This document provides an overview of a 12-month training course titled "Maintenance Excellence for Supervisors" aimed at teaching maintenance supervisors best practices for maintenance, reliability, and leadership. The course consists of 12 sessions held over web meetings. It aims to help facilities transition to higher levels of asset utilization, availability, and a proactive maintenance culture. Supervisors are expected to complete homework between sessions and apply what they learn to see a 2-3x return on the $1,995 course investment within 12 months. Expected outcomes include improved asset availability and OEE as well as lower costs and a true change to a proactive maintenance culture.
This document is an operations manual for owners and managers of multi-unit residential buildings published by Canada Mortgage and Housing Corporation in July 2003. It was prepared by Efficiency Engineering Incorporated and provides guidance on managing various aspects of multi-unit buildings such as resources, housekeeping, maintenance, utilities, budgeting, emergency planning, leasing, and hiring contractors. The manual contains many blank forms and examples to help owners and managers implement the recommendations.
A Failure Mode Driven Strategy focuses is when you maintenance strategies are focused on preventing a failure or identifying it early enough so that we have time to plan and schedule a repair before it fails.
Course Objective: Bring Precision Maintenance Techniques and Processes to a site or sites with minimal disruption to the normal maintenance operations at a fair price in North America, Europe, and Australia/New Zealand
Operator Care is a simple process that engages all of the personnel working within the organization towards a common goal of increased throughput and decreased equipment delays.
It is simple in that it engages all of the ears, eyes, and noses in the early identification of equipment abnormalities (rather than the subsequent failures) and provides a simple means to report and track the repairs to be performed.
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
This white paper discusses the importance of procedure based maintenance in facilities. It argues that relying only on the skills and experience of maintenance staff can lead to failures and inconsistencies. Effective, repeatable procedures are needed to ensure safety, reliability, and sustainable results. The paper recommends making staff aware of issues, training them on procedures, implementing procedures, continuously improving, and monitoring results. Procedure based maintenance can help reduce variation and human error.
This document provides an overview of a 12-month training course titled "Maintenance Excellence for Supervisors" aimed at teaching maintenance supervisors best practices for maintenance, reliability, and leadership. The course consists of 12 sessions held over web meetings. It aims to help facilities transition to higher levels of asset utilization, availability, and a proactive maintenance culture. Supervisors are expected to complete homework between sessions and apply what they learn to see a 2-3x return on the $1,995 course investment within 12 months. Expected outcomes include improved asset availability and OEE as well as lower costs and a true change to a proactive maintenance culture.
This document is an operations manual for owners and managers of multi-unit residential buildings published by Canada Mortgage and Housing Corporation in July 2003. It was prepared by Efficiency Engineering Incorporated and provides guidance on managing various aspects of multi-unit buildings such as resources, housekeeping, maintenance, utilities, budgeting, emergency planning, leasing, and hiring contractors. The manual contains many blank forms and examples to help owners and managers implement the recommendations.
A Failure Mode Driven Strategy focuses is when you maintenance strategies are focused on preventing a failure or identifying it early enough so that we have time to plan and schedule a repair before it fails.
Course Objective: Bring Precision Maintenance Techniques and Processes to a site or sites with minimal disruption to the normal maintenance operations at a fair price in North America, Europe, and Australia/New Zealand
Operator Care is a simple process that engages all of the personnel working within the organization towards a common goal of increased throughput and decreased equipment delays.
It is simple in that it engages all of the ears, eyes, and noses in the early identification of equipment abnormalities (rather than the subsequent failures) and provides a simple means to report and track the repairs to be performed.
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
This white paper discusses the importance of procedure based maintenance in facilities. It argues that relying only on the skills and experience of maintenance staff can lead to failures and inconsistencies. Effective, repeatable procedures are needed to ensure safety, reliability, and sustainable results. The paper recommends making staff aware of issues, training them on procedures, implementing procedures, continuously improving, and monitoring results. Procedure based maintenance can help reduce variation and human error.
“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.
The document is a resume for Martin Andrew Mann D. Tombucon. It summarizes his work experience including his current role as a Process Data Engineer for Shell Shared Services Asia where he is responsible for master data management and improvement activities. Previous experience includes roles as an Equipment Technician for Sunpower Philippines Manufacturing and as an Emergency Response Team Shift Leader. His skills include expertise in SAP systems, master data management, and technical asset data.
Advanced Maintenance Strategy Workshop by TetrahedronSagar Sangam Sahu
Developing a World-Class Maintenance Practice is one step towards Business Excellence. Advanced Maintenance Strategy can help you to maintain core disciplines, drive improvement, identify best practices, and develop a maintenance organization, effective failure management and program development.
