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Maintenance: How not to hate it - v.13
The document discusses the failure of society to address deferred maintenance in infrastructure, highlighting its significant financial burden of $3.6 trillion compared to much lower spending on anti-terrorism at $16.6 billion annually. It outlines a three-fold strategy for improving maintenance practices, emphasizing the need for proactive approaches, effective communication, and the importance of safety and measurement in maintenance. Ultimately, the document advocates for recognizing the true value of maintenance to prevent catastrophic failures and improve the reliability of essential services.
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Maintenance: How not to hate it - v.13
- 1. MAINTENANCE: HOW TO NOTHATE IT Brian Gongol DJ Gongol & Associates, Inc. November 14, 2018 IAMU Water and Wastewater Operators Workshop Des Moines, Iowa
- 2.
- 3. We spend massivesums on detection NSA CIA TSA FBI Homeland Security Local law enforcement
- 4.
- 5.
- 6. The detection doesn'talways work Resulting in failures that grip the world's attention
- 7. Detection failures 1993 WTCbombing Khobar Towers bombing 9/11 Shoe bomber Underwear bomber Boston Marathon bombing Malaysia Airlines Flight 370 (?)
- 8. More attention leadsto more surveillance Even though the events are incredibly rare
- 9. Story-tellers magnify thestory Reporters, pundits, politicians, and others
- 10. ...until we spendbillions without thinking twice $16.6 billion a year
- 11. What's a lotscarier? Deferred maintenance.
- 12. Scarier, really? Not todiminish the tragedies that have occurred, but they are extremely low-probability events. Your individual chances of being affected are indistinguishable from zero. But our choices as a society mean that infrastructure failures are certain to occur, with extremely widespread impact, and can range from inconveniences to calamities.
- 13. Truth time It shouldterrify us to think that we choose to put ourselves at risk solely due to a lack of willpower to take responsibility for an entirely preventable condition
- 14. $3.6 trillion indeferred maintenance Anti-terrorism: $16.6 billion spent yearly $50 per person Deferred maintenance: $3,600.0 billion needed $11,000 per person
- 15. That's $3,600 billion Orabout 217 years of anti-terrorism funding
- 16. Nobody talks aboutit, though.
- 17. A simple questionand a troubling answer Who has been asked to defer maintenance because of a budget shortfall?
- 18. A simple questionand a troubling answer Who has been asked to accelerate maintenance to make up for what has been deferred?
- 19. That gap you'reseeing We treat "maintenance" like a bank account from which we only ever borrow
- 20. Maintenance means justholding the line What we should really advocate is continuous improvement
- 21. You're in anunenviable position Having to address an expensive problem with under-funded resources
- 22. A three-fold strategyfor easier maintenance
- 23. 1. Fix ourconcept of maintenance It can't always be an emergency
- 24. 2. Make practicalmaintenance easier
- 25. 3. Communicate theproblem effectively
- 26.
- 27. Even nature hasmaintenance cycles
- 28. Small forest firesare natural
- 29. Big fires resultfrom human intervention
- 30. Not all maintenanceis worth doing!
- 31. Maintenance is aboutone thing Getting the full life-cycle value from a product
- 32. Extending life meansactively saving money
- 33. Think of operationalsavings in pretax dollars $1.25 to $1.33 in pretax income to the ordinary taxpayer
- 34. So let's savesome money!
- 35. Types of maintenance Fixon failure Scheduled Preventive Predictive
- 36. Each approach hasits place But it's up to you to figure out which way to go
- 37. Fix on failure Whenit's cheap, simple, and in-stock, like a pen
- 38. Scheduled maintenance When thereis lots of data from prior experience
- 39. Preventive maintenance When afailure puts you at serious risk of long-term downtime
- 40. Predictive maintenance When thesignals of trouble are well-known and surveillance is cheap
- 41. In the contextof your health...
- 42. Fix on failure Bandageon a papercut
- 43. Scheduled maintenance Getting yourannual physical (prostate exams, colonoscopies, cholesterol tests...)
- 44.
- 45. Predictive maintenance Blood pressurechecks Body-composition bathroom scales Blood-sugar tests
- 46. We rely tooheavily on fix-on-failure (Not a recommended maintenance strategy.)
- 47. You would neverfly Fix-On-Failure Airlines
- 48. Now that weget the concept...
- 49.
