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  1. 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 Ca
    3 points
  2. 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
  3. I've used SAP, JD Edwards, MP2 and MP2 with a custom GUI on top of it. Both SAP and JDE are a struggle. Both REQUIRE power users, lots of upfront and continuous training, integration support, etc. If you don't have lots of money to throw at it to set it up in the beginning, don't even try. Also, without a financial commitment to go mobile, you are likely stuck with salaried folks or power users writing and processing all work orders. If your industry processes a lot of short repairs, you can quickly get overwhelmed with the volume if you don't have enough people assets to writ
    2 points
  4. With my five (5) years experience, i have only worked with SAP. Its the best and i highly recommend it. Its just unfortunate that i have not had an opportunity to work on other CMMS for comparison.
    2 points
  5. Just wanted to share a brand new video presentation that I just released: Increase Your Workforce by 33% Without Hiring Anyone How Maintenance Planning & Scheduling allows you get get more work done with less people, reduce costs and improve morale.
    2 points
  6. I had been using SAP for 18 years in the power industry and it is a very powerful tool, but since changing jobs am now using Microsoft Dynamics AX. This is also a powerful tool but not so user friendly as SAP.
    2 points
  7. Well described Raul. The failure mode must have a time or usage based distribution. In Weibull analysis it has a beta value greater than 1. The larger the value, the more strongly related to aging the failure is. As in all proactive work we are aiming to reduce the risks of failure. We do that by reducing what happens when the failure occurs (consequence mitigation) or by reducing the probability it will happen. With age related failures, where preventive measures can be effective, they actually prevent most of the failures if they are performed at an early enough time. I've seen quite a
    2 points
  8. Hi all, For this week’s topic, we will be discussing the still quite common “forever fixing culture”. Finding companies/plants that work in a run to failure culture is definitely not a hard task and I am pretty sure that we all have gone through this situation before at least once. Basically, those sort of cultures are part of a vicious cycle composed by reactive maintenance actions, “quick solutions” and a vital thing that keeps it alive: rewarding the forever fixing culture. Regarding such topic, nothing better than these paragraphs written by Ramesh Gulati on his book
    2 points
  9. A challenge that must be solved. I have a passion for teaching and solving problems. The former is often required as a part of the latter. Anytime I share some information I feel good. It's gratifying to be recognized for what I do, but more importantly, it's fulfilling to help others.
    2 points
  10. I passed the exam back in 2017 and will renew it again. I did not have any study material; however, I do have extensive experience in maintenance and maintenance practices. You need to be knowledgeable in many areas including CMMS, machine reliability, warehousing, etc.
    2 points
  11. Well my mum wanted me to study Accounting so I can work in Banks and knot tie but after my Junior school, I told her I want to start learning Auto mechanic after class.....was funny at start because my classmate will come around just to make jest of me............it was not a common thing because everyone was focusing on only school. But it became clear after the first 2 years of studying mechanical engineering and I had to do IT with Procter and Gamble, then I develop a kin interest in maintenance and after which I was also employed in the company, worked in both PM and AM as a team memb
    2 points
  12. My journey to being a M&R Professional wasn't quite straight forward for me. Like most Malawian students, I wasn't really sure what field i wanted to venture into. I got selected to the university to study Industrial/Mechanical Engineering. It was just a normal thing for me, solving problems, passing exams and presenting academic projects was the norm. It wasn't until I went for industrial attachments (at Illovo Sugar Company, Dwangwa), that I develop keen interest in maintenance. I was there for 4 months, working with the maintenance technicians. I got interested to see how good main
    2 points
  13. I have not taken the CMRP exam and have thought about it a number of times, but have never taken the leap. I have a MMP (Maintenance Management Professional) Certification in Canada, but the CMRP seems to be more widely recognized.
