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Raul Martins

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Raul Martins last won the day on February 6

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About Raul Martins

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  1. Hi @Oniastm7, Great reply! Recognition is really important to keep anyone motivated, and I think it works side by side with a solid feedback. When we achieve a solid result, receiving a positive feedback followed by a recognition, that can be written, or verbal for example keeps us on track of doing similar actions to achieve more positive results. On the other hand, when we do a task that does not achieve the expectations, receiving a solid feedback is important not only to let us aware of what has gone wrong, but also to make us think about our mistakes and improve our attitude. Regards, Raul Martins
  2. Hi @StanR, Welcome to Road to Reliability! Congratulations for your solid and diversified career! Meeting multi skilled professionals is not something easy. Regarding the vehicles restoration and motorcycle touring, although I haven’t spent much time with this lately, I am a big fan of both! See you in the community! Regards, Raul Martins
  3. Hi @senduk, Welcome to Road to Reliability! It is great to have you onboard! We have a topic named “What is the best CMMS”, in which our users share their experiences with different systems. Here is the link: Which one are you currently working with? Regards, Raul Martins
  4. Road to Reliability LinkedIn webpage has reached 1,000 followers!!! First of all, massive thank’s to each one of you who has helped to grow Road to Reliability! Now, we want you to celebrate with us! We will be doing a giveaway campaign, in which the winner will get a copy of Ramesh Gulati's best seller "Maintenance and Reliability Best Practices" including free global shipping! What do you need to do? Simply head over to the link below and complete a few entries (the more you complete, more chances you have)! https://lnkd.in/dvv3euW Please note that we will be running this giveaway until 29/02/2020 and we will announce the winner 02/03/2020. If there is no reply from the winner within 24hrs, another person will be selected and contacted. Not yet a follower of the LinkedIn webpage? That is okay, you only need to click “Follow” on our page! https://www.linkedin.com/company/r2reliability/ Good luck!!!
  5. Hi all, For this week’s topic, we will be talking about something that makes a huge difference on our daily routines: motivation. Feeling passionate for what you do is definitely one of the best ways to outperform. However, that is not all. In addition to working with passion, there are things that can trigger higher levels of motivation and performance. Such triggers can be a good salary, receiving positive feedback when accomplishing tough tasks, or having autonomy to do your work. There is not a recipe to motivate people, as those triggers vary from individual to individual. We listed below a few factors that can motivate you: - A clear progression path; - Recognition; - Autonomy; - Working environment; - Learning and development; - Salary. So, what motivates you? From the factors mentioned above, could you classify the one that motivates you the most to the one that motivates you less? Regards, Raul Martins
  6. Hi @Mushanguri Innocent Welcome onboard! It is great to have you in the community! Regards, Raul Martins
  7. Hi @Oniastm7, It is great to have you onboard! The "Road to Reliability" is not something easy to get through, it can be really challenging sometimes, but with displicine, focus and knowledge, everyone can get there. Gathering different experiences, backgrounds and perspectives is how we aim at assisting our members on achieving their goals! See you soon! Regards, Raul Martins
  8. Hi @UptimeJim, I like the "same goals for different areas" approach. I have seen many companies in which areas, such as Maintenance, Production, HR, IT have different and many times, conflicting goals. Hence, instead of helping each other to build positive and better results, they work as different small companies inside of another company. Maintenance looking after availability, while Production looking after productivity or HR decreasing salaries or budgeting less money for training. If senior management do not see the big picture of how to achieve solid results by eliminating those "small companies" and making areas working together, the staff members will keep struggling to improve any results. Regards, Raul Martins
  9. Hi @Kenny, I agree with you. Fixing quickly have made many professionals look like a hero, while those who focus on avoiding the failures are not seen like that. I find it important to have a mixed team, in which you have those who are more "reactive" but would fix quickly, working along with those who focus on a proactive approach. Having a diverse team can be highly beneficial for improving reliability. However, it has to be clear for everyone what has been chased: a "fix forever" culture, instead of a "forever fixing" one. For this, the manager's attitude is vital. Regards, Raul Martins
  10. Hi all, It's great to have you both onboard and it is great to see that you have a lot in common! The "Road to Reliability" is definitely not easy, especially when it comes to changing a reactive culture into a proactive one. I hope you guys enjoy your time here while reading our topics and members opinions, as well as sharing yours! Regarding SAP, we have a topic named "What is the best CMMS?", in which we have many opinions from ours users about such tools, including SAP. Here is the link: See you soon! Regards, Raul Martins
  11. Hi @LaWayne Smith, Welcome onboard! It is great to have you here! Feel free to go through recent topics to read our members opinions, as well as share yours. See you soon! Regards, Raul Martins
  12. Hi @Satrio, Welcome to Road to Reliability! Hope you enjoy your time here reading our opinions and perspectives, as well as sharing yours! See you soon Regards, Raul Martins
  13. Hi all, For this week’s topic, we will be discussing the still quite common “forever fixing culture”. Finding companies/plants that work in a run to failure culture is definitely not a hard task and I am pretty sure that we all have gone through this situation before at least once. Basically, those sort of cultures are part of a vicious cycle composed by reactive maintenance actions, “quick solutions” and a vital thing that keeps it alive: rewarding the forever fixing culture. Regarding such topic, nothing better than these paragraphs written by Ramesh Gulati on his book “Maintenance and Reliability Best Practices - Second Edition”: “For decades, we have had a system of reward that has created a misaligned culture. Design teams are rewarded for achieving functional capability at the lowest cost; they usually are not really concerned about the downstream problems for operations and maintenance and the true life-cycle cost of ownership of the asset. Production teams are rewarded when they beat a production number, regardless of any real demand for the product or without any concern for the effect their actions have had on the asset health. Maintenance teams always have been rewarded for fixing asset failures and not improving reliability or availability. They get extra pay for coming in at inconvenient times when the asset is broken and get “attaboys” from the management to fix it. If we are rewarded for failures, why would we want reliability? Who would step up and volunteer for a 15–20% pay cut for reduced overtime? People don’t pay as much attention to what their managers say with words as compared to what they actually do. If management says they want reliability — no failures or minimum failures — but they keep paying for failures, we will continue to get failures. This culture needs to be changed and improved.” Have you seen this sort of behavior from Maintenance Managers? How about Project and Production teams? Have you been rewarded for failures? Regards, Raul Martins
  14. Hi all, We are currently working on the planning of the content for the next posts. "Potential KPIs" will definitely be added on my list. If any member of the community need any sort of information or have any suggestions or ideas, feel free to send us messages so we can work on creating a more and more helpful community for all of our users. Having said that, this topic continues discussing MTBF. Feel free to keep telling about previous experiences and thoughts about it. Regards, Raul Martins
  15. Hi all, This has been a great discussion so far! I agree to what has been said. Fewer is better. Too many KPIs not only might be too time consuming to measure, but also might lead to confusion. Regarding MTBF itself, although it can be defined as a KPI, I prefer simply calling it as a metric. This is because, as I mentioned before, I would not track the MTBF of an equipment, or system periodically. I like to use MTBF only for specific studies, so before the study and after, maybe once more in the middle of the analysis just to check if I am on the right track. It is like a Life Data Analysis, we probably would not do such analysis every single week or month to track the behave of our assets. @Jim Vantyghem, what if we create a specific topic to discuss about KPIs? I am concerned that, if we talk about too many different KPIs now, this might confuse those who are aiming specifically at MTBF. Regards, Raul Martins
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