Focus on Reliability

Six Steps to build the Maintenance Schedule

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Struggling 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

Trading Places - Maintenance Skills replaced by YouTube?

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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

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‘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

CMMS Friend or Foe (Part 2)

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We left off  the last post talking about the value of measuring PM Compliance in our CMMS. Many organizations use the +/- 10 % rule, whereby if they complete the PM within 10% of the frequency it is considered to be compliant. Now this is a good measure if you are looking to determine whether you get the PMs issued and completed on time but what else does it tell you about the PM – what does it tell you about how the PM was completed or whether we have prevented or mitigated a failure (the purpose of PMs)? The answer is – next to nothing and over the years I have seen many a PM completed from the comfort of the lunchroom and PMs that don’t really explain what it is they are there for.

Topics: Maintenance Management CMMS/ EAM

Focus on Reliability | Reactive Maintenance | The Human Cost

In the industrial world, the corporate and site leadership is focused on creating shareholder value and profit. They accomplish this by managing people, the human capital within the organization. These concepts are by-products of the MBA curriculum  taught at many business schools. But are we missing something?

Topics: Maintenance Management

Focus on Reliability | Change Management | Words of a Maintenance Guru

There once was a maintenance maintenance-pm-preventive-maintenance-People-and-Processesguru who tried to help explain the challenges of improving the performance of maintenance departments and the need for change to achieve it.

To set the scene he said that the definition of insanity is to do the same thing every day and to expect different results. He had obviously seen those organizations that continue to do the same PMs each week even though they experience failures! I wonder if he saw that the backlog list was getting longer and longer even though they planned and scheduled their work only to have the schedule blown apart by breakdowns and those ‘emotional’ jobs that take precedence – just because. What about the repeat failures that we just keep repairing without figuring out why they keep happening? Insanity – well if not completely then very close to it.

Topics: Maintenance Management Leadership and Supervision

Focus on Reliability | Best Practices | Continuous Improvement

Sharing-knowledge-on-maintenance-and-reliability

Another guest post from Trent Phillips.

Topics: Maintenance Management Training Organization Leadership and Supervision

Focus on Reliability | Maintenance Backlog | The Goldilocks Principle

understanding maintenance backlog conceptsWelcome to another guest post from our friend, Trent Phillips.

Topics: Planning and Scheduling Maintenance Management CMMS/ EAM Maintenance Planning Scheduling

Focus on Reliability |Safety Work Orders | Should all have Top Priority?

establishing maintenance work order priority with safety items

We pleased this week to have a guest blogger to provide insights to the People and Processes Focus on Reliability blog.  Please welcome my good friend, Trent Phillips from Novelis.  With this post, Trent addresses a common topic that I frequently hear almost everywhere.

Topics: Planning and Scheduling Maintenance Management CMMS/ EAM Maintenance Planning Scheduling

Focus on Reliability |Maintenance Planning Scheduling | A Plague Lurks

Maintenance Planning and SchedulingI was recently conducting a Maintenance Planning and Scheduling course onsite.  As with all of the classes that I facilitate, I make an effort to learn about those in attendance on a more personal level.  This class was no different and shortly, I learned about the work history of several people.  One had been there for 44 years, another for 37, and a third for 31 years. The guy who had been there for 44 years was 70 years old and because of his in-depth knowledge, they were asking him to stay around a few more years.  It’s not out of financial need that he stays but a sense of duty and loyalty.

In Maintenance Planning and Scheduling courses, we always talk about the Job Plan and its use in developing precision maintenance procedures.  In the case of these veterans, the Job Plan also serves as a tool to capture their knowledge for use as a training tool later.  All too often, I see this concept ignored.  With many of the organizations that I visit, I often find the average age of the workforce at 57 years and beyond.  Without tools like the Job Plan, how can we expect to capture that knowledge prior to those individuals leaving?  How will you train those who will be needed to fill the veterans shoes?  How many of you are using the Job Plan to capture that knowledge?

Cheers, Jeff Shiver

Get more information on how to improve your maintenance planning and scheduling processes or learn how we guide you to success in the process here. There you will find our training courses, planner coaching, assessment, and more resources.

Topics: Planning and Scheduling Maintenance Management