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Jefferson Voo

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Jefferson Voo last won the day on July 20 2018

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  1. @Phil I can empathize with your lack of storeroom person, planner or scheduler. It is quite difficult to demonstrate to management the benefits of having these functions. I am unsure of the size of your organization and management will always try to cut cost by limiting manpower first, although (at least in my industry in my country) wages accounts for about 10% of the total OPEX. As such, cutting manpower (aka wages) is actually a drop in the bucket when it comes to cost savings. Ah well, gotta play with the hands we're dealt with eh? For your question on naming convention, I find ISO 14
  2. Hi @Freek Doornkamp, What you guys have sounds interesting. I would like to learn/know more on how/what you guys did to implement this as I think what you did is excellent! 1. When you said link a set of tools to analyze the problem, do you mean your RCA tools are online/within the CMMS? Do you guys use other RCA other than RATIO in this case? 2. Actual failure modes and causes are logged where exactly do you log this? Is it under CM or is there a separate log just for this? As for my company, currently, the RCA results are stored in the RCA database, and the closing of the report of
  3. Jim, Since we are an Operations & Maintenance Company that dabbles in a little software development, so our software are quite rudimentary 1. Yes, basically a work order number is required in order to "withdraw" an item with the exception of consumables 2. Min/Max level is a work in progress. Currently concentrating on major equipments. It does not link to procurement system (as of now), as the procurement system is a different system (and it costs quite a bit to integrate). As of now, matco generates the list of consumables (based on the min max) and supervisors generates t
  4. Hi @Sasa Ciglar, currently we are using in-house developed CMMS using FileMaker Pro. It is quite simple and fit for purpose, so you can't expect full cycle functionality like SAP or Maximo system. What we have done is carve out the procurement and finance part of it and just concentrate on the inventory and work order sections. @Erik Hupje Great points!
  5. Just a little background, I manage the CMMS for my company which serves multiple facilities (offshore platforms, FPSO and the like) 1. Are your inspections detailed or general statements? Currently, it is generic to the equipment type. However, a detailed procedure is available for the technicians that are developed by the team of that particular facility. However, there is a report template for each type of work order. This is to gather consistent info for each type of equipment 2. Do you included lubrication instructions - location of lubrication points, type of lubrication, amou
  6. Hi @Jim Vantyghem, great points and articulately put together. And it being long winded enables me to understand the points more actually also, your passion does shine through. I really appreciate that. Not that that I didn't try to bring this up, I guess I need to change tactics on how to bring this message across. I can see it happening, but since there have been no disasters happening, then management has decided to turn a deaf ear to the plight of the field techs and operators. Anyhow, I'll need to change tack to help those guys
  7. Hi @Jim Vantyghem, Thanks for the detailed response. I would also like to add one point which may not be applicable to other industries. I'm working on the offshore Operations & Maintenance industry as of now. The estimated manhours would be a good indication of how many maintenance personnel are required for the day to day maintenance offshore and as such, we can propose the optimal number of crew required to our clients. These manhours should be determined by 1. number of equipment on board and 2. maintenance strategy. Normally, CM with larger scopes are handled with the assistance
  8. Hi @Jim Vantyghem, Just curious to know, does the data collected also contain actual hours/manhours required to conduct a task? Are also the estimated hours only wrench time? Reason I ask (disclaimer, I have not seen a lot of CMMS databases), is that from the few that I observed, there are quite a number of facilities where the estimated manhours exceed the available manhours. However, the PM closing rate is still at 99-100% (CM closing rate is 100%, however I'm sure there are others that were not reported) and uptime is still as per KPI (depending on facility, ranging from 95-98%). So, w
  9. I intend to use the points you have put forth here (https://www.roadtoreliability.com/sell-planning-scheduling-productivity-improvement/) and to sell maintenance management system to my upper management. Management buy in would be the most difficult here in my opinion, and there after to assign the driver. Perhaps the other forumers have some other perspective I have missed? Would welcome input Anyway, great articles you have @Erik Hupje!
  10. Hi @Erik Hupje, thanks and congratulations to you too! Your feat was even more impressive! As in the course, back then at least, if you have listened to the presenters, it should have been quite easy as I guess they want to boost their reputation with higher passing % of attendees. I guess the main reason I let it lapsed is due to perceived lack of advantages in my current situation.
  11. Hi Erik, I have passed it in 2015. My membership have lapsed now and I didn't renew it as it is not widely recognized here in Malaysia, and the courses to get the points are not as easy to get locally. If memory serves me right, the exam itself was not extremely difficult, as it was just a couple of hours worth of exam to regurgitate what you have (or should have) listened to after a 3 day presentation/course. I guess the trickiest ones are the definitions Have you attended the CMRP?
  12. My organization is using Tripod Beta. I have used 5 Whys and Kelvin Topset and they are quite similar to Tripod Beta. I don't have a favourite. Result of the RCA is quite highly dependent on how the main question is framed, as such a highly trained facilitator is a must for this exercise. Tracking of actions being closed is well managed by ways of completing the form that triggers it. A problem has happened in the facility, the technician(s) will fill up the form and log it to the reliability team. Operations team will call for an RCA, where the results are then filled in the same form fo
  13. Issues I have are (I guess there is always more than one!) 1. Maintenance is seen as an expense, as such not the right people are staffed or as what @Evaldus mentioned, people just want the post and pay, but can't execute the job 2. Management have clear way on how to derive a maintenance strategy (and worse, do not listen), resulting in a reactive mode or strategy that is not effective. 3. No formal maintenance management system (especially for an organization with more than one facility), which results in confusion for all involved from Technicians to Planners to Supervisors t
  14. Hi everyone. Thanks Erik for the initiative. I'm Jeff from Kuala Lumpur, Malaysia. I have about 16 years of experience in maintenance mainly in the control & automation discipline of various industries. Currently in the oil & gas industry. Hopefully I can help others and I know I will definitely learn new things from others as we all still learn new things every day! Cheers!
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