Realibility Engineering and Asset Management

Realibility Engineering and Asset ManagementThe strategic bear on c each(prenominal) on load Seems excessive for available resourcesKPIs Actual against plotted performance non etern eachy recordedStandards/Procedures Lubrication not world performed properlyThe influence trunk intend App atomic number 18nt failure of entire processUtilisation of Manpower stave seem to be overworked and/or not used properly reliability Critical machinery is failingReporting Too much expected on job goalWork expiration Excessive modesty of PM and defects repairThe Feedback SystemRoot Cause Analysis Not organism performedWork Order consecrateback R bely roll in the hayd by fittersJob limit advertises Not being freshen upedThe Continuous service ProcessNew Technologies precedent monitoring probe request rejectedNew techniques Training for concern module not pursued insane asylum No development of sustainment practices tonic action No avails being do to alimony dodg ingThe environmental ProcessProduction jam Plant is being sweatedshortfall of Resources Appears to be insufficient for current work loadThe Strategic Processsustentation dodging Derek is busy at organising this still to the detriment of his revolve around on e rattlingday items at the plant.Workload t here(predicate) seems to be an excessive derive in relation to the available resources. Mick states that the fitters atomic number 18 struggling to complete PMs and fix machine defects. Harry mentions later that the situation is worsened and that they are way base on PMs and defects. Plant patrols, which are part of the strategy, are not being performed ascribable to time shortages. in that location is a possibility that the initial allocation of resources was adequate when the plant was in a healthier state except since the state of machinery has deteriorated, the bread and yetter staff are now overworked receivable to the elevated number of breakdowns. I comm it that a collapse of the readiness process is at the rout of the ever increasing workload.KPIs Derek is aghast when he learns from Harry that Dougie wants to be consulted on brisk essentials for describe. Derek reminds Harry and Mick that the tutelage strategy has always had a requirement for feeding back actual against planned performance. The fitters received a earn take aiming job completion report requirements but rather of motivating, it seems to suck in riled them up.Standards/Procedures When quizzed ab proscribed the fountain of the compressor bearings seizure, Harry informs him that it was likely due(p) to untoward lubrication. There is any a failure of Standards or Procedures here i.e. either the lubricating standard was not correct or the lubrication procedure was not followed.The Work SystemPlanning There has been a complete collapse in the think process. Charlie has been instructed to concentrate on closing planning with no testamentpower being t aken of the corrective tutelage activities. The planning function in any case includes reviewing job completion reports with the charge Manager, this has also being neglected due to the focus on shutdown planning.Utilisation of Manpower There are certainly concerns with the utilisation of resources. Mick states this in no uncertain terms to Derek. There is a signifi mucklet modesty of works to be consummate and Mick and Harry believe that too much time is being spent on insurance coverage and planning thus reducing instrumental role time.Reliability Plant reliability is suffering extreme unfortunate effects. A failure of a hypercritical piece of equipment has resulted in a minimal of five days downtime for the entire manufacturing execution.Reporting Reporting on equipment gibe is not consistent. A pick report was filled out by Mick for the compressor in advance of its failure. provided job completion reports are not being completed by all fitters.Work period It is clear from the scenario, that non-completion of upkeep tasks is a serious concern. Lubrication of the compressor bearings was not performed (either at all or to the right degree). Harry states also that the team are behind with their PM routines and build a serious backlog on defects.The Feedback SystemRoot Cause Analysis Not only is root cause analysis not being performed at stature, the sustenance supervisors are not even aware of the meaning of the concept. Harry and Mick are swell to learn about it, which instigates the Dictaphone recorded conversation.Work Order /Job Completion reports Only some of the fitters are filling in job completion reports despite it being part of the maintenance strategy. Derek is quite stunned when he learns this from Mick. To make matters worse one of the few fitters, Eddie Condon, that completes the reports is fed up as he feels that his efforts are being ignored.Plant patrol fault reporting This is not being performed by the fitters. Be cause of the backlog in PM workload and fixing defects, Mick states they would have to do overtime to carry out what he refers to as detective work.Fault reporting A report on the compressor fault was completed by Mick and submitted to the planning office. However it went unnoticed by Charlie due to prioritisation of shutdown planning.Disconnect with Maintenance Strategy From the above points it is clear that there is no action being taken with the feedback that is performed at ACME. Derek states that he is too busy organising the maintenance strategy but yet he has failed to notice the breakdown in this process.The Continuous advancement ProcessNew Technologies Mick has been asking Derek for months to purchase the hand held suss out monitoring probe. He believes that its advanced technology could provide great attention in solving the plants equipment issues. Derek dismisses the probe as fancy stuff and requests instead that the department get back to basics.New techniques Harry reminds Derek that he was promised he could attend a training course on compressors. Harry believes that, had this advanced training been attended, ACME