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Raul Martins

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Raul Martins last won the day on March 14

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About Raul Martins

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  1. As Maintenance and Reliability professionals, we all have seen many different failure events happening over the years. Although we do not want them, they are there to say hello to us. Even when we try to avoid their occurrence by using proactive Reliability techniques, like FMEA or RCM, some failures will still happen, and that is totally fine. Having to deal with one problem is fine, but there is something that always annoys every one: dealing with the same problems over and over again. Right? Due to this fact, we have an important stage in the Road to Reliability, which is named Defect Elimination. This is how we can improve our results and stop the fire fighting of fixing the same pieces of equipment hundreds of times. But, what is defect elimination? In short, defect elimination is the process that involves Root Cause Analysis (RCA) techniques and triggers for such analysis. For instance: - Scenario 1 - Imagine yourself working on a very unreliable plant, with failure events happening once in a while. You don’t have an established defect elimination process, so you don’t analyse the causes of the failures. Eventually, as the plant and the asset age, those failures are still happening and new ones are happening as well. In the end, the fire fighting will grow more and more. - Scenario 2 – After huge revenue losses due to those failures, your company decides to implement a defect elimination process. Basically, you, as the Engineer, will have to analyse every single failure event that occurs, even if it resulted in only 15 minutes of downtime. Would you be able to study all the root causes and implement actions that would tackle all of them? Probably not. - Scenario 3 – As the plant is highly unreliable and many failures are occurring, you decide to implement triggers for the RCA’s. Basically, you will analyse only the major events, those that resulted in X hours of downtime, or could have resulted in a personal injury. As those failures are eliminated, the trigger gets more strict until you eliminate all the failures. When it comes to Defect Elimination techniques, there are several available that can help us on our way of eliminating defects. We will explain them in specific topics for each one, but three of them can be seen below (reactive analysis): - 5 Whys; - Ishikawa; - Fault Tree Analysis. By combining such defect elimination techniques with triggers, it is possible to understand the main failures of your plant and determine actions to eliminate them in order to achieve a reliable and safe plant. Now it is your turn! How do you eliminate defects? What defect elimination techniques do you use/like? What triggers are used in your company? Regards, Raul Martins
  2. Hi @Remco Weezenaar, Welcome to Road to Reliability! It is great to have you onboard! Congratulations for your solid background! Have you already checked our topics? A few ones that might be interesting for you: Feel free to share you opinions with us! Kind regards, Raul Martins
  3. Hi @Mohammed tawili, Great topic! Honestly, this is something that I always had problems with. Pretty much the same situation: companies relying on planners to flag the work order as a rework, which ends up not happening. One thing that in my view influences this "not flagging" situation is culture. If someone works at a place that failing is something unacceptable, people might be afraid of admitting something as a rework. However, from a process perspective, I have no much experience about how to tackle it. I will try to see if I can find more information in regards to this and let's see if someone else has another perspective about this. Regards, Raul Martins
  4. Hi all, Still on the Planning and Scheduling topic, this week we will be discussing about the “S” from the “P&S” topic – Scheduling. So, what is Scheduling? Differently from Planning, that determines what work will be done and how, Scheduling is insuring the all the required resources will be available for maintenance at a specific moment, in order to have the least impact to operations. Those resources are: a) Personnel: availability of labor with the right skills to perform the job. b) Material: components that will need to be used are at site. c) Asset: ensuring that the piece of equipment will be available to be maintained. In short, Scheduling is when and by whom. One major stage of Scheduling is the job prioritization. Basically, this is how the Scheduler will ensure that the tasks that will be performed, are the ones that will have the least impact to operations. It varies from company to company, but this step usually combines asset criticality (how critical is the asset for the company – in regards to safety, environment, production and maintenance) and the impact of not sorting out the issue (will it result in personnel injury? Will it stop production? Etc.). Having a well-established Scheduling process is vital to ensure that the critical tasks are done at the right moment, avoiding issues such as downtime and low maintenance craft productivity. How about you? Have you seen many scheduling issues before? Have you had the opportunity to tackle any scheduling issues? Kind regards, Raul Martins
  5. Hi @UptimeJim, Great explanation! I totally agree with this paragraph. Many HR departments create their reward schemes and other processes as a perfect silo, not consulting other departments nor having insights of how is the daily routine of other departments. It is sad, and often supports this sort of issues. Regards, Raul Martins
  6. Hi @UptimeJim, Good point. If senior management don't notice what is going on and don't make any efforts to change the status quo, nothing will get better. From your experience, how do you convince them that, although they argue they are bridging the silos, they are not? Convincing people that things need to be changed, or improved is sometimes quite difficult. Using examples, data, financial scenarios could be a good step in order to do it? Regards, Raul Martins
  7. Hi @Mohammed tawili, Not following the weekly schedule is, unfortunately, quite common. This might be for the fire fighting the many companies have to deal every day, as well as for lack of knowledge as you mentioned. Sometimes, when people change the weekly schedule without using an appropriate risk matrix, they don't understand how detrimental it can be for the company. It is quite common to find critical tasks getting postponed without being assessed in order to get something else done. Regards, Raul Martins
