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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 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
  2. 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
  3. 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.
  4. 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
  5. 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
  6. 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
  7. 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
  8. 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
  9. 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
  10. 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
  11. 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
  12. 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
  13. 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
  14. Hi @UptimeJim, That MTBF mistake is something very commonly made. Not only when it comes to task frequency, but also for spare part strategy. Great explation about using risk and economic as an approach to achieve positive outcomes from your PM. By the way, I went through a situation this weekend that a component wore through, causing significant damage to a piece of equipment. This looks like a good opportunity to use some LDA concepts to improve it. Regards, Raul Martins
  15. Hi all, Time based maintenance (TBM) is part of a preventive maintenance approach, which aims at replacing a piece of equipment or component based on how long it has been running. Such activities are scheduled, have a determined interval, and should contribute effectively to prevent the occurrence of a failure mode, and are based on the economic life cycle of the asset, or on the appropriate interval for a component to be replaced. In order to determine this interval, do not forget of going through your asset maintenance history, check with experienced colleagues their thoughts and use as much quantitative analysis as you can, such as Life Data Analysis (LDA) and Reliability Growth Analysis (RGA). Yet, one of the most important steps when creating your time based maintenance plan is understanding the characteristics of the failure. A TBM will help you with age-related issues, such as some wear out or corrosion problems. This is because age-related failures, allow you to estimate an optimal time to replace an item. On the other hand, when a TBM strategy is used for a random failure, like operational problems, or using the wrong lubricant, this will make your costs go through the roof, as you will be replacing parts unnecessarily on your PM, as well as the failures will keep happening. In short, time based maintenance can be one of your biggest allies when building a reliability program and improving your plant’s results. However, determining the failures modes and their characteristics are vital to make it happen in an efficient way. Regards, Raul Martins
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