Читать книгу The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work - Roger D. Lee - Страница 13
ОглавлениеEvaluate the Need for Intervention
Still not sure that you need to change? Consider the following stories and see if they sound like anything that has ever happened at your site. There are a lot of maintenance insanity symptoms in these scenarios.
First, we must be able to recognize the need for change. This example comes from a planning and scheduling implementation audit that was done by an experienced maintenance manager. He went with a couple of mechanics that were given the job to hang some boxes for operations. Evidently no planning was done since it was such an easy job. Once the mechanics found the boxes (45 minutes), they could not find anyone who knew where the boxes were to be installed. This job took over four hours to do what should have taken less than an hour. If the planner had been given the time to “add value” through some prework, he could have talked to the requestor, marked the location in the field (or on a digital picture), and supplied the boxes and information to the mechanics when the job was handed out so that they could have gone to the exact location with everything they needed to do the job. To some extent, these prethoughts and activities must be done for all execution forces. The planner or person scoping the job decides the value-adding information needed.
Your P&S (planning and scheduling) processes must make it easier and more efficient for the operators to know what jobs to get ready and for the mechanics to have what they need (materials and information) to start and finish jobs in the minimum amount of time.
If it is so easy to change, why do we not stop the insanity? It is because we are all change weary.
Why we cannot change:
We have always been this way.
We are different.
We are overloaded.
Nobody ever tells us anything.
We are not all on the same page.
Peer pressure is too negative for those who want to do a good job.
The following story does a good job of explaining why changes are needed for these typical (but exaggerated) planning and scheduling processes. Consider using it in a team meeting with your crews to see how different it is from their routine days. Capture the similarities and differences to develop your improvement plan. Why should they improve planning and scheduling when the typical data being tracked by this site indicates that they are completing 70% to 90% of the scheduled jobs (but they do not schedule for 100% of the available manpower), plus they are able to add 10 to 20 jobs on top of those listed on the schedule? The answer is “Why settle for what you are now getting when we could get so much more!” Our measures must show the true performance for all the resources. Just looking at a few pieces does not show your entire puzzle picture.
Here is an insanity test for you. You should not be able to read this text, but I bet you can (if you look and do not think about it):
The Pweor of the Hmuan Mnid
Aoccdrnig to rsaerceh at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the word as a wlohe.
Amzanig, huh?
You already have most of the answers locked inside you. Let this book help you see them clearly.
Based on a national survey, wrench time in an 8-hour day is 4.8 hours for best-inclass performers and 2.2 hours for the national average. Let me take you on a typical day in the life of mechanic Bill. We must focus on the human side as shown in Figure 2.1, because all reliability starts right here . . . when the skilled mechanic installs, rebuilds, or repairs any piece of equipment.
FIGURE 2.1 The human side—mechanic Bill
Crew Team Meeting Exercise: Average Workday—Pick Out the Needed Improvements
Bill reported to work on time and went straight up to the crew break area. There the supervisor gave out the assignments for the day. Bill received two jobs: one was to take care of a leaking valve on the southwest corner of the mezzanine floor, and the other was to check on a reported leaking flange on the demineralizer. The supervisor did not think they would take all day and told Bill to come back for something else to do when the jobs were finished.
This first job involved leaking stuff. Sounded pretty messy, so Bill walked to his locker to put on his older boots. Aaron was at his locker, and the two chatted for a moment while they got ready. The first thing Bill did was swing by the jobs. This was always a good idea in case a job needed special tools, or maybe the job would not require him to lug his whole toolbox to the jobsite. As he went by the first job, he easily found the deficiency tag matching the tag number on his work order. Bill had the work permit, and there were LOTO cards everywhere, so he knew it was safe to work. The valve was at chest level, so there would be no need for scaffolding or a lift truck. The valve was a 4-inch high-pressure globe valve. Bill decided to look over the other job and then get a valve rebuild kit.
At the demineralizer, the area was also cleared, and Bill had the right work permit. But Bill was uneasy. The deficiency tag was hung near a pipe flange, but Bill wondered if the line was an acid line or just a water line. In either case, Bill knew the operators would have drained the line, but it would not hurt to put on some acid-resistant gear just in case there were drops on anything.
Bill headed to the storeroom for a valve rebuild kit and to the toolroom for some acid gear. There was a line at the storeroom, so Bill changed direction and went toward the toolroom first. On the way, Bill had an idea. He knew Aaron was an experienced mechanic and had worked on the demineralizer many times. Maybe he would know if the flange was on an acid or water line. After asking around, Bill caught up with Aaron at the pump shop. After a few minutes discussing with Aaron, the two men walked over to the demineralizer. Aaron was confident that the line was only for water, and so Bill decided to skip the acid gear. It was now break time, so Aaron and Bill headed for the break room.
After break, Bill got in line at the storeroom. The storeroom happened to have a rebuild kit for the 4-inch valve. Bill took the valve kit and his toolbox up to the mezzanine floor and got to work. This was an interesting type of valve. Bill was hoping that it could be rebuilt in place. After unbolting several screws on the top of the valve, Bill was able to remove the internals but found bad news. Although Bill had the right kit to replace the valve internals, it was obvious that the valve body was shot. The whole valve would have to be replaced. The only problem was that Bill was not a certified welder and this high-pressure valve had welded connections. Bill went straight to his supervisor and explained the situation. The supervisor wanted to complete this job today and called the crew’s certified welder on the radio. The welder could come over in about an hour and start the valve job. The supervisor asked Bill to return the valve kit to the storeroom and check out a replacement valve for the welder. Bill waited again at the storeroom to make the exchange, then took the new valve to where the welder was and explained how far he had gotten along. Then Bill took his toolbox over to the demineralizer to be ready to go after lunch.
