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Showing content with the highest reputation since 06/12/2018 in all areas

  1. 7 points
    In order to foster positivity in this community and to make this is an inclusive and positive environment I ask that everyone meets the following expectations and guidelines: Treat other members with the respect they deserve. This should go without saying, but treat others like you would like to be treated! Be nice, keep it positive. Be helpful. Have fun. Enjoy the opportunity to receive peer-to-peer assistance. Be open to feedback and be constructive and positive when you give it. Please do not spam. The definition of spam is an irrelevant, advertising or self-promotional post. Any post considered spam will be removed. Please do not post threads text in all CAPITALS since this is considered to be shouting and is not necessary.  Do not post copyright-infringing material (and don't ask for it!) The forum language is English only. Non-English posts will be removed. When creating your profile use your real name and a real picture. Consider this an extension of your professional profile on LinkedIn. Community members who do not comply will be asked to comply or risk having their profile removed. When posting, please take the time to post in the right forum and when posting make sure your topic headlines are descriptive and clear. Before you post use the search functionality to reduce duplicate threads. As we develop this community these rules and expectations will be modified and expanded upon.
  2. 6 points
    Hi Erik, Very nice to join the web site and forum. My name is Abdullrahman and I had spent 15 years in oilfield, working in Repair and maintenance then crossed to Quality and reliability for the last few years. I am staying in United Arab Emirates for now. I will try to add more details about my work experience in next posts.
  3. 6 points
    Planning maintenance work can be a challenge because it normally consists of two different types of maintenance: Unplanned or emergency maintenance to fix equipment breakdowns or other urgent work as it comes up Planned or preventative maintenance to keep systems/equipment running in peak condition How does one consolidate and manage these two types of jobs? How can one allocate maintenance technicians and work hours in the daily calendar to get both types of work accomplished? Many maintenance programs have grown organically over the years and end up mainly doing breakdown/ unplanned maintenance. Technicians work in fire fighting mode and preventative planned maintenance typically takes a hit. Not doing preventative maintenance on time (or not at all!) results in further unexpected equipment breakdowns and further emergency maintenance work.
  4. 5 points
    Work Load Balancing - Many years ago, I had conducted a study whereby I collected several CMMS databases from various company locations. A macro was created and ran against each DB exporting PM scheduling information into an excel spreadsheet. The PM data collected consisted of the following. · PM task code. · PM scheduling code or rule …. Weekly, bi-weekly, monthly etc. · Estimated hours to complete the task · Group and sorted by each week of the year up to 52 weeks · For each week, the total number of PMs generated and total PM tasks hours were totaled for each week. · Total number of available maintenance labor hours vs required labor hours to perform the PM inspection represented in a %. The results were interesting. · Every plant had a very high percentage of total weekly PM inspection hours that exceeded the total available maintenance resource hours. ( To clarify, out of 52 weeks, at least 40 plus weeks exceeded 100% · So, with what I had stated above, how does a company complete repairs, projects, non-repair type requests etc.? Summary. · I am curious to know if any of you have ever taken an in-depth look into available man-hours vs scheduled task hours and average non-scheduled / breakdown maintenance. · I have more information to add to the aforementioned in addition to more issues experienced with P&S.
  5. 5 points
    Hi @ALI, What you describe is a classic problem that people face before they have a robust and stable planning & scheduling process in place. One key step you should take is to get a prioritisation system in place for new work requests. All new work requests should be reviewed on a daily basis and checked against agreed quality standards i.e. clear, concise, complete etc. If they meet the quality criteria the new work requests should be prioritised (I personally recommend a risk matrix approach). If any work is so urgent that it must break into the weekly schedule then two things must happen before the work is allowed to progress (1) check if you can mitigate the consequences or reduce the likelihood so that you can defer the work (2) get manager’s approval to break into the weekly schedule. What you want to avoid at all costs is getting your planner involved in all this, as your maintenance planner should be planning future work not today’s or this week’s emergencies.
  6. 4 points
    As you all know planning and scheduling is one of the cornerstones of an efficient and effective maintenance organisation, but many still struggle with this. So, I was wondering: What is your single biggest issue when it comes to Maintenance Planning & Scheduling?
