UPTIM

E MAG

AZIN

E

OCT/N

OV 2011

the magazine for maintenance reliability professionals

oct/

nov 1

1

®®

www.uptimemagazine.com

CBMEstimating

Failure Avoidance

Costs

Applying Best Practices to

Improve System Availability

at Metropolitan Sewer District of Greater Cincinnati (MSD)

The of Asset Management

Business

54 oct/nov11

In the maintenance and reliability industry, the definition for proactive is:

• Toactbeforethecostofdoingsoincreases• Toactbeforethenecessityofthesituationdemandsit.

“Agreatmaintenancemanagerseestherelationshipofpoorperformanceandthelackofgoodmaintenanceroutines.”“Poorperformancealways leads to the lackofmaintenance routinesorpoorexecutionofexistingroutines.”

- Rick Mullen, Global Reliability Leader, Anheuser-Busch InBev

Mr.Mullen’sstatementsdrivehomethefactthatamaintenanceman-agerholdsthekeytoaplant,site,ormine’ssuccess.Thatperson’sknowl-edgeofthesite’smaintenancestrategies,howtheyareexecutedandtheireffectiveness is key toa successfulmaintenancemanager. It is also thedifferencebetweenhighperformingandpoorperformingoperations.

Think about Rick Mullen’s statement and its relation to Figure 1.

Whatisthegoalofamaintenancemanager?Toensurethatallmainte-nancepersonnelarealignedandexecutingthecompany’sproactiveworkto standard so that thecompanymeets itsbusinessgoals100%of thetime.

Morning:Themaintenancemanagerbeginsthedaybyspending30to60min-

utesvisitingwitheachmaintenancesupervisorforfiveminutesaftertheirshifthasbeguntolookforabnormalitiesfromthepast24hoursthatmayimpactthisweek’sproductiongoalormaintenance’sschedule.

Example:Breakdownlastnightonlineonecausedproductionlossof

12,000unitsofproductionbecauseof loosebolt; investigationinitiatedbymaintenanceengineering;onemechanicassignedtoassistME.Reportduetomaintenancemanagerwithin48hourswhenthe lossexceedsaspecificamount.

Production Manager Informal Meeting (10 to 15 minutes max): Themaintenancemanagermeetswithproductionmanagementfirsttodeter-mineifanyissueshaveoccurredinthepast24hoursthatheorshewasnotawareof,oranyissuesthatmayarisewithinthenext24hours.Theybothreviewthe24-hourproductionrate,qualityandproblems.

Key Performance Indicator Review (10 minutes):Next,themainte-nancemanagertakesaquicklookatthemaintenanceKeyPerformanceIndicator(KPI)dashboardtoseeifanyproblemsexistormayhappeninthenextweektoonemonth.ThereshouldbeKPIowners listedonthedashboardwhowillsendareport tothemaintenancemanager ifaKPI

RickySmith

A Daily Planner for Effective Maintenance Management

management

maintenancemanagement

Mm

Figure 1

Are You Proactive?

55oct/nov11

is acting in a state thatmaintenanceandproduction leadershipwouldconsiderunacceptable,alongwithanexceptionreportforanyexceptionstoexpectations.Herearesomeexamplesofwhatamaintenancemanagerlooksforinakeyperformanceindicatorreview:

• Emergency versus PM/PdM labor hours (is the PM/PdM programworking?)

• MeanTimeBetweenFailure(MTBF)ofcriticalassets• Production/Qualityratestability• MTBFbymaintenancesupervisors’areas• Preventativemaintenance (PM) complianceusing the10% ruleon

criticalassetsbycrew• Schedulecompliance• Safetyincidentsandnearmisseswithinthepast24hours.

Exceptionreportsaresent tothemaintenancemanager ifanyof theabovemetricsarenotwithintheagreeduponrange.

Plant, Mine, Operations Site Manager Meeting (60 minutes max): Themaintenancemanagertakesabout10minutestodescribeanyissueswithinthepast24hoursthatcausedlossesorissuesthatmaycauselossesinthenextsevendays.Ifadditionaltimeisneededtodiscusstheseitems,thisshouldbeaddressedoutsideofthismeetingwithspecificindividuals.

