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Raul Martins

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Everything posted by Raul Martins

  1. 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 mis
  2. 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 spon
  3. 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 a
  4. 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
  5. 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
  6. 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
  7. 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 thoug
  8. Hi @Mazlan Md Suki, Welcome to Road to Reliability online community! Hope you enjoy your time here. Looking forward to reading about your experiences. Regards, Raul Martins
  9. Hi @Hadwll, That is great! Everyone has to be involved in the defect elimination process, especially frontline operators and maintenance technicians, as they quite often know what are the causes and solutions for the failures. Yet, sometimes they do not have the right tools to solve such failures. Having someone from outside that will bring a different perspective and resources to solve them working along with them is key. Regards, Raul Martins
  10. Hi @NikosPant, 100% agree. Recently I have been through a situation that I struggled to receive the spare parts list from the OEM, as they said their policy does not allow doing so. It is simply nonsensical in my view and this sort of OEM should not be considered during a quotation at all. Establishing a process as you mentioned is key to avoid this sort of issue. Regards, Raul Martins
  11. Hi @Mushanguri Innocent, That sounds really good. In my view, this daily approach will strengthen the culture of keeping the BoM up to date and create an ownership feeling about them. Regards, Raul Martins
  12. Hi @IrWCSoh, Welcome aboard and congratulations for your initiative! Feel free to go through some of our topics and share your thoughts with our community members. Regards, Raul Martins
  13. Hi all, Even though many tools are available nowadays to improve companies results, many businesses still struggle with poor reliability and productivity. The reasons vary from lack of knowledge about maintenance processes, to poor leadership, and many more. However, we won’t be discussing this today. We will be talking about something that, although everyone knows how important it is, just a few really look after: BoM. But, what the heck is BoM? BoM stands for Bill of Materials, which is a list of materials needed to accomplish a particular assembly or task. The BoM c
  14. Hi all, This week we will be discussing about one more defect elimination technique: Fishbone Diagram. What is Fishbone Diagram? This powerful Japanese tool was created by Dr. Kaoru Ishkawa, who was a Chemistry from Tokyo and worked in several industries, such as the Japanese army, chemical companies and universities. The purpose of the Fishbone Diagram is to provide a systematic approach to determine potential causes and root causes, by determining the relationship between causes and effects. Those are put in a diagram that looks like the skeleton of a fish, which explains i
  15. Although I live in Australia, I am originally from Brazil. So I have closely watched the situation in both countries. Australian has put strict measures in place, closing non-essential businesses for nearly three weeks now. On top of that, Australia has one of the highest test rates in the world. As a result, the curve has started to flatten. On the other hand, Brazil has done something similar to some European countries and the USA, and the test rates are quite low (although it has started to change), hence the number of cases are still getting higher and higher. When it comes
  16. Hi @Andrej, Interesting approach for the 5Whys technique. This allows a wider understanding of the failure and its cause(s), which tackles part of the issues we mentioned before. Thank you for the IAEA document! It is great to have all of those RCA techniques in a single place. Regards, Raul Martins
  17. Hi all, Today we will be creating a slightly different topic than what we are used to. The world is going through an unprecedented situation, called COVID-19. Road to Reliability online community has members from many different countries and, although each country is currently facing a different situation, infection rates and putting different preventive measures in place, nearly everyone has been affected somehow. The idea of this topic is to have an open discussion about this situation. Feel free to share how you are going through it, what is the situation of your country
  18. Hi @Chuck Clarkson and @Mohammed tawili, I agree with you about the limitations of the 5Whys. Yet, I see it as a good solution in two different scenarios: 1- You have no defect elimination process and need to start understanding and eliminating failures; 2- You have a well-implemented defect elimination process with different triggers. For instance, it can be used in minor failures (up to 1 hour downtime?) analyses by properly trained staff members, such as Maintenance Technicians and Operators. While for major failures, another technique can be used by Engineers. By doing
  19. Hi all, The other day we discussed about how important it is to have a Defect Elimination process established in order to stop the fire fighting and improve your results. We also mentioned a few techniques that can help you to understand your failures and their root causes so that you can establish an action plan to avoid its reoccurrence. This week we will be discussing about one of those techniques: 5 Whys. So, what is 5 Whys? 5 Whys is a problem-solving technique that became popular in the 1970s, as part of one of the most famous production systems in the world, the
  20. Hi @Mohammed tawili, It seems to be a good idea. Once you have such data, you will probably classify by failure mode, equipment family, criticality and then create an action plan to improve such numbers, correct? By the way, just make sure that flagging as a rework is a step mentioned on your Defect Elimination procedure, so that you can ensure everyone will have the same approach as you. Regards, Raul martins
  21. Hi @Mohammed tawili, I have been thinking about this topic and it reminded me of one of the 4 steps of THE ROAD TO RELIABILITY™ e-book: Defect Elimination. By implementing a defect elimination process, you will be able to analyse the failures that have occurred on your site and identify the root cause of the failures, such as poor workmanship or improper procedures. Relying only on planners without having such process implemented or without training them, will result in a KPI that does not display the reality of you rework percentage, stopping you from improving your results.
  22. 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 na
  23. 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
  24. 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 t
  25. 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) Asse
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