Having experience as a Maintenance Manager and Maintenance Consultant I wrote this article. The one Maintenance Manager that inspired me the most was Rick Mullen, former Engineering and Maintenance Manager at Anheuser Busch, who by far the #1 Maintenance Manager I ever met.
"A great Maintenance Manager sees the relationship of poor performance and the lack of good maintenance routines."
"Poor performance always leads to the lack of maintenance routines or poor execution of existing routines."
- Rick Mullen, Global Reliability Leader, AB-InBev
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
"A great Maintenance Manager sees the relationship of poor performance and the lack of good maintenance routines."
"Poor performance always leads to the lack of maintenance routines or poor execution of existing routines."
- Rick Mullen, Global Reliability Leader, AB-InBev
A proactive maintenance technician is a highly trained professional who is an expert in his or her skills area, has knowledge of other skills areas, including safety and production, and has a desire to learn more. This professional knows and can
implement a failure-modes driven maintenance strategy for any piece of equipment.
A proactive maintenance technician uses knowledge and experience to ensure the maintenance process is optimized by making constructive recommendations to
management concerning improvement areas.
To ensure success, a proactive maintenance technician is proactive in everything he or she does. This person constantly reviews information to ensure procedures are accurate and issues are resolved quickly and does what is required to ensure the work is repeatable. Such a professional leads by example and takes responsibility for training new employees on how to be a proactive and effective maintenance technician.
Maintenance Planning and Scheduling is critical to success of any Maintenance Organization resulting in a significant increase in Wrench-time (Hands on Tool Time). Planning and Scheduling are two distinct functions which are dependent on each other.
What does a "Day in the Life of a Proactive Maintenance Planner" look like. This article was writen based on my experience at Alcoa Mt Holly (Certified as World Class Maintenance).
How to know if your maintenance planning and scheduling is not effectiveRicky Smith CMRP, CMRT
Many times companies have Maintenance Planning and Scheduling however it is not effective as they like it to be. This article helps anyone who is struggling the Planning and Scheduling with a few ideas.
If you have questions email me at rsmith@worldclassmaintenance.org
Maintenance Planning and Scheduling are key elements that influence the true success of any organization. Many times we have a planner or planner/scheduler, but do not know how to use him or her effectively or efficiently.
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this paper I will clear up some misconceptions and untruths concerning it.
BIN95.com Newsletter, vol 185 - Maintenance planning and scheduling. The book “MAINTENANCE PLANNING AND SCHEDULING HANDBOOK” by Doc Palmer and published by McGraw Hill presents the recommended way to plan for a maintenance crew. this is a book review.
A key component of production cost is maintenance and the key role of maintenance is to guarantee the reliability of the production. The crucial element for ensuring that maintenance is cost effectively delivered is the planning and scheduling of maintenance tasks.
Given the huge impact maintenance management can have on production output, as well as the increasing tendency for maintenance departments to be asked to do “more with less”, it is essential that maintenance professionals strive toward the implementation of best practices in maintenance planning.
Ron Moore, author of Making Common Sense Common Practice, quotes benchmarking studies that show that reactive maintenance correlates strongly with poor plant or facility performance. Yet many companies are still operating in this fire-fighting mode.
A proactive approach means that we regain control of the work we do and it’s timing. This leads to improved safety and availability. This course provides a methodology for: pre-planning routine maintenance tasks generated by predictive and preventive maintenance programs, planning tasks to recover from malfunction or breakdown and a strategy to allow us to cope with random failure. The course will cover the essential steps we need to take to plan and schedule our maintenance work properly. That will help maximize the proactive content and further our goal of achieving best-in-class performance.
This course is focused on repeatable and effective work procedure development. If your organization does not possess or needs to update effective, repeatable maintenance procedures then this training is for you or someone in your staff.
Stop human induced failures, lack of repeat-ability in maintenance work, and insuring when someone retires you have their knowledge in the form of procedures is critical to the success of any organizations. Lack of effective, repeatable procedures creates high variation in maintenance work execution.
Maintenance and Reliability leaders always talk about their best maintenance person and how much experience they have. With effective, repeatable procedures you would capture that experience, knowledge and skill in a procedure.
When one has repeatable, effective procedures and a failure occurs the worst thing that could happen is a procedure is changed or updated.
