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Raul Martins

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Everything posted by Raul Martins

  1. Hi all, Due to the great replies received at the topic “What is your single biggest issue when it comes to Maintenance Planning & Scheduling?” and its continuation "Due to a poor spare parts policy, cost reduction and problems with the Procurement/Purchase area, your plant lacks important spare parts when required. What would you do to tackle this issue?", we now decided to challenge our members on the second most common issue when it comes to Maintenance Planning and Scheduling according to our users. Firstly, let's have a look at the graphic below: As we can see, the
  2. Regarding having a contingency plan, I mean setting automatic sparte parts minimum stock and strategic spare contracts. The idea at this point is not to reduce invetory, I would be focusing on reducing "lack of important spare parts when required". In other words, I would be increasing inventory for those cases that, as @UptimeJimmentioned, the cost of having the spare stocked is way less than the likelihood of revenue lossess. For contracts, I have seen some cases which you have contracts with specific equipment/spare parts suppliers, e.g. a critical pump impeller that is a slow-moving i
  3. Hi @Wirza, I am sorry. My question was not too clear. In terms of reviewing the non-moving items, once you have the list of such items, how do you decide whether you will keep those stocked or not? Do you use any statistics or specific methodology for that ? Regards, Raul Martins
  4. Hi @craig, It is great to have you onboard! You have a really interesting background! Congratulations! See you here at Road to Reliability! Regards, Raul Martins
  5. Hi @Wirza, Great background! Welcome to Road to Reliability!
  6. Hi @Wirza, I like this approach of analysing the challenges separately. Regarding the second item, do you have any specific method to review the non-moving items? Regards, Raul Martins
  7. Hi @UptimeJim and @Erik Hupje, I am curious about what are you positions regarding having a contingency plan as I mentioned on my last post (reviewing critical spare parts and having a spare parts contract available for emergencies) for short term results and a second plan which would aim at reviewing maintenance processes for the medium term. Do you think this would be a good approach to this situation or focusing your endeavours only on the maintenance process would be more beneficial for the business, although it might take you longer to see the results? Regards, Raul Ma
  8. There is a quote that @Erik Hupje mentioned in another topic from Steven Covey's 7 Habits of Highly Productive People that says: If you want someone to be better, be better first yourself. I have not read this book yet, but I totally agree with Steven Covey. When it comes to Maintenance Management, this quote fits 100%. It is quite common to see Maintenance areas trying to have every single spare part stocked, without considering risk or even if having so many parts available on stock would be benefitial or not from an economic perspective for the business. Having a solid planning &a
  9. Hi all, One of our most popular topics here at R2 Reliability Online Community was “What is your single biggest issue when it comes to Maintenance Planning & Scheduling?”! We have received many great replies so far, so we decided to go a little further on this topic. Basically, we collected data from that topic in order to discover which one is the most common issue according to the opinions that we have received. Here are the results of the data collection: As we can see on the graphic above, although many different issues were raised, the most common was “Lack of
  10. Hi @Jim Vantyghem, Regarding your post being based on your opinion and background, that is exactly what we are looking for. We now have over 800 members with different experiences and perspectives, and reading what each one has to say based on that is what will make this community grow and learn more and more. In terms of getting one's audience, if we think from a project perspective, one of the first steps when it comes to a project (as becoming a maintenance manager at a company and try to change it into a proactive mode can be considered a project) is the Stakeholders Management,
  11. Hi @Gordan, I do not know exactly how ADempiere works, so comparing it to SAP is a little bit difficult for me. However, at that time we created all the BOM's as well as codes for each spare parts on SAP MM module. Once you have all materials registered on the MM module and the equipment information on the PM module, such as BOM, data sheets, maintenance plans and task lists, it is possible to generate many different KPI's, such as costs per equipment or functional location, spare parts lead time, MTBF or MTTR. SAP is a really powerful tool, as long as it is keep up to date, you can
  12. @Gordan, this project to us three years to be concluded. On its peak, up to 25 professionals, between technicians and engineers, were working full time on it. Basically, the technicians went to the industrial area and took pictures of every single asset and some basic information available on its ID plate. After that, they came back to the office and started to search for more detailed information on databooks and respective manufacturers of the equipments. All this information was filled in different spreadsheets. Once one plant was ready, I uploaded the information on SAP via Batch Input.