  7. 4 points
    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
  8. 4 points
    Having been in the Reliability arena for many years as well, I directly connect to the feeling that Reliability and Maintenance is mainly perceived as an inconvenient (though possibly necessary) cost centre, and only when things really go wrong the ‘Firefighters’ are rewarded for their quick and temporary solutions; “….and let’s not spend more money on it since the equipment is working again and we need to catch up on Production”. Those that diligently plod-on with prevention of incidents or failing equipment and enhance staying in control of Availability are often not seen nor acknowledged. After all if they do their job well it costs Money and the results are not apparent, if they do Not do it well it also costs (a lot more) Money and definitely Is noticeable. One of the things that has really astounded me over the years is the generic obliviousness of those closely involved on the ‘cost of Unavailability’ of a production unit or even a complete site. In those plants where I experienced a strong awareness of the cost of Unavailability there was a focus on prevention of Margin loss, the commitment to work together to remain reliable in a proactive and preventive way. The atmosphere was very supportive of high Reliability and Availability results and thus supportive of controlled cashflow. In those plants that had no clue as to their ‘cost of Margin Loss’ per Unit Reliability and Availability figures were considerably lower. But let us not manoeuvre ourselves into the Victim’s role and make a positive effort to “Turn Mind-sets around” and coach and coach and educate our internal and external clients. After all we should have a mutual ‘shared profit and loss’ mentality. If the company does well, we all will do well. I feel as a Reliability community we should start to make an effort to convince that: Availability and Reliability is a result of close collaboration between the Reliability, the Maintenance and the Production teams; it is a team effort and not a Silo’d "throw it over the wall then it is not my problem anymore" attitude. Remaining Reliable by analysing Availability and executing preventive Maintenance will require resources. Losing Availability and reduced Reliability will ‘eat away’ your Margin and run havoc on planned and projected cashflow. Determine the approximate cost of Margin Loss per unit. Order of magnitude is good enough to realise we are focussing on a vast amount of potential ‘money not bagged’ when Unavailable. Maintaining Margin and Cashflow by producing the goods is the ultimate responsibility of the Production team. The Reliability and Maintenance teams have to be fully supportive to their client in this. Substantiate the added value of being in control of Availability in preventing Margin loss and Cashflow and change the Mindset of ‘cutting cost by reducing on Maintenance staff, Operations support staff and Reliability Staff'. We as a community do not add Money but prevent Loss (thus support required Cashflow). So let’s all start each time by ‘Calculating’ and projecting the lost Margin due to an unwanted event and Approximate the Added Value (in $$) of each improvement that we make. Start focussing more on generating Cashflow. (If we are not able to explain ourselves what the Added Value is of the work we do, then how do we expect our clients to see the Added Value of our efforts with their mindset on Cost).
  9. 4 points
    Hi everyone, I am Jerome, from Lubrizol additive company. I have 10 years work experience in reliability and maintenance area. Started from site mechanical technician, worked as site reliability engineer for several years, and now become maintenance superintendent. It's a good opportunity for me to know you guys and learn from you about maintenamce and reliability management.
  10. 4 points
    Thank you Eric for the invitation. I am Jerry worked as mechanical tech in petrochemical company.
  11. 4 points
    Hello guys, Some of the CV here are impressive! I have been in maintenance for just a few years but have made my way through the ranks quickly. I hope to continue to do so and make my way back into the energy sector or chemical process plant. Presently I am working in a poultry processing factory, it is great and easy to make an impression coming from the power generation sector. Carrying over much of the basics I have learned and making vast improvements in safety and work process. I look forward to making continued progress in my career and compleating my degree. Here to learn about RCM exchange ideas with like-minded folk and implement them in my area. I look forward to a discussion with all of you.
  12. 4 points
    Thanks Mr. Erik for your invitation and welcome to everyone. I am from Ukraine. I have about 22 years of experience in maintenance mainly in the control & automation systems of metallurgical plant (ArcelorMittal) and cement plant (Heidelbergcement). During these years I got big expepiance of maintenance as electrical as mecanical equipment. Last years I devoted to the planning of repairs and maintenance, the introduction of autonomous planning systems, SAP, SmartEAM. And this topic is very enteresting for me. After my training in Germany, Poland and Romania, I understood that the experience of my foreign colleagues is very valuable and iusefull. I look forward to learning from all of you and sharing my own experiences. Probably even in the future we will work with some of you and achieve a joint result? ...sorry for my English Best regards, Vadym
  13. 4 points
    You have spoken for a lot of other people as well ... good points!