    2 points
  14. Hi all, I'm new to the community and wanted to briefly introduce myself. I'm a Chemical Engineer from Australia working in a Reliability role in a Food & Beverage company. I balance managing the reliability team (with associated reactive challenges) with making long-term improvements to how we do maintenance. I look forward to sharing knowledge with you all and developing as a reliability professional. Regards, Glen
    2 points
  15. Greetings Everyone My Name is Andronica Kwapeng. I have 7 years experience in Maintenance and Reliability. My experience is from Petrochemical and Mining Industry. I am currently working as a Reliability Engineer in Mining Company in Kathu, Northern Cape in South Africa. I am Certified Maintenance and Reliability Professional (CMRP) by Society for Maintenance and Reliability Proffesional (SMRP). I am looking forward to learn from you and share my experience
    2 points
  16. Hi All, I think that many companies having this kind of issue, but there is no word “late” for starting a reliable plant. In my company, yes we have PM Program for all the assets (most of it executed internally by our people and some executed by OEM). Regarding to the topic Defect elimination, normally we do Root Cause Analysis meeting that conducted weekly (consistently) attended by the production team, Engineering Team, Quality Team, Inventory Team, and Plant head. Here’s the general information from this activities: 1. Problem Description & impact
    2 points
  17. Hello All, It is very impressive the level of experience and contribution of each one to this discussion. I was just hired to be a maintenance manager in a company as was described in the title. This post was very very helpfully to open my mind about how to start and to thinking deeply about why we do what we do. As soon as possible I will share with you the results.
    2 points
  18. Good morning Jim! - Well written respond to CMMS systems. I have experienced the issues you have stated and most certainly agree that most of our issues are not a software but implementation issues. In addition and on the topic of implementation, I had added a few notes of information under the heading of leadership regarding culture and also my own personal take on implementation via a chocolate cake analogy. You can find it under the topic heading "New position, new journey". Thanks again for the well written and insightful view on maintenance management. Have a great day! Jim
    2 points
  19. My first CMMS was a home grown system called, "Dynamic Equipment Information Systems" (DEIS) at the PetroChemical complex where I worked as a maintenance engineer. It was a very basic work order system that provided job plan details, parts lists and history. Each job was recorded in text fields and all the history was printed with any work order. The thickness of the work order print out was an indicator of troublesome equipment, or a long BOM. Our refinery (next door) was using a paper based system. Both worked well for work management and since discipline of recording what was found wrong an
    2 points
  20. Hello Everybody, I would just like to take the pleasure of introducing myself. My Name is Craig and i am a time served multi skilled engineer, my background is FMCG throughout my working career, i have picked up many skills from being in this environment which i love doing, I started out on shift living a rather reactive existence where i learned to work under pressure developing critical thinking along the way a part o my career which i see as being absolutely necessary to see both sides of the coin, i have seen new opportunities recently and moved into the role of Maintenan
    2 points
  21. 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 points
  22. I took the exam and earned the CMRP in 2014. The concept that SMRP had was that it would be recognition of experience combined with expertise. There was an extensive reading list and at that time, I was unaware of any courses to help in preparation. The exam was intended and described as a recognition of accumulated expertise and experience. I believe it had meaning because you really needed to know your stuff to pass, SMRP did not endorse any courses that may have been aimed at getting one through the exam and as far as I know, that is still the case (although they do endorse training provide
    2 points
  23. @Raul Martins thank you, its good to know SAP performances. Have you using any methodology (flowchart, BPMN, ....) ? On this yours examples, can be possible found and reliability for any spare parts, of any business partners, and compare performances (prices/ working times...). Current project I m set up need work order (maintenance order) for cars (15000 km/ 30000 km/ 60000 km - that is 3 type of BOM) its ADempiere free ERP system 3 type of resource and 2 type of tools, every BOM have specific workflows (operations replacement motor oil: Auto mechanic should lift up the car an car worksh
    2 points
  24. Raul - yes, it is challenging to keep people focused where they need to be. You need to ramp it up on the PM team as I think I mentioned. Discipline is challenging and that's what your supervisors are there to enforce - discipline in execution and consistency and with the schedule. It's about sticking to what needs to be done, not about disciplining people. Your supervisors will need to be on board. Like the techs, they need to be a part of crafting the improvement initiative.
