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Jim Vantyghem

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  1. Good morning! I have used a few different CMMS packages as indicated by others on this thread. In addition, I was fortunate enough to be on two CMMS design & development projects teams. In short, there are several CMMS packages to choose from and, of course, each claims to be better than the other. As Darrell had stated in the response above, latest code and ease of use is very important. In general, all CMMS systems are designed to do the following 1. Create work orders and capture work order history. 2. Allow for PM inspections to be scheduled and generated (creation of inspections included). 3. Allow for Material Management activities to occur - setup of items, issues & returns, physical inventory count etc. 4. Capture labor activities. 5. Allow for creation of reports or use of canned reports. 6. System Administration management - code creation, security, access rights, system and user setup points etc. 7. Possibly 3rd party interfacing. So, the general idea is that the CMMS development companies are all trying to capture the same type of information. Some use colorful screens, others use detailed KPI dashboards, others will boost their mobile applications etc. BUT, again, they are all trying to provide the same basic services. In addition, how many of you have had training from these companies only to find that, in many cases, the trainer has no real maintenance experience. We are, in essence, trained on the functionalities of the software but not the business applications of the software. In reality, most people have not had a voice in the purchase of the company's CMMS system or have inherited a system that is not a desired software to use. Regardless of the software used, the CMMS system can still be utilized, in an organized fashion, to capture basic data. The important aspect is to understand all the functionalities available, have a business plan of how you are going to capture data and apply the correct and necessary data in the fields necessary to facilitate results. Aspects to consider, 1. Roles and Responsibilities: If we want to make a CMMS system as user friendly as possible than this step is massively crucial in the implementation phase or post phase (and for some reason ignored). If roles and responsibilities are in place than system configurations can be applied to, security access rights, setup and user setup, screen views, only applicable fields for data collection visible and required, restrictions of allowed code selection etc., The goal here is "No more and no less" access rights than required. TIP: This is extremely important when training your staff. 2. Reporting: If you want to understand what it is you need in the way of data collection always start with the "end in mind" which equates to reporting requirements. In reality, we are all looking for the same basic data and the difference between departments and companies is usually the way the data is displayed. The differences usually relate to such things as column placement, sorting, sub-total value and totals, font, color etc. TIP: The person or department that requires the most detailed information will setup the reporting foundation to satisfy data requirements for other departments. Also, if possible, anticipate what you believe will be asked for in the form of data as this will help in the setup and data collection process. 3. Codes: in general, maintenance technicians and others do not want to write a story and are usually not good at spelling. In addition, I have heard statements from upper management departments declaring that they do not want the maintenance staff spending time on PCs for data entry as they should be repairing assets. If the reporting requirements have been determined, creating and applying codes to support the reports becomes key. This will make it much easier for the technicians to use the software, collect data, support KPIs and make better business decisions. In closing: It is of my opinion that the CMMS systems used are not really the problem. It is the business implementation plan and strategies that fall short of the full utilization. In addition, the lack of support from all levels especially the top level. Have a great day! Jim
