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Raul Martins

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Raul Martins last won the day on May 5

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About Raul Martins

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  1. Hi @Hadwll, That is a really good experience and will definitely add a lot to you CV. It is quite rare to find people who have gone through this situation. I haven't implemented SAP anywhere, but I led a project that aimed at creating a standard system for different plants (standard FLOCs, equipment, BOMs, Datasheets, criticality and maintenance plans), which is not that exciting, but tought me a lot. You do have a challenge ahead, especially because you said you have just a few weeks. This sort of project requires a lot of attention to details, so try to plan every single step to ensure you will be able to meet your deadline with a high quality work. For instance, one single typo might be enough for a few hours of downtime as you could be buying the wrong part due to this typo, especially when you are creating the bill of materials for hundreds of pieces of equipment. In regards to the functional locations, I recommend using a detailed hierarchy. Try to use different levels when creating your FLOCs (Site-Process-Subprocess-Equipment Tag), this might mean more work now, but can save you a lot of time in the future when analysing improvement opportunities. There is a standard for this topic, but I cant remember now. I will have a look here to see what I can find. Also, if you allow me to suggest something, try to have a diverse team working with you. For instance, get people who really experienced on your plant that will have information about the pieces of equipment or where to find the information required, and people really good with this master data thing and spreadsheets. Those two sort of professionals working together will definitely be able to speed up and provide quality to your project. I do like this topic and I am looking forward to reading more about your experience. Regards, Raul Martins
  2. Hi @Andrej, That is correct. We started this discussion in January on the "MTBF: How have you been using the Mean Time Between Failures metric?". The idea of creating this topic came exactly from that discussion. In regards to these standards, I like them not only due to the fact that it makes benchmarking easier, but also it also helps avoiding KPIs that will mislead the team members when making decisions, as it is less likely that they have been wrongfully input. Unfortunately, it is quite common finding indicators that had their data selected so the results would "look better". Great suggestion. Totally agree. Regards, Raul Martins
  3. Hi everyone, Peter Drucker, an Austrian management consultant, educator and author, who is also known as the founder of modern management, has a quote that says: “If you can’t measure it, you can’t improve it.” In short, this is because if you cannot measure something, and know the results, you can’t possibly get better at it. For this reason, this week we will be discussing about something that plays a pivotal role by showing you and your team if you are on the right track on the road to reliability: Key Performance Indicators Also known as KPI’s, key performance indicators, as its own name says, are metrics that a team measures the performance of a specific area or process by helping us to make the right decisions to correct or to make improvements. However, it is important to mention that not choosing the right KPI’s or tracking them incorrectly, might be worse than not tracking any metrics at all. For instance, imagine yourself heading to North with your family and your GPS pointing you at the wrong direction. I can tell that your trip would take a bit longer in the best-case scenario. Having said that, which KPI’s should you track? To be honest, this answer varies from industry to industry, as well as how advanced your processes are. See below some metrics that should be a good option if you want to start measuring the performance of your maintenance department: Now it is your turn! Have you used this KPI’s before? Which KPI’s do you track? Would you add any other KPI's to this list? Finally, I would like to say thanks to @Jim Vantyghem. He is a great enthusiast of this topic, as well as really knowledgeable and has been discussing it with us lately. Thank you very much for sharing your thoughts with our community! Regards, Raul Martins
  4. Hi @NikosPant, I also see the use of detailed work instructions and internal training are an excellent way to reduce rework levels at low cost, as well as an opportunity to recognize experienced technicians. Companies usually have several technicians are a cut above on specific tasks that could be training other technicians to improve their skills. In regards to the Smart glasses, the experts are staff members of the equipment supplier or engineers that provide such support? Regards, Raul Martins
  5. Hi @Jim Vantyghem, That is great news! Here in Australia the number of new cases has been really low over the last month (10 new cases a day on average). The restrictions are being eased in three stages. Here in Queensland, the first one was on May 15, when restaurants were allow to offer dine-in for up to ten customers at a time, beaches were re-opened and people were allowed to drive up to 150km from their houses. Then on June 12 more restrictions will be eased (up to 20 customers on restaurants, campings re-opened, etc.). Finally, on July 10, the third stage will allow gatherings of up to 100 people, interstate traveling and more. In short, slowly things are getting back to normal here. On the other hand, in Brazil the situation is out of control. Nearly 400k cases, more than 1,000 people died only yesterday and no signals of flattening the curve at all.
  6. Hi @IrWCSoh, I haven't seen this colour coded drawing before. I like it, It seems to be really interesting and handy. Congratulations! Regards, Raul Martins
  7. Hi @Engrjoe and @Andronica Kwapeng, Great replies! As you mentioned, in addition to training, it is extremely important to have specific information about the pieces of equipment easily accessible for the maintenance technicians. No one is required to have everything in their minds when they are assemblying an asset, so having solid work instructions, up-to-date drawings and bill of materials, detailing the steps of each task is a vital part on solving such issue. Regards, Raul Martins
  8. Hi @Phil Kluetz, It is good to have you back aboard! Looking forward to seeing you here. Good luck on the new journey! Regards, Raul Martins
