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Erik Hupje

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Erik Hupje last won the day on February 17

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About Erik Hupje

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  1. Thanks for sharing @Doug Shortt and @Mike Walker. Indeed it seems that the CMRP is probably the most widely accepted and known maintenance & reliability accreditation. I am keen to support it, and often recommend people to get certified.
  2. Thanks for sharing your stories @Raul Martins, @Cornelius Mpesi and @Bukola. Looking forward to reading more of these! In the mean time here's how I ended up in maintenance & reliability, like most my path was not really a deliberate choice, but more the result of taking an opportunity that presented itself. I joined Shell in the Netherlands back in 1997 having completed a general degree combining engineering and management. Within a few months I was asked to start a development path towards an Instrument Engineer, which was interesting at first, but I did not want to become a technical specialist. After 3 years of working in the UK as a graduate engineer in the instrumentation & control discipline I was offered a broadening role supporting the local management team, which I gladly accepted. Great opportunity and that is how I ended up moving to the Philippines, one of the UK Asset Manager's moved across to the Philippines and several months later asked me to come across too (after i was refused a work visa in Brunei). I initially had a business role in the Philippines and was due to become a project engineer after 2 years, but the project was cancelled. The Asset Manager asked if would be willing to spend some time analysing our maintenance performance as we had some major issues in that area. I thought that maintenance would be a decent choice as it would allow me to work across other industries too... Besides the other choice would have been to leave the Philippines and we had only just been there for 1.5 years. I ended up staying for 7 years in the Philippines, before moving to Oman and later Australia. All the time I was involved in maintenance and reliability improvement of either existing assets or the maintenance build for major projects.
  3. Welcome @Lorna great to have you with us. SAP is a beast that is for sure, hard to tame but very powerful. And welcome to you too @LaWayne Smith There are a few approaches I recommend to breaking that typical reactive cycle and which way you go depends on the state of your plant, but prioritisation of new work requests is key as well as trying to eliminate defects and those repetitive failures. Prioritisation can be a quick win and really give you more breathing space. But getting rid of a defect that has been causing a lot of breakdowns or downtime (i.e. a bad actor) can be a really good way to show to management the value of investing in reliability improvement...
  4. Welcome @GThorpe, great to have you onboard. We'll soon be big enough to have a face-to-face community meet up here in Brisbane!
  5. 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!
  6. Fantastic topic and post @Jim Vantyghem... I'm going to listen first
  7. For those of you who are interested in joining the online course in Maintenance Planning & Scheduling and who did not pre-register their interest, I am happy to inform you that the Pilot Program for the course is now open! Join the Pilot Program The Pilot Program will offer up to 30 students early access to the course and these select few will get: lifetime access to the course (so access to all future course updates!) increased access to me as during the Pilot Program we will conduct more frequent live 'office hours' to answer questions all course materials like videos, slides, audio and transcripts a 25% discount off the list price and of course, a Certificate of Completion I do ask that students in the Pilot Program provide ongoing feedback during the course. That will help me to iron out any last bugs in the Online Learning Management System and make any tweaks to the course content. I am a big believer in continuous improvement and getting your feedback will increase the quality of the course - for you and for all future students. You have until the 31st January to join, but I would strongly recommend you don’t wait that long as 300+ people have indicated they want to join the Pilot Program. And I only have space for 30 students. Spaces might fill up fast and once we hit the 30 participants the Pilot Program will close. Once the Pilot Program closes, the next opportunity to join the course will be in 2-3 months and without any discount. Join the Pilot Program
  8. Erik Hupje

    Suggestions

    Hi @Ted, thanks for sharing that real life issue. Couple of thoughts - first of all, go visit a couple of stores and see what the real issue is. Why are people not using the CMMS work request feature? What are the barriers? And do the people understand the importance / value it adds for you and your team? Typically I have found that in instances like these it would be good to agree a focal point for each site/store who enters the work requests (or maybe a couple). You then have someone you can train, coach and it should also help communication. As @Jim Vantyghem mentioned these issues are often a lot about how you deal with people and a good viewpoint is to consider "WIIFM" or "What's In It For Me?" What doe the stores personnel get out of using the CMMS work request feature. If you can show them how it makes their life easier, less frustrating etc. then you should be on to a winner. Please let us knowhow you go in a future update. Kind regards, Erik
  9. Sounds to me that what you're describing there @Raul Martins is a spares strategy (?) where you conduct a risk based analysis of whether you need to stock something or not. I am not sure a contract will help too much, as @UptimeJim mentioned, vendors will be quite happy to stock spares for you that are fast moving and therefore you could quite easily purchase yourself without a contract. Getting someone to hold long lead items on your behalf is costly and typically not worth the hassle / cost unless you use an aggregator / stockist and take more of a commodity approach i.e. not insist on like for like but are willing to accept functionally the same - that can work well for e.g. valves. For critical spares you probably won't have much choice than to hold them in stock yourself. If you're in industry where production losses are high value then the prudent option would probably be to start off with a relatively high inventory and progressively reduce inventory over time - just be careful that you don't get rid of non-moving inventory that are in fact critical to your operation!
  10. I totally agree @UptimeJim I normally recommend people to first fix the basic maintenance processes like planning & scheduling, a robust PM program and attaching parts to your PMs etc. Only then should you start tackling spare parts management. In a way, we first need to get our own house (i.e. maintenance) in order before we start telling otehrs how to do their part. In the interim a simple weekly meeting between procurement and the maintenance planner can solve a lot of problems.
  11. Thanks for the post @UptimeJim I fully agree that one of the main merits of the CMRP certification is that it is meant to be experience based and not something you 'just' do a course for. Unfortunately because the certification is in such demand there are a lot of organisations offering those 3-5 day courses with the exam being held on the last day. And yes, I have seen and met a number of people who passed these exam based on courses like these which I think do not really have the depth of experience and expertise you would expect - or maybe I should say I would expect - from a CMRP. That said, I do believe the CMRP certification is a good thing for our profession as a whole. And when I am asked I typically do recommend doing it especially for those early in their career. But, I have seen enough to know that having a CMRP certification is not enough for me to trust someone's technical credentials.
  12. Just wanted to share a podcast interview I did the other week with Ryan Chan, CEO of Upkeep. It was a great chat, mostly about maintenance planning & scheduling: Masterminds in Maintenance Episode 13: What to Avoid in Maintenance Planning and Scheduling with Erik Hupjé https://www.onupkeep.com/blog/mim_13/
  13. Hi @Engrjoe you can use this link to download a FMEA template Its a template that I had intended to complete and provide in additional to my article on FMEAs: Why the Heck is My Equipment Not Reliable? Unfortunately I just never got round to including it in the article but will get it done soon (once I have made some more modifications to the template).
  14. Hi @Ted, I'm not familiar with meat processing plants so this could be a silly questions, but is there an opportunity o move to a different type of floor where you don't have that failure mode of breaking tiles and grout?
  15. Hi @Bijoy Xavier before you decide what tools to buy or what preventive maintenance you need, you really need to determine what equipment you have, what failure modes you should expect and how best to mitigate these. That in simple terms determines your PM program and from there you can then determine tools, spares etc. Do you already have a complete asset register and equipment hierarchy for the new factory? If not that should be step 1.
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