Maintenance Supervisors are the people who make the largest impact on reliability in most organizations and thus I created this One Hour WebEx to provide ideas which will allow them to far exceed management’s expectations. Subjects to be covered in this one hour session: • Why Preventive Maintenance Does not work and what to do about it • How to make life easier in managing a Proactive Maintenance Team (and the road map to get to this point) • What is Maintenance Excellence and what does it mean to a Maintenance Supervisor • The 4 Steps to Success in Maintenance Supervision I will be using my past experience as a maintenance supervisor and “lessons learned” while working with hundreds of maintenance supervisors for the past 15 years to transfer my knowledge to these great maintenance leaders. I sincerely want to see maintenance supervisor become the best they can be. Maintenance Supervisors have the most difficult job in any organization and yet they can achieve a higher degree of satisfaction with their job by using a few simple tips.

1. 4 Steps to Success
for
Maintenance Supervisors
Presented by: Ricky Smith, CMRP
July 8, 2010
Copyright 2010 GPAllied©

2. “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©

3. What is Maintenance?
• To Maintain an Asset
– Keep in existing condition
– Keep, preserve, protect
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4. Potential Failures – Where to Detect them?
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5. Our Goal
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6. 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©

7. 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 PMs
Stack 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©

8. Example of 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
Copyright 2010 GPAllied©

9. Work Flow of Planning and Scheduling
Failure Mode Driven Strategy
Proactive Work
Work W.O. Close
PM/PdM Planning Scheduling FRACAS
Execution Out
Proactive Work
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10. 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 youWork Flow of Planning and Scheduling
make this happen
Proactive Work
Work W.O. Close
PM/PdM Planning Scheduling FRACAS
Execution Out
Proactive Work
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11. Work Order Close Out
If you need a training guide send me an email
at rsmith@gpallied.com
Copyright 2010 GPAllied©

12. Work Order Close Out – Who Cares?
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13. Do you and your crew know where you are?
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14. Common Failure Threads
• Develop a Process which delivers the Report
you want.
– Dominant Failure Pattern
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15. Mean Time Between Failure
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16. Culture: Defining Roles and Responsibilities
Maintenance Maintenance Maintenance Maintenance Reliability PdM
Tasks Supervisors Planner Technician Manager Engineer Technician
Inputting Failure A I R C C
Data -
CMMS/EAM
Work Order R C R A R R
Close Out
Validating C I C A R C
Failure Data and
Codes
QA of Failure I C A R C
Data Input
Analyze Failure R I C R A/R R
Reports
Making I I I A R C
Maintenance
Strategy
Adjustments
Responsibility “the Doer”
Accountable “the Buck stops here
Consulted “in the Loop”
Informed “kept in the picture”
Copyright 2010 GPAllied©

17. Step Number 3 – Change your Culture
• Culture Change is not easy
• How do you change your culture?
• One step at a time
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18. “The significant problems we face cannot be
solved with the same level of thinking we were
at when we created them.”
- Albert Einstein
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19. 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©

20. Change your Maintenance Staff
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21. Empowerment
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22. Empowerment
400
350
300
250
200 PM
EM
150
100
50
0
June July Aug Sept Nov Dec
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23. Give them the GPS and let them Drive Some
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24. 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©

25. 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
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26. Variation is your enemy
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27. Step Number 4 – Utilize Effective Work Procedures
• Repeatable process
• Capture knowledge
• Train new employees
• Reduce / eliminate self induced failures
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28. What are Work Procedures?
• Preventive Maintenance
• Corrective Maintenance
• Operator Care
• Lubrication
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29. Effective Procedure Execution
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30. Our Goal
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31. 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©

32. Who writes the procedures?
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33. “Excellence is a Habit”
- Aristotle, 330 BC
Copyright 2010 GPAllied©

34. 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©

35. • 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
rsmith@gpallied.com
“Let’s Make a Difference”
Copyright 2010 GPAllied©