Participants will explore the best practices in planning and scheduling. They will also learn why some companies have successfully implemented planning and scheduling while other companies have consistently failed.
ATTEND THIS TRAINING SESSION
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Work Execution: is the maintenance function
which involves how we perform Preventive
Maintenance, Predictive Maintenance, and
Corrective Maintenance effectively.
Measurements of Effectiveness: Mean Time
Between Failure, Rework, Line Efficiency, Lower
Parts Cost, Emergency vs PM Labor Hours, etc.
Do you know the gaps in your Maintenance Planning and Scheduling in your organization? Sit down with your team and evaluate the current state of maintenance planning and scheduling and then develop a plan to close the gaps. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
A DILO (Day In the Life Of)is a great way to begin the conversation of current state of a position and future state of it. I challenge everyone to sit down with their maintenance team and re-write what I have written for a Proactive Maintenance Tech.
Every wondered what the life of a Proactive Maintenance Technician looks like. This article was written based on my experience as a Proactive Maintenance Technician.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
Ever wondered what a "Day in the Life of a Proactive Maintenance Supervisor". Checkout this article and see how it matching where you are. If you have questions send Ricky an email to rsmith@worldclassmaintenance.org
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this paper I will clear up some misconceptions and untruths concerning it.
BIN95.com Newsletter, vol 185 - Maintenance planning and scheduling. The book “MAINTENANCE PLANNING AND SCHEDULING HANDBOOK” by Doc Palmer and published by McGraw Hill presents the recommended way to plan for a maintenance crew. this is a book review.
A key component of production cost is maintenance and the key role of maintenance is to guarantee the reliability of the production. The crucial element for ensuring that maintenance is cost effectively delivered is the planning and scheduling of maintenance tasks.
Given the huge impact maintenance management can have on production output, as well as the increasing tendency for maintenance departments to be asked to do “more with less”, it is essential that maintenance professionals strive toward the implementation of best practices in maintenance planning.
Ron Moore, author of Making Common Sense Common Practice, quotes benchmarking studies that show that reactive maintenance correlates strongly with poor plant or facility performance. Yet many companies are still operating in this fire-fighting mode.
A proactive approach means that we regain control of the work we do and it’s timing. This leads to improved safety and availability. This course provides a methodology for: pre-planning routine maintenance tasks generated by predictive and preventive maintenance programs, planning tasks to recover from malfunction or breakdown and a strategy to allow us to cope with random failure. The course will cover the essential steps we need to take to plan and schedule our maintenance work properly. That will help maximize the proactive content and further our goal of achieving best-in-class performance.
This course is focused on repeatable and effective work procedure development. If your organization does not possess or needs to update effective, repeatable maintenance procedures then this training is for you or someone in your staff.
Stop human induced failures, lack of repeat-ability in maintenance work, and insuring when someone retires you have their knowledge in the form of procedures is critical to the success of any organizations. Lack of effective, repeatable procedures creates high variation in maintenance work execution.
Maintenance and Reliability leaders always talk about their best maintenance person and how much experience they have. With effective, repeatable procedures you would capture that experience, knowledge and skill in a procedure.
When one has repeatable, effective procedures and a failure occurs the worst thing that could happen is a procedure is changed or updated.
Participants will explore the best practices in planning and scheduling. They will also learn why some companies have successfully implemented planning and scheduling while other companies have consistently failed.
ATTEND THIS TRAINING SESSION
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
Maintenance Skills Training for industry is a hot subject right now. In many areas of the country, companies are competing for skilled maintenance personnel.
“A Deloitte study found that the skills gap may leave an estimated 2.4 million positions unfilled between 2018 and 2028, with a potential economic impact of $2.5 trillion”
The skill level of the maintenance personnel in most companies is well below what industry would say is acceptable. In the past, I have been involved with the assessment of the skill level for hundreds of maintenance personnel in the U.S. and Canada and found 80% of the people assessed scored less than 50% of where they need to be in the basic technical skills to perform their jobs. The literacy level of maintenance personnel is also a problem. In some areas of the United States we find that up to 40% of maintenance personnel in a plant are reading below the eighth grade level. After performing the Gunning FOG index, we find the reading level for mechanical maintenance personnel should be the twelfth year level and electrical maintenance personnel the fourteenth year level (associate degree).
