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Showing content with the highest reputation since 12/08/2019 in all areas

  1. 1 point
    Hi Everyone, My name is Wirza from Indonesia. I have Mechanical Engineering educational background and have been working in FMCG in past +8 years. Currently i am working as Packaging Service Manager in Coca-Cola Amatil Indonesia. Previously i have extensive 5 years experience in operational & maintenance bottling industries. In 2015 i was assigned as Project Manager to handle Green-Field Project of Packaging Service Plant which now the place i am working on. I will go trough the forum and hopefully i also can share my experience BR
  2. 1 point
    Hi, I think the key is when you know your proper spare forecast in the beginning of the year for required PM tasks then provide the procurement team on the demanding time for their confirmation to deliver.
  3. 1 point
    What a topic! Lack of parts is a refrain (complaint) I hear over and over from customers all over the world. Sometimes there really are very poor spares management practices, sometimes stores has discarded needed materiel, sometimes policy does get in the way, but more often than not there are problems with planning and scheduling being flawed and far too short sighted. Planners expect the parts to be there, and the stores person needs to be told what spares need to be there. Even with diligence on both "sides", parts unavailability becomes a problem. Of course maintainers taking the issue into their hands will often stash parts in shops, etc. so that they know they have their critical spares. That serves to distort the information available to the stores-keepers so they are then left making decisions about buying on the basis of flawed, incomplete and inaccurate information. The problem is not so easily solved either because maintainer behavior will need to change, planning forecasts need to be far better than they usually are, and stores needs to get smarter about how it determines quantities to hold, buy and about what is NOT needed in stores any longer. Consider that parts are a form of insurance against downtime. Insurers don't use simplistic calculations to determine what coverage to offer - there's a whole array of statisticians (actuaries) looking at risks and where to and not to put their money. Most companies don't give anywhere near enough thought to spares, how much to invest in it, which spares to carry to get the most uptime, etc. You need to know what creates demand - failures and preventive work do most of that. Preventive maintenance should be planned and scheduled with a very easy to forecast demand for spares. Predictive and detective maintenance do not usually consume spares, but they do uncover failures that must be fixed (which usually do consume spares). That demand is also fairly easy to forecast if you use failure statistics to forecast what failures you will find. The only "surprises" should arise from those failures you allow to occur, likely randomly and (if you've done your RCM work) only on assets where some downtime is tolerable. Fast moving items (fasteners, fittings, electric devices, some bearings, etc.) can be managed with the simpler stores calculations for min / max / EOQ / ROP. Even if you don't forecast these, you can gather usage information based on actual usage. For the slower moving items the data won't build up for a long time so that approach breaks down. Lead times are often longer and those will drive up the need for spares, even with low demand. You need to forecast demand. It is based on failure rates and task frequencies. Clearly, the more of your work is proactive, the more easily you can forecast demand for most items. If you want to lower your risk of stockouts, then the math gets more complex. Very few companies use the sort of spares calculation tools that are needed and few stores people seem to have the mathematical knowledge to use them. Depending on the simple algorithms built into your CMMS/EAM is just not good enough. The software tools I've seen are not part of any CMMS/EAM - they are stand alone tools that perform the analysis. The results need to be transferred to your stores management software and then the analysis itself needs to be kept up to date. Someone needs to stay on top of the situation and that someone, needs to understand what she / he is doing, not just plugging numbers into formulas. There's quite a bit of science behind getting it right. Airlines and military organizations manage this reasonably well. They put investment into making sure asset availability is a top priority - like buying insurance. Unfortunately where failures are less critical and only cost us downtime, lost production and the concessional regulatory violation, or accident, we don't typically give this nearly the attention it deserves.
  4. 1 point
    What CMMS do you use? SAP Do you love it or hate it? Neutral Would you recommend it to others? Not for Maintenance And if not, why not? Even though most large corporations has gravitated to SAP over the past two decades for their end all be all system for Finance, Quality, Production, Procurement (Direct & Indirect) and Maintenance it does not compare to a CMMS specifically designed for Maintenance. Having installed and implemented numerous CMMS software packages across a very diverse client base, I personally like systems like eMaint X4 cloud based and other SaaS systems like UpKeep for a Maintenance application. These systems are specifically designed with all the functions needed to manage and report for a maintenance program. A caveat for a CMMS to be successful however is proper installation, data entry and management of the system. The point is, no matter how robust or good a system is, if we do not utilize it to its fullest potential then it will struggle. Radar
  5. 1 point
    I am not a CMMS / EAM "user" per se, but I do work with a lot who are, using a variety of systems from SAP (at the high end) to some relatively unknown cloud based packages that are best suited to a single shop operation. I would agree with Narender. The actually software you choose / use isn't really all that important - it's all about the user and how they use it. I've seen SAP used poorly and hated (more often than not) but also where it's been used very effectively and liked (I haven't found anyone that truly "loves" it yet). Likewise for Maximo, Infor and dozens of others. In speaking with the CEO of one of those software companies (a big one), he described his product as a box - you put stuff in, shake it up, pull stuff out. He pretty much described any data base for any purpose and that was his point - it's just another tool. What I observe in many cases is that companies are data distracted. The tool is not really a tool then, and maintainers don't have a lot of time to spend mucking about with a computer that isn't helping them get their real job done. It is critical to know what you want to do with it before you commit to the tool. Implementation processes usually start with business processes. Wrong!!!! Do those before you select the tool, then get the closest match, don't trust what the salesperson says, they must demonstrate to prove capability. Their promises about functionality are often based on what is in development, not what actually exists. Don't cheap out on implementation effort and training - both can kill the best of systems. I'd sum it up to say that it probably doesn't really matter which software you use, so long as it has some basic work management and reporting capability and is easy to use.
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