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Andrej

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Andrej last won the day on May 14

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  1. Hi Jim and Raul, just wanted to add an additional piece of information about the KPIs; the updated GMARI (Global Maintenance and Reliability Indicators) workbook on harmonized indicators has just been released jointly by SMRP and EFNMS. It describes the similarities and differences between SMRP metrics and the EN 14341 which I have mentioned in some of my posts. It is available for purchase on both organizations' web sites and might be a valuable input for an effort Jim and many others are facing with. Best regards, Andrej
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  3. Hi @Raul Martins there were some discussions on KPIs already in one of the Preventive Maintenance discussions in January and this is indeed a very important topic. KPIs cover broad aspects of maintenance management and they can be categorized as: · economic, · technical and · organisational. This is also the approach of the international standard EN 15341 Maintenance - Maintenance Key Performance Indicators, which I refer to very often. It proposes a huge number of KPIs, so it is absolutely necessary to selective and specific for the purpose.
  4. Hi @Jim Vantyghem, I absolutely agree with your thoughts and that's why I mentioned the PCT in my response on May 12. The Prosci's Project Change Triangle (PCT) is about the three necessary constituents of any change project - Sponsorship/Leadership, Project Management and Change Management. While PM is mostly about technical aspect of the project, CM is all about people as human beings and their needs which have to be met should we want the change to succeed. And the reason Prosci has introduced so called ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) elements, is exa
  5. Hi UptimeJIm and all; could not agree more with your statement. Have seen quite a few cases like that - and the worst of it all was that the top management was not even aware of the need for sponsorship. And let me cite just two important conclusions from Prosci's studies over the last 20 years worldwide having involved more than 3400 participants: Projects with excellent CM are 6x more likely to meet or exceed their objectives. The executive sponsor has the highest single impact on project success. Best regards, Andrej
  6. Hi Raoul, you brought up a very important topic. From my experience, I can say that many organizations are not aware enough of the importance of CM when they want to introduce any kind of organizational change. At the end of the day, the latter is only achievable if all the employees who are involved, really change the way they do their day-to-day work. And to do so, it is of paramount importance for them to understand WHY the change is happening and get a clear answer on WIIFM? What I'd like to add to your initial thoughts is the importance of the executive sponsor for a successful
  7. Hi @Raul Martins, I agree that 5Y is very suitable for the environments where they are starting with the use of RCA techniques. It may fall short for more complex analyses. I was normally using a three-legged 5Y (3L5Y) analysis, which provides more insights, as you dig into the specific, detection and systemic root causes in each respective leg. After finding a specific root cause, it is the additional aspects (detection and systemic) that bring all pieces of the puzzle together for a true understanding of the cause(s). After applying the right corrective actions, not only are the or
  8. Hi Raul, as indicated, there have been several attempts to delineate maintenance into three generations, with the 4th one lately very often associated to the Industry 4.0. It may not be easy to do so in a consistent manner. The reason is very simple; diverse industries, economies, even organizational cultures, have been so much different in terms of maintenance development, that it seems to be very hard to apply the same concept of maintenance generations to all of them. Let me illustrate that from my own experience: When I started to work as a young maintenance engineer ab
  9. Hi Raul, opening a separate topic on KPI makes a lot of sense. It would also be useful take one of the existing international standards (e.g. latest edition of EN 15341 Maintenance - Maintenance KPIs or any other one you may prefer) as a reference. I fully agree with UptimeJim that "experienced tailors who can tune into the organization's culture are needed", yet many organizations simply do not have those available - for different reasons. Hence, I believe the discussion proposed by Jim to put together a set of potential KPI's to start with, would be useful. I've seen quit
  10. It might be good to extend the discussion to a set of KPIs that different practitioners have best experience with. There are lots of available sources suggesting a large number of KPIs and at least for the newcomers, it can be difficult to select the ones that can bring most value and stage the others later on. It is clear that KPIs change with the maturity of maintenance processes and organization, as well as with the level of CMMS/EAM support, yet in my opinion, the topic would be helpful for many. My own belief is that it is better to have lower number of KPIs to begin with. It i
  11. Fully agree with UptimeJim. For MTBF it is really crucial to have quality data available. And as some other maintenance KPI's are normally used for monitoring maintenance performance, CMMS/EAM very often cannot provide all the necessary data. E.g. in many cases some interfaces with Operations Management IT Systems are needed for precise inputs on asset uptime/downtime, etc. On the other hand, even the top-notch IT System does not help much, if the discipline of the maintenance team is not at the required level, as the data are not dully put in the system. I've personally seen lots o
  12. Jim, thank you. You put it very nicely - lots of maintenance / engineering professionals (including myself) have invested a lot of effort into technical scope of projects. For me, it took many years to recognise the technical aspects are not sufficient for success, when a change in a day-to-day practice is required. Consequently, I started searching for what had actualy been missing. It was definitely a human side of the change and, quite often, inadequete sponsorship. Then I started to look into different CM methodologies. Finally, Prosci's approach resonated very well with me - in
  13. Jim, you raised some execellent points. And it is also my experience that many executives talk about having many good maintenance practices in place, while reality may show a very different picture. Some of your points are in line with what I would consider focusing on the basics, and many of them may well fit into my understanding of a proper Change Management process. I trully believe the latter is essential for introducing the improvements into the day-to-day maintenance practices. WIthout changing the way maintenance personnel do their job, the outcomes of any improvement project
  14. Hi Raul, Thank you for your feedback. While I agree with your observation that poor training and knowledge management contribute to the inadequate WO information, let me suggest some more potential reasons: We should all understand that it is generally not realistic to expect from maintenance techs to start filling in all necessary information into the WO when the system is initially put in place. This is human. For that purpose, the change (and resistance!) have to be managed properly - which is not the case very often. If MOC was not utilized when implementing a WO system and
  15. I agree with all what UptimeJim has said and would like to add a few more thoughts: I. FOCUS ON THE BASICS & STAGE It is crucial to start with the basics and focus on Wildly Important Goals (see e.g. https://www.franklincovey.com/Solutions/Execution/4-disciplines.html). You may want to use some assessment tools to help you prioritize the steps. Terry Wireman puts it very nicely in several of his books that the Preventive Maintenance Program should be a fundament, enabling all other methodologies to be built upon. Wireman’s maintenance management pyramid is also use
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