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Copyright 2010 GPAllied©
Presented by: Ricky Smith, CMRP
July 8, 2010
4 Steps to Success
for
Maintenance Supervisors
Copyright 2010 GPAllied©
“Maintenance Supervisors are the people who
make the largest impact on reliability in most
organizations and if trained and empowered
effectively they will far exceed management’s
expectations”
Ricky Smith, former Maintenance Supervisor
Copyright 2010 GPAllied©
What is Maintenance?
• To Maintain an Asset
– Keep in existing condition
– Keep, preserve, protect
Copyright 2010 GPAllied©
Potential Failures – Where to Detect them?
Copyright 2010 GPAllied©
Our Goal
Copyright 2010 GPAllied©
Failure Modes Driven Strategy
What is a Failure Mode?
– “How something fails”
Most work should come from prevention or
prediction of specific failure modes
Example: Part – Bearing
Failure Mode – Wear
Cause – Lack of Lubrication
Prevention – Effective Lubrication
Copyright 2010 GPAllied©
Step Number 1 – PM Evaluation
Evaluate a sampling of your PMs
1. Review each PM with a few of your maintenance
staff
2. Sort the PMsStack 1 – PM adds no value
Stack 2 – PM adds value but give to ops
Stack 3 – PdM will address this PM earlier and more effectively
Stack 4 – PM needs to be re-written
Stack 5 – PM is good
3. Identify the number of labor hours identified in each
stack – how many labor hours did you save?
Copyright 2010 GPAllied©
Example of a PM Evaluation
PM Task Action
Recommendation# of Tasks % of Tasks
Man-Hours
Represented
Non-Value Added
(Delete)1,640 8.2% 6,661
Reassign to Operator
Care1,380 6.9% 5,605
Reassign to Lube
Route2,856 14.3% 11,600
Replace with PdM 6,437 32.2% 28,222
Re-Engineer 5,200 26.0% 26,221
No Modifications
Required2,487 10.4% 8,987
Totals 20,000 100.0% 87,297
Copyright 2010 GPAllied©
Failure Mode Driven StrategyWork Flow of Planning and Scheduling
Proactive Work
PM/PdM Planning SchedulingWork
ExecutionW.O. Close
OutFRACAS
Proactive Work
Copyright 2010 GPAllied©
Step Number 2 – Work Order Information
Rules which are not optional
1. Work Orders for all work
2. Work Order Codes must be accurate
3. How do you make this happenWork Flow of Planning and Scheduling Proactive Work
PM/PdM Planning SchedulingWork
ExecutionW.O. Close
OutFRACAS
Proactive Work
Copyright 2010 GPAllied©
Work Order Close Out
If you need a training guide send me an email
Copyright 2010 GPAllied©
Work Order Close Out – Who Cares?
Copyright 2010 GPAllied©
Do you and your crew know where you are?
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Common Failure Threads
• Develop a Process which delivers the Report
you want.
– Dominant Failure Pattern
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Mean Time Between Failure
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Culture: Defining Roles and Responsibilities
TasksMaintenance
Supervisors
Maintenance
Planner
Maintenance
Technician
Maintenance
Manager
Reliability
Engineer
PdM
Technician
Inputting Failure
Data -
CMMS/EAM
A I R C C
Work Order
Close Out R C R A R R
Validating
Failure Data and
Codes
C I C A R C
QA of Failure
Data InputI C A R C
Analyze Failure
ReportsR I C R A/R R
Making
Maintenance
Strategy
Adjustments
I I I A R C
Responsibility “the Doer”
Accountable “the Buck stops here
Consulted “in the Loop”
Informed “kept in the picture”
Copyright 2010 GPAllied©
Step Number 3 – Change your Culture
• Culture Change is not easy
• How do you change your culture?
• One step at a time
Copyright 2010 GPAllied©
“The significant problems we face cannot be
solved with the same level of thinking we were
at when we created them.”
- Albert Einstein
Copyright 2010 GPAllied©
Re-invent Yourself
• Lead by Example
• Know yourself and seek self improvement
– Go to training
• Failure Modes Driven Strategy
• Planning and Scheduling
• Leadership 101
• Treat everyone equally (like you want to be treated)
• Be Technically and Tactically Proficient
• Work as a partner with Production
• Talk to Operators
• Take the Lead and Empower your Employees
Copyright 2010 GPAllied©
Change your Maintenance Staff
Copyright 2010 GPAllied©
Empowerment
Copyright 2010 GPAllied©
0
50
100
150
200
250
300
350
400
June July Aug Sept Nov Dec
PM
EM
Empowerment
Copyright 2010 GPAllied©
Give them the GPS and let them Drive Some
Copyright 2010 GPAllied©
70-80 % of equipment failures are Self-Induced
• Putting hydraulic fluid into a reservoir without
filtering it
• Welding on equipment without grounding
properly
• Running Equipment to Failure when it is not
part of your maintenance strategy
• Aligning couplings without using a laser
• Improperly lubricating electric motors
• Not using a torque wrench
• Not Following Known Best Practices
Procedures
PM
CM / Repair
Lubrication
Copyright 2010 GPAllied©
Causes of Variation
• Lack of an effective PM Program
• Lack of a repeatable repairs with
specifications
• Lubrication issues, lack of lubrication,
contamination, etc.
• Operator Error
• Use of wrong tool to make repair
– Bearing heater
• Use of wrong specification
– Torque values
Copyright 2010 GPAllied©
Variation is your enemy
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Step Number 4 – Utilize Effective Work Procedures
• Repeatable process
• Capture knowledge
• Train new employees
• Reduce / eliminate self induced failures
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What are Work Procedures?
• Preventive Maintenance
• Corrective Maintenance
• Operator Care
• Lubrication
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Effective Procedure Execution
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Our Goal
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Effective Work Procedures
What is required to ensure you have a
repeatable process?
– Step by Step Procedures
– Specifications / Standards
– Required Parts
– Potential Parts
– Special Tools (Core Drill)
– Special Equipment (60 JLG Lift)
– Craft and Number of Each Craft
– Special Permits
Copyright 2010 GPAllied©
Who writes the procedures?
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“Excellence is a Habit”
- Aristotle, 330 BC
Copyright 2010 GPAllied©
4 Steps to Success for Maintenance Supervisors
Step 1 – Perform a sample PM Evaluation
(free up staff)
Step 2 – Ensure Effective Work Order Information
(know what is killing you)
Step 3 – Change your Culture
(change the way you and your staff think)
Step 4 - Utilize Effective Work Procedures
(reduce variation)
Copyright 2010 GPAllied©
• If you want copies of the slides send me a
request
• If you want copies of the Tool Box Training
Sessions send me a request
• Questions
“Let’s Make a Difference”