  14. 4 points
    Hi Jefferson, You bring up very good and realistic points. Regarding manpower requirements, I have been asked on several occasions " How many maintenance staff members does a plant require?". From what you have stated directly and indirectly in previous posts, you have a good idea of the answer. Good, usable data to determine average weekly PM inspection labour hours, average time spent on Breakdowns MTTF, MTTR etc., on scheduled / non-scheduled repairs, safety related repairs and projects etc. If we don't collect meaningful, good useful data of required task hours vs actual available man hours than we are asking for additional help for the sake of asking and this is how it will be heard by the senior management staff! An unfortunate reality is that in many cases a company's financial values set the standard for the number of maintenance staff members required ( I call this the bean counter factor). This number is always lower than what is required. NOTE: One has to be careful that they may have enough or more than enough resources based on invalid and/or incomplete data/facts. This said, not to be limited by the thinking of such management values, I had to think of other ways of accomplishing tasks with limited maintenance staff. Here is an approach that provided me with a fair amount of success. Equipment operators: Many years back, I was in a position whereby I had limited resources and the plant manager's idea of reducing losses or keeping a profit was to lay off people, reduce spending and of course expect the same amount of work to be completed. Sound familiar! So, with this in mind I decided to solicit the help of the operators as they can be the best resources to help solve problems as most of them are very mechanically inclined. So, to make a win/win situation, I had the operators assist with PMs and also minor repairs / adjustments with training and supervision. With this approach, we could now perform a PM inspection and repair at the same time with the least amount of financial impact. In turn, this approach helped develop a sense of ownership / stewardship in the operators towards how they viewed and took care of their equipment / process lines (this is massively important). Also, a couple of maintenance technicians were born. Your view about some departments just implementing for the sake of implementing is an unfortunate reality. This same thing can be said of PM programs as well whereby PMs are generated but the inspection content never questioned, never fully completed and implemented with a high fixed frequency schedule. The program is soon abandoned and the reason is that it just didn't work. On a good note: I had read quite a few motivational type books and one in particular was Unlimted Power by Tony Robbins .... Here is what I had learned that helped me to keep pushing against the odds as related to Maintenance. 1. Congruency and consistency. 2. Mistakes are made by bad judgement, bad judgement created experience, experience creates good judgment and good judgement creates success. 3. If someone has the results you are looking for, find out what they are doing and do exactly the same things to get the same results. 4. People who are passionate and have a goal never see failure, they just keep on working towards the goal. 5. We cannot solve the significant problems we face at the same level of thinking that created the problem in the first place - Albert Einstein. There is a topic that is not often spoken about when it comes to maintenance and implementation. It is the human side of Maintenance. Sorry for the long blah blah blah ... I am passionate when it comes to these types of topics. Thanks for your patience and time. Thank You, Jim
  15. 4 points
    What is your single biggest issue when it comes to Maintenance Planning & Scheduling? Different industries different rules and people... In marine industry every one try to work as team and not competitors. Not always it is going like should be... Competitions and time rush is biggest issues. Wrong spare stock management. Team members it self, some of them came to work for the money as reward for held position. And sadly there are who coming there just for reward... And in the last case is the worst scenario...
  16. 4 points
    Hi everyone, Thanks Eric for this valuable step.I am Ayman Hegazy from Alexandria-Egypt.I have great experience in maintenance and asset integrity in oil field..I hope to transfer valuable knowledge through this community. Regards,
  17. 4 points
    Very Nice to have you in the community Jason, and thanks to Eric for his great initiative and idea
  18. 4 points
    Hi Eric, thank you for creating this forum. My name is Jason I am from Congo, I have 6 years seniority in oil field. I started as maintenance technician and now I am a supervisor. I work on drilling tools like mud motor (power pack, turbodrill) drilling jars, bypass tools, fishing tools, and many others drilling tools.... I am so happy to be a member of this community.