    2 points
  25. I agree with all what UptimeJim has said and would like to add a few more thoughts: I. FOCUS ON THE BASICS & STAGE It is crucial to start with the basics and focus on Wildly Important Goals (see e.g. https://www.franklincovey.com/Solutions/Execution/4-disciplines.html). You may want to use some assessment tools to help you prioritize the steps. Terry Wireman puts it very nicely in several of his books that the Preventive Maintenance Program should be a fundament, enabling all other methodologies to be built upon. Wireman’s maintenance management pyramid is also use
    2 points
  26. Buenos días Debes de realizar un análisis de criticidad nuevamente sobre los equipos para que sepas orientar y destinar bien los recursos limitados que te ofrece la compañía. Una vez que sepas cuáles son los equipos críticos , revisa las estrategias de mantenimiento a través de PMO o AMFE. A este punto no recomiendo RCM por el tiempo y costo. Previo a esto realiza tu análisis RAM para fijar tu disponibilidad, confiabilidad y mantenibilidad con el objetivo de asegurarla a través de la técnicas ya dicha.
    2 points
  27. 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
    2 points
  28. I can easily find examples as it relates to FMEA RPN by searching the internet, but haven't been able to locate anything that adds points as work sits in a backlog.
    1 point
  29. Hy everyone, In the last years I have been working in several kind of businesses. In the position of setting up technical departments at different kind of factory's. Each with their own ERP and all kind of CMMS-systems. Ultimo, Maximo, Sap, AX..." How many more do i have to mention. " For myself at a medium size company is TDO-office working : Understandable for technical skilled people > Low cost > high output > No yearly fee. etc. etc. It al depend on the size and business of the company itself... depending on management decisions with " their view of how
    1 point
  30. Hi Andre & Raul, Good day and thank you for bring light to this topic. Andre, I like your list of KPIs as it is a starting point for companies to embrace and record their journey through growth. Raul and I had spent a few months discussing the importance of this topic, especially with regards to the types of KPIs and implementation strategies thereof. When I started working for the company I am presently with over 2 years ago, there were no KPIs at all because the company was not utilizing anything above 5% to 10% utilization of its CMMS System. Immediately this should
    1 point
  31. Hi UptimeJIm and all; could not agree more with your statement. Have seen quite a few cases like that - and the worst of it all was that the top management was not even aware of the need for sponsorship. And let me cite just two important conclusions from Prosci's studies over the last 20 years worldwide having involved more than 3400 participants: Projects with excellent CM are 6x more likely to meet or exceed their objectives. The executive sponsor has the highest single impact on project success. Best regards, Andrej
    1 point
  32. Raul , my best greeting and congratulations for this page where we can dialoge about our specialty and learn a litter more Please continue going on this and include others themes like RFA Root Failure Analysis, Non Destructive Tests to apply in the industry and so on. Thank you Seidel Muriel seidelmuriel@hotmail.com
    1 point
  33. Hi Raul my best greetings. In your written does not mention the Predictive Maintenance, I would like to know your thoughts. Thank you . Seidel Muriel , Cali Colombia , e-mail. seidelmuriel@hotmail.com
    1 point
  34. Hi all, In the Road to Reliability Roadmap™, we discuss four essential elements to reach a reliable plant, which one of those processes is Maintenance Planning and Scheduling (P&S). We all know that Planning and Scheduling plays a vital role in achieving an efficient Maintenance, by ensuring all the necessary resources will be available at the right moment. However, many companies still struggle to implement a proper P&S process. The reasons for this vary, but lack of knowledge is definitely one of those, as it still quite common to find Maintenance professionals that do
    1 point
  35. This is my first experience in the commercial bakery industry. I have spent the last year working out the bugs in a new bulk bag distribution system. Pneucon vac system, NBE manufactured towers etc. I have had many challenges with the products we use here. Flax flour and cocoa powder have proven to leave a great deal of retention in the rotary valves, vacuum lines and the hoppers above the mixers. The OEM of the system has been of little help in solving these issues. I have had quite a bit of success installing Airsweeps, from Control Concepts in the hoppers and am currently
    1 point
  36. I am in the food manufacturing industry. We have windows of what we call downtime to be able to actually maintain our equipment, and the rest of the time we perform inspections so that we can hopefully catch impending failures to address on the upcoming downtime. A lot of folks are still struggling with the value of inspecting equipment. They would rather put out the fire. It makes scheduling quite the adventure! The company that I work for is a Global Food Manufacturing Company. Regards, Lorna
    1 point
  37. 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
    1 point
  38. With the increasingly competitiveness of a globalized market, it is important to put our minds to efficient maintenance control practices, inventory and various other production related items. When it comes maintenance control practices, there are several different metrics that can support us on understanding our weaknesses and making decisions that will lead us to better results in the future. For this week's topic, we are going to discuss a little bit about a widely known metric: the Mean Time Between Failures, also called MTBF. Mean Time Between Failure (MTBF) refers to the a
    1 point
  39. I've done a lot of reliability work as have a number of my colleagues. MTBF is one of the parameters needed to do proper analysis (e.g.: Weibull) so it's a valuable piece of information. Of course knowing whether the failure is age / usage related, random or infant mortality is also very important in making decisions about failure management approaches. Unless we run our own "studies" to capture data that we can rely on, most of us will rely on data captured in the CMMS/EAM. All too often that data is not fit for purpose, at least not without a considerable amount of effort to scrub it cl
    1 point
  40. Welcome @Wirza, @craig and @Andronica Kwapeng. In the case of Wirza and Craig apologies for the sluggish reply, but glad to have you all joined. looking forward to your contributions!