After lunch, Bill took the flanged connection apart at the demineralizer. In order to obtain access to the leaking flange, he had to disassemble two other connections as well. All three flanges looked like they had Teflon gaskets, so Bill went to the toolroom for material to cut gaskets. Since he was waiting in line at the toolroom, it was a good time to call the dentist to make an appointment for next month. With the gasket material in hand, Bill went to his workbench and cut three gaskets using one of the old gaskets as a template. Bill realized that with these gaskets, he could finish up this job in no time. He wondered what the next job would be if he went back to his supervisor. It would probably be cleaning under the auxiliary boiler. He hated that job. Why couldn’t he be given a pump job or something important? Well, there was no sense worrying about it. Bill gathered up his gaskets and started toward the job. On the way, he passed Gino, who was cutting out some gaskets at his workbench. After stopping to compare notes for a few minutes, they both noticed it was almost break time, so they decided just to stay in the shop and talk.
After break Bill started reassembling the flanges. Most of the bolts looked in good shape, but a couple looked a little ragged. Bill thought that he had a good handle on completing his assignment, so it would probably be a wise use of time to go to the toolroom and replace those bolts. The toolroom had an open crib for bolts, so he did not have to waste any time in line acquiring new bolts. Soon Bill finished the job, and he wiped down and cleaned up the area. He then reported to his supervisor so the work permit could be signed off and taken to the control room. By then, there was about an hour and a half left in the workday. It was customary that the crew could use the last 20 or 30 minutes of the day filling out time sheets and showering. Therefore, instead of starting a new job, the supervisor decided to have Bill go assist Jan, who was finishing up a job on a control valve. Bill helped Jan complete her job. Then he filled out a time sheet and headed to his car at the end of the day.
On the way out to his car, Bill thought about how you had to keep busy all day long just to finish one or two jobs. It just seemed that something was not right.
Did you see anything that could have been improved? Could these improvements apply to your work? Bill and his crew could have used several of the tools shared at www.maintenanceinsanity.com to have made their day a lot more productive.
So what is wrong with this picture and poor old Bill? To understand why people do not change, we will review some common characteristics that we all have:
The number one fear is rejection.
The number one need is acceptance.
To manage people effectively, you must protect or enhance their selfesteem.
Everyone wants to know “What’s in it for me?”
People hear and incorporate only what they understand.
Combine the time lost on these scheduled events with all your add-on and emergency work, and it is easy to see that Bill and his team are stuck in the insanity loop. How do we ever keep up? Can we improve? Now review this story one paragraph at a time and identify actions that could have been taken by the assigned P&S role (maintenance coordinator, productivity coordinator, planner, scheduler, team manager, material coordinator, store’s personnel, and mechanic) to improve this typical day. This simple story shows the justification and potential benefits for improving our P&S processes.
Need more to prove to yourself that a change is needed? Answer these questions. How often . . .
Do you have to wait for things while trying to do a job?
Are you pulled off a job before you have a chance to finish it? Why?
Do you have to wait when starting a job for operators to get the equipment ready?
Are the permits not ready to start the job?
Are you assigned a job that did not need to be done?
Do you feel like your knowledge and opinions count?
Do you take longer to finish a job than it really required?
Are the needed parts not available when you are doing a job?
Do you find out what you are going to work on the moment before you get your tools?
Do you give feedback to correct a BOM (bill of material) or job plan when you learn new information?
Are true priorities followed instead of “do what I want when I want it”?
Does operations really know who is going to be in its area and to work on what equipment?
Are support resources coordinated to prevent delays in doing your work?
Do you feel like you have everything you need to do the job before you start?
Do you know who is charging to your cost codes?
Is all the requested work funneled through an operations representative to eliminate duplications and to verify the need and priority for each job?
Do you start a job and then have to quit because an MOC is required to proceed?
Do you fully understand the scope of the work you are being asked to do?
Do you properly handle excess materials left over from a job?
Do you get in-the-field support to solve a problem or to make an improvement?
Do you do jobs that you think should be capital?
Are the needed materials staged for you to pick up on your way to the job?
Are emergencies not really emergencies?
Are there too many emergencies to get done?
Do jobs get put off because there aren’t enough people?
Do you ask for schedule breakers (do you have something you want to add)?
Will operations not let you work on the equipment once you arrive?
Are scheduled jobs bumped because “We got to have this one now”?
Are you shorthanded for the work that needs to be done?
Does the computer system not work properly or not have all the information you need?
Do you “walk past it, don’t see it, and don’t write a work order for it”?
Are outside resources double-booked?
Do you schedule work that you don’t intend to do?
Are people rotated through assignments so often that no one knows his or her job?
Does a mechanic show up to do the wrong job or not show up at all?
Are you asked to do something before a notification is even written?
We all have room to improve. We just need to get back to basics and develop the true teamwork required to be successful. First decide that you want to survive and to be a success. Then identify and make the necessary changes:
To adapt to economic conditions and be more competitive
To keep our accounts and help our company stay in business
To use more efficient ways and improve our skills
Because what we are doing is no longer good enough
Now we will create a path-forward option to address the obstacles we just discussed and move toward our desired vision through a step-by-step Maintenance Journey.
