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Raul Martins

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Everything posted by Raul Martins

  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
  16. Hi @Jim Vantyghem, Thank's for the reply. Here are my opinions about your post: MTBF is just a metric like any other. Nothing can be stated regarding an equipment, maintenance area or business just by analysing one single KPI, exactly for that reason any maintenance area use several KPI's to control its performance. Such metric will only give you directions in order to show if you are heading towards the right direction or not. This situation is quite common anywhere and I would say that the vast majority of M&R professionals have gone through this situation before. Those who haven't, probably will go through it in the future. However, it is important to say that a M&R professional has to be ready for this sort of issue. A production manager, operator, process engineer may not know how to use it, how it is measured or even what it is. In this situation, the Reliability Engineer has to show them, based on technical books and reliable data that the metric that he has is important to not only to improve the results of the maintenance team, nor the production team, but that metric might play an important role for the sustainability of the company. 1. In a normal situation, I do not see any reason why to review weekly/monthly MTBF. For me, Mean Time Between Failures is a really helpful tool to improve our results, but not to be on a managerial report. I would review more often KPI's such as availability, production results, budget and maintenance cost per unit. I would use MTBF on my bad actors or on improvement opportunities studies. 2. As I said, I would not focus on the MTBF as a KPI. 3. I would not say that the Devil is in the details. However, as John Wooden used to say: "It's the little details that are vital. Little things make big things happen". Regards, Raul Martins
  17. Hi all, I guess the dream of every Reliability Engineer is having a reliable source of data (which includes myself). Unfortunately, lack of reliable maintenance records is a very common issue and dealing with this situation has become part of the daily routine of the vast majority of the Reliability Engineers (although it is wrong). For several times I found myself collecting data by myself instead of using the information available on the CMMS. We discussed a little bit about how we deal with this situation in another topic a few weeks ago. The link can be seen below: https://bit.ly/2R1Kjdp I remember an occasion that I used the MTBF for an equipment that was a bad actor of a fertilizers plant. Basically, that plant was going through big revenue losses and had been working reactively. They had a reactor that was a real bad actor for the results of the plant and something had to be done immediately. Firstly, I collected the data available on the CMMS to determine the MTBF and create a preventive plan of replacing a few componentes every X weeks. Although I knew that was not the best way to create a proper PM program, that worked and a couple of months later, some results could be seen. Having better results and a bit more time, I could later do a better study by using LDA analysis to understand the behaviour of the failure modes and then improve the PM program. Have you guys done something similar using the MTBF to improve your results? Regards, Raul Martins
  18. With the increasingly competitiveness of a globalized market, it is important to put our minds to efficient maintenance control practices, inventory and various other production related items. When it comes maintenance control practices, there are several different metrics that can support us on understanding our weaknesses and making decisions that will lead us to better results in the future. For this week's topic, we are going to discuss a little bit about a widely known metric: the Mean Time Between Failures, also called MTBF. Mean Time Between Failure (MTBF) refers to the average amount of time that a device or product works before it fails. This unit of measure includes only the operating time between failures and does not include repair times, assuming the item has been repaired and starts working again. MTBF values are often used to evaluate the probability that a single unit will fail within a certain period of time. How do we calculate it? MTBF = Number of operation hours ÷ Number of failures For instance: MTBF = 1,000 operational hours ÷ 17 failures MTBF = 1,000 ÷ 17 MTBF = 58.8 hours Once you have the MTBF of your equipment, it is possible to determine the reliability of this asset for a period of time, displaying how likely it is for an M&R professional to achieve his goals. Another important KPI that can be calculated using the MTBF, is the availability (it also requires other metrics) of an equipment or system. Now, how about telling us how frequently you use it in your company and how it helps you on reaching your goals and improving results? If you do not use it, tell us why you and what keeps you away from this metric! Regards, Raul Martins
  19. Hi @GThorpe, Welcome on board! It is great to have you with us on this Road to Reliability! Feel free to comment on recent topics and share your thoughts with our members. See you soon. Regards, Raul Martins
  20. Hi @Jim Vantyghem, Definitely! All endeavors should be followed by this step. This is how we build trust and engage people to be part of a culture! In terms of techniques and triggers, would you have something to tell us? For example, different techniques which you use according to how critical the event is. Regards, Raul Martins
