Читать книгу The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work - Roger D. Lee - Страница 14
ОглавлениеBut what if I do not know where to get started to make the needed changes that I want to make for my site? You must make a change to get a change. Establish a new mindset with maintenance as an investment and not a cost. Then take the first step as described by this journey below to move away from the insanity cycle.
This Maintenance Journey describes a proven approach for changing from a reactive to proactive culture for any size facility. Processes verified by case studies shared in this book are used for implementing a successful change management strategy that ensures a smooth transition from reactive to predictive maintenance culture. A Site Maintenance Leadership Team (SMLT), a nonhierarchical team of change leaders, will drive maintenance to become a site issue with all partners involved with equal ownership. Through measures, the benefits and objectives of a proactive maintenance approach are clearly communicated throughout your entire company. The Fish! Philosophy (detailed later in this chapter) is one of several tools used to continually motivate and drive your people to overcome the resistance to change. Coaching and on-site support should be considered because change is not an overnight process but a continual journey, and we all need help along the way.
What does reactive maintenance look like? See if you can identify some of these elements in your present system.
Reactive Maintenance Cycle: The Backbone of Maintenance Insanity
1. Mechanics are expected to fix today what breaks today (and last night) and to address everyone’s wants (squeaky wheel gets the most attention). In addition, mechanics are to check oil levels and do PMs when time is available (which it never is). In some cases, they come in early or stay late to run the waste heat boiler and operate the waste treatment facility and other utilities.
2. Mechanics come to work and are told what is on the “wants list” for that morning (this may change after the morning meeting by operations): “Go to area X and fix pump.”
3. The assigned mechanic goes to the location and tries to find someone who knows what pump and what problem to be able to troubleshoot the need.
4. The mechanic returns to the shop to get tools and to look for parts or to call a vendor to order them.
5. When parts are obtained (or promised to be delivered), the mechanic returns to the area to prepare the equipment and to do the permit. This is to let operations know that he or she is starting.
6. The mechanic finally starts the job after these delays.
7. Usually prior to finishing this job, operations find a more urgent need and someone taps the mechanic on the shoulder to stop what he is doing to come fix the E-job.
8. With the cycle restarted, overtime is then required to come back and finish the initial job before going home for the day.
9. Tomorrow is the same. But if we cannot finish everything that needs to be done today, how on earth are we going to have time to plan for tomorrow?
What might it look like if we were allowed to do maintenance the way we have always wanted to?
Maintenance Our Way
1. Maintenance is established as a site issue with all parties having an active role in work identification and priority setting.
2. A core group from operations, indirect materials, and maintenance with input from HSE and technical support is assigned as the SMLT to develop the actual work processes to be followed by the site. These flowcharts are reviewed and approved by the Site Management Leadership Team and then communicated to all site personnel.
3. Critical site roles for the success for this maintenance process are
a. Maintenance planner/scheduler for job prework
b. Production assistant (PA) to be the single voice for operations
c. Field safety coordinator (FSC) for third-party input and to drive the permit process
d. Indirect materials/stores representative to obtain parts and materials
5. Daily planning and scheduling meetings are held to identify, define, and prioritize work requests and to issue tomorrow’s schedule today to everyone. A one-week spreadsheet is maintained to allow moving work around to fit production needs. A weekly “look-ahead” meeting will also be held to project needs.
6. Jobs are not scheduled until all planning criteria are met.
7. The night operations crew prepares equipment and initiates permits identified on the next day’s schedule.
8. The day operations crew, mechanics, and FSC finalize preparation and verify safety at the start of tool time.
9. Mechanics arrive at a job with the tools, parts, and support needed to start work. This process repeats with the next scheduled job assigned to the mechanic.
10. Supervisors assign and handle E-jobs with as little disruption of as few mechanics as possible. Operations and maintenance supervision meet prior to mechanic start time to review night activities and to identify true E-jobs that will displace today’s scheduled work. Work assignments are changed prior to the crews going into the field.
11. If a mechanic is on a job and sees an additional needed repair or enhancement, he or she is empowered to do it at the end of the planned job if additional preparation is not needed. The task will be documented and feedback given to the planner for feedback to the customer. If planning is required, the job will be reported to the planner to be added to the backlog.
