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Showing content with the highest reputation since 05/05/2020 in all areas

  1. 1 point
    Hi Andre & Raul, Good day and thank you for bring light to this topic. Andre, I like your list of KPIs as it is a starting point for companies to embrace and record their journey through growth. Raul and I had spent a few months discussing the importance of this topic, especially with regards to the types of KPIs and implementation strategies thereof. When I started working for the company I am presently with over 2 years ago, there were no KPIs at all because the company was not utilizing anything above 5% to 10% utilization of its CMMS System. Immediately this should raise a lot of red flags for anyone reading this. We are 2 decades into the millennium and here I am in a company comprised of 12 plants that literally capture no useful data, if any at all. So, with this said, a lot has transpired over the past two years and now I am in a position to assist with this endeavor. So, I needed to share this bit of information to continue on with the next. If a company has not embraced the importance of maintenance and reliability and has developed a culture focused on throughput and profits from micromanaging costs, you can imagine the mountain to climb and massive limited belief systems in place that must be overcome with replaced with new empowering beliefs. Thus said, as we move forward to climb this mountain, the KPIs we are introducing are as much a set of rudimentary data audit type reporting tools as they are KPIs. My challenge right now is to 1. Carefully and strategically use common data code sets, fields and methodologies to capture useful, meaningful data for the purpose of cultural change and improved operations. 2. Provide the necessary tools and training to input data. 3. Have departments and people held accountable towards the collection of this data. 4. Support, mentor, motivate and coach all involved to move this endeavor forward. In short, the plan is to combine a rational and emotional approach to this journey. I am sure that there are hundreds if not thousands of other companies experiencing the same scenario either in part or whole. Thus the important goal here is to help each other understand the issues at hand and support each other to reach resolves. I am in the midst of finalizing the introductory KPIs for our company and will share them in a follow up post. It is always a pleasure to read your shared thoughts and experiences and I am always open to any feedback that both of you and the others in this community can offer. Have a great day! Jim
  2. 1 point
    Hi @Andrej, That is correct. We started this discussion in January on the "MTBF: How have you been using the Mean Time Between Failures metric?". The idea of creating this topic came exactly from that discussion. In regards to these standards, I like them not only due to the fact that it makes benchmarking easier, but also it also helps avoiding KPIs that will mislead the team members when making decisions, as it is less likely that they have been wrongfully input. Unfortunately, it is quite common finding indicators that had their data selected so the results would "look better". Great suggestion. Totally agree. Regards, Raul Martins
  3. 1 point
    Hi @Raul Martins there were some discussions on KPIs already in one of the Preventive Maintenance discussions in January and this is indeed a very important topic. KPIs cover broad aspects of maintenance management and they can be categorized as: · economic, · technical and · organisational. This is also the approach of the international standard EN 15341 Maintenance - Maintenance Key Performance Indicators, which I refer to very often. It proposes a huge number of KPIs, so it is absolutely necessary to selective and specific for the purpose. For monitoring the performance of the maintenance process(es) specifically, there is another useful standard, EN 17007 Maintenance process and associated indicators, which is a very thorough and systematic presentation of different (sub)processes in maintenance and associated metrics for each one of them. The reason one may want to consider using standardized KPIs is that the definitions are very clear which also makes potential benchmarking easier. For those not fond of standards, I would recommend a book Developing Performance Indicators for Managing Maintenance by Terry Wireman. Unfortunately, there is no one-size-fits-all approach. Hence, every facility has to look into their own situation and goals they want to achieve in order to define the right set of KPI's. For the practitioners that are about to start using them, my advice would be to start with no more than 10 and to add or change them later on - when the maturity of maintenance processes grows. Besides selecting the KPIs it is also crucial to set the target values which you want to follow and those need to reflect the strategic business goals of the company wherever possible. So, at the end of the day, maintenance KPIs are not exclusively a matter of Maintenance Department, but should also be aligned with internal customers and top management. Back to the initial question; my personal perception of the items in the table is that, even though we can consider all of them as metrics, the 2nd and 3rd are more of useful analytical items than KPIs. Yet, they are useful for sure. If I try to make a suggestion on a few more KPI's to be added to the list above when starting the journey, the following should prove to be useful in most cases: total maintenance costs vs. budget, immediate corrective / deferred corrective / preventive maintenance costs vs. total maintenance costs, Number of immediate corrective / deferred corrective /preventive