Work Execution: is the maintenance function
which involves how we perform Preventive
Maintenance, Predictive Maintenance, and
Corrective Maintenance effectively.
Measurements of Effectiveness: Mean Time
Between Failure, Rework, Line Efficiency, Lower
Parts Cost, Emergency vs PM Labor Hours, etc.
Do you know the gaps in your Maintenance Planning and Scheduling in your organization? Sit down with your team and evaluate the current state of maintenance planning and scheduling and then develop a plan to close the gaps. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
A DILO (Day In the Life Of)is a great way to begin the conversation of current state of a position and future state of it. I challenge everyone to sit down with their maintenance team and re-write what I have written for a Proactive Maintenance Tech.
Every wondered what the life of a Proactive Maintenance Technician looks like. This article was written based on my experience as a Proactive Maintenance Technician.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
At the core of Lean Manufacturing philosophy is the concept of elimination of waste. It is about getting precisely the right resources to precisely the right place and at the right time to make only the necessary products in the most efficient manner possible.
The concepts of the elimination of waste can be easily traced to Benjamin Franklin. Poor Richard encouraged the concepts of elimination of waste in numerous ways. Adages like “Waste not, want not”, “A penny
saved is two pence clear…Save and have” and “He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river.” Yes, it was Benjamin Franklin that educated us about the possibility that avoiding unnecessary costs could return more profit than simply increasing total sales.
It was Henry Ford who took the concept of the elimination of waste and integrated it into daily operations at his manufacturing facilities. Mr. Ford’s attitude can be seen in his books, “My Life and Work” (1922) and in “Today and Tomorrow” (1926) where he describes the folly of waste and introduces the world to Just-In-Time manufacturing. Mr. Ford cites inspiration from Benjamin Franklin as part of the foundation of these concepts.
However, it wasn’t until Toyota’s Chief Engineer, Taiichi Ohno systematized these concepts and the concept of pull (Kanban) into the Toyota Production System and created a cohesive production philosophy that was focused on the elimination of waste, that the world was able to see the real power of Lean Manufacturing. Interestingly enough, when Mr. Ohno was asked about the inspiration of his system, he merely laughed and said he read most of it in Henry Ford’s book.
Part 1 of this report will focus on one very specific Lean Manufacturing method known as 5S. This section will detail how a 5S initiative focusing on a plant’s Preventive Maintenance (PM) Program can immediately unlock resources within that maintenance department and make the PM process significantly more effective and efficient. Part 2 will look at the Deadly Wastes (Muda) of manufacturing and how elimination of these wastes is also a focus of the reliability process. Part 3 will discuss the overall objectives of Lean Manufacturing and parallel them with the overall objectives of the reliability process. Part 4 will discuss Poka- Yoke (mistake proofing) and see how several standard maintenance techniques are, in fact, Poka-Yoke techniques. A brief discussion of Kaizen and how both Lean Manufacturing and Maintenance and Reliability initiatives share these very same goals and objectives will summarize the entire report.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
Avoiding Risk: Using a Tiered Management System to Improve Daily ExecutionSafetyChain Software
While on the quest to do more with less, manufacturers may not have a clear link between their strategy and the day-to-day operations. Without proper guidance and a regular feedback loop, the risk of missed steps, poor visibility, and reactionary actions only increase.
In the first part of a 3 part series, learn how a Tiered Management System helps to enable all team members, from the plant floor to the top floor, to identify operational issues, address root causes, and continuously course correct.
Key questions manufacturers will get answered include:
Why should a Tiered Management System be a critical component to daily operations?
What are the four tiers of an effective management system?
How are daily meetings structured and what are the outcomes?
What’s needed to effectively prepare for each meeting?
