Download pdf - Why should you use repeatable maintenance procedures?

Copyright 2013 GPAllied

Presented by: Ricky Smith, CMRP

Why Use Repeatable Procedures


Why Repeatable Job Procedures? Description Probability

General rate for errors involving very high stress levels - Maintenance 30%

Complicated non-routine task, with stress 30%

Supervisor does not recognize the operator’s error 10%

Non-routine operation, with other duties at the same time 10%

Operator fails to act correctly in the first 30 minutes of stressful emergency situations 10%

Errors in simple arithmetic with self-checking 3%

General error rate for oral communication 3%

Failure to return the manually operated test valve to the correct configuration after maintenance 1%

Operator fails to act correctly after the first few hours in a high stress scenario 1%

General error of omission 1%

General error rate for an act performed incorrectly 0.3%

Error in simple routine operation 0.1%

Selection of the wrong switch (dissimilar in shape) 0.1%

Selection of a key-operated switch rather that a non-key-operated switch (EOC) 0.01%

Human performance limit: single operator 0.01%

Human performance limit: team of mechanics performing a well-designed task 0.001%


Why Repeatable Procedures?

“not using repeatable, effective procedures results in monetary losses”


How good are you at performing work to standard?


Do you sometime miss what is important?


It isn’t what you know that will kill you, it what you don’t know that will


Could everyone perform a task the same way?


Does your team experience Human Induced Failures

Time

Infant Mortality Pattern F = 68%


Reactive Maintenance Attributes • Ineffective or No Planning and Scheduling • PM Compliance has a wide variance • Performing PM on Equipment that continues to

breakdown • Overnight deliveries sit for weeks, months • Everyone works as hard as they can with little if any

movement seen toward proactive • Storeroom is Chaos (people standing in line at

7:00am waiting on parts)


What percent of your failures are human induced? • 10% • 20% • 50% • 70% • Studies say 70-80% • What percentage can we stop or reduce? • How can you reduced them? • Do you have the discipline? • Can you change the way every thinks – top to

bottom in the organization?


Maintenance Issues • Most maintenance staff actually work 2-4 hours a day

- Effective Direct work is low – Lack of effective Planning – Lack of effective Scheduling

• 70-80 % of equipment failures are Human-INDUCED – Not using a Torque Wrench – Not knowing specifications – Not having the right part at the right time – Improperly handling and installing bearings – No Repeatable PM, Corrective, Lube Procedures

Is this problem serious? It cannot be that bad!


“Your system is perfectly designed to give you the results you get”

– W. Deming PhD


“We have learned to live in a world of mistakes and defective products as if they were necessary to life”

– Dr. W. Edward Deming


“A Proactive Reliability Process is a supply chain. If a step in the process is skipped, or performed at a substandard level, the process creates defects known as failures. The output of a healthy reliability process is optimal asset reliability at optimal cost.”

― Ron Thomas, Retired Reliability Director, Dofasco Steel

Presenter

Presentation Notes

I learned from one of the masters of Reliability at Dofasco, Ron Thomas Sr Reliability Practitioner, who would sum up our presentation with this statement: The Proactive Asset Reliability Process is a supply chain. If a step in the process is skipped, or performed at a substandard level, the process creates defects known as failures. The output of a healthy reliability process is optimal asset reliability at optimal cost.


Effects of Improper Installation or Maintenance


Early Identification of a Defect


How do we resolve this Problem?


Developing and Executing Work Procedures? • Quantitative Preventive Maintenance • Corrective Maintenance • Operator Care • Lubrication


Why are Work Procedures Important?

• Repeatable process • Capture knowledge • Train new employees • Reduce self induced failures


Implement a Repeatable Process • What is required to ensure you have a repeatable

process? – Step by Step Procedures – Specifications / Standards – Required Parts – Potential Parts – Special Tools (Core Drill) – Special Equipment (60 JLG Lift) – Craft and Number of Each Craft – Special Permits


We want to Capture Knowledge • Knowledge from Experience maintenance personnel • Knowledge gained from RCA • Knowledge gained from similar work • All RCM and FMEA results


Train “New” Employees (What about current employees?)

• Use work procedures as training tool • Ensuring everyone is trained to same standard • Ensure everyone is trained and qualified to use

special tools • If new information presents itself, change the

procedure • Use for qualification and certification

– Critical Procedures • Rebuild a large worm drive gearbox • Clean hydraulic reservoir


Reduce (eliminate) Self Induced Failures (70-80%?)

• What are your current self induced failures – Use Failure Codes, Cause Codes, and Action

Codes – Measure Rework – Measure Mean Time Between Failure

• Ensure everyone employs the same standards, specifications

• Ensure all work is repeatable • Ensure the right tool is applied in the proper manner

– Torque Wrench, Bearing Heater, etc.


At What level should procedures be written? • Lowest level conceivable • Simple – Apply KISS Method • Complexity if acceptable as well if required


1st Step Begin the conversation

Tool Box Talk - https://app.box.com/s/7ncbvjr9ndsbpzdyvqii

https://app.box.com/s/7ncbvjr9ndsbpzdyvqii


Introduction to Human Factors Engineering

Do you see the problem? Are you going to solve the problem

•HFE - 26


Steps to success • Awareness

• Begin the conversation – Tool Box Talk • Action

• Train a couple maintenance personnel as procedure specialist

• Develop new procedures on critical assets first • Measure the results and post for all to see

(good or bad) • Adjust as needed • Continue the journey


Questions?

Contact Ricky Smith CMRP [email protected]