- 50. Avoid the curseof Shary Bobbins
- 51. Always put safetyfirst
- 52. You are themost valuable piece of equipment
- 53.
- 54.
- 55. Seriously. Check forgases.
- 56. Prevent slips, trips,and falls Carpet pattern designed as if to maximize disorientation CenturyLink Center, Omaha
- 57.
- 58. Keep safety equipmentin good repair Guards Belts Sensors Handrails
- 59.
- 60. Everyone knows quantitativemeasurements
- 61.
- 62.
- 63.
- 64.
- 65.
- 66.
- 67. But qualitative measurementsmatter, too
- 68.
- 69.
- 70.
- 71.
- 72.
- 73. Why take measurements? Andkeep qualitative records?
- 74. From fix-on-failure toanticipation Making the change means collecting and using data
- 75. Not appropriate toeverything
- 76. Litmus test If downtimewould wake you in the middle of the night and a replacement isn't on your own shelf, use some kind of predictive/preventive measurement
- 77. Make it easyto measure and record
- 78. Make it easyto review performance
- 79. Take the timeto review
- 80. I-35W: Calculations were"too much work"
- 81. Take records straightto a tablet or netbook Eliminates handwriting errors Eliminates copying errors Promotes rapid visualization
- 82. Prices are solow, it's highly justifiable
- 83.
- 84.
- 85.
- 86. Charts, checklists, andtask lists
- 87.
- 88. Follow the 7x7rule
- 89. Make it comprehensiblein one look
- 90. Make them easyto digest at a glance
- 91. People like tokeep up unbroken chains
- 92. "X" days withouta safety incident
- 93. Know your indicators Problemindicators Smoke from under the hood Planned indicators Squeaking brakes
- 94. Conduct a post-mortemon failures and incidents What did it cost you? What signals were missed?
- 95. Primary predictive-maintenance indicators Temperatures Oil/lubricantconditions Ultrasonic analysis Vibration Performance trends
- 96. Nobody wants todo the dirtiest job
- 97. Create a culturethat encourages maintenance Starting with ownership of the process
- 98.
- 99.
- 100. A baseline forwhat's right... ...makes it easier to see when something's wrong
- 101. A hidden payback Whenyou practice regular maintenance, you get to know the equipment on an expert level Expert-level understanding makes trouble resolution much faster
- 102. What you havein common with machines Some of the things that make your life more pleasant help equipment, too
- 103. Winter heating Proper heatingin winter prevents freezing
- 104. Summer cooling Well-ventilated motors aremore reliable and more efficient
- 105. Turn better maintenanceinto a game
- 106. Rival departments (orshifts)
- 107.
- 108. Leverage your efforts& improve motivation Friendly rivalries with something on the line (pride or a small wager) raise the level of performance all around
- 109. Make it ameasurable goal with a small wager Doughnuts? Lunch? A round of beers?
- 110. Buddy system aidsinformation-sharing
- 111. Create your own"peer group" Valuable for comparisons in reports
- 112. If you're doingwell The peer group helps you take credit
- 113. If you're doingbadly Peer pressure can motivate improvement
- 114. If you needmore resources The peer group helps you make the case
- 115. Reward good maintenanceideas Multi-thousand-dollar ideas go un-shared because people don't think they'll be rewarded
- 116. Rewards beget buy-in "Youcan achieve amazing progress if you set a clear goal and find a measure that will drive progress toward that goal in a feedback loop." - Bill Gates
- 117. Use mental tricksto help yourself Make maintenance automatic
- 118. Conserve mental energy Don'tmake more choices than necessary
- 119.
- 120. Opt-in versus opt-out Whenthe default option is participation, one-third of people stick with retirement plans who wouldn't have signed up on their own
- 121. Add a thirdchoice to make
- 122. Add a thirdchoice to make
- 123. Batches of three Justclustering tasks and choices in groups of three reduces the mental tax of decision-making
- 124. Conserve mental energyfor what matters "What do you want for dinner?" "I don't know. What do you want?" "I don't know."
- 125. Tools under $25to improve maintenance
- 126.
- 127.
- 128.
- 129.
- 130.
- 131. Custom toolkits forfrequent tasks
- 132.
- 133.
- 134. Zip ties (cableties)
- 135.