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists the table of contents which outlines the chapters in the book. The book focuses on strategic and general considerations of performance management, implementing performance management systems, employee development, reward systems and legal issues, and managing team performance. It emphasizes linking individual performance to organizational strategy and priorities. It also discusses defining and measuring performance, gathering performance information, and using performance management to develop employees.
Performance management third editionherman aguinisamit657720
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
The document provides an introduction to the 12 steps of a Quality Circle problem solving process. It begins with problem identification and categorization into A, B, and C problems. Step 2 is problem selection where problems are shortlisted. Step 3 is defining the selected problem using tools like flow diagrams. Step 4 is analyzing the problem through data collection and identifying causes using tools like cause and effect diagrams. Step 5 identifies possible solutions through brainstorming. Step 6 foresees possible resistance to solutions. Step 7 implements solutions on a trial basis. Step 8 involves regular implementation if improvements are seen. Step 9 is follow up and review through control charts. The document outlines techniques used by Quality Circles like brainstorming, data collection, graphs
Pace it data-disposal_and_destruction_methods_bf_swEdward Sargent
The document discusses various methods for data disposal and destruction on hardware being replaced or decommissioned. Standard formatting does not fully destroy data while low-level formatting is more effective but difficult for typical office use. Deleting or overwriting files only partially destroys data, while drive wiping overwrites locations multiple times. Physical destruction methods like degaussing, drilling, sanding, or shredding can fully destroy data but involve more labor or costs.
Top 5 Test Environment Pitfalls Affecting Your Application DeliveryDevOps.com
Pre-production environments are part of every software application delivery lifecycle and are critical path to your delivery pipeline. As all code must flow through these environments, they can represent a choke path for all application delivery and a breeding ground for issues that waste time, reduce quality, and allow defects to escape into production.
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
This document outlines the key knowledge, skills, and responsibilities required of proactive maintenance technicians. It discusses topics like maintenance best practices, preventive and predictive maintenance, planning and scheduling, execution, safety compliance, technical knowledge, and leadership. The document emphasizes that technicians should have defined roles and responsibilities, follow repeatable processes, and use metrics to monitor performance and drive improvement. Overall, it provides a comprehensive overview of the requirements to be a successful proactive maintenance technician.
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.
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).
A proactive maintenance supervisor's day involves:
1. Updating the equipment status and production schedule and ensuring technicians are prepared and assigned to the correct work.
2. Visiting job sites to check on work and ensure no problems will delay the maintenance schedule.
3. Validating work order documentation and codes are accurate before closing out work orders from the previous day.
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
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
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.
The document discusses best maintenance repair practices and identifies issues that commonly prevent organizations from following them. It finds that 70% of equipment failures are self-induced due to maintenance personnel not knowing or following basic maintenance practices. Surveys showed over 90% of maintenance personnel lacked complete mechanical maintenance fundamentals. The document outlines best practices such as taking a proactive rather than reactive approach, ensuring maintenance personnel have requisite skills, and providing discipline and direction to follow practices. It recommends organizations identify whether issues exist, determine the causes, provide training to change maintenance culture, and develop a proactive maintenance strategy to implement changes and measure financial gains from following best practices.
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
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.
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.
More Related Content
Similar to Maintenance Excellence For Maint Supervisor(3)
“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.
The document is a resume for Martin Andrew Mann D. Tombucon. It summarizes his work experience including his current role as a Process Data Engineer for Shell Shared Services Asia where he is responsible for master data management and improvement activities. Previous experience includes roles as an Equipment Technician for Sunpower Philippines Manufacturing and as an Emergency Response Team Shift Leader. His skills include expertise in SAP systems, master data management, and technical asset data.
Advanced Maintenance Strategy Workshop by TetrahedronSagar Sangam Sahu
Developing a World-Class Maintenance Practice is one step towards Business Excellence. Advanced Maintenance Strategy can help you to maintain core disciplines, drive improvement, identify best practices, and develop a maintenance organization, effective failure management and program development.
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists the table of contents which outlines the chapters in the book. The book focuses on strategic and general considerations of performance management, implementing performance management systems, employee development, reward systems and legal issues, and managing team performance. It emphasizes linking individual performance to organizational strategy and priorities. It also discusses defining and measuring performance, gathering performance information, and using performance management to develop employees.
Performance management third editionherman aguinisamit657720
This document provides information about the third edition of the textbook "Performance Management" by Herman Aguinis. It includes details about the author, publisher, copyright information. It also lists changes from previous editions, with a stronger emphasis on the context of performance management, its multidisciplinary nature, the interplay between science and practice, technical implementation details, and the role of interpersonal dynamics. The textbook covers strategic and general considerations of performance management systems, their implementation, employee development, reward systems and legal issues, and managing team performance.