maintenance Work Orders vs. total maintenance Work Orders, immediate corrective / deferred corrective / preventive maintenance man-hours vs. total maintenance man-hours, Number of maintenance man-hours recorded on WOs vs, total maintenance man-hours. It should be emphasized again that there need to be a sufficient size and precision of input data to make any KPI meaningful and actionable. And while this discussion is part of the Planning & Scheduling, it should be noted that the WO process in the CMMS/EAM has to allow for the parameters which enable the KPI calculation and reporting. And all involved in the WO process need to be very disciplined otherwise neither the process nor the KPIs will work. Quite often, some KPIs cannot simply be calculated by CMMS/EAM and may require interfaces with systems like SCADA, Operations Management System, Business Intelligence or even some manual effort to arrive to them - yes, even in the 21st century :). Let me conclude with a suggestion that setting and tracking the KPIs should be encouraged even if they are not yet completely accurate. We can at least start observing trends and react on them with due caution. In its essence, Maintenance Management is a continuous improvement process and KPIs can be a very useful tool. And, as any other tool - it has to be repaired or changed from time to time... Best regards, Andrej
  4. 1 point
    Hi @Jim Vantyghem, I absolutely agree with your thoughts and that's why I mentioned the PCT in my response on May 12. The Prosci's Project Change Triangle (PCT) is about the three necessary constituents of any change project - Sponsorship/Leadership, Project Management and Change Management. While PM is mostly about technical aspect of the project, CM is all about people as human beings and their needs which have to be met should we want the change to succeed. And the reason Prosci has introduced so called ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) elements, is exactly related with teh need for change at individual level, when an organizational change is to be achieved. In my understanding, the sponsorship has been more exposed in the latest few messages just because we wanted to point out that is but a must, yet often missed. As mentioned, it is one of the three PCT elements and if any of them is missing, the chances for the change to be successful are very slim. I am not trying to advocate Prosci's methodology as the only viable one - there are several others out there (John Kotter's is also very well known and widely used). I like ti as it is very well structured, based on 20 year+ research worldwide and I have personally positive experience with in practice. You may want to visit https://www.prosci.com/, where wealth of useful information, articles, webinars and even on-line trainings can be found. Best regards, Andrej
  5. 1 point
    The connection could be either with engineers from the maintenance team or with OEM (if there is a technical support contract )
  6. 1 point
    I would definitely agree with Erik that this is a topic worthy of more discussion. In the early 90s, as a maintenance manager, I had noticed the trend of so called repairs being associated to equipment setup or human errors. In this particular facility, it was the responsibility for the operators to setup equipment. The maintenance staff had been frustrated by this situations and thus, we set in place the following plan. 1. Using the functionality of the PM work order generation application, we had created blanket work orders with a change to the WO type code so as to read SETUP instead of PM. 2. The blanket work orders were created and set to generate utilizing a PM fixed rule of monthly (1st day of the month) only for those pieces of equipment that required a production run setup or required adjustments. 3. The work orders were not printed upon generation but instead a custom report had been created, filtered by work order type SETUP and via a date range, which listed all the equipment or Asset #, name and blanket work order number. The information was sorted by department and one page of the report held approximately 25 - 30 lines of equipment / SETUP blanket work order numbers. 4. Each maintenance person had been given this report at the beginning of each month. The SETUP blanket work orders from the previous month were closed and coded as completed. 5. If a maintenance person was faced with a process or equipment setup issue, they would log their labor hours against the blanket work order in the CMMS software, along with indicating the operators name and a bullet point mention of what had to be adjusted in the comment section. NOTE: I have and continue to advocate that reporting with a dollar value as a much more impact towards getting someone's attention. With this said, the total cost for the year for the SETUP issues equated to $28,000 CAD. Now, back in the early 90s this equates to a lot of money spend on non value added maintenance activities. In addition, imagine the impact on lost throughput, lack of time to complete PM inspections, repairs, projects etc. I would hazard to guess that the value of $28K could easily have been increased by a factor of 10+. Now imagine if we would have captured the other categorized human error based issues. Following this, I had conducted a social experiment at this time as well as related to a SEE, HEAR, and TOUCH approach training program for production operators geared towards congruent and consistent equipment setups. As a result, a significant reduction in setup times, increased throughput and yields, and a noticeable change in work force attitude in the particular process line that the training had taken place. Lastly, there were 3 shifts working on this particular center and one shift appeared to be lagging behind the other two. In short, it was noticed that the operator of this shift lacked mechanical aptitude skills. Thus a decision was made to move this person to another position in the plant ( Another seat on the bus). Also, capturing maintenance labor time, operator names and general setup issues resolved can be data used to help with performance reviews, training efficiencies, and a host of other valuable information. The long winded point to my aforementioned story is that human error happens more frequently than we know, but we also have the ability to do something about this. Sometimes we have to fix the person first! Cheers, Jim
