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Erik Hupje

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Erik Hupje last won the day on November 8

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About Erik Hupje

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  1. 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.
  2. 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.
  3. 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/
  4. 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).
  5. 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?
  6. 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.
  7. Hi @Ted, welcome to the community! Great to have you with us, you bring a very diverse background with you. What are some of the main issues that you struggle with in your role at Farm Boy Canada?
  8. First of all let me thank you for being a valued member of the Road to Reliability™ Community! I really do appreciate it. We started this community with the idea of creating a safe, online space where maintenance & reliability professionals like ourselves can share our experience and ask for advice. Since launching the community, it has steadily grown to well over 800 members worldwide, which is fantastic. But, I will be the first to admit that I have not been able to provide as much time to this community as I would have hoped. At the moment I am busy finishing my first online course on Maintenance Planning & Scheduling which will launch in January. I'm 100% committed to making this a thriving and valued online space, but communities require a lot of work. A lot of work. So I have decided to hire a Community Leader who will help moderate the community, stimulate discussions and encourage sharing. Someone who will help bring the best out in all of us. And I am please to announce that Raul Martins will soon start as a part-time Community Leader with Road to Reliability™. Raul lives in Brisbane, like me, but is originally from Brazil. Raul is a Mechanical Engineer by background and has an MBA in Maintenance Engineering Management aligned with Asset Management and a certificate in Reliability Engineering Consulting by Reliasoft. We're lucky to be able to bring Raul onboard and I am looking forward to reinvigorating our community in the months ahead. Please join me in welcoming Raul to our community and lets make this the most inclusive and inspiring online community for Maintenance & Reliability Professionals around the world! Kind Regards, Erik PS I have always said that this community would be free and remain committed to that principle. So despite hiring a Community Leader, I will keep my promise and ensure this community remains free for everyone.
  9. Welcome @Michael, great to have you on board.
  10. As you know, I will giveaway a 100% scholarship for the Maintenance Planning & Scheduling Online Course to one lucky student who has expressed his or her interest. To make it a bit more fun, you can increase your chances of winning that scholarship, by responding to this post with a really good reason why you should be the person receiving that scholarship. Let's hear it ... The fun part is that all members of the community can vote on the best answer! And I will use these answers to help pick a lucky winner. PS I do reserve the right to pick a winner whose answer may not be included in this forum or may not have received the most votes.
  11. Hi @UptimeJim great to have you on board and part of this community. Looking forward to reading your thoughts and advice.
  12. Erik Hupje


    Hi @Gladiator, some quick answers: 1. if you experience 1 failure in 168 operating hours then the MTBF is 168 (168/1) and your equipment uptime is 98.8% (168-2/168). MTBF is not very useful to calculate on a weekly basis in my view, better opting for uptime if you want a weekly metric. 2. indeed OEE = Availability x Performance x Quality which useful in a manufacturing environment where your production line can suffer from availability losses, performance (capacity) losses and quality losses. If your production line does not have a rejection rate i.e. you never produce underspec product then your quality would indeed be 100%. If your production line can not slow down and experience a loss in capacity, i.e. it either runs at 100% of capacity or it does not run then the performance factor is not relevant. So if both quality and performance are not relevant to your operation then you're basically just using Availability. 3. I can't really make any sensible recommendations on how to improve reliability in your plant, without knowing a lot more. What I would suggest you do is to log all your downtime carefully, determine whether it is scheduled downtime due to PM's or unscheduled (reliability issues). For all unscheduled downtime assign a category and cause. Analyse the data and see where your downtime is coming from, then start tackling that issue. PS if you let me know what name you'd like to use I can update it for you in the back-ned of the community software
  13. That's quite a list @Jim Vantyghem and I recognise most if not all of them... in fact, I think it's a classic list of a highly reactive maintenance organisation that has been stretched too thin. I was just working on recording one of the course modules from my Planning & Scheduling course where I talk about the non-monetary benefits that an efficient planning & scheduling process brings. And I think one of the most important ones is that in a more efficient working environment frustration is reduced, because people waste less of their time, and feel more productive, there are less emergencies. That eventually leads to more ownership and people being able to take pride in their work once again.
  14. Erik Hupje


    Hi @Gladiator, theoretically you could of course only include failures that related to maintenance in an MTBF calculation, but I would not recommend it for a few reasons: most failures have multiple causes and you will likely find that you have failures where maintenance contributed to the failure but might not have been the immediate 'trigger'. I feel you could waste a lot of time debating which failure to include or not using a jointly owned metric like MTBF, or uptime, can be very useful to build collaboration between departments because they are now all working to a joint goal i.e. to increase MTBF or uptime separating your KPI like this may lead to maintenance not getting involved in equipment that has a low MTBF just not due to maintenance issues. Imagine you have a category of equipment that has a lot of design issues and therefore experiences a low MTBF. That low MTBF would be owned by engineering given that it's due to design, but who has to make the frequent repairs? Maintenance and so it should be of great interest to you to reduce those defects and stop the recurrent repairs, but the way the MTBF metric is being used it may just lead to "well thats an engineering problem" ... Please do let us know which way you go with this. PS. Would you mind changing your name to your real name at least your first name? I really prefer to keep this forum as supportive and friendly as possible and addressing each other by our names is always helpful in that. Thank you for your understanding.
  15. Welcome @Cornelius Mpesi, great to have you part of this community and looking forward to hearing more from you.
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