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
2015
Sunshine Machines
[Business Continuity Plan]
Contents
INTRODUCTION 2
BUSINESS CONTINUITY: A Definition 2
Importance of BCP 2
Components of Business continuity plan 3
BCP governance 3
Business Impact analysis 3
Business continuity’s Plans, arrangement and measures 4
Readiness procedures 5
Quality Assurance techniques 5
CONCLUSION 5
REFRENCES 6
INTRODUCTION
Sunshine machine works is operating in one story headquarters with around 100 employees infrastructure. The management is keen to implement business continuity plan in order to identify, analyze and handle foreseen/ unforeseen risks, vulnerabilities in best possible way without halting business operations. Business continuity plan is important for disaster management and maintaining database of information of company in good health. BUSINESS CONTINUITY: A Definition
Sunshine machine works as other companies is constantly innovating for meetings objectives and providing an excellent customer experience. Since, business interruption cannot be afforded at this point of time so a business continuity plan is must to be implemented. A Business continuity plan is a proactive act to find out a way to resume business after a disaster/ disruption. The plan will enable the organization to deliver its critical products and services to its client. This plan will include:
· Plan, arrangements and measures for ensuring company’s critical products and services reach the customers without any interruption.
· Identification of resources which are necessary for supporting BCP.Importance of BCP
BCP is very important for the organization as it will protect Sunshine works from potential risks that include
· Accidents
· Cyber attacks
· Energy and power disruptions
· Communication or transportation failure
· Sabotage
· Natural and environmental disastersComponents of Business continuity plan
Business continuity plan consists of five sections which Sunshine Machines will need to implement
· BCP Governance
· BIA (Business Impact analysis)
· Business continuity’s Plans, arrangement and measures
· Readiness procedures
· Practice techniques for quality assuranceBCP governance
This is first phase of BCP where a committee is form for ensuring commitment and roles of senior management. (Ananth, 2007). Basically, the committee will approve governance structure, assign and approve roles of participants, give strategic direction, review and approve continuity plan and resolve all conflicts that may arise. BCP committee may comprised of following members
· Executive sponsor
· BCP coordinator
· CIO (Chief information officer)
· Security officer
· Business representatives.Business Impact analysis
This is second phase and purpose here is to identify critical products and services of organization, set priorities and impact analysis. Business impact analysis includes:
· Identification of critical and mandatory aspects of Sunshine Machines: In this step all services and goods are identified from mission statem.
Precision Maintenance is talked about in many companies and implemented at many companies, many with great success, however most companies do not understand Precision Maintenance. In this paper I will clear up some misconceptions and untruths concerning it.
Having worked with companies all over the world I decided to write this article based on my experience as a Maintenance Advisor and a Maintenance Leader.
Quality Maintenance is an "advanced" pillar of TPM and aims to assure zero defect conditions. Also known as Hinshitsu Hozen in Japanese, it does this by understanding and controlling the process interactions between the 4Ms - manpower, material, machines and methods that could enable defects to occur. The key is to prevent defects from being produced in the first place, rather than screening them out through inspection systems after they have been produced. Controlling quality through its causes is the essence of Quality Maintenance.
Developed by our JIPM-certified TPM Instructor, this presentation teaches the key concepts, principles and philosophy of Quality Maintenance, the 4M conditions that are essential for defect-free production, as well as the step-by-step process for Quality Maintenance.
LEARNING OBJECTIVES
1. Understand the key concepts, principles and philosophy of Quality Maintenance
2. Acquire knowledge on the 4M conditions and the prerequisites for promoting Quality Maintenance
3. Describe the 8-step process of Quality Maintenance and the key analytical tools and techniques
CONTENTS
1. Key Concepts & Philosophy of Quality Maintenance
2. 4M Conditions - The Determinants of Quality
3. The 8 Steps of Quality Maintenance
4. Key Tools & Techniques for Quality Maintenance
5. Towards Excellence in Quality Maintenance
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
The objective of the Parts Checkout process to ensure the right part is in stock when required by Maintenance / Operations to provide Production with Reliable Assets.
> Parts / Material Checkout Guiding Principles:
•All parts/material used for an asset will be charge to the asset via a Work Order
•No blanket work orders – blanket work orders lead to lack of failure information due to failure threads of like parts/material
•Overnight ordering of parts is an exception and not the general rule
•The Materials Management Process will be managed with Leading and Lagging KPIs
... and so much more
Best Maintenance Lubrication Practices are essential to
optimal life for ball and rolling element bearings.
There are four factors that are important when
lubricating bearings:
1. What type of lubrication?
2. How much lubrication?
3. How frequently should lubrication be applied?
4. How should the lubrication be applied to ensure
contamination control?
