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What does a proactive maintenance managers day look like, check out his DILO for a Proactive Maintenance Manager.
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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?