  19. 3 points
    Hi everyone, welcome to the forum and thank you in advance for introducing your self. Knowing a little bit about each other and being able to put a real and areal face to comments will really help to make this community come to life. When you introduce yourself please create a new topic and put your new and location (city & country?) in the topic title. And then simply tells us as much as you want about yourself. Having separate topics for each person's introduction will make it a lot more manageable and easier to welcome new people to the forum as we grow.
  20. 3 points
    Hi all, I think that nearly every RCA technique can be really useful depending on its application. Personally, I like to use 5-Why to minor failures and FTA for major issues. In terms of 5-Why, it can be quite efficient to solve minor problems due to its simplicity, which allows all properly trained staff members to use it, tackling small problems that can result in big losses in the end. On the other hand, FTA is really powerful method to eliminate complex problems or those which can result in appalling consequences for the business; however, it may require more energy to be accomplished. One interesting and dynamic process used in one company a worked for a few years ago is that, all failures that resulted in unplanned losses should be analysed. Those failures that lasted up to 1 hour should be analyzed using 5-Why by the maintenance and operations team, having the Maintenance Supervisor as a leader to facilitate the process. Failures from 1 hour up to 9 hours should be analysed by an Engineer, he could choose which method would be more useful for each case. For those failures that resulted in big losses, which for that business meant more than 10 hours, an Engineer should analyse it using FTA and register as much evidence as possible to eliminate not only that failure, but also, create a data bank which would support new RCA's for different equipment/systems in the future. Regards, Raul Martins
  21. 3 points
    In case anyone is interested in a simple calculator to help you determine the productivity of your maintenance crew you can download one one this page: https://roadtoreliability.com/sell-planning-scheduling/ The tool also helps you to estimate the value a proper maintenance planning & scheduling process can bring to your organisation.
  22. 3 points
    Thank you @Erik Hupje! About material availability, the thing is: working on failure modes is a long term measure. Until we get this work done, how can we predict work completion time? This is important, for example, for the energy team, that usually performs work for various areas within the facility and therefore needs to provide a deadline to the customer.
  23. 3 points
    Good morning all. My name is Philip Ball. I work for Network Rail Asset Information as a Measurement Systems Maintenance Engineer. I help to repair, maintain and calibrate the numerous measurement systems on board our fleet of yellow test trains. I'm specifically responsible for the S&C MPV which surveys track geometry within stations etc. I have been responsible for overseeing the implementation of a structured maintenance program to allow systems maintenance during vehicle PPM downtime. The adoption of this method of working has synchronised our measurement systems maintenance with the actual vehicle maintenance by our current maintenance partner. The benefits of this have been huge. Vehicle maintenance staff have quickly become used to our attendance and this has helped both parties appreciate this vital interface and our joint responsibilities to an even greater depth. We have seen a decrease in the number of faults and also enjoy a more efficient cross-party collaboration for specific maintenance and calibration tasks. System downtime has been significantly reduced and the availability of the entire fleet has shown remarkable improvement as a result.
  24. 3 points
    Hi and thank you for the invite My name is Adam Coville, I have been an electrician for 12 years. I received my training and first 7 years of experience as an Aviation Electrician's Mate in the US Navy. Before separating I was qualified on 6 different fixed-wing multi-engine jet aircraft and supervised the night shift of the electrician work center. AEs are responsible for autopilot, instrumentation, flight control, lighting, electrical power generation and numerous other aircraft systems. Since separation I've been working as an ROV Pilot / Technician, and would gladly have kept doing that if the price of oil had supported it. Most recently I worked as an electrician an automated aluminum finishing plant in Upstate NY. I have been exposed to a broad range of technologies in the private sector concerning high-voltage power transmission and PLCs. Happy to share what I know and have a place to air the real brainbusters Adam
  25. 3 points
    Thank you Eric for the invitation. Hello everyone. I'm Ganesh from India. I recently joined the steel industry as a mechanical maintenance engineer. I work at Tata Steel Kalinganagar. This is a great initiative and I am so glad to be a part of this community. I hope we're all going to have a great discussions here Cheers.