  7. 1 point
    Gentlemen, I believe that change management has more elements to it than just obtaining sponsorship from the executive level. Remember that we are dealing with human beings! How we think, how we form beliefs, how we confirm those beliefs, the syntax or strategies formed to be in alignment with these beliefs, whether these beliefs are limiting or empowering. our value systems and alignment with our beliefs and strategies, how we chose to use Fear and Pleasure to guide us. Uptime Jim, You and I had a conversation on this topic in brief and we both concluded that a lot of our efforts are not found in books based on RCM, CBM, RCA, FEMAs etc. We need to think outside of the box. All of us, need to have as many or more information in our libraries on the human side of this topic. I can guarantee all of us that we know far less about our own thinking patterns, subconsciously stored beliefs and associated attributes that wake us up every morning and push us through our work day and personal lives. This is a great topic and I believe we have not taken the road less travelled to obtain new perspecitives We cannot be masters until we learn how to be servants! Sincerely, Jim
  8. 1 point
    If you have ever had an opportunity to watch the series "UNDER COVER BOSS". Take note as to the common theme of what is said but almost all of the participants. It is in knowing that one's efforts are actually noticed and recognized / acknowledged as such.
  9. 1 point
    Hi all, For this week’s topic, we will be talking about something that makes a huge difference on our daily routines: motivation. Feeling passionate for what you do is definitely one of the best ways to outperform. However, that is not all. In addition to working with passion, there are things that can trigger higher levels of motivation and performance. Such triggers can be a good salary, receiving positive feedback when accomplishing tough tasks, or having autonomy to do your work. There is not a recipe to motivate people, as those triggers vary from individual to individual. We listed below a few factors that can motivate you: - A clear progression path; - Recognition; - Autonomy; - Working environment; - Learning and development; - Salary. So, what motivates you? From the factors mentioned above, could you classify the one that motivates you the most to the one that motivates you less? Regards, Raul Martins
  10. 1 point
    Maintenance team are usually not involved in production assembling of equipment. Minimising reassembling issues actually begins from the earlier stage of disassembling of used equipment. In new equipment, all components are new and it is much easier to strip down a new unused equipment ( if you want to do reverse engineering and record the manufactured original measurement) and reassembling back. Used equipment disassembling is a different ballgame. If a technician has no specific experience in disassembling of a particular equipment, but familiar with general good practices of disassembling ( including inspection, recording as-found settings and marking adjacent components), he could still be able to overhaul the equipment. However, it would be advisable to obtain a cross section drawing and study what components make up the equipment and the features and material of each components. Features for aligning and mating should be identified. It would be good to take that copy of the cross sectional drawing and colour each components in different colours. Below is an example. This is my first condition for any technician to be allowed to lead in the overhauling work, that is able to colour such drawing correctly. From the drawing the technician can determine the correct and proper sequence of dismantling, what jigs and tools are needed, and the cares to be taken. After completion of the disassembling, each and every used component must be inspected visually and dimensionally, for imperfections i.e wears, distortion, etc. Even new component must be inspected and measured to determine the likely fits and clearances and possible mismatch during reassembling. Worn parts may needed to be rebuilt. Any damages, from the disassembly must also be corrected. Each component must be handled with care as dents can create problems during assembling. [ There is no 100% guarantee that new parts even from reliable trusted source can fit perfectly to adjacent components that are reused). If you are reusing components, an experience technician can foresee the issues that he is likely to face during reassembling. Whatever findings during disassembly, the inspection of old or new parts,the refurbishment works on components can already assist in foretelling the likely issues during reassembling. Cleanliness during an reassembling is extremely important. Fitting should always be carried out with care in accordance with Good Engineering and Industrial Practices, especially when power tools are employed. There are so many do and don't in reassembling of equipment to obtain a flatten reliability bathtub curve for that equipment. Simply assuming that overhaul is just parts-changing often lead to random failure.