    1 point
  41. Hi Erik Hupje, Thank you for the opportunity you give us. I am a recently gratuated engineer who work for Ponticelli, a french maintenance company. We currently work on a project to improve our performance in maintenance. I really think that maintenance is an important issues for our society to meet the economic, social and ecological challenges of tomorrow. Companies start to understand productivity and rentability that they can achieve by promoting predictive and planned maintenance. In this way, your trainning looks really adapted to give answers to limit reactive maintenance and im
    1 point
  42. Hi to all Actually I faced this issue & slowly but I believe I have improved the conditions. I have moved & I would move in the following steps: List out your main spenders in terms of equipment. I believe, we can do it with 80-20 principal. Start work on them to find out the causes. Try to find out efficiency in budget to include training & investing in new tools to bring out predictive approach rather than reactive. If needed create a business case with ROI Develop together with operations to bring out a plan for maintenance team. Plant GM also needs to be
    1 point
  43. Hi Raul for example, elevators are more reliable and easier to maintain than in the past For older models, there are 2 ways 1) most critical components are switch breakers (380V 32A/16 A) because older elevators have induction engines without current inventors with WYE/DELTA start wiring systems and reliability is the function of number run (count) call elevators (frequency per 24 hours for 7 stations 35 flats 120 persons is from 240 (min 120x2) to 4800 start/stop average 563,1 +/- from houses to houses(assets/assets)) 2) total replacement of induction motor wiri
    1 point
  44. Hi Raul, thanks for the input, I think adding graphics is a great idea!
    1 point
  45. 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 wit
    1 point
  46. Hi Raul, Thank you for your feedback. While I agree with your observation that poor training and knowledge management contribute to the inadequate WO information, let me suggest some more potential reasons: We should all understand that it is generally not realistic to expect from maintenance techs to start filling in all necessary information into the WO when the system is initially put in place. This is human. For that purpose, the change (and resistance!) have to be managed properly - which is not the case very often. If MOC was not utilized when implementing a WO system and
    1 point
  47. Splitting into teams makes sense. I've used that approach before and it works, but avoid the temptation to move people from PMs to reactive. You may need to ramp up the PM team effort somewhat gradually, especially if your anticipated PM workload is substantial. Estimate your hours for the PMs that you have (that might already be in standard job plans if you have them) and apportion people based on the hours of work vs. total workforce capacity. The rest will, by default, be in reactive mode. You may want to consider one or two technicians dedicated as "shift repair" who respond to operations
    1 point
  48. Hello @Braycher! It is great to see that we have people from many different countries at Road to Reliability! I am of the view that multiculturalism and different ideas can build really solid bridges! However, in order to help the other members of the community that do not speak Spanish to understand your perspective and ideas, would you mind of translating your post to English? Regards, Raul Martins
    1 point
  49. Hi Erik, Great question. I’ve used SAP and Maximo extensively and been involved in multiple roll outs, implementations, upgrades and training around the same for several middle and major companies. I think the answer aligns with the one to the age old macho question: It’s not what you’ve got, it’s how you use it. What I’ve seen in the past is that a company purchases or is sold a new CCMS EAM or ERP system on the premise that it will bring significant improvement into the business. While this can be true the opposite is also possible. In more than one instance (pre
    1 point
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