Focus on Reliability

Are your KPIs REALLY your KPIs?

pain-point-people-and-processes.jpgOver the years I’ve had many conversations with organizations around KPIs – what they are, and equally as important, why they are. When I’ve asked why people measure what they do, I have received several different answers, ranging from:

Topics: Maintenance Management Key Performance Indicators or Metrics

Partnerships in Planning and Scheduling

Partnership.jpg

Recently, after our Planning and Scheduling Webinar, a question came up around the partnership between Operations and Maintenance in the Scheduling process. The observation from the enquirer was that even though the Planning process may be moving along nicely the partnership in the Scheduling process seems to lag behind. So, what can we do to accelerate the strong partnership between the groups?

Topics: Maintenance Planning Scheduling

I Just Can’t Get Buy In (Part 2)

Change Management - People and ProcessesIn the first blog entitled ‘I Just Can’t Get Buy In’ we concluded that when we find ourselves in a situation where Change hasn’t gone the way we wanted, we have no option but to trace the steps back and find out where the initiative went off track. In the example, we used which involved moving from one on one shift communications to computer recorded, it was that some employees had English as a second language. Quite often it is not something as drastic as that but no matter what the reason for the sidetrack it is only recognized after a failure. This approach is very much like employing Reactive Maintenance as your maintenance strategy – we wait until something fails and do whatever we need to fix it.

Topics: Maintenance Management Training Maintenance and Reliability Maintenance training

Advancing the Crafts

For many organizations, finding qualified maintenance technicians is a real challenge. While not a new problem, it is becoming much more pronounced depending on their level of pay and geographical location. More companies are looking internally with the intent of developing their own workforce to take on new responsibilities.

Topics: Training

Don't Get Stuck. Start here!

Maintenance and Reliability for Managers Jeff ShiverOrganizations typically fall into one of three categories. Reactive, emerging proactive, and proactive. Then we have those organizations that were proactive but have fallen back into the reactive cycle of despair. The statistic of over 60% of all organizations being reactive in their maintenance processes probably doesn’t surprise many of you, especially if you live in that environment.

Topics: Assessment Benchmarking Gap Analysis

Six Steps to build the Maintenance Schedule

Maintenance-Schedule-600024566.jpgStruggling to put together a complete weekly schedule? It may surprise you, but you’re not alone.  Although the processes of work execution (preventive and predictive programs, planning, scheduling, coordination, storeroom and production partnerships) are foundational, many groups struggle to put it all together well. Without this foundation, more advanced concepts fizzle out quickly. Frustration ensues. There are many pieces that need to align to complete the entire work execution puzzle. To start, let's focus on developing the weekly maintenance schedule. There are some basic steps that you should address to move things forward.

Topics: Maintenance Management Maintenance Planning Scheduling

I Just Can’t Get Buy-In

Barriers to Maintenance SupervisionMany times we hear this refrain along with, “I’ve told them what needs to be done, but they don’t seem interested!” Who is “them?” It could be your boss, your peers, or those working in the same department. If you’re a Maintenance and Reliability leader, it could be the tradespeople you work with – but it doesn’t matter who it is, the problem’s the same. You have identified a need for change, someone has told you that you need to change or you’ve simply been given the change to implement. Of the three, the last is the most difficult as the actual change has been foisted upon you and so hopefully the person doing the foisting has read this article and found a way to get your buy-in!

Topics: Leadership and Supervision

If You Don’t Know Where You’re Going, Any Road Will Get You There

Maintenance-assessment-gap-analysis-People-and-ProcessesAlthough these exact words do not appear in Lewis Carroll’s ‘Alice in Wonderland’ the conversation between The Cat and Alice captures the sentiment that you need to have a goal in mind if you are planning a journey. The actual words

Topics: Assessment Benchmarking Gap Analysis

Trading Places - Maintenance Skills replaced by YouTube?

Maintenance-skills-training-crafts-trades

Why is it that we find a the last names Wainwright, Cooper, and a Fletcher in telephone directory listings today? Will it be long before we see the last name Millwright there? For those who are wondering what I’m talking about I’ll explain – a Wainwright was a skilled builder of wagons, a Cooper skillfully made barrels. An arrow only flew true because they were made by the highly skilled Fletcher. So before they became surnames, they were skilled trades that have all but disappeared. So why do I suggest that Millwright may go the way of the Dodo?

Topics: Maintenance Management Training maintenance skills maintenance skills training

Partnerships – The Key to Success

Establishing-maintenance-partnerships

‘What idiot decided to put that valve up there?’

“And how exactly are we supposed to get that pump out of there?’

‘How come you’ve got to fix it again – you fixed it last week?’

‘Well if you would just operate properly then it wouldn’t be broken all of the time’

How many times have you heard statements like these? I know I have heard them many times no matter what industry or what organization. Are they fair comments or are the prejudiced or biased – are they simply people making excuses or are they symptoms of a very common problem? This common problem occurs when the design engineers get the equipment installed without consulting operations and maintenance and then simply hand over the keys. Or when you have a culture where operations owns it when it’s running but maintenance owns it when it’s failed – no matter the reason for the failure.

Topics: Maintenance Management