  9. Hello everyone, As mentioned in the title of the topic, congratulations! You, as an experienced Maintenance and Reliability professional, were assigned to a new task: Reduce the assembly issues of a maintenance team. Unfortunately, as the world is going through tough times, which includes your company, your budget to invest in training and improvements is really low and you have to look for cheap alternatives that will bring a positive outcome. That being said, how would you tackle this issue? Improve the process? Work instructions? Internal training? Well, it is up to you. Just bear in mind that you need to be creative and really low-cost. Also, Don’t forget about explaining your strategy and how this would solve such issue. Regards, Raul Martins
  10. Hi @UptimeJim, I meant they would struggle considering small changes, such as changing a lubricant of a single piece of equipment. For this situation, you might have some success even without a senior sponsorship, although it might not be easy to convince the fitters and maintenance technicians. However, when it comes to bigger changes, especially cross departamental and process-related (how people do their jobs), I totally agree. Without that top sponsorship, there is no chance of success. Regards, Raul Martins
  11. Hi @SEIDEL MURIEL, Innovation plays a key role on the sustainability of a company, especially in times like this that many businesses are struggling financially. If we want to create an innovative environment, we need to give people the chance of thinking, creating, as well as failing. Many managers do not accept failures, regardless their consequences are bad or not. However, there will always be risks involved in a change, in an innovation and this will certainly happen sooner or later. We have to try our best to avoid it, but when it happens, we have to learn from it, fix the mistakes done in the past and look at the future and do not give up. There is a quote by Thomas Edson that says: I have not failed. I've just found 10,000 that won't work. How about you? What are your thoughts about innovation? Regards, Raul Martins
  12. Hi @Andrej, Great comment! I agree when you say that people need to know WHY the change is happening. This reminded me of a leadership video by Simon Sinek, called "How great leaders inspire action", in which he talks about "WHY". The link is below for those who are interested in having a look: https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action About the senior sponsorship, that is true. I have seen many projects failing due to lack of an executive support, especially those projects that are changing/improving a process. If people do not see a clear sponsorship from senior management, the change agent will struggle at every single step. I did not know Prosci. I just checked their website and it looks like a really good company and source of information. They have a section with articles and webnars that look quite helpful as well. Thanks for sharing it with us. Regards, Raul Martins
  13. Hi all, Changing is not something easy. Although we might say that we like it, our subconscious is not a big fan at all. This is because there is something that always come along with changes: risk. However, imagine if human kind did not take risks throughout the years where we would be right now. Probably, we still would be living in caves. When it comes to a company, especially, an asset intensive industry, we have to use a staged approach as the risks for the business and for the health and safety of those who work at it can be significant. This staged approach is also called change management process. Basically, such process is a sequence of activities/tasks that move a proposed change from an idea, to a fact. Here, we have to: 1- Identify the changes; 2- Determine your objectives; 3- Plan for the change; 4- Identify your stakeholders; 5- Gather data and facts for evaluation; 6- Assess all the risks involved and create a plan to mitigate them; 7- Create a solid change case; 8- Communicate what is going on, especially the future vision; 9- Monitor and manage the progress, risks and stakeholders engagement; 10- Celebrate key achievements; 11- Review and improve it continuously. Following those steps will help you to achieve a successful change. However, do not forget to be the change agent for your change. The change agent (you) is responsible to implement the change successfully by providing all the required resources for the change and keeping others engaged throughout all the changes proposed. Ensure you understand the processes, the steps needed and impacts of your change from different perspectives (technical, financial, feasibility, etc.). Have your stakeholders by your side all the time, show them the benefits for the organization and for themselves. Show people you know and you really believe on what you are doing. At the end of the day, your change will only be successful, if you are able to make it stick. Regards, Raul Martins
  14. Hi @Fred Ward, I have been through something similar in the best during small preventive shutdowns. Basically, we took two actions to try to improve this situation: 1- A Shutdown Planning meeting, where we discussed with the production supervisor every single task that would be done on that particular day and by what time we would need it ready for us, including a priorization of tasks, displaying which one should be ready first. After agreeing during the meeting, an email was sent with main topics discussed during the meeting, including the plant release time to everyone, including maintenance and production managers; 2- Making notes of every releasing plant time, especially for those tasks that were delayed due to not having the plant ready for maintenance. Then, another email used to be sent to everyone, including the maintenance and production managers, highlighting everything that went wrong during the shutdown, which includes tasks not completed on time due to plant release delays + by what time it was agreed to be released + actual time released. Just be careful when sending email with this sort of information to make sure the operators will not feel atacked by the info, but as an impartial way of recording what went wrong. Trying to understand the reason of not releasing the plant on time and trying to help them out solving these sort of problems when we could might be aa good option. Hope this helps. Regards, Raul Martins
  15. Hi @SEIDEL MURIEL, Every week we post a different topic. Other maintenance strategies, such as detective and predcitive maintenance are on my list and will be posted soon. Stay tuned to our community and feel free to create independent topics so we and other users can share their thoughts. Regards, Raul Martins
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