Читать книгу The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work - Roger D. Lee - Страница 15
ОглавлениеWith the variety of company cultures represented by the maintenance industry, one size cannot fit everyone’s needs when overcoming the years of insanity and bad habits. An implementation transition is desirable to establish standard maintenance and reliability practices to achieve the desired business results for you and your customers. Years of experience have been incorporated into this book for your use to impact work processes and methods, common performance measures, preventive/predictive programs, cost control, reliability implementations, budget development, and continual improvement project processes. Helpful files and tools are available for your use at www.maintenanceinsanity.com to get you started on your improvement adventure. You must coordinate the maintenance management at your sites to optimize resource utilization, improve equipment reliability, and optimize maintenance effectiveness through shared technology and practices. You can gain insight from internal and external consultants to obtain a different perspective if you are “too close to the trees to see the forest.” Just getting someone from outside your groups can be eye-opening to identify and help you understand if you are in an insanity loop but may not even know it.
Using your limited implementation resources at your site, together we will drive a common strategy to take costs out of your systems, to improve labor effectiveness through better utilization of maintenance and operations personnel sharing tasks and knowledge, to eliminate low-value-adding functions, and to drive learning through networking with other facilities. As shown in Figure 4.1, sometimes you have to cut through all the red tape and make a change to get a change. It all starts with a new mindset. Believe that you can do it and you can.
FIGURE 4.1 The new mindset
The following transition process has been successful in implementing change and regaining sanity for everyone involved (self-evaluation with internal help or external professionals):
1. Visit the site to develop relationships and to assess their present status.
a. Capture the present organization and structure to identify strengths, weaknesses, and needs. Document roles and responsibilities of all key people. Recognize small site differences that will impact the implementation path forward.
b. Conduct an assessment as a starting reference point. Online tools and example and model assessments are included at www.maintenancein-sanity.com for your use. Collect historical data to evaluate the status of planning, shift coverage, PM/predictive programs, operator involvement with maintenance (some operators think that they are mechanics now), and other assessment categories.
c. Do an equipment criticality assessment to establish common site work priorities and use as a future reliability reference document.
Assess production-critical equipment with the purpose to reduce or optimize stores inventory.
Prioritize business-critical equipment to most effectively allocate resources for process improvement efforts (i.e., reprioritizing or focusing improvement efforts for your company).
Feed business-critical assets into a reliability management model with clear prioritization for processes such as root cause failure analysis (RCFA), asset management, reliability-centered maintenance (RCM), modified maintenance strategies, etc.
Use the criticality assessment to re-engineer your company’s maintenance processes. (Allocate resources to maintain critical assets rather than focus on low-critical, low-payback jobs.)
d. If doing an internal evaluation, evaluate what an external consultant could offer to add value and speed of implementation.
e. Prioritize the rollout schedule based on need versus benefit with available resources.
2. Determine the minimum resources required to meet approved implementation commitments. (We successfully used two-person teams for implementation support in many applications.)
a. Provide experience and vision through the resources that you assign. They are to be the role models for work processes and work methods and create your credibility. They are the agents to show, tell, explain why, and change your present cultures.
b. Define and communicate the roles of the implementation team members and the roles for the required site resources (single voice for operations and maintenance planner).
c. Hold an initial workshop to get like-minded and to develop the following:
Strategy
Mission and vision
Milestones
Timeline with expectation
d. Do a site-wide kickoff (town hall meeting) to initiate communications and sharing after getting approval and buy-in from the site management team.
3. The project manager and site implementation team help make culture changes in the organization, structure, work methods, and approach to problem solving:
a. Form the Site Maintenance Leadership Team with key site appointments and required organizational changes.
SMLT members must include a single voice for operations (production assistant), the maintenance planner, a representative from stores/ purchasing, the maintenance manager, and appropriate maintenance supervision if different from the manager.
Develop flowcharts for site work processes and share them with all site functional groups after being approved by the Site Management Team.
We will facilitate this team through the maintenance manager who leads the SMLT to create a “maintenance as a site issue” culture.
Gain an understanding of M&R cost accounting and help with the creation of a functional location and cost center structure.
Drive operations involvement and needed technical support from site staff members, vendor resources, and contract services.
Develop and shape existing maintenance measures and visibly post them to track and drive improvements.
b. Establish a work order system (paper, database, or another computer system) including priority definitions to be shared and enforced with all work order writers. All work must have a work order. True emergency work orders can be captured after the fact.
c. Initiate day-ahead work planning with tomorrow’s schedule issued to all site personnel by the end of today.
Establish the daily meeting routine with minimum members.
The planner is always working on tomorrow’s jobs.
Maintenance supervisors and mechanics focus on today’s work.
The store representative verifies material availability for planned work.
The production assistant verifies equipment availability and preparation for the start of tool time for scheduled jobs.
The maintenance supervisor verifies the availability of workers with the required skills to perform the work.
Tomorrow’s schedule is populated from the planned work file.
