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Erik Hupje

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Everything posted by Erik Hupje

  1. Hi @Carlos R C Souza I can relate to your observations about SAP - pretty much all my maintenance career I've worked with SAP and it is a bit of non-intuitive beast that can be hard to tame... yet so powerful with so much potential!
  2. Hi @Romeo ANABA I guess there can be many reasons for backlog building up but it often is the result of a reactive maintenance organisation that is firefighting and running from failure to failure. When it comes to re-prioritisation of old work, using the Risk Priority Number (RPN) has a benefit over the Risk Assessment Matrix (RAM) as using the RPN method you typically add points to the RPN score for every week since the work request was raised. This way even low priority work eventually rises to the top of the priorities. If you don't use RPN but the RAM like you shared in your other post then the best approach to deal with backlog I find is to organise a weekly or bi-weekly backlog review meeting where you set priorities for the planner and agree which work orders should be planned next. This is especially important if your prioritisation is not really robust yet as you'll find that you can't really trust the assigned priorities in the CMMS.
  3. Hi @Romeo ANABA , thanks for sharing that risk matrix which very similar to what I have worked with in the past. How well is this working to get to reasonably objective or at least mutually agreed priorities?
  4. Hi Bill, the course essentially assumes that the planner role and scheduler role are separate, but I do also discuss how and when these roles can be combined. The courses focus primarily on the roles within the planning & scheduling process i.e. what should be done planning wise and what should be done scheduling wise. And from there we touch on the competencies a planner should have versus the required competencies for a scheduler. These are very different as you know and so if your organisation is large enough I personally believe it is best to separate the roles. But, in the course I provide a simple framework to help participants make that decision for their own organisation. For a lot of reasons it is not always possible to have the roles separated.
  5. Hi Fred, apologies for the delays in answering, you can unlock the tool using the password "r2r" and then easily change the currency to UK pounds.
  6. As a Planner, your role is to make sure that a job is 100% ready to execute before it is included in the schedule. That means you have the following in place: clear, complete and concise work instructions all materials are on site, staged and pre-kitted i.e. all assembled ready to be picked up by whoever is doing the job all external services / contractors are confirmed to be available and on site all special tools are identified and available all access requirements e.g. scaffolding are identified and in place all special safety requirements have been identified and prepared with only a final check to be done before the job is commenced All this will be covered in detail in the course, but also have a read of this article: https://roadtoreliability.com/fail-without-planning-scheduling/
  7. Hi @Ana Carla if you need non-stock materials for a repair you can only give an accurate estimate of completion time once you know the lead time. This could be based on speaking to the vendor or based on the planner's experience... I do however always suggest that people do the following: (1) prioritise corrective maintenance based on risk using a simple risk assessment matrix and have standard target completion dates agreed based on the various priorities in that matrix (2) measure how much of your corrective work gets done in line with those target dates (3) where you miss important target dates due to not having materials consider stocking the material (or have a vendor stock it for you)
  8. Welcome @Jack Bowen great to have you with us. What has been your biggest success and your biggest struggle when it comes to reliability?
  9. Welcome @EDMUND please do take the time to share your thoughts in any existing discussions and ask any questions you might have
  10. Welcome @Shailin great to have you on board
  11. rolling stock is not my area of expertise but I did come across an article a while ago talking about using UT and Phase Array to inspect the wheels. Don't remember who the provider was but it might have been this: https://www.gemeasurement.com/sites/gemc.dev/files/geit-60028_wheelstar_en_09_2015.pdf And that lead me to this: https://www.railway-technology.com/contractors/track/ndt-technologies You may want to investigate the French & Japanese markets given they have pretty long-term experience with high-speed train technology
  12. Hi Jim, I am literally working on the course as we speak. I hope to have it ready for sign-up by the end of November, but that does depend a bit on much time it takes to set up the new Learning Management System on the website. Having some struggles with sourcing a good developer. The latest details on the course including pricing can be found here: https://www.roadtoreliability.com/planning-scheduling-online-training/
  13. Hi @Jerry Y , back in 2005 we had a major problem with backlog on the Malampaya Platform and I went through a similar exercise, this is what I did and it worked well: (1) Clean up the backlog and make sure there is no work left that doesn’t need doing, no duplicates, all scope is clear etc. (2) Create backlog reports that show your plannable backlog, planned backlog and ready backlog. Plannable backlog is what you planner still needs to actively plan. Planner backlog is the work that has been planned but you’re still waiting on materials/services etc. so it is not “executable”. And ready backlog is work that is executable as soon as you have time in your schedule. And make sure that in these reports you can filter by main equipment or what we used to call “operational package” so that when you plan a major service on a compressor you include all corrective backlog that is outstanding for that same compressor (and any other associated equipment that can/could be shut down at the same time) (3) Actively manage this backlog in a 2-weekly meeting held jointly with maintenance, operations and a CP lead to update on materials status. (4) Use these reports to determine where your bottleneck is, if it’s in planning get some campaign planners mobilised onshore for 12-18 months, if it’s materials then you need to be patient J and if it’s in execution then focus on improving your productivity as with higher productivity you can get more work done. Drive schedule compliance up to >> 80%, minimise emergency work down to << 5% and drill into people that they cannot work on workorders that are not in the schedule (i.e. keep in-fill work low). You’ll need the OIM involved here. (5) Batch your backlog and run mini-campaigns to do either all outstanding work on a system, by service provider or by work type. Again this drives efficiency. (6) Whatever you do, do not sacrifice quality as you’ll be “forever fixing rather fixing it forever”. And as you go through your backlog you may notice that there are a lot of issues that are the result of an ineffective PM program or design defects so then address these root cause issues in parallel to actually making the repair. (7) Track your progress, see how much work you’re liquidating and if you do all this and you still don’ get enough work done due to e.g. bedding constraints you may need to build a business case for a campaign vessel… Hope this helps…
  14. Welcome @Jerry Y, great to have you with us. I worked in Shell Philippines Exploration (SPEX) between 2002 and 2009 and was the Head of Maintenance Execution between late 2004 and 2008...