  2. Andre, Thank you very much for the information. Greatly appreciated.
  3. 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 raise a lot of red flags for anyone reading this. We are 2 decades into the millennium and here I am in a company comprised of 12 plants that literally capture no useful data, if any at all. So, with this said, a lot has transpired over the past two years and now I am in a position to assist with this endeavor. So, I needed to share this bit of information to continue on with the next. If a company has not embraced the importance of maintenance and reliability and has developed a culture focused on throughput and profits from micromanaging costs, you can imagine the mountain to climb and massive limited belief systems in place that must be overcome with replaced with new empowering beliefs. Thus said, as we move forward to climb this mountain, the KPIs we are introducing are as much a set of rudimentary data audit type reporting tools as they are KPIs. My challenge right now is to 1. Carefully and strategically use common data code sets, fields and methodologies to capture useful, meaningful data for the purpose of cultural change and improved operations. 2. Provide the necessary tools and training to input data. 3. Have departments and people held accountable towards the collection of this data. 4. Support, mentor, motivate and coach all involved to move this endeavor forward. In short, the plan is to combine a rational and emotional approach to this journey. I am sure that there are hundreds if not thousands of other companies experiencing the same scenario either in part or whole. Thus the important goal here is to help each other understand the issues at hand and support each other to reach resolves. I am in the midst of finalizing the introductory KPIs for our company and will share them in a follow up post. It is always a pleasure to read your shared thoughts and experiences and I am always open to any feedback that both of you and the others in this community can offer. Have a great day! Jim
  4. Hadwll, Good morning and thanks for sharing your journey! I am very interested in reviewing your progress and results. Have a great day! Jim
  5. I would definitely agree with Erik that this is a topic worthy of more discussion. In the early 90s, as a maintenance manager, I had noticed the trend of so called repairs being associated to equipment setup or human errors. In this particular facility, it was the responsibility for the operators to setup equipment. The maintenance staff had been frustrated by this situations and thus, we set in place the following plan. 1. Using the functionality of the PM work order generation application, we had created blanket work orders with a change to the WO type code so as to read SETUP instead of PM. 2. The blanket work orders were created and set to generate utilizing a PM fixed rule of monthly (1st day of the month) only for those pieces of equipment that required a production run setup or required adjustments. 3. The work orders were not printed upon generation but instead a custom report had been created, filtered by work order type SETUP and via a date range, which listed all the equipment or Asset #, name and blanket work order number. The information was sorted by department and one page of the report held approximately 25 - 30 lines of equipment / SETUP blanket work order numbers. 4. Each maintenance person had been given this report at the beginning of each month. The SETUP blanket work orders from the previous month were closed and coded as completed. 5. If a maintenance person was faced with a process or equipment setup issue, they would log their labor hours against the blanket work order in the CMMS software, along with indicating the operators name and a bullet point mention of what had to be adjusted in the comment section. NOTE: I have and continue to advocate that reporting with a dollar value as a much more impact towards getting someone's attention. With this said, the total cost for the year for the SETUP issues equated to $28,000 CAD. Now, back in the early 90s this equates to a lot of money spend on non value added maintenance activities. In addition, imagine the impact on lost throughput, lack of time to complete PM inspections, repairs, projects etc. I would hazard to guess that the value of $28K could easily have been increased by a factor of 10+. Now imagine if we would have captured the other categorized human error based issues. Following this, I had conducted a social experiment at this time as well as related to a SEE, HEAR, and TOUCH approach training program for production operators geared towards congruent and consistent equipment setups. As a result, a significant reduction in setup times, increased throughput and yields, and a noticeable change in work force attitude in the particular process line that the training had taken place. Lastly, there were 3 shifts working on this particular center and one shift appeared to be lagging behind the other two. In short, it was noticed that the operator of this shift lacked mechanical aptitude skills. Thus a decision was made to move this person to another position in the plant ( Another seat on the bus). Also, capturing maintenance labor time, operator names and general setup issues resolved can be data used to help with performance reviews, training efficiencies, and a host of other valuable information. The long winded point to my aforementioned story is that human error happens more frequently than we know, but we also have the ability to do something about this. Sometimes we have to fix the person first! Cheers, Jim
  6. Good to hear that Australia is on the mend! As for Brasil, well South America is an emotional continental with traditions deeply embedded into the fiber of their societies. Does not surprise me.
  7. Gentlemen, I believe that change management has more elements to it than just obtaining sponsorship from the executive level. Remember that we are dealing with human beings! How we think, how we form beliefs, how we confirm those beliefs, the syntax or strategies formed to be in alignment with these beliefs, whether these beliefs are limiting or empowering. our value systems and alignment with our beliefs and strategies, how we chose to use Fear and Pleasure to guide us. Uptime Jim, You and I had a conversation on this topic in brief and we both concluded that a lot of our efforts are not found in books based on RCM, CBM, RCA, FEMAs etc. We need to think outside of the box. All of us, need to have as many or more information in our libraries on the human side of this topic. I can guarantee all of us that we know far less about our own thinking patterns, subconsciously stored beliefs and associated attributes that wake us up every morning and push us through our work day and personal lives. This is a great topic and I believe we have not taken the road less travelled to obtain new perspecitives We cannot be masters until we learn how to be servants! Sincerely, Jim
  8. If you have ever had an opportunity to watch the series "UNDER COVER BOSS". Take note as to the common theme of what is said but almost all of the participants. It is in knowing that one's efforts are actually noticed and recognized / acknowledged as such.
