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Raul Martins

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Everything posted by Raul Martins

  1. 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
  2. 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
  3. 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
  4. 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 bef
  5. 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: http
  6. 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 a
  7. 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
  8. 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
  9. 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,
  10. 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 s
  11. 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 comp
  12. 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.
  13. 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
  14. Hi @Elison, Welcome on board and congratulations for your new role! Feel free to share your thoughts with us, as well as how challenging it has been and what will be your strategies to tackle such challenges! Regards, Raul Martins
  15. Hi @Gordan, Having solid records and being able to create different reports is something really important for an ERP, as it results in more efficiency when it comes to data analysis. Congratulations! Regards, Raul Martins
  16. Hi @Houssam, Welcome on board! It is great to have you with us on this Road to Reliability! You have a really solid background, congratulations! Would you like to share some of your expertise with our members? We have some great discussions going on in our recent topics, feel free to share your opinion with us or create new topics! Kind regards, Raul Martins
  17. Hi all, An effective maintenance management process relies on KPI’s and best practices. In order to improve our results, keeping good records of past maintenance tasks, which includes corrective, preventive or predictive tasks, is crucial to make it possible. When regularly maintained, it helps to identify failure patterns and their solutions for each case. In addition, it allows you to make predictions about upcoming events that may happen on the production line. Based on your maintenance history, you can understand what are the best strategies to prevent errors from recurring
  18. Hi @Narender Kumar, Great job! It is really exciting to see professionals facing big challenges as this one and improving their results! So, that was your strategy to overcome this issue, right? Could you tell us what difficulties you found in your way that were not expected (e.g. lack of data, culture)? Regards, Raul Martins
  19. Hi @Sumanan, It really varies from company to company. Generally speaking, some businesses assess their equipment criticality by combining different factors. For instance: For an equipment XYZ Event probability: how likely is it to fail within the next 12 months? High likely. Production consequence: There would be no production losses - Low consequence. Maintenance consequence: This would cost $2,000 - Low consequnce. Environment consequence: There would be no environment damage - Low consequence. Health and Safety: One person or more could die
  20. Hi @Mohammed tawili, That seems to be a really complete assessment to check how critical an equipment is for the business. Would you mind if I ask you a few more questions to understand a bit more about how this method works? 1- All different areas are considered as important as the others or some might be considered more important? E.g.: an equipment that may cause a big damage to the environment might be considered critical, although it might not cause any bad consequences in terms of production? 2- How long it takes to assess (on average) one single asset? 3- How o
  21. Hi all, Having a well-established equipment criticality process is a key factor to help us prioritizing our daily maintenance tasks, as well as budgeting money for future investments. The reality is, if we want to improve our plant performance and business results, we need to know how critical our equipment are. Some companies use production and maintenance to define how critical their assets are, while other use a multidisciplinary process, combining maintenance, production, safety, health and environment, as well as probability. However, it is still not a hard task finding co
  22. Hi @Ted, Great job! If you search for "dashboards" on Google you will find some good examples that might help you as well. Here is a link to the search that I did just now: https://bit.ly/34QP6ly Regards, Raul Martins
  23. Hi @Tamiris Palacios, I like the structure of your comment. This sort of ludo games are quite helpful to clarify some simple things that sometimes we do not see when we are dealing with daily tasks. But if you do not mind, I would like to add one more step: - Brainstorming about problems and possible solutions with the team + Change Management + Action Plan. In other words, I would start doing what @Cornelius Mpesi said, and then go to the change management + action plan. I believe that, by combining both strategies, the likelyhood to fail would be lower. What bo
  24. Hi @Cornelius Mpesi, I totally agree with your point of view. Communication is the first step of any process improvement. If you want to improve something, listening to those who are directly involved with the tasks is a great first step to ensure job satisfaction, as well as undestand their difficulties. During this conversations, it is quite common to end up with possible solutions as well.
  25. Hi @Ted, I like the content of your report, maybe plant availability could be interesting as well. One more thing that I would add is not only the results, but the targets. FOr example: Preventive Maintenance: - Result: 98.79% - Target: 99.00% By doing that, everyone would have a clearer idea whether the results are good or not. In addition, have you thought about using more graphics instead of text to show all this information? This could make the information more visual and attractive to people's attention. For instance: Regards, Raul Mar
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