RSA Reliability and Maintenance Consultancy Firm
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Issue No. 50 -  June 2011
Text Box: The Two Sides of Failures

     Since establishing this website last May of 2007, I have made many efforts to improve this site and provide some useful insights about our common link which is all about improving our equipment reliability and the way we do maintenance. 

    

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     Our newsletter will be sent out ones a month and provide you with quality issues and resources on our most common link which is all about reliability and maintenance, as well as regular updates about our site. I would like to personally invite you to regularly visit our website  and check out updates on our articles and training courses.

Improving the reliability of our equipment does not mean retiring or firing maintenance people in the first place but having an understanding that new doors and opportunities from maintenance can only happen if they can shift to the positive side of failure itself . . . . .

Text Box: By Rolly Angeles Many of the failures we encountered on our equipment are what we called MIF or Maintenance Induced Failures and by definition in its simplest state, means that these are failures that are directly caused by the maintenance themselves. Although in my previous newsletter I had discussed in detail about the grandeur of failure, I would like to add that there are 2 sides of failure which is the left or proactive side of failure and the right side which is the reactive side of failure which we will try to explain in detail on this newsletter. You may visit this link in case you have not yet read it or you may want to refresh your memory. Here is the link to my previous newsletter : Issue No. 46 : February 2011 : Is Zero Breakdowns Really Possible ? Although all industries have a vision on what they want their maintenance to be but most are reluctant in achieving their vision and still remain in the status quo or trapped in a reactive environment. Although there may be many reasons for this, I believe that there are two major reasons on why industries remain reactive and let do my best to explain them in detail. First, to change the way we do maintenance, we need to change its culture A culture is like a fingerprint in which no human being has the same fingerprint and every industry has its own unique culture and the culture of a single industry varies and can even broken down to every single department or function which means that the culture of your department might entirely differ from other department even if work in the same industry. In fact no industry have exactly identical culture. First, let me define it in its simplest term what culture is all about. It means how people perceive and do these things around their plant. It refers to common values and beliefs, while others refer to them to as shared thoughts and feelings. According to Schein, culture is the pattern of basic assumptions that a given group had invented, discovered or developed in learning to cope with its problems of external adaptation and internal integration that had worked well enough to be considered valid and therefore taught to new members as the correct way to perceive, think and feed in relation to their problems. Many industries have a Preventive Maintenance program or strategy in which they will plan and schedule their equipment for maintenance, but when a breakdown occurs or a failure strike without any warning then people are deployed to put down the fire at all cost and the schedule is set aside for a while and when the same thing happens then same thing will be done regarding this matter. As time goes by, people become so good at fixing and repairing failures and the boss praise you for saving the day. These people are recognized for their efforts by their top management people and they are promoted to a higher rank because management knows that they can count on these people during time of breakdowns and emergencies. As people gets promoted because of this, other maintenance sees the mode and follows the same path and so the thinking goes who cares about going on training and using predicting maintenance or doing RCM (Reliability-Centred Maintenance), TPM (Total Productive Maintenance), Tribology/Oil Contamination Control or other reliability initiatives if people get promoted for being reactive. Henceforth, when a reliability initiative is being introduce to their plant, maintenance are reluctant to follow or others are just in a wait and see mode thinking that let us just wait and see since they know that this initiative won’t be around the corner for the next few months. If you ask why, the answer is because their culture think that the “break and fix it tactic” is the one that is accepted by their culture and these is what they teach to all levels of the maintenance workforce because this is how we get promoted in the first place. Besides having emergency breakdown and failures keeps me working overtime and so I have additional pay regarding that. To make matters worst based on my experience, operations people always complain a lot if they cannot see any maintenance in the line and condemned them for being lazy and not doing their job. Because of this mentality, maintenance people prefer to remain visible in the line even if there is nothing wrong with the equipment. And as the incumbents on maintenance always say, besides if you will follow that reliability improvement path perhaps some of you may no longer be working around here because if the equipment improves and keeps on running without failing then what do we need you for in the first place? And so the maintenance people perceives this as the right thing to do because this is simply what is being accepted by their culture. Does this seems familiar with you? Second, if reliability improves then this may mean reducing manpower in maintenance As a reliability and maintenance consultant and having trained people regarding the value of reliability and maintenance in which 75% of the delegates belong to the maintenance side, I often hear the same sentiment over and over again. Their sentiments are, I think my manager or boss should be in this training and not me since I only follow what they say and this is how I get paid and second sentiment is, if we do what you tell us to do then I think that there would be no more need for overtime or what happens now to the rest of the people repairing, will they get fired or forced to retire? Hearing these sentiments from our brothers on maintenance is a very valid one in which I cannot emphasize enough because in my small frame of mind inside my thick skull, what I am thinking is that your Top Management people and your industry do not really understand what maintenance is all about in the first place. In my class I kid and joke a lot with my delegates and one of the questions I always ask the delegates is, as maintenance, what was the last movie you spent with your family? My point here was if you remain reactive all the time then you can hardly have no time with your family in the first place. How many promises have you broken to your kids or wife to attend their birthday, graduation or whatever only to miss it because you were too preoccupied doing repair in the first place. In one of my trainings, I remember looking at a white haired maintenance person in my class (probably he was the oldest among the delegates) when I was in one of my classes in India, and I asked him calmly, “When was the last time you had watched a movie with your family.” This guy was a soft spoken person and it did take him quite sometime answering my question since he was holding his breathe and there was laughter among the other delegates. The person’s face changed from a calm to a very serious look, and I could see that he was holding his tears as he tried to answer me bravely. He said that he had not seen a movie with his family for the last 21 years and the delegates stopped laughing because they knew that the discussion had changed from something funny to something very serious. This person was trapped in a reactive world for more than 21 years in his life, and now he had realized it. The sad thing is that we just cannot bring back the time. Let me give you some bit of advice, “Life is not measured by the number of breaths you make, but life is measured by the number of times life takes your breath away.” And having quality times with your family are breathless moments in your lives, and I hope that you take this advice very seriously. The sad point about maintenance is industries perceived maintenance as synonymous to repair and fixing breakdowns and failures. All I can say is that maintenance is much, much more than that. If your line, department or equipment reliability improve then one thing for sure is that the number of maintenance people performing repairs will definitely be reduce and that is a fact. Overtime will be controlled and minimize and that is another fact. And when this happens it does not mean that the rest of the maintenance people will be left without work because what I believe is that ones this happens then, this is the opportunity where new doors on the maintenance department will start to open. Having a lot of repairs, breakdown and overtime is not a guarantee that your industry is stable and competitive in the first place. Industries aiming to better themselves and understand what it takes to achieve a World Class Maintenance is finally moving this path and if your industry still remain in the reactive mode then you are simply being left behind in the race. Text Box:

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• Gallery: New pictures for 2011 added  from the gallery portion.

• Newsletter: Aug. 2011 Edition finally released to our subscribers.  Email me if you want to subscribe to our Newsletter.

• 2012 Training Schedule: If you are interested to attend in any of our public workshop and master class for 2012.  Send us an email or register online.

• WCM Book: If you’re interested in buying the book on World Class Maintenance, The 12 Disciplines.  Send me an email to reserve.  WCM Book is now available. Get your copy now.

• In-house Training :Should your industry be interested for in-house trainings we are now accepting regular schedules for in-house training for both local and international countries on courses that we currently offered.  Contact us

World Class Maintenance Management - The Twelve Disciplines Book is now available here.  This is not only about the technical jargon on reliability and maintenance, it is a book that makes every single maintenance proud that they belong to the maintenance function.  If you have been living through the day to day pressures of doing maintenance then this is your story.  If you are interested in this book, send me an email.  Click Here !

Select the courses of your choice and it  can be made available in CD .  Click Here !

 

We are very much flattered and humbled by your feedback and testimonies.  Your messages are the main reason for allowing us to stay in this business.  With all humility we say thank you and rest assure that we are continuously improving.  Without your support in our training there won’t be us.  Read More !

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• Share what you know. Come and join our RSA Maintenance Forum.    Send me an email

• If your industry is interested to join and participate in any of our upcoming public training and workshop for this year 2012 you  may send us an email or simply fill out the registration form provided on our schedule site.  You may Click here to visit our schedule training for 2012 Schedule.
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Our Reliability Newsletter will be provided once a month to our valued subscribers. It provides highlights as well as issues and lessons regarding our most common link which is all about  improving the      reliability of equipment.
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Just to give you some thoughts regarding what maintenance is and its scope, try to look at the figure above.  These functions should be manned and the best people that can fill up these positions are non other than maintenance people.  Because these areas should be governed and controlled by the maintenance department themselves.  Definitely these aspect of maintenance will not exist or is simply missing if your industry is in a reactive mode or if some of them are in place, then you might not be benefiting much from them because being reactive is the accepted norm of your culture. 

Just think about this situation, in one industry all maintenance people are forced to submit an hourly report on what they do, how they spend their time and what machines and activities they have fixed and repaired on an hourly basis.  In another industry, the people analyze their failures and begin to adopt a robust oil contamination control and tribology group, and more that 80% of their hydraulic failures begin to disappear and the breakdown where silence.  Maintenance people are focused more on how to improve the reliability and integrity of their equipment.  Which industry would you like to work with, I think the answer is pretty much obvious on this one. 

 

If most of the maintenance people from your industry are on the right side of the failure then they are referred to as reactive.  A few will start out an initiative but since the initiative is not accepted by their culture then things remain the same as it was since the beginning of time because fixing failures and repairing them is what they perceived as to be the right way of doing things around here.

 

On the other side, as reliability improves and is now being accepted by the culture of the plant and management knows the importance and value of doing maintenance more functions are being opened in the maintenance side in order to plan for the equipment and finally people from all departments and ranks realize the true essence on what maintenance is all about and that it is not simply just merely troubleshooting breakdowns and failures.