The document provides an introduction to the 12 steps of a Quality Circle problem solving process. It begins with problem identification and categorization into A, B, and C problems. Step 2 is problem selection where problems are shortlisted. Step 3 is defining the selected problem using tools like flow diagrams. Step 4 is analyzing the problem through data collection and identifying causes using tools like cause and effect diagrams. Step 5 identifies possible solutions through brainstorming. Step 6 foresees possible resistance to solutions. Step 7 implements solutions on a trial basis. Step 8 involves regular implementation if improvements are seen. Step 9 is follow up and review through control charts. The document outlines techniques used by Quality Circles like brainstorming, data collection, graphs
Pace it data-disposal_and_destruction_methods_bf_swEdward Sargent
The document discusses various methods for data disposal and destruction on hardware being replaced or decommissioned. Standard formatting does not fully destroy data while low-level formatting is more effective but difficult for typical office use. Deleting or overwriting files only partially destroys data, while drive wiping overwrites locations multiple times. Physical destruction methods like degaussing, drilling, sanding, or shredding can fully destroy data but involve more labor or costs.
Top 5 Test Environment Pitfalls Affecting Your Application DeliveryDevOps.com
Pre-production environments are part of every software application delivery lifecycle and are critical path to your delivery pipeline. As all code must flow through these environments, they can represent a choke path for all application delivery and a breeding ground for issues that waste time, reduce quality, and allow defects to escape into production.
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
Similar to Maintenance Excellence For Maint Supervisor(3) (10)
This document outlines the key knowledge, skills, and responsibilities required of proactive maintenance technicians. It discusses topics like maintenance best practices, preventive and predictive maintenance, planning and scheduling, execution, safety compliance, technical knowledge, and leadership. The document emphasizes that technicians should have defined roles and responsibilities, follow repeatable processes, and use metrics to monitor performance and drive improvement. Overall, it provides a comprehensive overview of the requirements to be a successful proactive maintenance technician.
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.
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).
A proactive maintenance supervisor's day involves:
1. Updating the equipment status and production schedule and ensuring technicians are prepared and assigned to the correct work.
2. Visiting job sites to check on work and ensure no problems will delay the maintenance schedule.
3. Validating work order documentation and codes are accurate before closing out work orders from the previous day.
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
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
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.
The document discusses best maintenance repair practices and identifies issues that commonly prevent organizations from following them. It finds that 70% of equipment failures are self-induced due to maintenance personnel not knowing or following basic maintenance practices. Surveys showed over 90% of maintenance personnel lacked complete mechanical maintenance fundamentals. The document outlines best practices such as taking a proactive rather than reactive approach, ensuring maintenance personnel have requisite skills, and providing discipline and direction to follow practices. It recommends organizations identify whether issues exist, determine the causes, provide training to change maintenance culture, and develop a proactive maintenance strategy to implement changes and measure financial gains from following best practices.
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
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.
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).
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.
The document discusses best maintenance repair practices and identifies that 70% of equipment failures are self-induced due to a lack of following these practices. Surveys found that 30-50% of failures are from a lack of basic maintenance knowledge by personnel, and another 20-30% are from personnel who have skills but do not follow practices. Most maintenance personnel lack complete basic mechanical maintenance fundamentals. The article then outlines some best practices, such as taking a proactive rather than reactive approach and ensuring personnel have the proper skills. Not following these practices can significantly impact a company's bottom line through things like reduced production capacity. The reasons companies often do not follow best practices include a reactive culture, unskilled personnel, a lack of discipline
This document provides information on preventive maintenance and steps to improve a preventive maintenance program. It begins with a definition of preventive maintenance as actions taken on a scheduled basis to detect and mitigate system degradation. It then announces a workshop on preventive maintenance fundamentals. The fundamentals discussed are focusing preventive maintenance procedures on specific failure modes and including instructions, specifications, and space for recording condition findings and recommendations. It recommends including failure history when assigning work orders and investigating root causes for critical failures between maintenance cycles. Finally, it outlines six steps to take if preventive maintenance is not meeting expectations, starting with acknowledging the problem and creating an optimization team.
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.
Day in the Life of (DILO) of a Proactive Maintenance Technician
Maintenance Excellence For Maint Supervisor(3)
1. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
“Maintenance Supervisors are the people who make the largest impact on reliability in most
organizations and thus I created this program to provide ideas which will allow them to far
exceed management’s expectations and make a real difference in day to day maintenance of
their equipment and motivation of their staff”
Ricky Smith, CMRP
Course Objective: To teach application of proven best maintenance and reliability practices to
maintenance supervisors at a speed and level they can embrace and act upon.