Plant Visit: Randomly, the maintenance manager should visit eachcrew area to see what is happening. Some-times, a picture truly is worth a thousandwords. The maintenance manager first talkswith the maintenance supervisor to reviewany issues he/she is facing and need to beresolved. A meeting time to discuss the is-suesmaybescheduledlaterintheday,oronanother day, depending on the importanceto themaintenance supervisor.Whileon thevisit,themaintenancemanagergreetsevery-oneandasksoperatorsandmaintainershowthingsaregoing.Themain-tenancemanagergenerallyspendsnomorethan30minutesineachcrewarea.

Guiding Principles for a Proactive Maintenance ManagerLeadership Principles:• Treateveryoneasyourequalanddemonstraterespectandhumble-

ness.• Knoweachmaintenancepersonbyname.• Knoweachplannerbyname.• Taketimetotalktosomeonewhohasanissueatascheduledtimeand

place,andrespondbacktothatpersonwithin48hours.Makeitpolicy.• Maintenancemanagement shouldnotbe rudeor reporton trivial

thingsthatdonotmattertoanyoneintheorganization.

• Knowyourselfandseekself-improvementeveryday.• Neveraskanyonetoexecuteataskyouwouldnotdoyourself.• Treatothersasyouwouldliketobetreated;putyourselfintheirposi-

tion.Organization Principles• Randomly check on planning, scheduling, stores and tool storage

areas.• Requirewrenchtimestudiesbeconductedofeachcrewbyspecific

crewmembersaftertheyhavebeentrainedandcertifiedinthepro-cess.Theseshouldbeconductedeverythreetosixmonthsdepend-ingonprevioustrends.Allreportsshouldbepresentedtothemain-tenancemanagerby themaintenancesupervisorandnooneelse.Thisshouldbeaprivateconversation.

• Ensurethatworkorderdataisundercontrolandprovidingaccuratereports.

• EnsurethataFailureReporting,AnalysisandCorrectiveActionSys-tem(FRACAS)isownedbyeachmaintenancesupervisorandrequestmonthlyreportsfromthem.

Management Principles• GuideyourorganizationthroughtheuseofKPIssoyouknowyour

groupisheadedintherightdirection.IfaKPIisdrivinginthewrongdirection,initiateateamtoidentifytheproblemandrecommendasolutionwithin48hours.

• PostonlyKPIsthatmaybeimportanttoeachmaintenancecrew.• Require a 30-minute Single Point Lesson tobepresented anddis-

cussedby each crewon aweekly basis.These trainingworkshopsshould be technical in nature, not safety related. Safetymeetingsshouldbescheduledseparately.

• MaintenanceandReliabilityEngineeringshouldhavedirectaccesstothemaintenancemanagerduringspecifichoursoftheweekandexceptionsshouldonlybemadeonanemergencybasis.

Maintenancemanagersholdthekeytosuccessorfailureofanymain-tenanceorganization.Ifthemanagerisweak,thenhe/shemustbegivenassistancefirstandonlyremovedfromthepositionafterathree-monthperiodofnotshowingimprovement.

Proactivemaintenancemanagersaretheunsungheroesofanyorgani-zation.Peoplelookuptothemwithrespectandcalmness,evenintoughsituations. It’s a difficult job, butmaintenancemanagerswho feel theyhaveareasthatneedfurtherdevelopmentshouldfindamentortoassistthem.Justbesurethementoriscompetentandstudious.

Ricky Smith, CMRP, CPMM, is the Senior Technical Advisor for Allied Reliability. Ricky has over 30 years in maintenance as a maintenance manager, maintenance supervisor, maintenance engineer, maintenance training specialist and maintenance consultant, and is a well-known published author. www.gpallied.com

Figure 2 - MTBF Example

Require a 30-minute Single Point Lesson to be presented and discussed by

each crew on a weekly basis.

Are You Proactive?