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

  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 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.
    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/ 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.
    6 points
  4. 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).
    5 points
  5. 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 points
  6. 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.
    5 points
  7. 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
  8. 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
    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 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.
    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 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
    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 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
    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. Raul - like you I'm comparing numbers between countries. Earlier in the year I was in Australia with a client so I'm watching Australia and Canada, as well as the UK and USA. Australia and Canada had similar numbers for a while but Canada's have grown much faster. Our measures here were less strict and slower. The UK and USA - both very slow and very lax. The US doesn't even have a single health care system to speak of so they are really in rough shape. I think Boris in the UK got a lesson on "herd immunity" and fortunately for him, survived. Given the timing of the crisis, a lot of retired Canadians who winter in Florida (our "snowbirds") have returned home from one of the hardest hit areas of the USA and had to go through yet another hard hit area (NY). A number returned with the disease. We do count what's going on in our nursing homes and they have been very hard hit. Sadly they are not set up like hospitals. Isolation is a challenge for them and the workers are just not used to handling something like this. Sadly, a lot of seniors are passing away prematurely. What is good, are the various reports of nature bouncing back as human activity slows - whales off Marseilles, the Himalaya's visible from 200 km away, noticeably less pollution in China and elsewhere, fuel consumption is way down, there are few contrails in the sky (and green house gas from them is going down), wildlife is appearing in cities. Nature is telling humanity something here and we would be wise to listen. As maintainers and asset management people, we have a role to play in keeping our planet healthy. Efficient running equipment consumes less energy and helps our atmosphere. Ensuring that containment works keeps our planet's earth, water and air cleaner. Making sure our designs are functionally capable of doing the least harm is needed, perhaps more than pure myopic return-on-investment. Life is precious - we can see that as many are losing loved ones unexpectedly. Reliable assets are safer! When things ramp back up, let's make sure they do it with speed and efficiency and cleanly. We are an important part of earth's recovery and we will be (as we always have been) a part of sustaining it. Now let's do a better job!
    3 points
  21. 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. Using those ideas you can build a longer term improvement plan. Costs are not important at this point so demonstrate you care by investing a small amount in training. You need to up your game on production and that means increased reliability to get out of break-down mode. Your people are used to break then fix, and they need to know there is a better way - training! Some quick wins will come from bad actors using root cause analysis methods. Those enable increased production and revenue generation - your budget shouldn't be touched if you pick the ones that are causing the most downtime. There's no need to get fancy - use 5 why's and make sure you can prove the answers you get with some form of evidence. Success with those will give some breathing room to get more of your workforce doing proactive maintenance. If you have a PM program - follow it. If you don't, then you need one - see Appendix C in my book, "Uptime - Strategies for Excellence in Maintenance Management" (3rd edition). If necessary put dedicate some of your people to those PMs (e.g.: an oiler or lube tech), Get your planners planning - not supervising and not chasing parts. Use your MRO support people (Supply chain) to get what the plans say is needed. Don't schedule work without all the parts available.
    3 points
  22. 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
    3 points
  23. 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.
    3 points
  24. Hi guys, I am new in this forum and I have been reading all your wise comments, I have 45 years in the heavy industry starting from the Navy, Oil&Gas, Mining, Refinery, but most of my works for the last 15 years have been planning shutdowns which is a generalized maintenance, the other years I was and I consider my self still as a Mechanical and Maintenance Fitter. RM and CM is the crucial moment of maintenance planning where all the problems start, do you have the parts to be replaced? do you have the emergency team to do the job? how soon can be done? can be done in a shift the equipment is not operative? if is broke means you can do the job, so I believe that plan the plan is more effective and if you like Jim have the experience as a mechanic, then time estimation is more accurate than other guessing's, so what I do in this case and have been of good success for me and my bosses, First Identify the job via notifications, work orders, then approach the equipment, inspect, review, examine, tag the equipment with the notification, or w/o number, take a picture, the location where is the equipment, check what kind of tools the tech's will need, the kind of isolation required and by the time your Mech. Supervisor will start getting all the permits required and create a work pack with all the information including safety and if is possible getting a box and put all the parts that is needed in the working area, that will minimize time lost and effective results. PM most of the equipments have a PM manual, build the schedule and properly following up will also minimize loses, but if there is not manual talking with the operators, supervisors a PM can be created. What I have encounter is most of my Project Managers does not understand our work, when I show them the dashboard indicators as an example, I notice they can even read what that's mean, but that is how happens, maintenance is not complicated, other peoples make them complicated with exotic jargons, a lot of graphics, requesting reports that not take to any where, when everything's is storage in the program and is accesible to them, I learn CMMS called MEX and I teach to Eng.'s in Saudi Arabia, also I lectured in Operational & Maintenance Best Practice. The best way to do our job is keep them simple, is just an equipment not a human been.
    3 points
  25. 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
  26. 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
    3 points
  27. 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
  28. @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?
    3 points
  29. 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
  30. 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
    3 points
  31. 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
  32. 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
  33. 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
  34. 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.
    3 points
  35. 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.
    3 points
  36. 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
    3 points
  37. 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
  38. 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
    3 points
  39. 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
  40. 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
  41. 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
    3 points
  42. 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
    3 points
  43. 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
  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 to Managers. Just these three are enough to cause chaos and result in a reactive mode of maintenance
    3 points
  45. Hi Everyone.. thanks Erik to invite me.. I'm Dedi from Indonesia, newbie in Reliability and maintenance at Petrochemical company.. I'm looking for shared learning and advice from all expert in this group.. Thanks!
    3 points
  46. 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
  47. 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..
    3 points
  48. 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'?
    3 points
  49. 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
  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 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.
    3 points
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