Who should attend: Maintenance supervisors, maintenance foreman, and maintenance management
if available?
Expected Outcome: A conversion of a facility from their current state of maintenance and asset
reliability to a higher level; resulting in higher asset utilization, availability, lower cost, higher OEE, and
a true change to a proactive maintenance and reliability culture in the facility.
A. Introductions
a. Introduction and Objectives of the Course
b. Pre-Test
c. Current Site Issues by Supervisor
i. Identify the Top 3 Issues (post them on the wall)
B. The Maintenance and Reliability Functions
a. Terminology
i. Maintenance
ii. Reliability
b. Roles of Maintenance and Reliability Functions in a World Class Organization
Page 1 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779
2. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
C. What are Self Induced Failures and how they impact Production Output and Maintenance
Resources
D. Self Induced Failures Exercise
a. Exercise #1: Each group of 3 identifies 2 Self Induced Failures they have seen
b. Exercise #2: Each identifies strategies to mitigate these failures
E. Metrics Used by a Maintenance Crew and how to use them.
a. Engaging a crew
b. Setting the stage for success
c. Identifying the right metrics to drive the right behavior
d. How to motivate a crew with the right behavior
e. What data needs to be input into your CMMS/EAM in order to generate these reports
required?
f. Plan Development for execution of an effective metrics plan.
g. Accurate Work Order Close in order to report effective metrics
Page 2 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779
3. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
F. Current Issues identified by Supervisors
a. Top 3 Issues which are posted on the wall in the class room
b. Developing solutions for these issues
c. Steven Covey – Circle of influence and area of concern concept
G. Introduction to Tool Box Training – How to use them effectively
d. Supervisor training every other week with maintenance crew using these training tools
e. Example of how to use Tool Box Training by Instructor
H. What is a Proactive Maintenance Strategy and how does it work?
a. Preventive Maintenance
b. Predictive Maintenance
c. Planning
d. Scheduling
e. Work Execution
f. Work Follow-up
Page 3 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779
4. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
g. Metrics for a World Class Organization
I. Management Issues
a. Known management and supervisory issues
b. Leadership issues
c. Known methods to improve management and leadership skills
d. Being a True Leader of Maintenance Staff (anyone can do it)
e. Exercise: How to change?
J. Defining Roles and Responsibilities using RACI
- Who is Responsible (this is the Doer)
- Who is Accountable (the person to go to if something is wrong)
(Accountable – only one person can be accountable)
- Who is Consulted – Two way communication – we need their input
- Who is Informed – keep in the loop (Cc them on email)
a. Why the need for RACI?
b. When to apply RACI
Page 4 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779
5. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
c. Example of RACI using an example from one of the Supervisors
d. RACI Exercise
K. Failure Modes Driven Strategy – what is it
e. What is a Failure Mode
f. How to Prevent or Predict Failures
g. How a Failure Modes Driven Strategy impacts Maintenance Planning and Scheduling
L. Preventive Maintenance
Page 5 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779
6. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
h. What is Preventive Maintenance?
i. What is the perception of Preventive Maintenance?
j. What is the 10% Rule of Preventive Maintenance and how to apply it?
k. Test-Apply the 10% Rule of Preventive Maintenance to a Specific Scenario
l. Discussion
M. Condition Monitoring (Predictive Maintenance)
a. Differences between Condition Monitoring and Predictive Maintenance (we must change
the way we think)
b. Types of Condition Monitoring Techniques and when to apply them
i. Vibration Analysis, Infrared, Ultrasound, Motor Circuit Analysis Online and Offline,
etc.
ii. Examples
c. How to balance PM and PdM for the most optimal asset reliability?
d. Using the PF Curve to identify when to make decisions
e. What is a true failure, functional failure, and partial functional failure and why do you
care?
f. The PF Curve Effect
g. Planning Based on the PF Curve and Condition Monitoring
Page 6 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779
7. Maintenance Excellence for Supervisors
“Applying Best Practices in Maintenance and Reliability”
N. Do you want to eliminate failures? Strategy to eliminate failures.
O. Precision Maintenance
a. Maintenance Skills
iii. Maintenance Knowledge
iv. Maintenance Skills
v. Retaining the Knowledge and Skills
b. Effective Work Procedures
vi. Requirements of Effective, Repeatable Work Procedures
c. Commissioning Test after Work has been completed
vii. What is it you want to know?
d. Examples of these successes and failures?
Page 7 of 7 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414-5760
Fax (843) 414-5779