1. Let’s face it.Let’s face it.
Competition is fierce.Competition is fierce.
Raymond LivezeyRaymond Livezey
2. Introduction - ProfessionalIntroduction - Professional
• Raymond Livezey, Maintenance Manager
• Mechanical Engineering Program HVAC & Refrigeration - Fort
Worth Trade College and Business Administration and Accounting -
Tarrant County Community College.
• American Management Association – Facility Management
Certification.
• State of Texas Air Conditioning & Refrigeration License #3842c
• 23+ years experience in all facets of maintenance management,
purchasing, inventory, planning & scheduling, team building,
coaching, and training.
• Facilitated team of self-directed / empowered employees.
• Self motivated and driven for results.
• Proactive attitude.
3. Vision StatementVision Statement
Implement processes to improve the
Maintenance Operation today, while
developing asset strategies that will
ensure a successful tomorrow.
4. What is Maintenance?What is Maintenance?
• Ensuring that physical assets continue to
do what their users want them to do.
• The coordination, control, planning,
execution and monitoring of the right
equipment maintenance activities of
manufacturing operations.
• Capacities.
5. What should the Maintenance Program do?What should the Maintenance Program do?
• The Maintenance Program should determine
what must be done to ensure that any physical
asset continues to do whatever its user wants it
to do in its present operating context.
• Maintain Capacities.
6. What is Maintenance Management?What is Maintenance Management?
• Maintenance management is the management of all assets owned
by a company, based on maximizing the return on investments in
the asset.
• The following techniques fall under the definition, but are not limited
to:
1. Preventive Maintenance
2. Inventory and Procurement
3. Work Order System
4. Computerized Maintenance (CMMS System)
5. Technical and Interpersonal Training
6. Operational Involvement
7. Preventive MaintenancePreventive Maintenance
The preventive maintenance (PM) program is the
key to any successful asset management
process. The preventive maintenance program
reduces the amount of reactive maintenance to
a level low enough that the other initiatives in the
asset management process can be effective.
8. Inventory and ProcurementInventory and Procurement
Inventory and procurement programs
must focus on providing the right parts at
the right time for the asset repairs and
maintenance. The goal is to have enough
spare parts, without having too many
spare parts.
9. Work Order SystemWork Order System
The work order initiative in asset management
involves documenting and tracking the
maintenance work that is performed. A work
order system is used to initiate, track, and
record all maintenance and engineering
activities. The work may start as a request
that needs approval. Once approved, the
work is planned, then scheduled, performed,
and finally recorded.
10. Computerized Maintenance (CMMS System)Computerized Maintenance (CMMS System)
In most companies, sufficient data is
accumulated by the maintenance and
engineering functions to require the
computerization of the data flow.
Computerization facilitates the collection,
processing, and analysis of the data.
11. Technical and Interpersonal TrainingTechnical and Interpersonal Training
The training function of maintenance insures that the
technicians working on the equipment have the technical
skills that are required to understand and maintain the
equipment. Additionally, those involved in the
maintenance function must have the interpersonal skills
to be able to communicate with other departments in the
company. They must also be able to work in a team or
natural work group environment. Without these skills,
there is little possibility of maintaining the current status
of the equipment.
12. Operational InvolvementOperational Involvement
Operational involvement requires the
operations and production departments to
take ownership of their equipment to the
extent that they are willing to support the
maintenance and engineering department’s
efforts. It is very important that meetings are
held weekly with the departments.
13. The VisionThe Vision
• Best is the enemy of better!!!!!!!!!
• Department Expectations:
– Attendance – Attitude – Accountability – Actions
– High Performing Team
– Communications
– Asset Management
– Training and Interpersonal Skills Mentoring
14. Department ExpectationsDepartment Expectations
• Attendance – Be on time and give 110%
every scheduled work day.
• Attitude – Be positive around peers,
production and management every day – No
Excuses.
• Accountability – See It, Own It, Solve It, Do It
• Action – Go above and beyond what is
expected of you every day.
15. Results of the VisionResults of the Vision
• Increased equipment reliability through
new maintenance strategies.
• Team and Individual accountability.
• Ability to provide better service to our
customers.
• High Performance Team.
