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  1. Ted


    Hello members, I have a real life question to as about a situation that is going on right now with our store managers. We use a CMMS called iMaint and within that program/package we have there is an ability for the store managers to use the web requestor to put in work requests for repairs to the building or equipment or both and them work orders are sent to out R&M techs via iMaint mobile. The stores for some reason have not been using the web requestor or very minimal at best. I have sent emails to all store managers reminding them of the web requestor as well as a procedure typed out in word. It has not been successful to much, stores still don't use the web requestor. I escalated this issue to the director of the stores in SW Ontario and he sent out an email to the stores stating that the R&M's will not answer to any phone calls for repairs (basically laying the hammer down) it has had limited success. My questions are as follows: 1) What is the next step to get the stores to use the web requestor? 2) How do we get stores to stop calling the R&M guys? (yes they have refused calls but due to store managers pressure they receive them) 3) would it be a good idea for me as the planner of all the stores (30 stores in total) to send an email to start to find out from them what the issue is? 4) would it be a good idea to visit the stores after the initial email to meet the store managers face to face and reshow them how to use the requestor? I look forward to all your suggestions and advice about this issue Ted Harris Maintenance Planner Farm Boy Canada
  2. Ted

    more info possible?

    Here is a work in progress...…….
  3. Ted

    more info possible?

    Hi Raul, thanks for the input, I think adding graphics is a great idea!
  4. Hello all, a few weeks back my maintenance manager asked me to compile a weekly email to send to all departments and all requiring info on the past weeks events (pm's, correctives, etc.) I made up this format to show the email recipients and my boos was happy with this. I would like some input as to improve this and I welcome all suggestions and insight from you all. As a side note, I do send out a excel sheet that is detailed with this information. Here is the email format I send out below and thank you all for your suggestions and I look forward to seeing all your replies. Maintenance report for Central Facility (Ottawa) Ø December 9 - 15, 2019 (see breakdown below) Operator PM’s Ø Central Meat -----100% complete Maintenance (monthly, quarterly, yearly PM’s) Ø 62.50% complete Ø 37.50% incomplete Corrective work orders (50 in total) Ø 78.00% complete Ø 22.00% incomplete (waiting on parts, etc.) Contractor service requests Ø 50.00% complete Ø 50.00% incomplete (waiting on parts, etc.) Building (compressor, generator PM’s) Ø 100% complete Back Log Ø 5 work orders open Work Order Year to Date Completion Percentage Ø Corrective Work Orders: 97.62% Ø Preventative Maintenance: 98.79% Ø 2,540 work orders in total to date
  5. I have not taken the exam and its my goal to do so. I am hoping this forum and courses will help me with that
  6. There is and we are working towards that, the problem is this distribution center is the only one for all 29 stores so if production is down the stores do not get their product...…...we are currently building a 2nd distribution center in Toronto and it goes into production September 202...……….so until then its a daily dance of timing.
  7. I would say SAP is the best CMMS out there even though its a hard system to learn, I have the privilege of being certified in SAP as well as iMaint CMMS software
  8. Hi @Erik, the major issues we have here at Farm Boy is keeping up with tile repairs on the floors, we have 2 departments Central Kitchen and Central Meat, when the tiles wear down, break, grout missing it takes a lot of coordination with the contractor and kitchen or meat manager to set the time to do this as its a big job removing tiles, drying the floor, redoing the mud and setting the tiles and then grouting the retiled area with the proper grout all the while doing production during the day, sanitary services at overnights and repairs in-between those 2 times, usually about 6 hours max to 4 hours min...….timing is essential when repairs are done during the day due to break downs and production is in full tilt...……..it can be very demanding at times.
  9. I have been a maintenance planner for 4 years now. My background is I am a welder by trade since 1992 and a millwright since 2000. I have worked in many industries from feed silo maintenance and construction, underground mining (working 5,000 feet under ground), working with fisheries Canada to retrofit and repair Canadian Coast Guard Ice Breakers, working in the textile industry repairing machinery and aerospace and defence. I served in the Canadian Armed Forces from June 1984 to August 1990 with the 2nd Battalion, Royal Canadian Regiment, I did 1 tour in Cyprus, 1 tour in the Congo and 1 year in Lahr Germany, served 2 years with the Canadian Airborne Regiment in 3 Commando. I am currently working for Farm Boy Canada (www.farmboy.ca) and I am responsible for the maintenance for the 29 stores (with 4 maintenance techs under my belt) and 2 distribution centers (1 in Ottawa and 1 in Toronto) and I also do store maintenance inspections, we will be adding another 18 stores starting in 2020 bringing the total stores under me to 47. Regards, Ted Harris
  10. I have been a maintenance planner for 4 years now and I have always wanted from day 1 to take courses to better myself and to win the scholarship would be amazing. I have tried to get courses through veterans affairs with do sucess at all (I served 9 years with 2nd Battalion Royal Canadian Regiment) . To win this scholarship would be a dream come true.
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