  9. At present, with a supposed Covid wave starting to reduced numbers of cases, it seems that the USA is opening more of its doors for business. The Window manufacturing business that I am in is now in a boom phase with sales at it's highest numbers ever in a frenzy to meet market demands and supply the stock replenishment of other intercompany plants . Of course, there is the concern of a 2nd wave of a Covid 19 outbreak based on herding effects but with this said, there is a strong sense of a mindset change towards applying precautions for such future events and to keep the virus a bay. The positive outcome has me believing that with a common influenza season in place, social distancing, plexiglass barriers and an emphasis on better hygiene may reduce the number of infected thus reducing any spin off negative affects.
  10. Jim & Raul, Nothing more to add than already presented by Jim. the company I work for have made significant, deep cuts and I will be off on temp lay-off for 4 weeks pending. staying at home and getting a lot of overdue projects completed. stay safe my friends Jim
  11. Greeting Mr. Jim Thank you very much for your share as you are definitely a seasoned professional who most likely has forgotten more than I will ever know. I like this statement "obfuscation of truth" . It reminds me of my daughter when she was young or dealing with one';s wife... lol! From Scott Peck's books "The Road Less Travelled" and "Further Down The Road Last Travelled" ... "Life is difficult and complex" thus so are cultures. I could not agree more with you regarding efforts to make meaningful changes from within without soliciting outside sources. My experiences have been that we will all become a brick in the wall at some point in time. With this said, this one of the first statements I have made from the inception of my position with my present employer. If one realizes what I have stated and is strategic in thought they will use the leverage of outside resources to convey goals/objectives and needed resources with the audiences that can provide the support. Again, thank you for the share! Jim
  12. Hello For those of you who have a LinkedIn account; Erik posted a great article that is straight forward and to the point. Not to leave out the fact that it is, in my opinion, a good representation of the reality of today’s maintenance world for a majority of our industries. Here is the link. https://www.linkedin.com/pulse/you-ready-maintenance-40-erik-hupj%C3%A9/ In alignment with Erik’s information, the issues I am facing right now are no different than when I started my industrial maintenance career in 1988. Implementing a rewarding maintenance program aligned with RCM endeavors and supported with good, useful data is NOT DIFFICULT but for some reason it seems to be. From my view point, the reason is more of a human issue. “Getting work done is easy, getting people to do this work or to buy into the program can be the difficult part”. As Einstein stated “We cannot solve our problems with the same thinking we used to create them”! … we have to think at a level higher than the problem!!!!!! Let me be candid. First off, I have solicited information regarding basic useful KPIs from various websites/people and for some reason this question resulted in quite a few great responses but still not a list of KPIs. Here is what I have a hard time wrapping my head around. Are we all so different that we do not want to receive the same end results? Are we not all interested in PM optimization, Defect Elimination, and an efficacious Planning and Scheduling System? If so, would it be fair to say that all of us would also benefit from the same type of simple KPIs to work with? Stephen Covey has taught us to start any desired goal with the “END IN MIND”. Isn’t this the mindset that MAKES SENSE to determine what reports /KPIs we would need to support or manage our businesses better? In addition, if we know what reports / KPIs we need does it MAKE SENSE that we would than determine what information/data input would be needed to support these reports? If what I have stated seems logical than why am I finding so many plants and people who DO NOT know what they want, BUT will tell you what they DON’T WANT OR LIKE? I have recently been analyzing CMMS data for 6 different plants within the corporation I work for. Here is what I am finding PM data indicating many PMs associated to, what is termed as, a floating PM system. This type of PM scheduling system may have its place but this is, in my opinion, turning a proactive system into a reactive system especially since a couple of the plants are using this PM rule for 90% of their inspections. Mindsets in place whereby people believing that a monthly PM inspection (one example) allows for a 30 day timeframe to complete the inspection prior to the next PM