  26. 3 points
    @Sasa Ciglar I've worked with a few matrices in different companies which I can't share, but here's a version that I just created: A matrix like this should be very easy to use. If you have a new work request you simply assess: what will happen if the new work request is allowed to progress to a failure e.g. you have noticed a bearing has high vibration. Then determine what happens if the bearings fails. Lets assume that it leads to a production loss of <$100k then the consequence category is financial (F) and the severity is 3 how likely is this to happen i.e. in what kind of time frame, lets assume the bearing is likely to fail within 2 weeks to 3 months if we don't do anything so the likelihood is C read the priority from the matrix (C3) = priority 3 We then typically set a target completion timeframe by priority (e.g. priority 3 is to be completed within 2 weeks) and then measure compliance against that to give us CM Compliance similar to PM Compliance. There are a few more things to do when you use a RAM including giving people some clear guidelines on what the consequence categories mean (the ones here are pretty vague) and be clear on how to use mitigation. E.g. sometimes you can reduce the likelihood of the failure happening by taking a temporary action e.g. if we could reduce the load on the machine (or run the standby) we might be able to reduce likelihood from a "C" to a "B" which would then reduce the priority to a 4 and that would give us more time to resolve the issue (but only if the mitigation is robust). Hope this helps?
  27. 3 points
    Hi Everyone, I am Cevahir, Windchill Quality Solutions (formerly RELEX) Reliability Analysis Software consultant in Turkey. I am happy to be together and discuss with sector professionals here. Regards,
  28. 3 points
    Hello everyone, thanks Erik for the invitation. I am Vasil from Georgetown, Guyana, I am currently a Maintenance Planner at Troy Resources Guyana Inc, for over two years, I am currently pursuing a degree in plant engineering. I am new to this field, I have learnt and have a come a long way for a short time, I am hoping to learn as much as I can form each and every member here and to give knowledge I have. Regards, Vasil Hartman
  29. 3 points
    Hi there. I've been a reliability engineer for all of 9 months. I have a background in Marine and Plant Maintenance. I believe that the only way to improve maintenance and reliability practices is through sharing knowledge. That's why I'm here. Thanks Erik for creating the platform.
  30. 3 points
    Hello Everyone! I have worked for several years in commercial and residential property management to develop and manage Preventive Maintenance programs. Currently, I develop and plan maintenance plans for all manners of mechanical systems and lab equipment on a Research University Campus. For a long time I have been looking for more information on lifecycle management and building a sustainable program. It is great to find a community like this! Looking forward to learning and sharing with you all! Patrick
  31. 3 points
    Hi Everyone, Thanks Erik for this great initiative and for your great job! I am working for a long time with oil systems - transformers, turbines, gearboxes, hydraulics systems. In this moment we have own Fluid Connected Oil Solutions. BR Viktor
  32. 3 points
    What is your single biggest issue when it comes to Maintenance Planning & Scheduling? Thanks for this question Erik, My biggest concern is People's mindset, Maintenance Planning and scheduling is a phylosophy, it is a culture, it should be a commitment for the whole organisation if we want it being efficient. The maintenance team should be knwoledgeble and used to the maintenance planning process starting form work identification process (The information you put in a work requests) to the job closure (feedback you get after completing your job). Everybody should know the main goal to achieve: asset reliability. I can ensure you if you seems to be the only one knowing what you are talking about, then you are in trouble.
  33. 3 points
    My name is Kabala Usman, Mechanical Engineer with Lafarge Africa Plc. Thank you all
  34. 3 points
    Eid A. Alrefai, in 2004 graduated from king Abdul-Aziz University with bachelor’s degree in mechanical engineering, has diversified experiences between maintenance, technical support and inspection at different types of business such power generation, water desalination petrochemicals. In 2017 completed the executive master of business administration from King Abdul-Aziz University. Over 13 years of experiences in industrial sector, succeed to combine between the technical leadership and business administration such institutionalizing Key performance indicators in different level of maintenance and technical reliability functions in petrochemicals business.
  35. 3 points
    Hi @Erik Hupje, I have passed It in 2013 in Colombia and renewed It in 2016, the next year I have to renew It again. I think the exam is easy if you work at maintenance and prepare It. What do you think about to share our results in order to know our strengths?