  15. Hi @Deelip Prabhudesai , what you raise is a common problem. I think that the best way to address this is to show leadership the value that planning & scheduling can bring to an organisation. Have a look at this article: https://www.roadtoreliability.com/sell-planning-scheduling-productivity-improvement/
  16. Lots of great points and questions there @Ana Carla Some of my thoughts: Material availability is often a problem in many plants and the first reaction from most maintenance teams is to blame the supply chain. But if the lead time of a part is 10 weeks there is little the supply chain can do about that. So as a maintenance team we need to make sure we understand those failure modes that can lead to long down times and that we have effective preventive maintenance in place for those failure modes. And if required the right spares. For the percentage of work completed as planned, I'm not sure if you're referring to estimating accuracy i.e. did the work take as long as planned or did you do all the work you planned to do, which is often measured by a schedule compliance measurement. Schedule compliance should in my mind >80% but once you start getting >90% you need to ask yourself if you are putting enough work into the schedule. And for estimating accuracy an often quoted target is 75%. Work requests remaining in request status - is this backlog that you need to complete? or are these work requests that are not worth doing and hence remaining at request status? Backlog is typically suggested to be about 6-8 weeks, but to be able to assess that you need to actually estimate your backlog... Mindset is a big one and I think you're right that training is key here. But so is leadership and coaching. If you have hundreds of people involved in your process they all need to understand it otherwise it will never work. Now they don't all need to be experts in it, so you might get away training most of them with a single 1-hour overview and then have regular refreshers during say routine team / safety meetings. It's only your planners, scheduler, supervisors and managers that really need in-depth knowledge and skills in the planning & scheduling process.
  17. Welcome @Phil , certainly a broad experience from Union Carbide to American Profol. What is your biggest challenge in your new role?
  18. Welcome @Philip Ball, sounds like you had a massive win with that new structured maintenance program! Congratulations, always great to hear these kind of stories... what's next?
  19. Welcome @akinwale, welcome onboard, looking forward to reading your contributions
  20. @Nebojsa Keekez I personally think that depends a lot on where you are in the world and what stage of your career and life you're in. Sometimes money has to take precedence to be able to look after your family. But once the basic level of wealth is taken care off I think a lot of people's motivation comes from the people they work with, the development opportunities they get and whether their efforts are appreciated. A sincere and well-timed 'thank you' can mean a lot.
  21. Hi @Carlos R C Souza welcome to the community. Great to have someone from the automotive industry join!
  22. And welcome to @Avin Bommakanti, @Soufiane, @Noor, @Muhammad ifrahim, @jeireb, @Waqar Ahmed. Great to have you all with us. This community is growing from strength to strength. I am looking forward to seeing your contributions in the discussions!
  23. @aaronashley Thanks for your comment, but I have to admit I am a bit suspicious that your first post in the forum is to recommend what I believe to be a produc of questionable quality. I have therefore removed the links and references to this product. Unless we hear some more from you I will proceed to remove this post completely.
  24. In the course of running the Road to Reliability site, I get a lot of emails and LinkedIn messages with questions. One of the most frequently asked questions is the following: "What is the best CMMS?" I'm not sure that there is such a thing anyway as it depends on so many factors and what is important to your organisation. But given that my own experience is all SAP-based, I can't really answer that question well. Of course, I'm aware of the range of CMMS solutions from big players like SAP or Maximo to smaller players like MEX, Maintenance Connection and many, many more. I just don't have any experience with them. So my question to you is quite simple: What CMMS do you use? Do you love it or hate it? Would you recommend it to others? If so why? And if not, why not?
  25. Welcome @AZOUMAH GMAOCMMS I believe you are the first from Togo, great to have you with us. What industry do you work in? and in what role?
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