generated PM work order. SO, correct me if I am wrong, but would it make sense that almost all fixed scheduled PM inspection whether bi-weekly, monthly, and quarterly etc., BE COMPLETED within the first week of generation with a small buffer applied pending schedule rule? If we do not complete the inspection in the first week would this not defeat the PM scheduling Rule/period? ALMOST 90% Plus PM Inspection do not have any estimated inspection hours associated to the inspection procedure. How does this make any sense? I hear so many comments related to “WE NEED MORE MAINTENANCE STAFF” yet when I ask the question, what is the average time is spent on PM inspection daily/weekly, THE ANSWER … I DON’T KNOW!!!! … My response to this is usually an internal conversation with myself of “Seriously, are you kidding me?” Also, PM inspection procedure scheduled with generation dates / time frames based on NO STRUCTURE / ORDER. If we don’t have estimated hours associated to inspections to compare against total available maintenance labor hours, HOW ARE WE SUPPOSE TO BALANCE OUT WORK LOADS NOT TO MENTION CREATING A FOUNDATION FOR A PLANNING & SCHEDULING SYSTEM. Some the plants have 700 plus active pieces of equipment with approximately 200 active PMs. Now, not all pieces of identified equipment may require PM inspections but I would expect that each active piece of equipment would have more than 1 inspection schedule associated … such as a weekly, monthly, annual etc. Something is not making sense! In short, I would like to see more CBM type PM inspections in place but as you can tell, a culture of RCM and World Class Maintenance mindsets need to be instilled. Repair History codes structures limited and provide no structure or usable data. Just nothing in place to even remotely make effective improvements of any kind. One would think that it would be important to identify/classify a work order …. Ie PM, CM – Corrective Maintenance, BKD – Break Down or EM – Emergency Maintenance, S – Safety type work orders, PRJ – Projects etc.? Would is also make sense to create some BASIC REPAIR HISTORY via a simple data collection method? It DOES NOT have to be detailed but a simple codified program to start such as. Problem Category Problem Cause Action, Remedy or Resolve. Now that I have vented my frustrations, I will follow up with another post as to were my project stands. Please feel free to provide your feedback! Have a great day! Jim
  13. Raul, Jim & Andrej, Gentlemen, thank you very much for the feedback! The reason I had posed the question about the underlying data support of the lagging MTBF KPI was to stir up a deeper understanding of its intended use from professionals like yourselves. I have a principle I follow based off of the term or principle of “Confirmation Bias” which, in short, pertains to a person (or organization) only looking at the truth / facts of a situation that are in alignment with one’s own values and beliefs while ignoring opposing truth / facts that may support a strong challenge. This explanation likens itself to pointing a finger. The pointed finger represents one truth while the opposing 3 fingers can be described as oppositional truth. It was stated to me at one time that a good attorney always anticipates questions that may be asked especially those that may not support their case. In the case of other department managers possibly pointing out data discrepancies (as per my example) understanding the data captured and associated protocols used to obtain the data is paramount. NOTE: On the emotional side, I am sure all of you have experienced the 2 steps forward in progress only to be followed by the 5 steps back scenario. All it takes is one person’s unfounded remark or opinion to cause a ripple effect leading to unfavorable progress, trust, and/or support. So, regarding MTBF (and MTTR), this KPI seems to be spoken of and written about numerous times in articles, books, and throughout the internet etc. as to its importance. MTBF, for me, is a lagging KPI score card to provide feedback only and I would not use it as a means to make any haste decisions. Leading KPIs in support of MTBF (and in general) are the interesting focal points for me. I agree with your statements of the fewer the better as a start. I also agree that each company may have different reporting needs for desired outcomes. This said, I have a question for you. What common KPIs (Leading and lagging) would you propose as a good start for a plant to utilize if none exist? As per stated above, I understand that there are variations from company to company, but in general terms I am asking for a generic list. In closing, I am very grateful to be part of this forum and thankful of your shared data and experiences. All of you definitely create a positive impact for the world of maintenance / engineering reliability. Sincerely, Jim