... and so much more covered on this document
Top 7 Reasons why Maintenance Work Orders are Closed Out AccuratelyRicky Smith CMRP, CMRT
Closing out work orders accurately is critical for leadership to make the “right decisions at the right time with accurate data” and it can only occur if work orders are “Closed with the Right Information/Data”.
If metrics and Key Performance Indicators are so important where are people pulling the data from without their work orders having the right data on them when they are closed into that dark hole called the CMMS or EAM.
Without good data you are lost and probably are making decisions based on passion and not facts.
Very few organizations pay attention to hydraulic leaks and how they can impact production capacity, asset reliability, and reactivity when a mitigation strategy is in place.
This Tool Box Talk may help you take that next step.
Most companies spend a lot of money training their maintenance personnel to troubleshoot a hydraulic system.
If we focused on preventing system failure then we could spend less time and money on troubleshooting a hydraulic system. We normally except hydraulic system failure rather than deciding not to except hydraulic failure as the norm. Let’s spend the time and money to eliminate hydraulic failure rather than preparing for failure.
Preventive Maintenance - Actions performed on a time- or machine-run-based schedule that detect, preclude, or mitigate degradation of a component or system with the aim of sustaining or extending its useful life through controlling degradation to an acceptable level. (Definition Source: SMRP Best Practices)
Much has been written about lean manufacturing and the lean enterprise—enough that nearly all readers are familiar with the concepts as well as the phrases themselves. But what about lean maintenance?
Is it merely a subset of lean manufacturing? Is it a natural fall-in-behind spinoff result of adopting lean manufacturing practices?
Much to the chagrin of many manufacturing companies, whose attempts at implementing lean practices have failed ignominiously, lean maintenance is neither a subset nor a spinoff of lean manufacturing. It is instead a prerequisite for success as a lean manufacturer. This article will explain why.
How does anyone Optimize their current CMMS? What is the path forward to success with our CMMS. John Day, former Engineering / Maintenance Manager for Alcoa Mt Holly is quoted in this presentation.
Preventive Maintenance Best Practices plus PM Optimization Workshop BrochureRicky Smith CMRP, CMRT
Join Ricky Smith for his Preventive Maintenance Best Practices plus PM Optimization Workshop, October 19-21 "Live" and "Virtual" (via internet). Check out the attached brochure.
John Day developed a proactive maintenance process in 1978 and manage maintenance and engineering at Alumax Mt. Holly and later at Alcoa Mt Holly for over 20 years. These are the slides he presented at the 1997 SMRP Conference. Great slides with great information. If you would like the slides and not PDF send me an email at rsmith@maintenancebestpractices.com. I worked for John Day back in the early 1980s which started my journey in Proactive Maintenance.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Day in the Life (DILO) of a Proactive Maintenance Manager
1. Day in the Life of a Proactive Maintenance Manager
“A Daily Planner for Effective Maintenance Management”
By Ricky Smith CMRP (rsmith@worldclassmaintenance.org)
With respect to maintenance and reliability, the definition for proactive is:
• To act before the cost of doing so increases
• To act before the necessity of the situation demands it
"A great Maintenance Manager sees the relationship of poor performance and the lack
of good maintenance routines."
"Poor performance always leads to the lack of maintenance routines or poor execution
of existing routines."
- Rick Mullen, Global Reliability Leader, AB-InBev
Mr. Mullen’s statements drive home the fact that a Maintenance Manager holds the key
to a plant, site, or a mine’s success. Their knowledge of their site’s maintenance
strategies and how they are executed, as well as how effective they are, is key to a
successful Maintenance Manager. It is also the difference between high performing and
poor performing operations.
Think about Rick Mullen’s statement and it’s relation to this graph.
What is the goal of a Maintenance Manager? To ensure that all maintenance personnel
are aligned and executing the company’s proactive work to standard so that the
company meets its business goals 100% of the time.
2. Morning:
The Maintenance Manger begins the day by visiting with each Maintenance Supervisor
about 30-60 minutes after their shift has begun, for 5 minutes looking for abnormalities
from the past 24 hours that may impact this week’s production goal or maintenance’s
schedule.
Ex: Breakdown last night on line 1 caused production loss of 12,000 units of
production because of loose bolt; investigation initiated by Maintenance
Engineering; one mechanic assigned to assist ME. Report due to Maintenance
Manager within 48 hours when the loss exceeds a specific amount.