True emergencies are handled with minimum impact to the schedule and mechanics needed to do the work.
d. Have the maintenance planner receive all site work requests for maintenance and capital items. This coordination of resources ensures optimum utilization of the site and contractor personnel. It also creates a management process for accountability of who is on the site for safety and invoice verification.
e. Share “maintenance awareness for operators” training to help establish their understanding of maintenance as a site issue (the true team effort required for equipment reliability and smooth operations). Basic maintenance knowledge enhances the operator’s operational abilities and stops equipment damage through better understanding of mechanical, electrical, and instrument concepts.
f. Form cross-functional and crew teams to get their involvement through improvement ideas and projects that they drive. Initiate the use of a simple problem-solving model. Capture savings from their efforts and reinforce the desired results. Make a big deal out of initial successes.
g. Identify needed training for mechanics and the opportunities for multiskilling to leverage resources. Determine the options for delivery of this training.
4. Coordinate the interactions of all support personnel (indirect materials, reliability technologies, accounting, contractors, etc.). Focus on upgrading the existing PM/predictive programs through both the use of evidence-based inspections and the use of criticality assessment data and asset management index workshops to determine the optimum level of monitoring required. Evaluate third-party services and vendor agreements to ensure value for services received.
5. Document the existing spare part and material inventory and then flowchart the process being used to obtain these items. Establish a spare part setup process with justification for each new item. Leverage the use of other location surplus where it is value adding.
6. Establish networking among all the other location maintenance managers and the implementation team with monthly conference call meetings, annual face-to-face celebrate and planning functions (best practices and future milestones), and ongoing e-mail problem and solution sharing.
7. Implement a technical support project process to address identified needs. Offer pilot programs for vibration, lubrication, thermography, mechanical integrity, automation, instrumentation calibration practices, and other technologies. Possible test equipment that a site may have or want to buy to support their reliability efforts include:
a. Instrument calibrators. Checking pressures, $3,000; and input-output of electronic signals, $3,000 to $5,000
b. Electrical equipment. Megger for checking motors, $500; clamp-on ammeter, $100; and digital multimeter, $200
c. Predictive tools. Infrared temperature gun, $300; velocity/acceleration monitoring device, $1,400; and thickness measurement device, $3,000
d. Various equipment alignment devices
8. A helpful rule of thumb for estimating site maintenance staffing levels is 1 mechanic per every $5 million in asset replacement value. We have also used a 50-50 split of labor and material to take present M&R spend and show the number of mechanics being supported. Take the total spend and multiply by 0.5 to get labor cost and then divide by $60,000 (annual cost per mechanic) to get the full-time equivalents supported. Another guideline that applies to capital spends is 1.5% of ARV for business support, 0.75% of ARV for site infrastructure, and 0.3 to 0.5% of ARV for capital repairs and capital spares.
9. Monthly M&R reports are a good way for the people in maintenance to communicate to their management and to the rest of the plant personnel about their activities and achievements to add value. The reports also make a very good networking tool. A suggested format would include
a. Safety. Give the “score” (the number of days that maintenance has gone without an injury). Share new activities and their success or failure. Include “right and wrong” digital pictures for any near miss or injury.
b. Unplanned maintenance activities. Briefly discuss failures and solutions to share learnings and to get input from others on unresolved problems.
c. Predictive/preventive maintenance. Share the status of PM activities (percentage complete of planned PM tasks) and resolution of action items from inspections. Discuss new predictive applications and needs.
d. Work order planning and scheduling. Give the status (percentage of work completed as scheduled, etc.) and modifications from learnings gained. Include permitting practices and other enhancements that improve the work flow. Also address causes for delays.
e. Cost reductions and improvements. Highlight completed crew team and other improvement projects and relationship development successes.
f. Monthly and YTD performance. Summarize measure results and highlight new best-ever records. Give brief cost explanations of overruns and underruns and activities with accounting.
g. M&R milestone status. Give the monthly score (percentage complete) for your site plan and discuss highlights.
h. Miscellaneous items. Relate items of interest to keep others informed of personnel changes, customer feedback, programs, etc.
Establish Planning and Scheduling Priorities for Maintenance
The best way to disrupt the repeat insanity cycle is to set true priorities and stick to them when performing all requested work:
Step 1: Include customer input. This is critical customer input that is required on all notifications.
Desired start. This is the date and time that the equipment will be available and ready for maintenance.
Required end. This is the date and time that the equipment maintenance or job must be completed.
Specify the consequences of not meeting this end date. Planning is required to ensure that resources and materials can be available to meet the specified deadline.
Step 2: Select a priority. The maintenance coordinator/production assistant in conjunction with maintenance will select a priority from the choices provided based on the input from Step 1.
Priority 1: Emergency.* An emergency work notification form must be completed and handled according to the defined process. A management review will be conducted for each form to ensure accountability.