  14. Raul, Regarding MTBF and per your simple example above, do you feel that MTBF can be, at some level, very macro? First off, I would definitely use MTBF as a KPI tool in the RCM tool box! What has my pondering is the following. Let's say each day/week MTBF KPI information is posted either on a TV monitor and/or in a report for all department managers to review. This said, say we use your MTBF example, over the course of 1000 operational hours, the 17 failures are noted and the 58.8 hrs reported. Following this, the Production Manager, after reviewing the information, makes a comment stating that he does not believe the 58.8 hours between failures. He makes a statement as to the fact that there had been a few occasions whereby the failures occurred hours and/or a day apart. Of course to this person a 58.8 hr laps between failures does not make sense and in reality his logic is supported. NOTE: This is the human factor involved. In conclusion, 1. Should MTBF be reviewed weekly/monthly? 2. Should MTBF be associated with a more detailed KPI subtype report that displays the failure count, date / hr of the failures, details of the failure (failure mode and code) etc? 3. Would it be fair to say the Devil is in the detail when it comes to MTBF? Sincerely, Jim
  15. Raul, I know that this does not answer the question directly but my approach seemingly revolves around that of a detective. *Observe, * Gather facts, * interview the audience to understand the underlying thought process, * Document the issues at hand. * Formulate a plan. * Educate all team members, make your intentions / plan known. * Build rapport, trust and support. - Answer the what's in it for me question. * Execute the plan. * Monitor progress. * Make necessary changes as time permits and experience dictates. * Recognize and document every improvement / success along the way. * Most important, insure all team members are made aware of the successes and thanked for their efforts. (A smile, a pat on the back and a good old fashion hand shake of appreciation produces unbelievable results). Sincerely, Jim
  16. Raul, I like your hypothetical unfortunately for me I have been living this world for more than a 1.5 yrs. Imagine this real scenario. 1. Plants that have no PM inspections or supporting schedules entered in a CMMS System that has been in place for 8 plus years. 2. No repair history data of any use ... no failure modes or codes applied. 3. Downtime repair history captured at rudimentary level
  17. Raul, If culture is the issue, what is the root cause? Your share proves to be an interesting scenario as it points to diverse thinking patterns. I, like you, cannot say if this is a right or wrong approach. Given Mr. Lemman’s position, I am sure it would be fair to say that he (like so many other shareholders) is in the business of making money and providing a service. He likely doesn’t want to know the details of how the money is made as per his position at such a high level of executive management. I suspect his primary thought or concern is just do whatever it takes to sustain a profit. So, in saying this, it reminds me of the statement “The means justify the end” whereby a good outcome excuses any wrongs committed to attain it. Thus, if the results or profits are not being maintained at the desired target than based on Mr. Lemman’s management philosophy, which leans towards more instant or short term gratification, Mr. Lemman would thus find other professionals to restore the business to the desired outcome. Given that there is a possibility that a high level of capital is available, the impact doesn’t dramatically phase him. This, in my opinion, is a reactive maintenance type scenario. Imagine working for a company knowing that you have to perform at high levels of expected output and thus stress. In addition, possibly witnessing many inefficiencies, but not having the possible support to make the necessary required changes to introduce long lasting positive effects due to time constraints. This type of culture exists in far too many companies worldwide and an interesting viewpoint would surround the possible root cause to this most likely starting with the inception of the business proposal and stakeholders involved. This said, poor, incomplete, insufficient details of the foundational plan or system creates the underlying ground work for the latency effect of reactiveness months or years later. So, to your point, strong, well balanced, knowledgeable, experienced, high emotional intelligent leadership can make all the difference in the world to establish a good foundational system and/or repairing an existing flawed system. In turn, blanketing this strong foundation with a st supported by a culture Sincerely Jim PS - Paul Daoust on Linked, has some diverse view points on this topic as well.