Production Manager Informal Meeting (10-15 minutes max): Maintenance Manager
meets with production management first to determine if any issues have occurred in the
past 24 hours that he was not aware of, or any issues that may arise with the next 24
hours. They both review the 24-hour production rate, quality, and problems.
Key Performance Indicator Review (10 minutes): Next, the Maintenance Manager
takes a quick look at his maintenance Key Performance Indicator (KPI) Dashboard to
see if any problems exist or may happen in the next week to one month. There should
be KPI owners listed on the dashboard who will send a report to the Maintenance
Manager if a KPI is acting in a state that maintenance and production leadership would
consider unacceptable, along with an exception report for any exceptions to
expectations.
Ex: Emergency vs. PM/PdM Labor Hours (is the PM/PdM Program working?)
Ex: MTBF of Critical Assets
Ex: Production/Quality Rate Stability
Ex: MTBF by Maintenance Supervisors’ Areas
Ex: PM Compliance using the 10% Rule on Critical Assets by crew
Ex: Schedule Compliance
Ex: Safety Incidents and Near Misses within the past 24 hours
Exception reports are sent to the Maintenance Manager if any of the above metrics are
not within the agreed upon range.
MTBF Example
3. Plant, Mine, Operations Site Manager Meeting (60 minutes max): Maintenance
Manager takes about 10 minutes to describe any issues within the past 24 hours that
caused losses or issues that may cause losses in the next 7 days. If additional time is
needed to discuss these items, this should be addressed outside of this meeting with
specific individuals.
Plant Visit: Randomly, the Maintenance Manager should visit each crew area to see
what is happening. Sometimes a picture truly is worth a thousand words. Talk to the
Maintenance Supervisor first to hear about any issues he/she is facing and that need to
be resolved. Set a time to meet later to discuss, either that day or another depending on
the importance to the Maintenance Supervisor. While on the visit, greet everyone you
see and ask operators and maintainers how things are going. Try to spend no more
than 30 minutes in each crew area.
Guiding Principles for a Proactive Maintenance Manager
- Leadership Principles
o Treat everyone as your equal and demonstrate respect and humbleness.
o Know each maintenance person by name.
o Know each Planner by name.
o Take time to talk to someone who has an issue at a scheduled time and
place, and respond back to that person within 48 hours. Make it policy.
Maintenance management should not be rude or report on trivial things
that do not matter to anyone in the organization.
o Know yourself and seek self-improvement every day.
o Never ask anyone to execute a task you would not do yourself.
o Treat others as you like to be treated; put yourself in their position.
- Organization Principles
o Randomly check on planning, scheduling, stores, and tool storage areas.
o Require wrench time studies to be conducted of each crew by specific
crew members after they have been trained and certified in the process.
These should be conducted every 3-6 months depending on previous
trends. All reports should be presented to the Maintenance Manager by
the Maintenance Supervisor and no one else. This should be a private
conversation.
o Ensure that Work Order data is under control and providing accurate
reports.
o Ensure that a Failure Reporting, Analysis, and Corrective Action System
(FRACAS) is owned by each Maintenance Supervisor and request
monthly reports from them.
- Management Principles
o Guide your organization through the use of KPIs so you know your group
is headed in the right direction. If a KPI is driving in the wrong direction,
initiate a team to identify the problem and recommend a solution with 48
hours.
o Post only KPIs that may be important to each maintenance crew.
o Require a 30-minute Single Point Lesson to be presented and discussed
by each crew on a weekly basis. This should not be safety related, but
technical in nature. Safety meetings are separate.
o Maintenance and Reliability Engineering should have direct access to the
4. Maintenance Manager during specific hours of the week and exceptions
should only be made on an emergency basis.
Maintenance Managers hold the key to success or failure of any maintenance
organization. If the manager is weak, then he must be given assistance first and let
go only after a three month period of not showing improvement.
Proactive Maintenance Managers are the unsung heroes of any organization.
People look up to them with respect and calmness, even in tough situations.
I salute all Maintenance Managers for handling this difficult job. If you feel you have
issues, you must work to develop. Find a mentor to assist you, but make sure the
mentor is competent and studious.
Join me for...