  11. 1 point
    Hello everyone Firstly is doing Root Cause analysis to understand the the causes of assembly causes. From the RCA I will then get a better understanding the issues and pin pointing underlining issues. Training and coaching of of our employees on precision maintenance that would assist improving our maintenance. Also developing work instructions to the maintenance teams on assembly issues.
  12. 1 point
    With my five (5) years experience, i have only worked with SAP. Its the best and i highly recommend it. Its just unfortunate that i have not had an opportunity to work on other CMMS for comparison.
  13. 1 point
    Hi UptimeJIm and all; could not agree more with your statement. Have seen quite a few cases like that - and the worst of it all was that the top management was not even aware of the need for sponsorship. And let me cite just two important conclusions from Prosci's studies over the last 20 years worldwide having involved more than 3400 participants: Projects with excellent CM are 6x more likely to meet or exceed their objectives. The executive sponsor has the highest single impact on project success. Best regards, Andrej
  14. 1 point
    Greetings Raul, I'd go so far as to say they won't just struggle, they will fail without that sponsorship. Some changes, usually minor ones, are within a single manager's control. In Maintenance you might control some training budget, and how your own crews interact. For instance, you can get problems identified using Condition Monitoring to be dealt with in a timely manner by planners and field supervisors so the benefits of Condition Monitoring are realized. That's something I've noticed does not always happen, and it is within your control. But something that will cross departmental boundaries, like getting full benefits of planning and scheduling, won't happen without cooperation from production / operations and supply chain (stores). You'll need that top sponsorship for that one. Cheers, Jim
  15. 1 point
    Hi Raoul, you brought up a very important topic. From my experience, I can say that many organizations are not aware enough of the importance of CM when they want to introduce any kind of organizational change. At the end of the day, the latter is only achievable if all the employees who are involved, really change the way they do their day-to-day work. And to do so, it is of paramount importance for them to understand WHY the change is happening and get a clear answer on WIIFM? What I'd like to add to your initial thoughts is the importance of the executive sponsor for a successful change. I've seen many cases where a Project Manager was assigned and the change was expected to happen. It is not hard to imagine the results. Even when the Change Agent is assigned (which may or may not be the same person as PM), that does not suffice. It is crucial to have visible sponsorship of the change. Prosci calls that Project Change Triangle - PCT (Sponsorhip/Leadership - Project Management - Change Management). There are several CM methodologies used worldwide. I had reviewed several ones and decided to follow the one of Prosci (www.prosci.com), which has a significant research background of more than 20 years good structure and lots of reference materials. And it focuses on the level of individuals, which I found very important. Consequently I also decided to get certified in accordance with their methodology. Regardles of the methodology one may choose, it is crucial for the practitioners to invest sufficient time to get well acquainted with it. Namely, the topic is more extensive than it may seem. And way too many change projects fail for CM is not (sufficiently) utilized. As we are discussing maintenance, most of the optimization or improvement projects, introductions of new technologies and/or methodologies require changes in day-to-day work. Sound CM should make a substantial difference. Best regards, Andrej
  16. 1 point
    Raul , my best greeting and congratulations for this page where we can dialoge about our specialty and learn a litter more Please continue going on this and include others themes like RFA Root Failure Analysis, Non Destructive Tests to apply in the industry and so on. Thank you Seidel Muriel seidelmuriel@hotmail.com
  17. 1 point
    I had been using SAP for 18 years in the power industry and it is a very powerful tool, but since changing jobs am now using Microsoft Dynamics AX. This is also a powerful tool but not so user friendly as SAP.
  18. 1 point
    Hi all, My biggist problem at the moment is i can plan work but have problems with the permit office releasing plant for us to do the work. Have any of you others had this problem and how have you managed to solve it.
