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MRO Tip Plan for Unplanned Maintenance – Minimize MRO RiskA reliable availability of parts is required for good preventative maintenance procedures. For planned, scheduled maintenance, providing the necessary parts availability is routine. But unplanned maintenance happens and parts availability is equally (or even more) important to reduce the impact on operations resulting from unexpected breakdowns. Plan the MRO inventory quantities in advance to reduce risk. Ask how severe would be the impact if maintenance had to wait for a vendor to supply a missing part. High criticality items with long lead times deserve higher stock levels. Tip provided by by Ellen Kurr Failures don’t have to happen.This is an attitude; a philosophy; a way of thinking. Reactive organisations expect failures to occur and position their resources to repair the failures as quickly as possible. This typically means lots of spare parts in stores and maintenance coverage around the clock. Although it sounds logical on the surface, it is the most expensive management philosophy you can have. Proactive organisations realize that the fastest repairman in the world is not as fast as the craftsman that did not allow the failure to happen in the first place. They do not expect failures to occur; if one does, they seek to understand why it happened. - Something had to cause it, whether a design problem, a faulty part, an error by an operator, or a problem with the maintenance strategy. The important point is that you should not accept an equipment failure without asking that most powerful word, “WHY”. Failures represent the most expensive information you can get, and therefore the most valuable. Not only do you incur the cost of the repair, but also the cost of downtime. Perform “post-mortems” on failed components and perform root cause analysis to learn the causes of failures so that this money is not spent in vain. Tip provided by Management Resources Group Change Management TipEight elements are required for effective change in maintenance and reliability:
Each of these elements are important for a successful change initiative on their own, but they are even more important when considered as a collective whole. Tip excerpted from “You Say You Want An Evolution” by Steve Thomas, Uptime Magazine May 2007 Reliability and Maintenance TipIn the Reliability and Maintenance Industry, there is a rule that is often broken: Tools such as RCM, CBM, Lean Maintenance, TPM, etc. are designed to help the business understand the budget requirements of optimal Reliability and Maintenance program. They are not designed to make Reliability and Maintenance program fit a specific budget. This error has led to the collapse and disaster of many maintenance program attempts. The concept of Reliability and Maintenance is to provide an investment into capital assets in such a way that the optimum investment provides the maximum return on that asset. Excessive maintenance or a lack of maintenance will both have a similar impact: Significant negative bottom line impact on the business as a whole. Professional financial investors work and study hard to determine how to invest early (minimal investment) and rise with a stock before selling at the peak possible price (maximum return). The same rules apply for excellence in Reliability and Maintenance. The objective is to perform the correct maintenance at the correct time on the correct equipment for the correct reasons. This allows both a minimal investment in the asset with the ability to detect equipment degradation ahead of time. A condition based maintenance strategy will also allow the early detection of issues in such a way that the company can obtain the maximum life of that asset prior to correcting the problem before a loss occurs. In effect, getting the maximum return before the price falls. Once in a while a miss may occur – equipment can be as finicky as the markets. Tip provided by Howard W Penrose, Ph.D., CMRP SUCCESS by DESIGN http://www.motordoc.net <http://rcm.c.topica.com/maafwVZabxSWrbfz21IeafpKqK/> <http://rcm.c.topica.com/maafwV1abxumKbfz21IeafpKqK/> The Ice Cold 6-Pack: Quick & Dirty Tactics For Immediate Maintenance Results From the authors of The Dirty Dozen: 12 Ways to Wreck Your Maintenance Program If you want to change how your maintenance program performs, you have to