- 136. It is notwasteful to duplicate tools If it's the difference between doing the maintenance and not If it saves time on a quick payback period
- 137. Play hurt sometimes Figureout what is adding extra strain, then eliminate it
- 138. Concept and practice:Done. Now...
- 139.
- 140. Get the resourcesyou need
- 141. Explaining to peoplewho don't do maintenance Maybe not even at home
- 142. Give them threeforecasts Best case, worst case, and most likely (Remember: People default to the middle)
- 143. We have toengage people who think: Infrastructure happens by magic The work gets done by people who are beneath them
- 144. Professionals speak upfor themselves CPAs funding "Feed the Pig" commercials Medical journals in the news Trial lawyers making campaign contributions
- 145. We can't betimid about real needs! Worn-out infrastructure is no good for the people actually doing the work, and it does no service to customers
- 146. Reluctant? Why? Too time-consuming? Toomuch effort? No motivation?
- 147. Just because wedon't do it now... ...doesn't mean it goes away. It usually just gets worse.
- 148. If time isshort... Can a better strategy save time?
- 149. If time isshort... Are you valuing the opportunity cost of your time?
- 150. If it requirestoo much effort... Are we just hoping to run out the clock and avoid the eventual catastrophic failure?
- 151. If you're unmotivated... Thinkabout saving yourself a 2 a.m. weekend call
- 152. If it's external,examine why Not enough staff or hours in the day? Not enough funding? No support from "on high"?
- 153. Just because itisn't done ...doesn't mean it doesn't have to be done
- 154. Troubles happen Potholes Bridge collapses(I-35W) Levee failures (Hamburg) Main breaks Sewer backups
- 155. People see (andfeel) potholes
- 156. Water-related utilities arerelatively invisible We have to speak up about the invisible "potholes" in water and sewer systems
- 157. Cost deferral isn'tcost prevention
- 158. Cost deferral isusually cost compounding
- 159. If we don'tcommunicate what we need ...we shouldn't be surprised if we don't get it.
- 160. You have totell them what you need
- 161. Add a littlebit of "Why?" Make it a "Why" that matters to the decision-maker
- 162.
- 163. Euphemisms don't reallyhelp But we must consider real perceptions and their consequences
- 164. Since 1989, peoplehave watched
- 165. ...which is amore compelling title than
- 166. Words really domatter The same food waste is perceived differently when it moves from the garbage can to the compost bin
- 167. Words really domatter Consider the magical transformation from sludge to biosolids
- 168. Honest improvements to"Maintenance" Asset manager Capital-preservation specialist Incident-prevention supervisor Public-health technician Service reliability agent
- 169. Alternative titles toavoid Museum curator Crisis-response team Equipment babysitter
- 170. People rarely askwhat maintenance will cost Or how much good maintenance changes the life expectancy
- 171. Caring for assetsmakes you a: Guardian Conservator Trustee Custodian Steward Fiduciary
- 172. "Cheap" isn't alwayscheap "Cheap" up-front may cost you a fortune
- 173. Doing maintenance rightsaves you grief AVOID PAIN!
- 174. Good maintenance savescustomers money PLEASE THE PEOPLE!
- 175. Summary: Do the rightmaintenance for the right equipment Fix-on-failure, scheduled, preventive, predictive Use your brain as often as your hands Place a real value on maintenance and communicate it
- 176. Questions? Thank you forcoming! Brian Gongol DJ Gongol & Associates 515-223-4144 info@djgongol.com
- 177. References: Cost of anti-terrorism: http://www.pewresearch.org/fact-tank/2013/09/11/u-s-spends-over-16-billion-annually-on-counter- terrorism/ Costof deferred maintenance: http://www.infrastructurereportcard.org/news/ Retirement opt-in participation: http://www.nber.org/bah/summer06/w12009.html Airport security photo (public domain): https://twitter.com/TSAMedia_RossF/status/375424954600157185/photo/1 I-35W "too much work": http://www.startribune.com/local/minneapolis/52124637.html I-35W photo (public domain): http://en.wikipedia.org/wiki/File:I35W_Collapse_-_Day_4_-_Operations_%26_Scene_(95).jpg Osama bin Laden screen capture: http://www.fbi.gov/wanted/topten/usama-bin-laden Aircraft boneyard photo (public domain): http://research.archives.gov/description/6505216 All other photos and illustrations are original work by Brian Gongol. Copyright and all other rights are reserved.