12. When our vision is achieved, maintenance will be in tune with the site needs and will proactively initiate corrections and enhancements at a level that there will be no need for operations to write anything other than a true emergency request.
As noted earlier, the definition of insanity is “doing the same things over and over and expecting different results.”
I propose that “maintenance insanity” is what some of us are doing or have done in the past all day every day. Maintenance insanity is repeatedly doing the same maintenance tasks by the same old conventional (“We have always done it this way!”) outdated methods during installation, repair, or rebuild of our equipment and then expecting by magic to have greater reliability, maximum uptime, reduced operating and maintenance costs, and better quality. It is our job to change our mindset and then share the knowledge with everyone on our sites to make converts.
Maintenance is not a cost. It is an investment. The product of maintenance is plant capacity. Through proper proactive systems using the appropriate predictive technologies, reliability is improved to ensure that equipment is available and in optimum condition to perform whenever needed. It can also reveal a “hidden” plant for extra capacity with minimum capital expenditures. Improved mechanic productivity is the human capacity produced by maintenance. The focus on reliability must be as important as the focus on safety. Doing the right things right the first time is the only acceptable option.
To be successful in changing, you must first be dissatisfied with your present condition. Even if you don’t know the answer, you need to have a desire to do better. If you are happy where you are or think that you are doing a good enough job, you will not be motivated to change. Make a plan and work it. First figure out the people you need on your SMLT to drive the change and then focus on what needs to be done. Be data driven and pull the trigger. The SMLT must be the leadership for the effort and have unwavering resolve to do what must be done. Don’t sugarcoat the present situation, but confront the brutal facts. Never lose faith that you will succeed. Get approval for your plan and use projected savings to justify these activities and to gain management support. Set high expectations for your organization. Do not limit your people by what you think they can do. Challenge them and let them say when you are pushing too much. Celebrate small successes to build to big ones. Share results with all employees to get their involvement. Remember that what gets rewarded is what gets done. Figure 3.1 shows the gap between where we are and where we want to be. Both leaders want to change, but they do not know how. First determine which consequences are producing the present results and change them to get what is best for the site.
The Key to Your Success: Your People
Your people are the key to your success. Focus on the human side for the most effective long-term changes to your culture. Each player must understand “why” we are changing and “what is in it for me?” All reliability starts with the mechanic at the base component level when your skilled craftsman installs, rebuilds, or repairs any piece of your equipment. Every mechanic has to know and believe that what he or she does makes a positive impact every day. It is the maintenance leadership’s responsibility to make sure that “this impact” is communicated to management and to the entire site. We each need to feel appreciated for the value-adding contributions that we make. Create performance management programs that implement a fun process to capture achievements, encourage reinforcement by all parties, provide feedback, and develop pride in the progress being made. We have had success incorporating the Fish! philosophy into our performance management programs.
FIGURE 3.1 What does it take to make it happen?
Fish! is a book by Stephen C. Lundin, Harry Paul, and John Christensen. The authors propose four concepts to be used to boost morale and improve results:
1. Choose your attitude.
2. Play—make work fun.
3. Be there for your customers and coworkers.
4. Make someone’s day.
We have actually installed billboards and banners at the entry gates at some sites that capture this philosophy. They say:
As you enter this place CHOOSE to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to PLAY. We can be serious about work without being serious about ourselves. Stay focused in order to BE PRESENT when your customers and team members most need you. And should you feel your energy lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear—and MAKE THEIR DAY.
To leverage the knowledge of your people, a structure must be established to link the significant contributors of a successful maintenance program into a functioning team to define and lead the standardization of your daily work processes. This will be your Site Maintenance Leadership Team. It has to have full-member representatives from operations, maintenance, and stores and support members on an as-needed basis from engineering, accounting, purchasing, contractors, etc., when appropriate for the topic being addressed. Start with the basics to gain a true understanding of your maintenance organization, crew teams, and mechanic functions by asking the following key questions:
1. What are you doing?
2. Is it getting better?
3. How do you know?
4. Can I help?
Our implementation experiences have shown that when changing maintenance, the following items are “musts”:
A work order (paper or computer) must be written for each maintenance request to properly document the site needs and workload.