  21. Hi @Wirza, Thank's for the reply! That is a solid approach. During these weekly meetings, you analyse only one failure event, or all event occurred on the current/previous week? On my previous job, we did not have a weekly meeting to do RCA. Usually, when an event happened, we would schedule a specific meeting for that event. In terms of frequency, it used to depend on the due dates of the action plan, so we could have one or more on a single week. On top of that, we could have different RCA meetings for different failure events on a single week as well. Regards, Raul Martins
  22. Hi @Jim Vantyghem, Wow, congratulations for the solid answers always based in studies! So you started using NLP modelling in the company you work for? I have superficially studied NLP in the past, and it seems to be an interesting approach when it comes to business management. However, I had never met anyone applying such method in Maintenance Management, which I think this would result in a fantastic outcome! Please, keep sharing with us your experience using this method in your daily routine! His point is exactly culture. When you have a staff member who simply refuse to adjust to a new culture, he says that he may have no other option. When it comes to maintenance management, imagine having an employee who is stuck in a reactive culture, and although you try to show him the benefits of proactive culture, which includes not only the financial results, but also having a safer, as well as happier workplace, he refuses to adjust. In some cases, even a competent leader may struggle to make it happen, especially when you have 100 other team members, unplanned shutdowns, cumbersome processes to deal with and so on and so forth. As I mentioned before, whether it is a usefull, or even a fair strategy, or not, I do not know. If I would use it? Probably not. But the complexity of the topic makes me think about it and seeing different perspectives of this is great! Regards, Raul Martins
  23. Hi all, Having a well established defect elimination process in your company is key to avoid the reoccurrence of past failure events. By doing so, you will not only have a more reliable plant, but also achieve better results. So, for this week's topic, I will create another hypothetical situation in which... "... You work for a company that, although you have been trying to stop the fire fighting, you cannot as it does not have a defect elimination process. What would be your strategy to deal with this issue?" However, it is important to mention that your company already has a Planning and Scheduling area, as well as PM programs. Don't forget of telling us: - how you would create a solid Defect Elimination process; - what techniques you would use - the triggers; and - how you would measure the results of such implementation! Regards, Raul Martins
  24. Hi @Jim Vantyghem, Another great topic! Thank you for sharing your thoughts with us! I truly believe that, if a company does not have a well defined, implement and kept system as you mentioned, achieving poor results will be just a matter of time. If we want to nurture a positive culture, policies should be defined, written and everyone should be trained on that. However, it is important to mention that all staff members, from those who are on the front line to those who are on the board of the company (especially those), should practice such system every single day. Regarding the quote above, I totally agree with Jim Collins, as well as with you. Defining a system for a new company is not easy; however, changing a system is even more complicated. For some reason, this quote reminded me a video that I watched a few years ago in which Jorge Paulo Lemman was interviewed. Lemman, is a Brazilian entrepreneur, who owns big companies, such as the drink and brewing company AB-Inbev (Stella Artois, Budweiser, Corona...) and Heinz (Warren Buffet is his partner), is famous for his risky management strategies. During the video he mentioned that one of the fastest ways of changing the culture of a company, is by renewing part of its staff members, otherwise too much time and energy would be spent. I am not saying that I agree with his point of view, not at all. But it definitely made me think. In somes cases, that might be inevitable, but on the other hand, a leader should try to nurture the new culture on a daily process. What do you think? Regards, Raul Martins
  25. Raul Martins


    Hi @Ted, I agree with the replies above. Showing people how they might benefit from filling the requests properly is a great way to begin with. Additionally, I would do two more things: 1- Define the minimal information that should be filled in the requests. If such information has not been filled, iMaint should not allow the user to progress with the creation of the request. This "minimal information" should be enough to have solid information to help you and the team to do your tasks, as well as to keep a good history of the events; 2- Initially, step #1 may decrease the requests created on iMaint. In order to tackle that, I would still allow the Store Managers to call instead of creating requests, but only for emergencies; however, they would not call the M&R guys, they should call someone who is in a higher hierarchical level, such as the M&R Manager or even your director. This could inhibit them of not using the system, as the "pressure strategy" would not work with higher levels. For those requests done via call, they should go to the system after solving the issue and create the request straightaway. A KPI could be created so you could track that and have a more precise information when you need to get some help from your manager/director. However, these should only be done after focusing on what @Erik Hupje and @Jim Vantyghem have said. Regards, Raul Martins
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