  18. With regards to Culture, here are some additional thoughts on the topic for which I had posted on my journey segment. For the past couple of years I have been researching several documents, websites, posts, articles, podcasts, and books etc., on the topic of reliability maintenance / engineering looking for those who can provide a proven model of excellence. So far, I am grateful to have gained a lot of new insight in the world of maintenance reliability especially from those who have shared their experiences who may not be recognized as experts or professional, but in their own way have achieved such success. What I have been looking for is a simplified solid strategical maintenance implementation plan for the purpose or means of maintaining and continuously improving the throughput, reliability, quality and capacity of a company’s assets for the betterment of the company and the customers it serves. To start, in the world of Neuro Linguistic Programming there is a process labelled as “Modeling”. Here is a definition pulled from the internet. NLP Modeling is the process of recreating excellence. We can model any human behavior by mastering the beliefs, the physiology and the specific thought processes (that is the strategies) that underlie the skill or behavior. It is about achieving an outcome by studying how someone else goes about it. Using this theory, if an individual, group, company etc., wishes to expedite its ability to be successful, finding and modeling an already proven success plan should provide the same successful results with additional benefits as a reduction in time, energy and capital required to meet the goal. In addition, the advantage is that all the hard work of trial and error has already been experienced and solutions provided. Tony Robbins bested described this method using a chocolate cake analogy. I am sure you are asking yourself what does chocolate cake have to do with maintenance and it would be a good question to ask. Let’s say you like chocolate cake and the best chocolate cake you have ever tasted is approximately 200 miles / 325 kilometers away from where you live in a small pastry shop owned by a master pastry chef. Of course, this distance is too far to travel regularly to buy the cake, but you personally know the chef. So, you decide you would like to learn how to make this chocolate cake and you ask yourself what is the best way to do this? The best answer to this is to follow the chef in the kitchen and take notes to form the correct/precise recipe! The chef agrees to teach you how to make this cake. You meet the chef and the first ingredient that chef requires is 2 cups of flour. Now this is not just any flour, but a special type of flour that is only found is a few select stores. So you need to make a note of the special flour needed and add another note indicating where the flour can be purchased because it is a specialty item. The training continues on and you continue to take notes determining how much a dash of this and a pinch of that really equates to in measurable units. All of a sudden, the chef tells you that he is about to show you the secret ingredient!!!!! He shows you a can of tuna fish and your reaction is WHAT????? ARE YOU CRAZY???? Who would put tuna fish into a chocolate cake, but remember this is the best chocolate cake you have ever tasted!!!!! Now this is not just any tuna, it is 170 gram metal container of solid tuna packaged in oil (not water). As the tuna is added, the chef continues on, the cake is baked and, of course, it tastes exactly the way you remember. So, how does this story relate itself to maintenance, reliability, asset management etc., and what can we learn from this? Like the chocolate cake, having a proven recipe or plan is paramount for success but not just a plan. We must carefully choose the plan that best meets the company’s (and/or department) needs / requirements. In addition, a plan that will provide clarity of the steps required to obtain the level of success desired and accomplished in least amount of time possible. Remember every recipe has a chef (just like every orchestra has a conductor) that created and perfected the recipe in the first place. This said, what attributes does this chef, in this case project manager/leader, have that makes him/her successful … what level of education, type of education, management style, leadership qualities etc.? In addition, as we cannot ignore that fact that we live with various levels of management who seemingly gravitate towards instant gratification, having a plan that can provides positive results / returns in a relatively short period of time helps maintain the morale and support needed to keep the plan moving forward. NOTE: A plan does not necessarily have to be perfect but needs to provide a majority of the proven steps necessary for the success we are looking for. Having flexibility within the shell of the plan will also provide an opportunity for creativity and growth of all parties involved. Recipes have specific ingredients and sequential steps that must be followed. Attempting to change, add or omit ingredients, quantities and/or any sequential steps WILL change the results. To prove the above point, how many of us have experienced the effects of “Cherry Picking”. In this case cherry picking refers to reviewing tasks that need to be done and selecting only those tasks that are seemingly easy to complete and/or provide a false sense of accomplishment for individuals looking to advance their careers. Production supervisors who do not follow the sequential order of a production schedule as a means to insure that their production throughput for their shift is met or exceeded risk the chance of late delivers to specific customers. Maintenance staff members who only select the easily PM inspection and/or repairs to be done leaving the more difficult tasks for other staff members or shifts to do. (NOTE: This is why work must not only be strategically planned & scheduled but also well managed). The effects of this usually leads to the very problem trying to be avoided … “Reactive Maintenance”. In summary, like a recipe, a good plan will allow for some flexibility but still must follow a specific order of tasks and associated requirements. Not following the plan may provide less than desirable results. We must take the difficult with the easy and if the level of anticipated success has fallen short of the desired outcome, go back to the plan and see if anything had been missed, skipped and/or if the correct plan was put into action to begin with. Thank you for sharing your information, experiences, thoughts and advice. For the company I am presently employed with I will be following up shortly with a 2020 snap shot of the status of the company's current maintenance & reliability endeavors.
