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
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.
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.
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
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 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.
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.
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.
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.
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
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 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.
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 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.
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.
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
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.
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.
Craft skills are key to the success of any maintenance organization. Determine the current maintenance craft skill maturity in your organization today and begin the journey to success. If you do not know the current maturity level of your current maintenance craft skills use this Craft Skills Maturity Matrix to determine the maturity level of maintenance skills in your organization.
If an organization does not hire or train the right people, to the right skill level, optimizing Reliability will not occur.
Maintenance Planning and Scheduling is a key aspect of the Best Practices for Maintenance and Reliability. Jeff Shiver provides this Checklist so you can determine where you are with this functional area, and where you will want to improve. Questions on where to start? www.peopleandprocesses.com/mps.php
"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
“My maintenance staff is highly trained and do not like using procedures.” If the statement is valid, and the cost of asset failure is not important to our operation, then your staff must have an unlimited and infallible memory – congratulations!
Did you know that the most complex equipment ever built was a nuclear submarine and that the first nuclear submarines experienced failures due to lack of effective procedures, thus ending in catastrophic failure?
If safety is number one in your organization, then repeatable, effective work procedures should be as well.
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.
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
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.
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.
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.
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.
What metrics do you use for Maintenance Planning and Scheduling? Check out the metrics in this maturity matrix and see how they compare. This is Maturity Matrix 1 of 2 for Maintenance Planning and Scheduling.
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.
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.
Craft skills are key to the success of any maintenance organization. Determine the current maintenance craft skill maturity in your organization today and begin the journey to success. If you do not know the current maturity level of your current maintenance craft skills use this Craft Skills Maturity Matrix to determine the maturity level of maintenance skills in your organization.
If an organization does not hire or train the right people, to the right skill level, optimizing Reliability will not occur.
Maintenance Planning and Scheduling is a key aspect of the Best Practices for Maintenance and Reliability. Jeff Shiver provides this Checklist so you can determine where you are with this functional area, and where you will want to improve. Questions on where to start? www.peopleandprocesses.com/mps.php
"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
“My maintenance staff is highly trained and do not like using procedures.” If the statement is valid, and the cost of asset failure is not important to our operation, then your staff must have an unlimited and infallible memory – congratulations!
Did you know that the most complex equipment ever built was a nuclear submarine and that the first nuclear submarines experienced failures due to lack of effective procedures, thus ending in catastrophic failure?
If safety is number one in your organization, then repeatable, effective work procedures should be as well.
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.
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
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.
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.
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.
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.
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
Production planning, routing, scheduling, Activating, MonitoringDarshan Shah
First Plan Your Work and then Work on Your Plan.
1. Planning is deciding in advance what to do, how to do it, when to do it and who is to do it.
Planning bridges the gap from where we are, to where we want to go. It makes it possible for things to occur which would not otherwise happen.
2. Routing may be defined as the selection of path which each part of the product will follow, which being transformed from raw material to finished products.
Routing determines the most advantageous path to be followed from department to department and machine to machine till raw material gets its final shape.
3. Scheduling determines the program for the operations. Scheduling may be defined as ‘the fixation of time and date for each operation’ as well as it determines the sequence of operations to be followed.
4. Activating is concerned with the starting the processes. Activating is ‘release of orders and instruction for the starting of production for any item in acceptance with the route sheet and schedule charts’.
5. Monitoring is related to report daily the progress of work in each shop in a prescribed proforma and to investigate the causes of deviations from the planned performance.
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.
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.
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)
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).
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.
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
https://bit.ly/BabeSideDoll4u Babeside is a company that specializes in creating handcrafted reborn dolls. These dolls are designed to be incredibly lifelike, with realistic skin tones and hair, and they have become increasingly popular among collectors and those who use them for therapeutic purposes. At Babeside, we believe that our reborn dolls can provide comfort and healing to anyone who needs it.
The Healing Power of Babeside's Handcrafted Creations
Our reborn dolls are more than just beautiful pieces of art - they can also help alleviate stress, anxiety, depression, and other mental health conditions. Studies have shown that holding or cuddling a soft object like a stuffed animal or a reborn doll can release oxytocin, which is often referred to as the "love hormone." This hormone helps us feel calm and relaxed, reducing feelings of stress and anxiety.
In addition to their physical benefits, reborn dolls can also offer emotional support. For many people, having something to care for and nurture can bring a sense of purpose and fulfillment. Reborn dolls can also serve as a reminder of happy memories or loved ones who have passed away.