  19. 1 point
    Hi @UptimeJim, That MTBF mistake is something very commonly made. Not only when it comes to task frequency, but also for spare part strategy. Great explation about using risk and economic as an approach to achieve positive outcomes from your PM. By the way, I went through a situation this weekend that a component wore through, causing significant damage to a piece of equipment. This looks like a good opportunity to use some LDA concepts to improve it. Regards, Raul Martins
  20. 1 point
    Well described Raul. The failure mode must have a time or usage based distribution. In Weibull analysis it has a beta value greater than 1. The larger the value, the more strongly related to aging the failure is. As in all proactive work we are aiming to reduce the risks of failure. We do that by reducing what happens when the failure occurs (consequence mitigation) or by reducing the probability it will happen. With age related failures, where preventive measures can be effective, they actually prevent most of the failures if they are performed at an early enough time. I've seen quite a few instances where preventive replacements were used, expecting to improve performance of the assets but failing. When asked about task frequency, a number have studied their work order histories and determined MTBF, then used it as the task frequency. Big mistake! MTBF is the average age at which failure can be expected, i.e.: 50% will have failed by then, the other 50% will still be working. The task frequency needs to be quite a bit less than MTBF. If MTBF is known then you probably have enough data to perform a Weibull analysis and can determine Beta. You then have a good idea what the probability curves look like. The area under the probability density function represents is the % of failures that have occurred up to that time. If you can tolerate say, 10% failing before reaching the PM interval, then choose that time as your interval. If you do this, you will experience roughly 10% failing by the time you get to the interval you chose and 90% still running. You'll replace the 90% and restore or discard the items. It is expensive to do that and most of the items will appear to be just fine. Many trades will argue that you are throwing away good parts (and you are). The whole purpose is to reduce the risk. To make sure you aren't doing that needlessly, you need to be certain that you are dealing with an aging failure, and that it is worth the costs of discarding all those items when they are replaced. That's a simple economic calculation and it must consider the costs of downtime and any other secondary damage that might be associated with the failures if they are allowed to occur.
  21. 1 point
    A challenge that must be solved. I have a passion for teaching and solving problems. The former is often required as a part of the latter. Anytime I share some information I feel good. It's gratifying to be recognized for what I do, but more importantly, it's fulfilling to help others.
  22. 1 point
    Hi @Oniastm7, Great reply! Recognition is really important to keep anyone motivated, and I think it works side by side with a solid feedback. When we achieve a solid result, receiving a positive feedback followed by a recognition, that can be written, or verbal for example keeps us on track of doing similar actions to achieve more positive results. On the other hand, when we do a task that does not achieve the expectations, receiving a solid feedback is important not only to let us aware of what has gone wrong, but also to make us think about our mistakes and improve our attitude. Regards, Raul Martins
  23. 1 point
    Dear All I have used few CMMS tools. In the end, my feelings are that like any other tool, best CMMS depends on user. I have following reasons to justify my answer: I have seen very good report through Macro based Excel files & very bad reports through MAXIMO or EMS I have seen most of the tools fields empty for many reasons which basically doesn't give you information I have seen wrong entries giving you wrong information. They are made so heavy that people are not able to enter everything. Generally CMMS is chosen based on many reasons sometimes out of even Maint Mgr scope like client want you to have particular system etc. There are following factors which makes any CMMS good or bad: How you have implemented it. I would say a person who has a knowledge of hands on should be in the implementation team. A lot of exercise is required on reporting & expectation from CMMS so that implementing team can be able to incorporate them. How users are trained: Most of CMMS fail because of this part. Either people are not trained, they are unwilling or don't like to enter everything. It shall be ensured that every level the fields are entered, counterchecked & saved. Responsibilities shall be very much given & followed. How many reports are generated: Once you have the data, how you are using them, Is the data giving you expected results, if not, make changes that are required. How it is AUDITED - In the end, even CMMS shall be audited. Generally I have seen people saying, " we are following all data & maintenance through XXXX & we don't need to audit. On the contrary, we must audit the reports & data otherwise the reports will be corrupt & will be useless. In the last, I would say an old saying I read somewhere " In the hands of an expert, a stick is powerful than sword & in the hands of an novice, a sword is weaker than a stick" Regards
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