Mechanic expectations and accountability must be established and applied to set work schedules.
Your focus must shift to reliability improvements instead of quick fixes that just keep you limping along.
All work requests must go through a centralized planning process to utilize site resources.
A callout process must be implemented to document actual need for overtime resources.
Shift coverage must be minimized to get more work into the daily planning and scheduling proactive mode.
The minimum intervention step required to break the reactive insanity cycle is to create a planning and scheduling function that fits your facility.
Maintenance Planning. Adding value for the mechanic through understanding and preparation of a job request prior to the start of tool time.
A planner addresses:
1. Manpower and skills required
2. Materials and parts needed
3. Support equipment and facilities to execute
4. Scope definition through job review in the field with the requestor (a picture is worth a thousand words)
5. Work instructions or stored plan
6. The task of adding planned jobs to the “Ready to Be Scheduled” hopper
Maintenance Scheduling. Assigning resources at the optimum time to allow the most efficient execution of a job request.
A scheduler addresses (with the help of the single voice for operations):
1. Making equipment available from the production schedule to take advantage of predictive technology and early troubleshooting. Gain the value in “Catch and repair” versus “Run to failure.”
2. Providing required information to the site mechanics and operators the previous day to the work being scheduled.
3. Assigning the night shift to do the initial equipment preparation (block in, clean up, initiate LOTO and permits, etc.).
4. Staging materials and ensuring availability to the mechanic at the scheduled start time (if materials are not available, the job cannot be added to the day’s schedule).
5. Identifying needed permits to verify safety and to drive readiness at the scheduled start time.
6. Coordinating manpower resources to staff the top-priority work for the site.
This approach uses centralized planning with decentralized execution. Change is not done to add work. We change to improve how we do our work.
FIGURE 3.2 Does it work?
As Figure 3.2 shows, it may seem like a huge mountain to overcome, but through teamwork and by making one small improvement at a time, we can gain production and save the money to pay for the improvements implemented. So does it work? This process achieved the following results over a three-year period working with five companies for twelve sites:
1. M&R as % ARV improved from 4.52% to 2.80%.
2. A total of $4.8 million was taken out of the maintenance spend with improved product quality.
3. Safety performance as indicated by recordable injuries improved 69% with injuries falling from 117 to 36.
4. Savings from crew team projects were:
First year = 24 for $321,000
Second year = 166 for $4.1 million
Third year = 223 for $3.98 million
We have detailed case studies for greenfield start-up, lack of plant capacity, and union and nonunion applications for U.S. and global locations. Using these maintenance and reliability standard practices, our client companies increased their asset replacement value by 41% over a 10-year period due to expansions and capital projects, while total overall maintenance spending decreased by 2%. Their M&R expenditure benchmark improved from 3.61% to 2.50% M&R as % ARV.
This group of sites improved their process reliability 19% and saved $500 million in reduced M&R expenses over a 10-year period. With globalization and acquisitions, their assets increased 41% while their total M&R spending decreased 2%. They practiced this Maintenance Journey and left the “insanity” behind using many of the tools made available for your use at www.maintenanceinsanity.com.
To make change fun and to ensure success, follow the maintenance and reliability 12-Step Program:
1. Admit that I have reactive maintenance and do not know how to stop the insanity!
2. Conceive that change is possible and that I desire sanity.
3. Be willing to ask for help.
4. Make a searching and fearless assessment of my present condition.
5. Identify and acknowledge the defects in my system.
6. Get help to develop a path forward.
7. Use data to gain management support and obtain a corporate sponsor.
8. Organize for success with roles and responsibilities for implementation.
9. Communicate the vision with all employees.
10. Establish measures and post for all to see.
11. Drive continual improvement.
12. Network to share problems and solutions.
Maintenance excellence is the missing link to being competitive in the world market today. Change occurs one step at a time, and you each can make a difference. Remember that your people hear and incorporate only what they understand. Ask for help when you need it to make the changes that you desire. Working together, we can all be successful. Build pride from your successes.
In the next chapter, we will look at specific steps to help you get started on your “cure to the maintenance insanity” at your location.