whitethorn not have had the compressor breakdown. However Derek reneged on his promise stating that he could not lose Harry for three weeks.Innovation There seems to be an utter lack of innovation in how maintenance is practiced at ACME. Derek appears to be disconnected from his subordinates and perhaps this is why they are stuck in a rut when it comes to changing how they do things.Corrective attain Because the feedback and feed forward loops have been severed, there are no corrections to the maintenance strategy taking place. Derek appears to be asleep at the cycle per second and is not aware of the gainsays facing his troops. In Dereks defence, Jim Gordon has insisted that ACME embark on a time consuming World Class Maintenance course this could be signifi commodet operator in distracting Derek from introducing the required corrective actions to the maintenance strategy.The Environmental ProcessProduction Pressure It is clear in the scenario that doing pressure has been ratcheted up. Derek has been castigated by Jim Gordon, the managing director of ACME. The plant is not foot race, due to equipment failure, and go forth not be operating for at least five to a greater extent days. Such is the managing directors anger with the situation that Derek believes that his life would be in hazard if a suitable weapon were present.When Derek, Mick and Harry are discussing the root cause of the compressor bearings failure, it comes up that operations have been hammering the plant due to a big order from Korea. Derek confirms that the plant has been running fifteen pct above nameplate capacity. He also feels that it may have been a factor in the compressor breakdown. His concerns were mentioned in a management strategy meeting but he was told to find a way to work around operation requirements.Shorta ge of Resources Harry states to Derek that the maintenance department is probably understaffed. Mick feels that they are not using the fitters in the best way. As stated earlier, ACME either does not have enough maintenance staff or how they are using them has caused the current situation of excessive work backlog to develop. There could well be a combination of shortage of resources and not optimum utilisation of the resources they have.The Strategic ProcessWorkloadReason for spunky priority There are mentions throughout the scenario of the mismatch between the work that requires completion and the resources available to action it. particular adverse effect A build up in the backlog of PMs and correction of defects. prudent person Derek Piper. As maintenance coach-and-four, he must own the strategy and ensure that it is fit for purpose.The Work SystemPlanningReason for naughty priority I believe poor or non-existent planning is at the root of the work systems issues and it has created knock-on effects in manpower utilisation, work completion and ultimately poor machine reliability.Specific adverse effect Compressor failed because the deviser was not focussed on operations and completely missed the fault report prior to its failure. amenable person Derek Piper. Although it is Charlies role, Derek has instructed him to shift his focus to shutdown activities.The Feedback SystemPlant Patrol Fault ReportingReason for high priority It is imperative that potential equipment failures are reported to the planning office.Specific adverse effect Impending failures were not recorded for processing by the planner.Responsible person Harry Warner and Mick Brice. They only informed the maintenance manager that the fitters were not performing this activity after the compressor had failed.The Continuous Improvement ProcessCorrective ActionReason for high priority Corrective actions are required to organize the maintenance strategy with the changing handiness/r eliability requirements of the plant.Specific adverse effect The maintenance strategy has stagnated and is not fit for purpose in the operating environment that ACME has locomote to.Responsible person Derek Piper. He could plead some defence here based on the directive from Jim Gordon to pursue the World Class Maintenance Program which is consuming his time. But ultimately he must be held accountable as maintenance manager.The Environmental ProcessProduction PressureReason for high priority ACME is running the plant cardinal four seven and fifteen per cent above nameplate capacity.Specific adverse effect Operations are not releasing the equipment for necessary maintenance.Responsible person Jim Gordon. For the managing director to not listen to the concerns of the maintenance manager regarding the excrete of the plant is inexcusable. Of particular note is Jims instruction to Derek to simply stop moaning.The Strategic ProcessWorkloadRecommended change The strategy of necessi ty to be reviewed by the maintenance manager in terms of dealing with current and sensitive term workload. An assessment on this workload go out help sink the required resources to complete it. ACME may have to consider hiring transient or sub-contracted maintenance resources to clear the backlog. There is also a token(prenominal) of five days immediately available for opportunity maintenance due to the compressor failure use uping the plant down, ACME should endeavour to capitalise on this and add a silver lining to the cloud that hangs over operations.Estimated salute High. Especially if ACME hires additional maintenance staff to clear the backlog.feasibleness Medium. There will be some difficulty in planning terms to coordinate self-delivered and outsourced resources.The Work SystemPlanningRecommended change subscribe a specialist momentary resource to support Charlie in the planning department. This will allow corrective and shutdown work to be planned concurrently. As part of this change, the weekly job completion reports review meetings will have to be immediately reinstated. In the longer term, a review will have to be undertaken on the level of planning detail for minor works as Harry states that it is excessive.Estimated cost Medium. If the