  36. 3 points
    Hello Mr. Jim Vantyghem. (There was a problem posting so here is the whole post again but with more answers) Let me give you some answers and oppinions to your questions. ad 1: I always try to get as much informations as possible -the more detailed informations, the better for doing analyses. ad 2: lubrication plan must have all the informations: period of lubricating, amount, lubricant. Why: the amount is important - too much amount lubricant can be more harmfull than too little, also the time intervall of lubricating (it is better to lubricate oftener small amounts than in a longer period and a big amount). Not all lubricants are compatible - thats why i suggest to use the same and give the info in the work order. ad 3: that is not easy to answer. Maybe you should more specify this question. ad 4: in my oppinion it is not necessary. I use this only for very important actions. ad 5: No. Our teams have enough experience to decide about the parts. And yes, with the work order we give as an attachment drawings/instructions (not for easy tasks). ad 6. Yes. In that way it is easier to prepair the action and you have controll, that you have everything with you when starting the task. ad 7: Not yet, but i am thinking about to use this. ad 8: Yes. Sometimes we need outsorcing for special tasks for which we are not speciallized, or we don't have special tools. For shut downs with lot of tasks in a short planned time we use outside services to get enough manpower. ad 9: Yes. For this we use check marks. ad 10: Not yet. Thinking about it - should be done by the teamleader or the foreman. ad 11: Yes, for special tasks. Once per year. ad 12: Yes, for sure. Because you have to plan it. Inspection is in my oppinion one of the most important tasks in predictive maintenance. So here we should not undervalue such tasks (as said - this is may oppinion and my experiences). At the momet i am at about 8% spending time. ad 13: I do revisions when something unexpected happens (unplanned shutdown/breaks because of a failure) despite of doing regular inspections. the decision is made by the maintenance management after analysing causes and effects. ad 14: I don't understand this question realy - but inspections have to be exactly planned. The period depends on what you measure (runnig time, kilometers, rpm, produced peaces, working hours, and so on). That means a 100% planning. I hope some of my answer was at least a little helpful and i hope my english is o.k. enough to be understood. We can discuss more. Maybe you can give me your experiences or oppionions on the points. BR Saša Ciglar
  37. 3 points
    Thank you for the invitation ! I am a qualified Toolmaker by trade . Worked in various toolrooms in South Africa. Then worked in the power generation (Eskom ) as a Quality inspector for about 7 years. Now back in maintenance Toolmaking . Just accepted a promotion as Press shop manager.
  38. 3 points
    Hi everyone, thanks Mr Erik for the invitation. My name is Kévin Brunelles from France. I have a University degree in Mechanical engineering and industrial automation. Currently I work as technical in the field of the compressed air. In September, I shall wish integrate ENSIAME (a engineering school) in alternance training. I think that forum can bring me technical knowledge. Thanks, Kévin
  39. 3 points
    Narender, I agree with you that it is very important for the maintenance staff not be scared to enter their time in CMMS system completely and as accurately as possible. In the 90's when I first started using a CMMS system it was very important for me to insure that my team entered their time in the software. Having been a technician myself it was easy for me to identify with my team and SELL them on the idea of how this would help them. Like Erik said, we need to be salesmen and this is something that I had stated to Jefferson, we need to understand the "Human side of Maintenance". Here are some of the problems that my team had issues with. 1. Why are we always being called to breakdowns just to fix an operator setup error? 2. We don't have time to fix problems the right way, we always have to apply band-aid fix because production won't give us the time. 2. Why do we keep fixing the same problems over and over again? 3. Why don't they listen to us, we know what is wrong? 4. We need more people? 5. Our equipment is junk! and so on. I told my team that if they wanted help to solve some of the issues stated above, than they need to help me! So here is one example of what we had done in order to demonstrate that a lot of maintenance calls were being spent on setting up equipment instead of repairs. In our case the operator's were responsible to setup equipment. Here is what we did to prove a point. We used the PM program work order generation system to generate monthly Equipment setup type work orders. At the start of each month we would generate a list of blanket work orders for specific pieces of equipment requiring a setup process. The maintenance team members were given a list of these work order numbers and associated asset numbers at the start of each month. When a team member had to setup a piece of equipment, the hours spent setting up the equipment were allocated against the appropriate work order. At the end of each month we would close out the work orders and create a new list. The results! In one year we had spent $28000 dollars worth of maintenance time setting up equipment (remember not a repair but a setup issue). The dollar value came from the software as a billing rate was associated to each maintenance person. Note: In 1995, $28000 would have been more than 50% of a maintenance person's annual earnings! What does this mean! 1. This is a significant amount of money and this time had taken away from other more important issues that could have been addressed. 