Interview with John Day - Alumax, Mt Holly - Association for Maintenance Professionals

Interview with John Day - Alumax, Mt Holly - Association for Maintenance Professionals

Planning and Scheduling is Crazy

You would not believe how many organizations have disfunctional or no Maintenance Planning and Scheduling? This is crazy, without an effective planning and scheduling function you cannot expect wrench time to be above 20%, rework is high and MTBF is low.

How does your organization plan and schedule maintenance work?

We want planning and scheduling to be focused on the early identification of Potential Failures, Lubrication, time based overhauls (we need to talk about this subject another day).

If you want to know if you have a proactive planner, call them on the phone and tell them you need a part right now for a breakdown and if you get the dial tone you have a proactive planner because you must have dialed the wrong number. NEVER drag a maintenance planner into the reactivity of an organization. Allow them to be proactive even if no one else is, trust me.

What is wrong with your PM Program?

I know this may shock many of you but most companies PM programs are not tied to specific Failure Modes, even their Lubrication Programs are not. I know most of you find this shocking but how does this happen when we know Preventive Maintenance is to Prevent Failure or Identify a Potential Failure.

Failure Modes is what we are looking to prevent or identify early enough so we can plan and schedule the work. The only change to this are PMs tied to regulatory requirements.

I use this analogy "if you are performing PM on equipment that continues to fail you have a problem" (unless your maintenance strategy is Run to Failure).

Have you noticed this to be an issue?

Maintenance Supervisors? Are they key to success?

My belief is Maintenance Supervisors are the key to effective maintenance work execution and thus hold the key to optimizing equipment reliability.

If you agree, how do we make this happen? How do you engage maintenance supervisors to motivate their maintenance team to be efficient and effective?

Does your organization have and follow effective Work Procedures?

Effective work procedures have been at the source of many major failures through out history in the Oil and Gas Industry. I think the problem is two fold, one, if we have a effective procedure does anyone follow it? second, if we don't have a repeatable procedure why not?

What are your thoughts? Tell me what you think.

Does your Organization Have an Effective Failure Reporting Process?

Does your company have a process used  to control or eliminate failures. 

Does your organization use a CMMS/EAM or a specialized Reliability Software to identify, eliminate, mitigate or control failures?

Does your organization use failure reports which include cost variance, Mean Time Between Failure, Mean Time Between Repair, dominant failure patterns in your operation, common threads between failures such as “lack of lubrication” due to lubricator not using known industry standards?

What does your organization use to control failures? and why?

PM Compliance! Is it effective or not?

PM Compliance tells us if a PM has been completed within some time period however it does not tell us if the PM is effective or now. I live PM Labor Hrs vs EMER Labor hours.

What are your thoughts?