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

  1. 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
    7 points
  2. 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.
    6 points
  3. 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/ un
    6 points
  4. 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 to
    5 points
  5. 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 thin
    5 points
  6. 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?
    4 points
  7. 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
    4 points
  8. 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 acknowled
    4 points
  9. 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.
    4 points
  10. Thank you Eric for the invitation. I am Jerry worked as mechanical tech in petrochemical company.
    4 points
  11. 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
    4 points
  12. 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 ex
    4 points
  13. You have spoken for a lot of other people as well ... good points!
    4 points
  14. 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 ma
    4 points
  15. 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...
    4 points
  16. 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,
    4 points
  17. Very Nice to have you in the community Jason, and thanks to Eric for his great initiative and idea
    4 points
  18. 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.
    4 points
  19. 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.
    3 points
  20. Show some leadership first, insist on performance of some essentials and use reliability to give you some revenue generation opportunities. Costs can be brought down later with better maintenance practices, but quick wins (needed for production) will come from asset reliability. You need to spend some money to help your people understand what "good" looks like - clearly you are walking into a situation where they do not. Keep that training fairly high level (overview) and get their ideas about what needs to change. Asking them for their input will help morale and begin a shift in attitude
    3 points
  21. 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 ac
    3 points
  22. 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.
    3 points
  23. 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 doi
    3 points
  24. 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.
    3 points
  25. @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 happ
    3 points
  26. 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,
    3 points
  27. 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.
    3 points
  28. 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
    3 points
  29. Alright. From my experience an asset (e.g. pump) can last from very short to many years. Factors that influence the life expectancy of said pump are: fit for purpose pump design, right pump materials, pumped medium properties, flow conditions (avoid cavitation!), operating point, seal type and barrier fluid, and last not least correct installation (allignment, solid foundation). Of equal importance are the ongoing inspections and checks that all instruments are calibrated correctly.
    3 points
  30. 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
    3 points
  31. We have introduced the RATIO-model within our company. This is in fact a derivative of Kepner tregoe. Within our own made maintenance management system, we can distinguish between a large and small challenge and link a set of tools to analyze the problem. The actual failure modes and causes are logged within the system and the mitigating actions and solutions are recorded. This is all recently live, because things were stored locally in the past (if it was recorded ?). We want knowledge stored within the system and make sure the wheel is not reinvented each time.
    3 points
  32. 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 m
    3 points
  33. 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 maintenan
    3 points
  34. 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 t
    3 points
  35. Hi everyone my name is Samuel and I’m from Mexico. Thanks Eric for this forum to share all the experience that we have. I have two years of experience in plastic injection maintenance and right now I am working in the area of maintenance in the aerospace area, it will be a pleasure for me to share my knowledge and in the same way to learn from all of you.
    3 points
  36. 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.
    3 points
  37. I'm Yasir from Sudan. I have about 16 years of experience in maintenance mainly in the generators conditioners and kitchen equipment and maintenance of housing rooms and pumps water wells & 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! 
    3 points
  38. Hi @Jim Vantyghem, great points and articulately put together. And it being long winded enables me to understand the points more actually also, your passion does shine through. I really appreciate that. Not that that I didn't try to bring this up, I guess I need to change tactics on how to bring this message across. I can see it happening, but since there have been no disasters happening, then management has decided to turn a deaf ear to the plight of the field techs and operators. Anyhow, I'll need to change tack to help those guys
    3 points
  39. 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".
    3 points
  40. 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
    3 points
  41. 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, w
    3 points
  42. 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!
    3 points
  43. Thanks Mr. Erik for your great invitation and welcome to everyone. I have been 27 years in the Maintenance & Reliability in Indonesia Pertamina oil refinery , and want to share with this community members and talk about all aspect of reliability and maintenance. How can we improve our reliability strategy to achieve the annual reliability target. Its a good topics separation for Planning & Scheduling, defect elimination, PM and leadership. Thank you.
    3 points
  44. Issues I have are (I guess there is always more than one!) 1. Maintenance is seen as an expense, as such not the right people are staffed or as what @Evaldus mentioned, people just want the post and pay, but can't execute the job 2. Management have clear way on how to derive a maintenance strategy (and worse, do not listen), resulting in a reactive mode or strategy that is not effective. 3. No formal maintenance management system (especially for an organization with more than one facility), which results in confusion for all involved from Technicians to Planners to Supervisors t
    3 points
  45. 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!
    3 points
  46. 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
    3 points
  47. 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."
    3 points
  48. 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!
    3 points
  49. 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
    3 points
  50. 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 Netherland
    3 points
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