2. Imagine all the extra costs in lost time due to incomplete PM inspections, Emergency breakdowns, additional lost product cost for lack of throughput, late deliveries, overtime required to make up for production losses etc. 3. This information helps to identify the need for either more training and/or identifying a person or persons who may not best suited for running the equipment in question. This was a significant eye opener for the mid and senior management staff. I have another spin off example based on follow up training with operators but worth a future discussion. Thank you for your patience with my long winded reply. Thank you, Jim
  40. 3 points
    Hello Jefferson. Thank you for the response! In my opinion, estimated hours are subject to someone's interpretation and thus called estimated hours. I agree with you that they can be grossly exaggerated and attention to this is normally overlooked or just accepted, but here are a few reasons why I believe it is important to pay more attention to this seemingly simple bit of information. I have always used manufacturer's recommended PM inspection tasks and associated frequencies along with repair history, experiences and equipment age to create our own company PM program, but I have never come across a manufacturer's recommended time frame to complete their list of inspections. One could perform a time study to establish a more realistic time frame required to complete each task and this may prove beneficial for the following reasons. 1. Improved effectiveness in P&S - It stands to reason that if there is a more accurate time applied than one's planning and scheduling efforts are more stable and/or improved. 2. Guidelines for Veteran and Rookie Technicians; For veteran's - if audits are frequently performed to determine that all inspection tasks have been completed as designed it helps to insure that there is a less likely chance that, so called, pencil whipping is conducted. Also, it also provides a means to help train Rookie technicians. For Rookie technicians - this information can be used in performance reviews to insure that the company inspection reviews are met. 3. Estimated hours for Repair Tasks: I started my career as Class A Automotive Mechanic. During this time I had been paid via an employment process called "Piece work" which means that I was paid in accordance to what the car manufacturer had deemed was the appropriate time frame required to perform various tasks. I personally believe that if we focus on determining more accurate time frames to perform PM and Repair tasks, a so called "Company's Chilton's Piece Work Manual" of repair times can be established. In order to do this for repairs, one must apply very specific repair code structures which is another topic that can be discussed as a followup. 4. Production / Maintenance Communication Transparency: For any maintenance technician, lead hand, supervisor and/or manager experiencing a non-scheduled repair or breakdown, this question is almost always asked "How long is it going to take to repair the problem". Now this usually calls for an estimated time frame response but there is a good reason for this information to be asked and should be somewhat known. If the maintenance time frame can be determined within a 10% margin, this information can be used by the production dept to better utilizes their production staff so as to work on those alternative tasks that matter the most thus being as efficient as possible in the wake of the repair. Please note that the information above is of my own opinion based off of experience. If you have any questions please asked and I would like to share a topic that I would like to hear your opinions on " Repair history as related to RCM". I will post this tomorrow. Thank you! Jim
  41. 3 points
    Hi @Jim Vantyghem, Just curious to know, does the data collected also contain actual hours/manhours required to conduct a task? Are also the estimated hours only wrench time? Reason I ask (disclaimer, I have not seen a lot of CMMS databases), is that from the few that I observed, there are quite a number of facilities where the estimated manhours exceed the available manhours. However, the PM closing rate is still at 99-100% (CM closing rate is 100%, however I'm sure there are others that were not reported) and uptime is still as per KPI (depending on facility, ranging from 95-98%). So, what I deduce here (although I did not look into it seriously) is that 1. The estimated manhours required is grossly exaggerated (or it includes non wrench time e.g. permit application) 2. The field guys are taking a lot of shortcuts Interested to know more of your thoughts and experience
  42. 3 points
    I intend to use the points you have put forth here (https://www.roadtoreliability.com/sell-planning-scheduling-productivity-improvement/) and to sell maintenance management system to my upper management. Management buy in would be the most difficult here in my opinion, and there after to assign the driver. Perhaps the other forumers have some other perspective I have missed? Would welcome input Anyway, great articles you have @Erik Hupje!
