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Frank last won the day on January 31

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  1. Scheduled vs available man-hours (and planned parts ) is that very first thing I do with a client. Imagine a PERFECT maintenance scenario ( I know this does not exist) where ALL of the required PM's for EVERY asset in your plant were defined in your CMMS. By defined I mean that the CMMS knows how many resource hours, crafts, parts, instructions, tools, schedules are in the system. The CMMS should also know all of the available hours for the entire maintenance staff. In theory, if you did all of your PM's, nothing would breakdown and your maintenance department would only be doing preventive maintenance work. Ha! Ha! My point is that I always run report that shows ALL of the labor hours and parts expense that the CMMS knows (by PM definitions) for any given budget period. An annual report of the total resource hours needed to to PM's is easily compared to the available annual hours in the maintenance dept. This report also includes the parts I'll need to purchase and stock during the year and shows me the total cost of parts needed to do PM's for the year. This report is my '$0 based budget' used to show management the absolute MINIMUM $amount needed keep all of the machinery available when needed. Considering a world class maintenance operation's planned work is hopefully at 50-60% you have to at lease double the '$0 based' amount to get a ball part actual budget. I can't remember the last plant I was in that had enough available maintenance department hours needed to do all of the PM's their CMMS system required. Having hard data from you CMMS system can be incredibly helpful in making a solid business case to get the budget you need.
  2. Doesn't seem to matter who the manager is. I'm researching ways to combine all of the condition monitoring & predictive data available with scheduled production quotas. There has to be some way to determine when to schedule PM downtime when it has the least economic impact on throughput. The better the condition/predictive data is the longer the span of time available to schedule PM's will be. Knowing production goals via ERP and the planned profit of finished product should provide 'windows' of opportunity to schedule PM's with the lowest impact on profitability.
  3. Infrared scans/photos are VERY good at detecting imminent bearing failure IF you can see them. LOTS of info online. Google Infrared Thermography or scans
  4. Biggest issue I deal with is how to resolve the dilemma of planned PM's that require equipment shut downs vs production goals in a 3 shift 24/7 environment. Preventive work needs to be done but production/senior managements never want to stop production. I've been trying to develop a rational (data driven) way to resolve this dilemma (for 20+ years).... I'm trying to resolve PM scheduling with condition monitoring data with ERP production schedules. Never ending saga...
  5. The best CMMS is the one that you can put to use with less effort than it takes to actually do the physical work it requires. SO MANY... CMMS require maintenance techs to provide hours of trivial data input and offer little to actually help them do their jobs. Great CMMS systems provide: Instant snapshots (or dashboards) of the status of ALL your plant's machinery/equipment Distribute current Work Order's to respective technicians prioritized to support the production priorities Instructions, access to tech manuals, videos etc. for any planned procedure from a tech's phone or tablet Identify planned work and notify purchasing/stockroom of all required parts so they're available when needed KPI's to show the entire maintenance department is performing over time. It's actually more important to understand HOW to put a CMMS system to use to improve your operations than any specific product recommendation.
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