  13. Hi @Gordan, Having a reliable CMMS which contains all the information regarding your assets is definitely an important point to manage a maintenance area. A few years ago I had the opportunity to lead a project which we should identify all assets in three different sites (over 16,000), register them according to the company’s taxonomy, as well as their data sheets and bills of materials. Once we had all the information, we gave one step further and defined the criticality of the assets and the maintenance strategy and PM programs for each one of them. This was a really rewarding pro
  14. Hi @Andrej, You are right! The other potential reasons you just mentioned also play an important role when it comes to WO. in this situation, I think the big challenge is stopping the vicious circle and starting a virtuous circle of continuous improvement on your work orders. Along my career, I have seen many work orders lacking information, as well as poor feedback from maintenance supervisors, contributing to this vicious circle. In addition, I have seen a few initiatives to improve the information on the WO; however, these have not been successful as, although staff members l
  15. @UptimeJim I think this discipline for sticking into the teams and not moving people from the preventive team to the reactive team might be one of the most challenging steps of this strategy. To tackle this situation, I believe that a good action plan or something similar to a roadmap with decision gates and triggers would be helpful to live the anxieties behind and keep working on the big picture. Of course, a risk matrix is always useful when it comes to prioritising tasks, as well. Would you suggest anything else?
  16. Hi @Engrjoe, Creating a PM program is not an easy task, but it is definetely worthwhile! Some Reliability techniques are really useful to support you on this project, such as FMEA/FMECA and RCM. There are many possible resources where you can find helpful information, I will leave three of them below: - "Failure Mode and Effect Analysis: Fmea from Theory to Execution", by D. H. Stamatis; - "Reliability-Centered Maintenance - Second Edition", by John Moubray; - Another great source with many concepts is the "Preventive Maintenance" area of the community, where you can f
  17. Hi @Andrej, Excellent points! Here are my comments: I - Focus on the basics & stage: doing the basics properly plays a crucial role in order to achieving positive results. If they are not done as they should, everything else will not bring the desirable results, even you use FTA to eliminate defects or if you use RAM analysis to simulate different scenarios so that you could find improvement opportunities. In terms of WO, I have seen many orders lacking information for the team, especially tools and specifc details related to the task. I believe this happens mainly for poor train
  18. Hi @UptimeJim, Great post! I totally agree with your point of view. As Richard Branson says "Train people well enough so they can leave. Treat them well enough so they don't want to.", I believe leaders need to budget money for trainning and development of their teams. It is one of the best ways to increase morale, as well as results. In terms of bad actors and PM program, I have seen many different strategies to try to tackle failures and poor PM program attendance. You said that dedicating people may be an option, so what do you think of splitting your team in three small ones
  19. Hello @Braycher! It is great to see that we have people from many different countries at Road to Reliability! I am of the view that multiculturalism and different ideas can build really solid bridges! However, in order to help the other members of the community that do not speak Spanish to understand your perspective and ideas, would you mind of translating your post to English? Regards, Raul Martins
  20. Hello everyone! For this week's topic, I would like to create a hypothetical situation and push ourselves to discuss and suggest different ways to sort it out. Our goal is to share different perspectives for a single problem based on our experience and knowledge. Basically, "You are a new maintenance manager in a large, ageing industrial plant that is very much in a reactive maintenance mode with a lot of breakdowns, high costs, poor productivity and pretty low morale. What would be your strategy to deal with this situation?" However, you have the following restrictions:
  21. Hello Erik! Hello everyone! Firstly, I would like to say thank Erik and all the community members for having me on Road to Reliability Community. It is a pleasure to be part of such a positive environment. As Erik mentioned on his message, I am a Brazilian Mechanical Engineer, having worked as a Maintenance and Reliability Engineer for big companies in the Mining and Chemical industries. On my previous roles, I had the opportunity to work with defect elimination, planning and scheduling, development of maintenance and operational strategies, as well as leading projects related to Ass
  22. Hi all, I think that nearly every RCA technique can be really useful depending on its application. Personally, I like to use 5-Why to minor failures and FTA for major issues. In terms of 5-Why, it can be quite efficient to solve minor problems due to its simplicity, which allows all properly trained staff members to use it, tackling small problems that can result in big losses in the end. On the other hand, FTA is really powerful method to eliminate complex problems or those which can result in appalling consequences for the business; however, it may require more energy to be ac
  23. Hello everyone, I have worked with SAP for my entire career. In my opinion, this is a really powerful tool, which can make a huge difference when it comes to Asset Management when properly used. A few years ago, I had the opportunity to lead a project in a big mining company, which we should map over 16,000 assets and register each one of them on SAP, including respective data-sheets, spare parts list, criticality, task lists and maintenance plans. Although quite challenging, it was really rewarding at the same time, as we could not only improve our knowledge about the sites, but als
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