The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work. Roger D. Lee

Скачать книгу

alt="img"/> 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.

CHAPTER 3

       The Maintenance Journey

      But 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,

Скачать книгу