1. Imminent risk of safety incident that cannot be mitigated by other means. Mitigation might involve the use of caution tape, signs, or barricades to prevent access to a safety hazard. It also might involve moving a portable eyewash station to an area where the permanent eyewash station is damaged.
2. Environmental impact that cannot be mitigated by other means. For some applications, a bucket or pan placed under a drip will mitigate an environmental problem until a repair can be planned and executed.
3. Shutdown of operating equipment that must run today to meet the business plan or to meet regulatory requirements. This does not apply to process equipment that can be safely bypassed and operated until a planned repair can be made.
* An emergency is when a real and immediate threat exists to life, health, or property. Substantial production losses will occur if immediate action is not taken. By definition, emergency work is performed without formal planning. Work is to start immediately and to be carried through until the malfunction is corrected. Overtime is authorized. For all other priorities, overtime is to be scheduled by authorization only.
Priority A: One to three days (moderate safety risk or potential production loss). A malfunction exists that will generate a Priority E (emergency) if not addressed within 72 hours of notification.
Conditions include
Priority A (urgent/next day) notifications identified early today and able to be properly planned will supersede Priorities B and C work to be done on the next day’s schedule.
If the Priority A request is submitted after 2 p.m. and must be completed the following day, this request must then be converted and handled as a Priority E including the required additional documentation and review.
Priority B: One week (redundant equipment and some predictive and PM work). This is a request that can be handled in the regular course of maintenance performance and services as populated on the schedule, but it has been identified as needing completion within a set time frame due to miscellaneous reasons.
Priority C: Two to three weeks (low-risk safety-related work, most predictive and PM work and improvements). This is a request that can be scheduled for the regular course of maintenance performance; services and preventive maintenance tasks that populate the schedule as resources are available: calibrations, ISO, MI, SIS, etc. Maintenance specifies the timing and need for overtime.
Priority D: Fill-in (one week to three months) and capital work. Fill-in jobs require little or no preparation by operations or maintenance to perform. Only a safe work permit is typically required. These jobs can normally be started and stopped with little loss in effectiveness. The planner will estimate the labor-hours required to complete. Capital jobs have to be scoped out to allow the maintenance crew to be pulled off as required.
Priority S: Shutdown. This work can only be performed during a plant turnaround or equipment outage. Plant turnaround refers to the time during the year when processes are shut down to allow for preventive maintenance, modifications to installed equipment, and new equipment or building installations.
Safety and regulatory note: Work that has to be completed to address a law or regulatory or safety concern needs to be worked into the schedule ASAP but not on an emergency basis. True safety and regulatory concerns must have adequate detail provided to be evaluated for immediate threat of life, health, and property.
Step 3: Set and communicate priorities. The production assistant/maintenance coordinator will review the work notification listing on a weekday basis for setting priorities with maintenance and will communicate these priorities to the maintenance planner and scheduler.
Step 4: Review backlogs to ensure priorities. The maintenance planner, scheduler, and supervisors will review the work order list on a weekday basis and review the backlog on a (minimum) weekly basis to ensure priorities are managed. The work order backlog review is to be part of the week-ahead scheduling meeting for customer input and concerns. Backlog searches can be made for different date ranges.
Once you have everyone participating, the last step to continual improvement is to periodically check and see if you have really changed.
For the vision of the planning and scheduling processes to have optimum positive impact, the following changes must occur:
1. A true partnership among operations, maintenance, and stores exists with improved communication that results in more efficient work being performed.
2. The maintenance coordinator (MC) filters all notifications and feeds more complete information to all maintenance forces with as much lead time as possible. Lead operators support the MC in permit and equipment preparations especially during outages.
3. Planners minimize today’s activities to only quick value-adding contributions and focus on tomorrow and beyond to make job packages for all planned jobs.
4. The maintenance team manager works in the field supporting and building mechanic capabilities and resolving execution concerns.
5. The scheduler (not the planner) focuses on coordination and communication with all resources to create and execute the daily schedule.
6. The material coordinator (relief planner) is the first point of contact for hustling parts and materials for emergency and planned jobs. Mechanics continue working on assigned jobs while the materials are being obtained and brought to them to expedite completion.
7. Backup relief is in place for all key players in the P&S processes. Relieving each other or covering two jobs does not allow progress to be made.
8. Mechanics provide feedback for continual improvement to BOMs and job plans.
9. We schedule 100% of available resources daily with fill-in jobs available as a contingency.
10. We are getting better at saying today what we are going to do tomorrow and sticking to it.
11. Maintenance knows who is coming to work in its area tomorrow and communicates it to operations for night shift preparations.
12. The focus on daily schedules based on labor-hour job estimates is resulting in more work being performed.
13. Flexing within areas is allowing requested work to be done with less overtime. Designated resources are freed up in advance to prepare for shutdown work.
In the next chapter, we will add more structure to create a true planning and scheduling process to ensure we stop doing the same things over and over by fixing small issues before they become the big problems that keep us trapped in the maintenance insanity cycle.