change what you are doing. The usual response is to clean up the inventory using brute force. Assign a team of people to work their way through thousands of parts, mountains of records and uncountable “secret” storage areas to get organized. I can almost hear the plant manager screaming, “Show me the payback!” from here. Instead, focus on the broken process. Hold a short meeting with key personnel to review how parts get stocked. Change the process so that new parts are carefully evaluated before stocking them, that new parts get added to the bill of material for equipment that will use them and you remove the spare parts from inventory when the machine is retired. In an hour or two, you will have stopped the bleeding. What about the existing mess? Wait until the end of the meeting, keep your mouth shut, and let the Operations representative you invited ask, “What are we going to do about the parts that are in the storeroom already?” Now, you have the support you need to do something about the mess. Leverage. Tune in next week as Quick & Dirty Tactic #2 addresses rampant abuse of emergency work. Tip provided by Nobreakdowns.com Tactic #2: Stop Drinking From the Fire HoseFrom the authors of The Dirty Dozen: 12 Ways to Wreck Your Maintenance Program Have you ever dealt with an “emergency” work order to fix a coffee maker, paint an office or assemble a desk? We call these jobs “emotional emergencies”. We know a site that generated 1000+ emergency work orders per month, most of which were emotional in nature. This is like drinking from a fire hose! To become more proactive, you need time to plan and execute your work according to a schedule. How do we disconnect from roaring flow of “emergency” demands to focus on tasks that increase reliability? The answer is to prioritise your work. Build a prioritisation system that is easy to understand, so anyone can use it properly. People demand instant service when they don’t trust that maintenance will meet their needs unless they scream and wave their arms in the air every time something needs to be done. Honesty on the part of the requester and maintenance is what makes the system work. It is an enormous victory when people begin requesting work to be completed by the date they really need it, and maintenance responds to those requests with remarkable service. The site we mentioned earlier now has only one or two true emergency work orders monthly. Stop drinking from the fire hose today! Tip provided by Nobreakdowns.com The Ice Cold 6-Pack: Quick & Dirty Tactics For Immediate Maintenance Results Tactic #3: Supercharge Your Planning EffortFrom the authors of The Dirty Dozen: 12 Ways to Wreck Your Maintenance Program We know that planned work is more efficient than unplanned work. 50% reductions in maintenance costs are routinely achieved through planning, and we have witnessed 75% reductions. So why do so many facilities continue to do ridiculous amounts of reactive work? First, good planning is a challenge, and maintenance planners are as difficult to find as an engineer who can relate to others. Planners are not cheap, and the role tends to be understaffed and often short on skills. If this sounds like your site, don’t ignore it. Second, people will do just about anything to avoid reading a written plan. This is the root cause of strange looking and non-functional toys assembled by parents without consulting the instructions. Well-written job plans that are never read are worthless. So, what’s the answer? This little trick works wonders: Reduce your spare parts inventory. A lot. Empty every rat hole you can find. Once you do this, it will be almost impossible to do a job without planning, because there will be no parts available for unplanned jobs. Work will be planned, and people will read the job plans because that is the only way work can get done. You have essentially made the hard road into the easy one. Once you are done hyperventilating, take a sip of coffee and consider this idea. You need to clean up the storeroom anyway. Why not use one good task to accomplish another? Next week, we will share a tactic that will help you to reduce your inventory safely and do some other nearly magical things. Stay tuned. Tip provided by Nobreakdowns.com The Dirty Dozen: 12 Ways to Wreck Your Maintenance Program Make Sure Everyone Works 60+ Hours a Week (7 of 12)It’s thrilling to know that there are so many ways to manipulate and mould the lives of others when you know the tricks for wrecking a maintenance organisation, or any organisation for that matter. One popular method for driving moral down and creating an environment of distrust is to establish an unwritten rule that people who want to succeed will work at least 60 hours per week. You can establish some fictional starting and ending times for the workday (say 8am – 4pm), and these are an essential part of your system. Anyone who manages to organise and plan well enough to go home “on time” can be easily identified and reassigned to night shift, weekend duty, or given more work to do until they break. The company does not need people to work unnecessarily long hours in most cases. In fact, we know that it doesn’t increase output, and results in more mistakes and stress. The system you are building should be designed to create an environment of competition, so everyone feels that they must outlast each other in order to survive. People will create tasks for themselves to look busy, and remain at work for hours after their real work is done. It is in your best interest as a wrecker to ensure that each person regularly misses important family events, and feels compelled to work when they are ill just to please you. Tune in next week as we continue to expose the secret lives of seriously disturbed maintenance “professionals” with The Dirty Dozen Tip #8: Never Say “Thank You”. “Tip” provided by NoBreakDowns.com The Dirty Dozen: 12 Ways to