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Jim Vantyghem

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Jim Vantyghem last won the day on November 27 2018

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About Jim Vantyghem

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  1. My apologies for not reading the complete thread! I see that you are still working on the process. Our company's focus has shifted to a high focus on quality and continues improvement. I have been working with quite a few of the maintenance managers and have applied your approach of Defect Elimination, PM Optimization along with working on Planning & Scheduling. Of course, this is a massive undertaking but a worth the effort. In short, very interested in taking the P&S course. Thank you, Jim
  2. Is the P&S on line course up and going now? Is there anyone taking the course now?
  3. Frank, Sorry for the tardy response as I have been off the site for a few months. Thank you very much for your response. As I had not provided all the points of what I had conducted in my research, what you have mentioned regarding reporting and so on had been a part of my efforts as well. Looking forward to reviewing more of your thoughts and experiences. Have a great day! Jim
  4. When will this course be ready for sign up? Have you established the cost?
  5. Bijoy, Good evening! Erik's response provides very good points. To add to this, here are a few experience I would to add. 1. Building Rapport: People naturally respond positively with others who are share the same feelings, ideas, experiences etc. Do you have experiences, concerns, goals etc that you and the people that work for you have in common. Examples: Here are some things maintenance people do not like. Can you identify with any of these points below? As I am sure you will, you just may have some common things to share with your people. Again, if you have rapport with your people by identifying common issues and/or needs you will start to create a bond with them. 1. Repairing the same problem over and over again: Especially if they are not given the time nor money to fix the problem correctly and/or ability to improve the equipment/processes. 2. Not being appreciated for a job well done! All people need to know, at sometime, that they are doing a good job. This helps build self confidence and respect for the person providing the praise. This does not mean that a leader must not provide criticism but it should be balanced out. People cannot grow emotionally if they are not shown what is considered a job well done verses a task done badly. 3. Not being heard or taken seriously: Your technicians are some of your best resources of technical information. These people can tell you the following A. What common issues occur with various pieces of equipment and/or process lines. B. Production operator errors and in turn the need for production operators to obtain additional training and/or support. C. Improving equipment design, trouble shooting techniques and/or improved or more efficient ways of repairing equipment etc. D. Not having the right tools or all the tools needed to do their jobs correctly, efficiently and/or in a timely fashion. 2. Providing Direction: As Erik had said, people usually come to work to do a good job and also would really like structure and direction. Most people do not know what they want but, in most cases, are willing to follow a plan/vision. I would highly recommend that you read all of Erik's "Road to Reliability" material. If you gain rapport with your workers and than provide them a great plan to improve with positive coaching and support you will most likely see positive results. Of course, there is more information available on the website by people with more experience than I but I would say that the information above may help you out. Have a great day! Jim
  6. Peter, Well written and very good points! I most certainly have experienced much of what you have articulated and the following is of my own opinion. For a Maintenance and/or Engineering department to be somewhat taken seriously, their efforts are best presented with costs involved. Your "Lost Margin" verses "Added Value" is such a good message to send this community. Whether an affirmation of what is already known or a new portion of information gained, again very good point to present. Thanks for sharing and I hope to share like minded thoughts and experiences with you over the next few weeks. Jim Vantyghem
  7. Eric, Well said. The foundation is the most important starting point! I have started a new position for a window manufacturer and within the first week it was so obvious that the plant has massive issues to address. After being here for 2 + months I have had a conversation with the plant manager and gave him the " no sugar coating" update of all the issues found and possible solutions thereof. Like the message you have brought forth " Back to basics". Jim
  8. Eric, I would agree with you regarding compromised equipment and processes. In all the facilities I have worked, maintenance has either reported to an Engineering director and/or a plant manager. With this said, even this infrastructure of tiered management seems to get caught up in some type of maintenance repair or PM inspection scarfice for the need to push product out the door. In my opinion, I do feel that production is a customer of the services of the maintenance department but I do not believe that a maintenance department should be solely controlled by production management. jim
  9. Lusaac, I have just started a new job with the same issues and pain you are describing as well! Romeo & Evaldus ,have also presented issues that quite a few of us experience as well. Erik has a lot of great information to share along with other great information from other members as well. I look forward to obtaining and sharing information with all of you. Jim
  10. Hello Pierre, I remember back in the early 90's, SKF had a vibration software application linked with various sensors to monitor bearing vibration and heat. Of course the cost was vastly expensive and thus easily dismissed. Despite this, I thought this technology, coupled to an alarm system via some type of data link to trigger something simple as a work order, would be greatly advantageous to us especially for those hard to get locations. I will definitely check out the sensors via your link. Thanks for sharing the information. Jim
  11. Hi Navin, I am interested in learning more about your implementation of CTA. Do you have any examples of how this information has helped you drill down to the issues at hand. when I say examples I am wanting to know if you have any documentation that you can attach to illustrate how this system is helping you. Thank you, Jim
  12. Hello Freek, I, like Jefferson, would l like to learn more about the tools you are using. I would be interested in your answers to Jefferson's questions. Thank you, Jim
  13. Erik, Good points! I agree with the some do and some don't! In my experience, we are dealing with people and not machines and processes. This means that we need to educate ourselves with information and understanding that are not found in information based on maintenance techniques or RCM approaches. We are speaking of cultures and people with different educational backgrounds, values, charactertraits that must be understood. This comes from information that is based on understanding communication styles, thinking patterns, targeted educational backgrounds ( material management, Manufacturing engineers, accounts, logistics etc). As you had stated in previous information ... being able to sell oneself and associated beliefs is imperative. I have always been fascinated with why do what they do and quite and this pursuit alone has guided me to multiple streams of educations on the subject that have helped me advance my career in the maintenance field.
  14. Erik, This a very good question and to be honest,. priorities are subject to change quite quickly and often. I believe a risk matrix coupled is a must. Also, I have always pondered what type of code system would help me out best for prioritizing. I discovered a great system in a book by Stephen R. Covey and course I had taken "FIrst things First". A. Urgent & Important B. Urgent but not Important C. Important by not Urgent D. Not important / Urgent Sometimes we learn about how to better management our maintenance needs via resource not thought to be connected directly to maintenance. Thanks, Jim
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