Repeatable, effective maintenance procedures are seen as “not required” however this couldn’t from the truth. Over my career I have seen thousands of examples of human variation creating equipment failure at the wrong time. We as humans are built to produce variation in almost everything we do. Most people deny this human variation exist however when I ask a manager if they ever could not find their car keys they look at me sheepishly and say “yes, great point”. Many companies honestly believe there maintenance staff are paid to “know how to do it” without a procedure with specifications, step by step instructions, etc. What if a maintenance employee does “know how to do it” every-time? One must take into consideration their skill level, current state mind, and current working condition, in order to mitigate human error. In addition, what would happen if new information presents itself based on failure data? The only way to insure this new information is used effectively would be to write or change a procedure. Well-designed maintenance procedures will mitigate human induced failures and allow for continuous improvement to occur naturally.

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Presented by: Ricky Smith, CMRP
Why Use Repeatable Procedures

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Why Repeatable Job Procedures?
Description Probability
General rate for errors involving very high stress levels - Maintenance 30%
Complicated non-routine task, with stress 30%
Supervisor does not recognize the operator’s error 10%
Non-routine operation, with other duties at the same time 10%
Operator fails to act correctly in the first 30 minutes of stressful emergency situations 10%
Errors in simple arithmetic with self-checking 3%
General error rate for oral communication 3%
Failure to return the manually operated test valve to the correct configuration after maintenance 1%
Operator fails to act correctly after the first few hours in a high stress scenario 1%
General error of omission 1%
General error rate for an act performed incorrectly 0.3%
Error in simple routine operation 0.1%
Selection of the wrong switch (dissimilar in shape) 0.1%
Selection of a key-operated switch rather that a non-key-operated switch (EOC) 0.01%
Human performance limit: single operator 0.01%
Human performance limit: team of mechanics performing a well-designed task 0.001%

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Why Repeatable Procedures?
“not using repeatable, effective procedures results in monetary losses”

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How good are you at performing work to standard?

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Do you sometime miss what is important?

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It isn’t what you know that will kill you, it
what you don’t know that will

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Could everyone perform a task the same way?

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Does your team experience Human Induced Failures
Time
Infant Mortality
Pattern F = 68%

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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 at
7:00am waiting on parts)

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What percent of your failures are human induced?
• 10%
• 20%
• 50%
• 70%
• Studies say 70-80%
• What percentage can we stop or reduce?
• How can you reduced them?
• Do you have the discipline?
• Can you change the way every thinks – top to
bottom in the organization?

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Maintenance Issues
• Most maintenance staff actually work 2-4 hours a day
- Effective Direct work is low
– Lack of effective Planning
– Lack of effective Scheduling
• 70-80 % of equipment failures are Human-INDUCED
– Not using a Torque Wrench
– Not knowing specifications
– Not having the right part at the right time
– Improperly handling and installing bearings
– No Repeatable PM, Corrective, Lube Procedures
Is this problem serious? It cannot be that bad!

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

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“We have learned to live in a world of mistakes and defective
products as if they were necessary to life”
– Dr. W. Edward Deming

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“A Proactive Reliability Process is a supply
chain. If a step in the process is skipped, or
performed at a substandard level, the process
creates defects known as failures. The output of
a healthy reliability process is optimal asset
reliability at optimal cost.”
― Ron Thomas, Retired
Reliability Director, Dofasco Steel

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Effects of Improper Installation or Maintenance

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Early Identification of a Defect

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How do we resolve this Problem?

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Developing and Executing Work Procedures?
• Quantitative Preventive Maintenance
• Corrective Maintenance
• Operator Care
• Lubrication

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Why are Work Procedures Important?
• Repeatable process
• Capture knowledge
• Train new employees
• Reduce self induced failures

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Implement a Repeatable Process
• 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

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We want to Capture Knowledge
• Knowledge from Experience maintenance personnel
• Knowledge gained from RCA
• Knowledge gained from similar work
• All RCM and FMEA results

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Train “New” Employees
(What about current employees?)
• Use work procedures as training tool
• Ensuring everyone is trained to same standard
• Ensure everyone is trained and qualified to use
special tools
• If new information presents itself, change the
procedure
• Use for qualification and certification
– Critical Procedures
• Rebuild a large worm drive gearbox
• Clean hydraulic reservoir

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Reduce (eliminate) Self Induced Failures
(70-80%?)
• What are your current self induced failures
– Use Failure Codes, Cause Codes, and Action
Codes
– Measure Rework
– Measure Mean Time Between Failure
• Ensure everyone employs the same standards,
specifications
• Ensure all work is repeatable
• Ensure the right tool is applied in the proper manner
– Torque Wrench, Bearing Heater, etc.

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At What level should procedures be written?
• Lowest level conceivable
• Simple – Apply KISS Method
• Complexity if acceptable as well if required

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1st Step Begin the conversation
Tool Box Talk - https://app.box.com/s/7ncbvjr9ndsbpzdyvqii

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Introduction to Human Factors
Engineering
Do you see the problem?
Are you going to solve the problem
•HFE - 26

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Steps to success
• Awareness
• Begin the conversation – Tool Box Talk
• Action
• Train a couple maintenance personnel as
procedure specialist
• Develop new procedures on critical assets first
• Measure the results and post for all to see
(good or bad)
• Adjust as needed
• Continue the journey

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Questions?
Contact Ricky Smith CMRP
rsmith@gpallied.com