Wreck Your Maintenance Program If You Make a Mistake, Blame Others & Emphasize by Pointing and Laughing (10 of 12)In order to remain in control of your destiny as a total tyrant, you must never allow yourself to be associated with any error. Even if you make a mistake, however unlikely, always have a backup plan to dump the blame on another person. Ideally, you should select someone you don’t like, or someone who can be easily discredited. For example, you decide to have the maintenance technicians work dayshift only, and leave the plant without maintenance coverage for 16 hours per day. Even though you are dealing with massive amounts of emergency work due to your reactive culture, you persist in the belief that your plan will work. Upon implementation of this plan, you immediately shut down the facility, bringing it to its knees due to rampant equipment failures. Rather than being held accountable for this disaster, you kick your backup plan into gear. You point your finger at your boss, and say, “Barney said it was a good idea. That crazy guy! I told him we would go down smoking, but he wouldn’t listen. I had to do what he said, but I am standing my ground now, and I am willing to take the reins. Barney, you are a fraud, and you must be dealt with harshly!” BINGO! You are the boss, and the power goes right to your head like a carnival ride. You wrecked the program, you wrecked someone’s career, AND you got a raise. If you can do this on a Friday, you even get a weekend of rest before you return on Monday to continue wrecking the program. Tune in next week as we continue to expose the secret lives of seriously disturbed maintenance “professionals” with The Dirty Dozen Tip #11: Put Your Fingers in Your Ears if You Are Given Feedback. “Tip” provided by NoBreakDowns.com <http://rcm.c.topica.com/maafwWuabvYoVbfz21IeafpKqK/> Put Your Fingers in Your Ears if You Are Given Feedback (11 of 12)If you remember back to the first tip in this series, we discussed the importance of communication to any healthy maintenance organisation. Communication includes listening skills, and the destruction of the maintenance process requires you to completely ignore any feedback you receive. People who care about their work, and want to improve their workplace will come to you with ideas and suggestions for changes that could be beneficial. Wave them off, close you door and forget about it. When they are talking, constantly look at your watch, and change the subject often. If someone says that they have something important to tell you, ask them if they would like to hear a story about your childhood, or what you had for dinner a few weeks ago. Make sure they understand that you don’t want to hear anything they have to share. In the extreme case where you have to endure a person giving you feedback about your own performance, it is OK to receive positive comments, particularly if someone else is listening. If the feedback is negative, put your fingers in your ears and sing a song loudly until they give up and walk away. After all, negative feedback must be inaccurate, since you are invincible. Tune in next week as we continue to expose the secret lives of seriously disturbed maintenance “professionals” with The Dirty Dozen Tip #12: Walk Away From the Challenge. “Tip” provided by NoBreakDowns.com Walk Away From the Challenge (12 of 12)Over the past 3 months, we have shared The Dirty Dozen: 12 Ways to Wreck Your Maintenance Program, poking a little sarcastic fun at the dark side of the maintenance profession. The idea for approaching maintenance excellence from the worst-case point of view came from our observations of extremely reactive maintenance organisations struggling, and often failing, to become proactive. We wondered what would happen if we featured a model for bad behaviour instead of the usual “This is what you should be doing” approach, exposing the damage that is viewed as normal just because it is familiar. Would it be possible to create an environment where it isn’t OK anymore to waste money, talent and production to fight fires continuously? Could we shout out that the emperor wears no clothes, and generate the energy to help the toughest cases become proactive? Imagine being a person who has been a Master of the Dirty Dozen for years. Maybe you don’t have to imagine it? Everyone could see that your behaviour was deadly to the well being of the operation, once they were made aware of it. This common vision would allow us to work together to learn and change. It’s not about firing people who made mistakes, or placing blame. Those who have damaged the process in the past have tremendously valuable insight into fixing problems in the future, once they understand the stakes. The last of the Dirty Dozen ways that you can wreck your maintenance program is to walk away from the challenge to do something differently today. If you are dealing with equipment failures and emergencies on a daily basis, that is proof that your process is broken. It doesn’t have to be that way. Don’t let anyone tell you different. “Tip” provided by NoBreakDowns.com |
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