  19. Hi Craig, Look forward to your input, goal oriented and results driven ... awesome! Sincerely, Jim
  20. Erik, The "What's In It For Me?" is probably the most conscious or, more so, subconscious question we all ask of ourselves. We all need a reason or a purpose to perform or not perform a task. As I have stated before (and will continue to do so), it is the human side as much as a the technical side of reliability maintenance that needs our attention. Getting a task completed is relatively easy, getting people to complete a task is a more challenging task! Have a great day! Sincerely, Jim
  21. Terry, Hello! Been in the same situation as you and frankly, as any good attorney would have it, you have answered your own question in my opinion. I agree with your thinking that meeting these people face to face either individually or in a group setting is always a good start to find out what their concerns are to gain insight to the lack of action. Of course, you will need to use more EQ than IQ as you will need to play the role of detective. In short, getting work completed is relatively easy, getting people to perform work is normally not that easy! As I tend to ramble on regarding such topics, if you have any questions about the aforementioned please feel to ask. As there are quite a few other members with a host of experience for such issues, hopefully they will provide some feed back as well. Have a great weekend! Sincerely, Jim
  22. 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
  23. As a preface to this topic, please note that the following is of my own opinions and I welcome your thoughts on the topic. On the topic of culture, I have read many articles and heard many statements stating that Culture is either the root cause for poor results and/or should be the focal point for making mass improvements in our business worlds. So what is Culture and is it really one of the major problems or one of the primary saviors to our business success? For me, culture is like a blanket that wraps itself around something more substantial. if we just speak of culture on its own we can see many examples which can be either good or not so good. Drug cartels are engulfed in a culture as are religions, clubs, gangs, etc. I am sure if you think about these examples you would agree that a drug cartel may not be a culture you wish to be a part of. To add to this, cartels function and are driven with a purpose and have members who are loyal and most likely follow a set of rules and values. With regards to what I have stated above, I truly believe that in order to create an effective and efficient maintenance and engineering system and/or any manufacturing process, it starts with a SYSTEM. A SYSTEM that is built on Proven protocols. Mission statements. Established rules and values. Clearly defined roles and responsibilities. SOPs. Properly selected and installed process lines and equipment. Development of PM inspections inclusive of inspection time frames. Material management protocols. Work order management along with repair history protocols. Time management protocols. Reporting management - established KPIs. Established training matrix with see, hear, touch approach applied. Carefully selection of employees and so on. Once a SYSTEM has been established then it is of my opinion that a culture is created and nurtured to blanket itself around this foundational system. The system and its supportive culture should not adapt to people but people should adapt to the SYSTEM. In the book "Good to Great" Jim Collins points out this fact with an example of a wheel and inertia. When a wheel is in motion it tends to stay in motion until acted upon by an opposing force. Given the example above, this is what happens when a specific management group has established a system for conducting business, only to have this management group replaced by a new group. The introduction of a new management group usually follows with a change in the system, thus like a wheel, when a system is in place and stopped to be replaced by another system. The energy to stop and start again in a different direction is massive and weakens the system and more so the culture. This pattern keeps repeating itself to a point whereby the morale, thus culture, is massively damaged thus causing poor production throughput and poor product quality! In addition, we wonder why people do not like change. Again, the above is of my own opinions and experience, but I am curious to hear your thoughts on the subject. Have a great day! Sincerely, Jim
  24. Outside of Erik's "Road to Reliabilty" home page, Ricky Smith and Keith Mobley have written a great book "Rules of Thumb for Maintenance and Reliability Engineers. There are a great list of KPIs to select from. Have a great day! Sincerely, Jim
  25. Corry, Hello! I have never used SAP but I have used a few different CMMS software system over the past 3 decades. At one time, I had created a 13 page detailing all the attributes I had been looking for in a CMMS software package. Following this I had reviewed over 20 systems and what I discovered was that very few actually focused on gathering data of what I considered the basics of gathering repair history information. To add to this, most of the software trainers actually had limited knowledge or experience of maintenance / engineering in order to build rapport with the trainees. In addition, an inability to provide a business purpose for using various software functionality to assist with defect elimination, PM optimization, KPIs use and/or planning & scheduling. Regarding your thoughts around getting the master data correct, I totally agree with you. Does the software meet the business needs to establish a foundation of good usable data that can be used to make good business decisions and can be expanded upon. From my experiences, ALL of us are looking for the same base information required to make good business decisions. In summary, maybe the best CMMS system is the system that meets the company's or the project manager's business needs. Sincerely, Jim
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