shutdown is little than two weeks duration, recruitment costs should not exceed 10k.Feasibility Medium. The maintenance manager will need to make a case to old management that justifies this course of action and associated cost. If this option proves to be a success, it can be built into the strategy for future shutdowns.The Feedback SystemPlant Patrol Fault ReportingRecommended change Plant patrol fault reporting must resume. ACME may have to wait until the maintenance backlog is cleared before re-implementation. One option would be to resume it at a reduced frequency e.g. if its currently a daily activity, exit it to a weekly activity in the medium term.Estimated cost Low. No additional expens e should be incurred.Feasibility High.The Continuous Improvement ProcessCorrective ActionRecommended change The maintenance manager has to be unfastened to both feedback and feed forward information. He must use these inputs to align the strategy with the needs of the company.Estimated cost Low. It is part of the maintenance managers job.Feasibility High.The Environmental ProcessProduction PressureRecommended change All stakeholders including the managing director, operations manager and the Chairman need to work with the maintenance manager in creating a medium to long term maintenance strategy. This will help press forward achieving the required production targets.Estimated cost High. Equipment investment and additional maintenance staff recruitment is highly likely in order to increase and verify the nameplate capacity of the plant.Feasibility Medium. If Jim Gordon is serious about keeping the plant running at all costs, then the investment funds should be make availabl e.The compressor failure and resultant plant downtime seems like an accident that was waiting to happen. When we test the circumstances surrounding the event, its clear that the maintenance system had failed. Through all of this, Derek Piper was lost at sea and to clash metaphors had his head hide in the sand. As a consequence, the planning process collapsed, feedback was not acted on and the maintenance strategy became unfit for purpose.He can claim that outer pressure from the managing director, with the demand of increased plant output and reduced windows for PM activities, caused the system to fail. Although there may be some validity in this claim, I believe that every manager has two high level challenges the first is to lead subordinates, the second being to manage the expectations of superiors. Times will come when a manager has to push back and stand up to unreasonable demands of company bosses. If a manager does not display this home(a) strength and backbone, he will l ikely be trampled on at some stage. Its clear at ACME that Jim Gordon had subdued Derek Piper and I believe Derek would not have had the strength to resist when the decision was made to sweat the plant and run it above nameplate capacity.If I was to apply a percentage weighting of blame for the situation that ACME finds itself in, it would be 65/25/10 for the maintenance manager, managing director and maintenance supervisors respectively.Its interesting that the interrogative states if you were appointed maintenance manager as I believe the only option that will rescue the situation is the replacement of Derek Piper in his role. A rebuilding process is required in the ACME maintenance department. This should start from the top down with a new manager. Derek is in the mucilaginous position that football mangers often find themselves in, he has lost the reliance of both senior management and the dressing manner the dressing room equivalent being the shop floor fitters. He now ver y much remains an isolated figure at ACME. A conservatively chosen new appointee to the role of maintenance manager would bring a fresh impetus. The candidate should come from outside the company as such a person would not carry any baggage from the current ACME situation. In the Recommendations section of this paper, I have purposely avoided mentioning Derek Piper by name and referred to the role of maintenance manager instead. This is because I do not see him as part of the solution. He may be required to get the compressor repaired and the plant back running but once this is achieved, his removal and succession should be planned.If I was appointed maintenance manager, I would look to introducing a new style of leadership to the maintenance department. My approach would be to lead from the front, engage with the fitters and regularly visit their sod to get a feel for their daily challenges.A strong focus would have to be applied to resuming the effectiveness and efficiency of th e planning function. Feedback and feed forward lines would have to be reconnected and the maintenance strategy would require improvement action when necessary.Strength of character and assertiveness would be required to deal with Jim Gordon in order to explain to him both the limits of production equipment and the necessity for attach maintenance.As maintenance manager, I would also have to ready myself for action in securing investment for new equipment and possible recruitment of additional maintenance staff. Immediate consideration needs to be given to introducing redundancy for critical equipment. If there was a spare compressor to switch over to, the plant would have kept running. If the expense of a standby compressor is not approved, contingency needs to be made can we roll in a temporary machine and connect it in the event of a breakdown? The challenge here is to convince ACME senior management of the benefits of investment and consequences of not spending i.e. a repeat o f the last major equipment failure.I dwell its very easy to state these high level objectives and will be much harder to drive them through to implementation but the job can only be tackled with the confident belief in success. ACME seems to be in a good place regarding sales orders, all that is necessitate now is a companywide belief in the importance of a sustainable maintenance system.