Ethical_dilemmas_MDI_Gurgaon-Business Ethics Case 1.pptx
Day in the life of a Proactive Maintenance Supervisor
1. Day in the Life of a Proactive Maintenance Supervisor
By Ricky Smith CMRP
The Proactive Maintenance Supervisor’s Day looks like this:
1. Maintenance supervisor updates equipment status and production/
operation changes.
A maintenance supervisor should know the work scheduled for their maintenance staff a week
prior, and then review the work the afternoon prior, and at the start of his/her shift.
The process on the afternoon prior involves reviewing the next day’s schedule with the
planner/scheduler to ensure the next morning all maintenance technicians are aware of their
work for the day; parts are staged, tools are available, and all coordination has been previously
completed. If changes need to be made to the planning or scheduling, they can be adjusted at
this time.
One hour before the morning shift, a maintenance supervisor ensures nothing has changed
before their technicians are ready for work. The maintenance supervisor will receive an update
on production or equipment conditions, or any problems that happened overnight from their shift
personnel and production/operations supervision. This ensures the work scheduled for the day
will go as planned when the technicians arrive at work. Any last-minute changes can be made
prior to his/her technicians arriving for work.
The goal is to ensure maximum utilization of all resources with little confusion at the start of the
day’s shift. “In a horse race, if a horse walks when the race begins, he/she will end the race last;
maintenance technicians are the same.” A maintenance supervisor wants his/her technicians to
begin their shift out of the gate running, and thus run all day effectively and efficiently.
2. Maintenance supervisor visits job sites to ensure no problems exist
that will cause problems with the execution of the maintenance
schedule. (Change the time you execute this function day to day so your staff does not
know your schedule.)
The maintenance supervisor makes his/her rounds to ensure all work has started on time and
no problems exist. If personnel are at a remote location, a call on the radio or text on the cell at
a specific time validates that either everything is on schedule, or “we have a problem.” While the
supervisor is making his/her rounds they should be performing QA/QC checks on the work
being executed.
2. 3. Is the maintenance tech following a repeatable procedure? Is he/she
using the right tool for the job? etc.
If a maintenance tech is working on a critical job, then he/she should call or text at a specific
time to update whether everything is OK, or if there is a problem. This is key to the success of a
critical job, otherwise maintenance techs get involved in the problem and think they have it
resolved; however, it continues on until it is too late and production or operations is impacted. It
is important to always know in advance of a problem so it can be resolved quickly, possibly with
more resources or coordination from production or operations.
4. Meeting with maintenance planner/scheduler, or both if they are
different people.
It is best for this meeting to be held after the maintenance supervisor walks around checking on
the work. In this meeting, we are looking forward to ensuring that planning and scheduling is
effective. This meeting is typically held in the morning to discuss or review any work that is
required for the following week, new requests from management, projects in each area of
responsibility, etc. This may require a visit to a job site which is to be planned and scheduled in
the future.
5. Validating work order close out.
Sometime during the day, the maintenance supervisor should validate that all work from the
previous day is accounted for by a work order and ensure the work order codes are accurate
before any work order is closed. If a problem exists with the work order codes and information,
the maintenance tech or techs should hold a meeting a few minutes before the end of the shift
to ensure the codes are corrected and that the maintenance tech knows why they need to be
changed.
6. Afternoon review of job packages for next day.
The planner/scheduler arrives at the supervisor’s office for 10-20 minutes to ensure the job plan
for tomorrow will be executed without a problem. This was talked about at the beginning of the
article.
3. 7. Metrics / KPIs or Dashboard for the maintenance team.
As a result of the maintenance team’s actions and the planner/scheduler’s hard work, the team
should know if their work is making a difference. A few Key Performance Indicators (KPIs)
should be posted in the shop for all to see. If a KPI is not showing positive results, a
maintenance team meeting may be scheduled for the next day. A maintenance supervisor
wants the maintenance techs to identify the problem and identify a solution to improve the KPI.
This requires patience and leadership.
A few KPI ideas are Mean Time Between Failure of critical assets, systems, etc., Mean Time
Between Repair, and Equipment Availability. These should be posted in a line graph so trends
can be seen. A correlation analysis should be completed monthly of these KPIs to validate if
they impact production/operations KPIs.
This article was based on my experience as a maintenance supervisor and years of helping
other maintenance supervisors become successful. If you have questions, comments send an
email at rsmith@worldclassmaintenance.org or go to my website at
www.worldclassmaintenance.org