  8. Hi all, In the Road to Reliability Roadmap™, we discuss four essential elements to reach a reliable plant, which one of those processes is Maintenance Planning and Scheduling (P&S). We all know that Planning and Scheduling plays a vital role in achieving an efficient Maintenance, by ensuring all the necessary resources will be available at the right moment. However, many companies still struggle to implement a proper P&S process. The reasons for this vary, but lack of knowledge is definitely one of those, as it still quite common to find Maintenance professionals that do not know what Planning is, nor what Scheduling is. Today we will be discussing this element. Actually, we will be discussing just half of it: Planning. So, what is planning? In short, Planning defines what work will be done and how. In other words, planning is identifying and preparing everything that a tradesperson (boilermaker, electrician, mechanical fitters, etc.) will need to perform a specific task in a timely and efficient manner. Try to remember of a situation in which you had to perform a simple maintenance task at your house. Maybe a leaky washing machine, or install a new shower. How many times you had to stop the work to get a different tool because you needed a different seize or you simply got the wrong one? How about visiting that warehouse down the road to buy the parts that you did not know you would need? Now imagine yourself 5 months later doing the same task. However, now you know all the tools and components you will need to perform it. This time, you spend sometime prior the job preparing everything you will need. Which situation you think would be more efficient? I bet the second one would not only be faster, but less stressful as well. An inadequate Planning will cause several problems for your company, such as inefficiency, rework, low morale and, of course, poor results. On the other hand, a well-established planning process can solve such issues and increase the efficiency of your Maintenance team by 35%. Now, what about sharing your Planning experience with our members? Have you experienced a poor planning process? Or a well-implemented one? Regards, Raul Martins
  9. Hi all, I agree with @Tyler Helm. Given the circumstances, one out of these three situations are probably happening to your PM program: a) Ineffective PM program: This is when you have a PM program that, although it has not been executed, which leads to a high backlog, does not lead the plant to failures events and breakdowns. If you cannot notice consistent production losses, then this may be your case. Reviewing the PM program is necessary; b) Effective PM program with poor compliance: This can be easily noticed when you have different several breadown events that could be avoided if the PM program had been done. In this case, try to measure the consequences of such failures by using KPIs, such as maintenance costs, availability, as well as revenue losses (contribution margin of the product [ $ ] X production losses [ ton ] ); c) A combination of both scenarios above: This can be a little more difficult sometimes, as it can be confusing. Try to stay away from the daily routine and emotions, while using as much data as you can to see where you should really focus on. When this occurs, part of your PM program can be effective, while another part is ineffective. Try to identify the opportunities and work on that. Regards, Raul Martins
  10. We have a winner!!! We are pleased to announce that the entry #276 have won our giveaway campaign! Congratulations to our community member @Cornelius Mpesi!!! You have just won your personal copy of "Maintenance and Reliability Best Practices" by Ramesh Gulati! We will arrange the shipping and you will receive your personal copy of this best seller pretty soon! Thanks to everyone who participated of the campaign and to all of those who have helped us to build our Road to Reliability! See you all soon!
  11. Hi all, Different beginnings , but them all led to a similar spot! Thanks for sharing that with us. Just one more thing that I forgot mentioning about me... My father was a boilermaker supervisor at a pretty reactive maintenance department and he used to tell to choose another profession, as maintenance could be quite hectic sometimes. Then I decided to study engineering and the rest is history.
  12. Hi all, Since we were really young, we were asked by our parents, relatives and friends what we want to become when we grow up. Some say doctor, teacher, singer, civil engineer and so on and so forth. However, we not often hear a child saying "I wanna become a Maintenance professional". In my case, when I as a child, I always mentioned engineering related areas, but never Maintenance and Reliability Engineer itself. However, as I come from a family with many maintenance technicians, especially boilermakers and mechanical fitters, I grew up listening weird codes, such as "TK-7101" and I did not understand what that was. When asking my father, he used to say something like "It is the Ammonia Vessel". Ammonia? Vessel? I simply had no idea about what he was talking about, but that triggered my curiosity, that became my profession later. Some people see in maintenance roles an opportunity to develop a career, some start as they like production related stuff and much more. For this week's topic the question is not technical at all. Basically, it is a flashback of our "why" as maintenance and reliability professionals: Why Maintenance? What made you become a M&R professional? When did that start? Share your maintenance story with us! Regards, Raul Martins
  13. Hi @Andrej, I have also seen different perspectives of the maintenance evolution, defining different generations for such area. Personally, I like it. This is because those generations illustrate the evolution of the maintenance process itself. For example, in the 1940's/50's the technological advancement, as well as the studies related to maintenance were not commonly seen, while it has changed significantly over the years. However, it does not necessarily means that all companies are at the same stage, as some companies are still stuck in the Second generation, or maybe even in the First one. Unfortunately, not all companies have realized the strategic value of the maintenance process for the business or simply struggle to achieve positive outcomes due to high economic instability faced in many countries. These are just a couple of examples, but many other factors might have led to this situation. Regards, Raul Martins
  14. Hi @Ilham Reza, Sensors are becoming more and more popular in every industries. This is closely related to the maintenance advancement into direction of what is called Industry 4.0, in which equipment and IOT work together. Regarding the internet connection problem, I think this was even worse in the past years, and will much likely to be sorted over the next few years. Regards, Raul Martins
  15. Hi @StanR, Great job! It seems that you are on the right track by using your expertise, that is really great! I will keep an eye to related topics/articles and I will let you know if I find something. Hope you keep achieving positive results and let us know how everything is going. Regards, Raul Martins
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