5 Things You Can Do Now To Calm Down Reactivity

5 Things You Can Do NOW
to Calm Down Reactivity

Presented by: Ricky Smith, CMRP
March 2011

Copyright 2011 GPAllied
GPAllied

It isn’t what you know that will kill you, it
what you don’t know that will
h t d ’t k th t ill

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“Your system is perfectly designed to give you
the results you g
y get”
– W. Deming PhD

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Reactive Maintenance Attributes
• Ineffective or No Planning and Scheduling
• PM Compliance has a wide variance
• Performing PM on Equipment that continues
to breakdown
• Overnight deliveries sit for weeks, months
• Everyone works as hard as they can with
little if any movement seen toward proactive
• Storeroom is Chaos (people standing in line
(p p g
at 7:00am waiting on parts)

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Do you want to be Proactive or Reactive?

Not enough hours in the day

We need to cut back on contractors

Proactive Reactive

Hurry and get those PMs done

We need to stop ordering parts

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World Class – What does it look like?

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World Class Standards
• PM Execution – 15%
• PM Results – 15%
• PdM Execution – 15%
• PdM Results – 35%
• Total Work “Planned” – 90%
• Reactive Work – Less than 2%
• Stock-outs
Stock outs – less than 2%
• Scheduled compliance by day/week – 85 to 90%
• Failure Reporting, Analysis, Corrective Action
System in place and eliminating failures by changing
maintenance strategy and equipment modifications
• W k orders are closed out with ALL Codes ID
Work d l d ih C d
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Information you must know

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Let’s start with the basics – Lessons Learned
• Maintenance – To Maintain
• Maintenance Planning – parts staged/kitted, labor hours
estimated,
estimated coordination identified, step-by-step procedure with
identified
specifications
• Maintenance Procedures – Repeatable, Effective Procedures
• Mean Time Between Failure – The most basic measurement of
equipment reliability
• Preventive Maintenance – To Prevent Failure
• Condition Monitoring (aka, Predictive Maintenance)

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What Is a Failure?
“A functional failure is the inability of an item
(
(or the equipment containing it) to meet a
g )
specified performance standard and is usually
identified by an operator.”
- F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report
Number AD-A066-579, December 1978

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What Is a Failure?
“A potential failure is an identifiable physical
condition which indicates a functional failure is
imminent and is usually identified by a
i i t di ll id tifi d b
Maintenance Technician using predictive or
quantitative preventive maintenance ”
maintenance.
- F. Stanley Nowlan and Howard F. Heap, Reliability-Centered Maintenance, Department of Defense Report
Number AD-A066-579, December 1978

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Failure Patterns
Initial Break-in period
Bathtub Pattern D = 7%
Pattern A = 4%

Random
Pattern E = 14%
Wear O t
W Out
Pattern B = 2%

Time Time

Fatigue
Pattern C = 5% Infant Mortality
Pattern F = 68%

Age Related = 11% Random = 89%

Source: John Moubray, Nowlan & Heap

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PF Curve

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5 Things You Can Do NOW to Calm Down Reactivity

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Variation is Your Enemy - Causes
• No Repeatable/Effective Procedures
• Lack of Discipline in maintenance execution
• The wrong maintenance approach to reliability
• Production not operating the equipment to
standard
• PM Compliance is Too Wide
• Doing Too Much PM

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Number 1 – Awareness of a Problem (baby steps)

• Track Self/Human Induced Failures
• Set up a chart listing these failures and causes /
No names or blaming
• Establish an atmosphere of calmness but
p
focused
• Use Tool Box Training Sessions
g
• Apply the “D” Word (Discipline)

“YOU CANNOT CHANGE AN ENVIRONMENT OVERNIGHT”

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Tool Box Talk – Single Point Learning

rsmith@gpallied.com
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70 to 80% of Failures are Self / Human Induced
• Lubricating bearing improperly
• Adding oil to a hydraulic reservoir with a bucket
and funnel
f nnel
• Over-tensioning V-Belts
• Welding on Equipment
• Use of Half Links on Chain Drives
• Not having a procedure for rebuild of gearbox
• Not using a torque wrench
• PM Execution Variance is High

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Number 1 - Identify Human Induced Failures
• Identify and Post all Human Induced Failures
• No judgment, solutions identified with your
crew at end of each week, 30 minute meeting

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Variation Continues - A Deadly Killer

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Number 2 – Reduce Variation in PM Compliance
“Critical A
“C iti l Assets Only”
t O l ”

10% Rule of PM
2 28 2 28 2 28

30 Day PM = Due in 3 days
y y

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Number 3 – Break out crew
• 20% of crew to emergencies
• 20% to PMs
• 20% to results from PM
• 20% to Lubrication
• 20% to Priority 2 – 3 work (backup for emergency
crew)
EM -2
2 PM -2
2

Pri. 2 -2
2 PMR -2

Lube -2

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Continuous Improvement – Failure Elimination

a
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Number 4 – Failure Identification/Elimination

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Failure Elimination
• Measure Mean Time Between Failure (MTBF)
(MTBF Users Guide)

• Post in the shop
p
• Talk to your maintenance techs
• Ask for suggestions
• Measure EM vs PM Labor Hours

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Number 5 - Perform a PM Evaluation
PM Task Action Man-Hours
# of Tasks % of Tasks
Recommendation Represented
Non-Value Added
1,640 8.2% 6,661
(Delete)
Reassign to Operator
1,380
, 6.9% 5,605
,
Care
Reassign to Lube
2,856 14.3% 11,600
Route

Replace with PdM 6,437 32.2% 28,222

Re-Engineer 5,200 26.0% 26,221

No Modifications
2,487 10.4% 8,987
Required
Totals 20,000 100.0% 87,297

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Example PM Task – No value (Delete)
1. Check pump
2. Check motor
3. Check conduit

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Labor Hours to Use for Proactive Work
PM Task Action Man-Hours
# of Tasks % of Tasks
Recommendation Represented
Non-Value Added
1,640 8.2% 6,661
(Delete)
Reassign to Operator
1,380
, 6.9% 5,605
,
Care
Reassign to Lube
2,856 14.3% 11,600
Route 6 more Maintenance Techs
Replace with PdM 6,437 32.2% 28,222

Re-Engineer 5,200 26.0% O
26,221

No Modifications
2,487 10.4% 8,987
i
i
I
Required
Totals 20,000 100.0% 12,266
87,297

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Questions
“It is all about the Failure Modes”

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Let’s Review
• Number 1 - Identify Human Induced Failures
• Number 2 - Reduce Variation in PM Compliance
• Number 3 - Break out crew
• Number 4 - Failure Elimination
• Number 5 – Perform a PM Evaluation

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Education - Options to Increase Effectiveness
1. Maintenance Tips – send me an email
2. Up Coming Workshops in Charleston, SC
 Introduction to Condition Monitoring
 Planning and Scheduling
 Reliability Engineering Fundamentals
 Developing Effective Work Procedures
 Routine Equipment Care
 RCM Blitz
 Root Cause Analysis
 Leading Sustainable Change
3. Private Workshops are available

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Questions?

rsmith@gpallied.com

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5 Things You Can Do Now To Calm Down Reactivity

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