  43. 3 points
    Hi everyone. Thanks Erik for the initiative. I'm Jeff from Kuala Lumpur, Malaysia. I have about 16 years of experience in maintenance mainly in the control & automation discipline of various industries. Currently in the oil & gas industry. Hopefully I can help others and I know I will definitely learn new things from others as we all still learn new things every day! Cheers!
  44. 3 points
    Hi Everyone. Mr.Erik, thanks for invitation to your initiated community project. I am out comer from Lithuania, since 2003 continuously involved in Maintenance tasks and problem solving on Marine engines and it's systems. Started from Fishery industry as sea going engineer and lately got my hands on, at offshore in O&G , wind-farm projects. Been active member as in onshore traveling maintenance team member. Present time adding to my portfolio new skills different from technical industry. Maintenance and mechanical prob. solving now became to me as hobby in local area or on request some times to go out.. Wish to all, respective experience exchange and active assistance to colleagues who seeks for answers in their technical challenges..
  45. 3 points
    Hi Everyone Thanks Erik for this great initiative. I have fours years of experience in maintenance and reliability and presently I am working at SBR ( Styrene Butadiene Rubber) plant in India. Looking forward to gain from the much experienced members.
  46. 3 points
    Hi @Volker Reddig There is an International Standard on 'dependability' which is IEC60300 and I only just got myself a copy. It will take me a while to read given there are 15 volumes in the standard and none are an easy read! Anyway, dependability is defined by the IEC as "ability to perform as and when required". The standard the continues with additional statements that "Dependability includes availability, reliability, recoverability, maintainability, and maintenance support performance, and, in some cases, other characteristics such as durability, safety and security." And that "Dependability is used as a collective term for the time-related quality characteristics of an item." Seems that with broad definition dependability management is almost like an umbrella for all technical aspects of 'asset management'?
  47. 3 points
    Hi everyone, I am Sander van Wezel from the Netherlands. 40 years old and together with my girlfriend Esther for 20 years now. I have worked in maintenance and reliability in multiple positions in several companies. Before, I worked in paper and nonwoven industry, since 3 years I am working in pharma at Aspen. Look forward to contributing to this forum and getting advice from peers across the globe on subjects we are all passionate about. My hobbies are motorcycling, cars (restoration and tuning and sometimes trackdays), fishing and my girlfriend and our dog.
  48. 3 points
    Hello everyone, my name is Ronaldo Ribeiro, I´m Brazilian and Mechanical Engineer. I have competence and experience in managing industrial and mine maintenance, including industrial management tools: Lean Thinking, LCC (life Circle Cost), planning & control´s maintenance,FMEA, Six Sigma and Fault Tree. Actually I have ever been studying Tribology like student of Federal University of Uberlândia. I´m very glad to be a part this maintenance´s group. Best Wishes!
  49. 3 points
    Hello everyone. Although I and Erik are the only two members still now but I want to introduce myself to the community . I am Arghya Ghosal from India. I am a mechanical engineer . I am doing maintenance in a sewage treatment plant . I am currently employed by VA Tech Wabag. I thank Erik for this wonderful opportunity to be a part of this forum. In my family my parents are there and I am still unmarried. My. Hobbies are learning new things be part of mechanical engineering or not and playing cricket. In this community I hope people will share their views on maintenance and reliability and make this group a grand community.
  50. 3 points
    Hi Everyone, chances are that if you come to this forum you probably know who I am, but just in case here's me in a few bullets: My name is Erik Hupjé, founder of www.roadtoreliability.com and for the last 20 years I’ve worked in asset management, and specifically maintenance & reliability in the upstream oil & gas industry. I’ve worked on onshore, offshore, deepwater, conventional and unconventional assets in The Netherlands, United Kingdom, the Philippines, the Sultanate of Oman and now Australia. I was born in Brunei but lived most of my childhood in The Netherlands with short stints in New Zealand and Paris, France. I'm married to the most wonderful woman, Olya, who is a very talented artist. Together we have three awesome kids who are growing up way too fast. Having lived as a family in the UK, the Philippines and Oman we are now living in Brisbane, Australia. And since 2017 we are all proud Australian citizens. Outside work I enjoy travelling, cooking, reading about history and since moving to Australia I'm a big fan of beach fishing.
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