execution Out Proactive Work Copyright 2010 GPAllied©
  11. 11. Work Order Close Out If you need a training guide send me an email at rsmith@gpallied.com Copyright 2010 GPAllied©
  12. 12. Work Order Close Out – Who Cares? Copyright 2010 GPAllied©
  13. 13. Do you and your crew know where you are? Copyright 2010 GPAllied©
  14. 14. Common Failure Threads • Develop a Process which delivers the Report you want. – Dominant Failure Pattern Copyright 2010 GPAllied©
  15. 15. Mean Time Between Failure Copyright 2010 GPAllied©
  16. 16. Culture: Defining Roles and Responsibilities Maintenance Maintenance Maintenance Maintenance Reliability PdM Tasks Supervisors Planner Technician Manager Engineer Technician Inputting Failure A I R C C Data - CMMS/EAM Work Order R C R A R R Close Out Validating C I C A R C Failure Data and Codes QA of Failure I C A R C Data Input Analyze Failure R I C R A/R R Reports Making I I I A R C Maintenance Strategy Adjustments Responsibility “the Doer” Accountable “the Buck stops here Consulted “in the Loop” Informed “kept in the picture” Copyright 2010 GPAllied©
  17. 17. Step Number 3 – Change your Culture • Culture Change is not easy • How do you change your culture? • One step at a time Copyright 2010 GPAllied©
  18. 18. “The significant problems we face cannot be solved with the same level of thinking we were at when we created them.” - Albert Einstein Copyright 2010 GPAllied©
  19. 19. Re-invent Yourself • Lead by Example • Know yourself and seek self improvement – Go to training • Failure Modes Driven Strategy • Planning and Scheduling • Leadership 101 • Treat everyone equally (like you want to be treated) • Be Technically and Tactically Proficient • Work as a partner with Production • Talk to Operators • Take the Lead and Empower your Employees Copyright 2010 GPAllied©
  20. 20. Change your Maintenance Staff Copyright 2010 GPAllied©
  21. 21. Empowerment Copyright 2010 GPAllied©
  22. 22. Empowerment 400 350 300 250 200 PM EM 150 100 50 0 June July Aug Sept Nov Dec Copyright 2010 GPAllied©
  23. 23. Give them the GPS and let them Drive Some Copyright 2010 GPAllied©
  24. 24. 70-80 % of equipment failures are Self-Induced • Putting hydraulic fluid into a reservoir without filtering it • Welding on equipment without grounding properly • Running Equipment to Failure when it is not part of your maintenance strategy • Aligning couplings without using a laser • Improperly lubricating electric motors • Not using a torque wrench • Not Following Known Best Practices Procedures  PM  CM / Repair  Lubrication Copyright 2010 GPAllied©
  25. 25. Causes of Variation • Lack of an effective PM Program • Lack of a repeatable repairs with specifications • Lubrication issues, lack of lubrication, contamination, etc. • Operator Error • Use of wrong tool to make repair – Bearing heater • Use of wrong specification – Torque values Copyright 2010 GPAllied©
  26. 26. Variation is your enemy Copyright 2010 GPAllied©
  27. 27. Step Number 4 – Utilize Effective Work Procedures • Repeatable process • Capture knowledge • Train new employees • Reduce / eliminate self induced failures Copyright 2010 GPAllied©
  28. 28. What are Work Procedures? • Preventive Maintenance • Corrective Maintenance • Operator Care • Lubrication Copyright 2010 GPAllied©
  29. 29. Effective Procedure Execution Copyright 2010 GPAllied©
  30. 30. Our Goal Copyright 2010 GPAllied©
  31. 31. Effective Work Procedures 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 Copyright 2010 GPAllied©
  32. 32. Who writes the procedures? Copyright 2010 GPAllied©
  33. 33. “Excellence is a Habit” - Aristotle, 330 BC Copyright 2010 GPAllied©
  34. 34. 4 Steps to Success for Maintenance Supervisors Step 1 – Perform a sample PM Evaluation (free up staff) Step 2 – Ensure Effective Work Order Information (know what is killing you) Step 3 – Change your Culture (change the way you and your staff think) Step 4 - Utilize Effective Work Procedures (reduce variation) Copyright 2010 GPAllied©
  35. 35. • If you want copies of the slides send me a request • If you want copies of the Tool Box Training Sessions send me a request • Questions rsmith@gpallied.com “Let’s Make a Difference” Copyright 2010 GPAllied©