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Issue No. 30 - October 2009 |
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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.
Finally should you be interested to contribute to our articles section or share any feedback, I encourage you to email me Click here to email me. If for any reason you wish to unsubscribe from our newsletter, kindly send my a blank email with unsubscribe as the heading and we shall remove you from our mailing lists. Once again welcome to our October 2009 edition of our Monthly Reliability Newsletter and I hope that you enjoy reading and sharing with your people.
My Warm Regards,
Website : www.rsareliaiblity.com Inspired by Change . . . |
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By Rolly Angeles
When capacity is high and production is at its peak operations people focus on just one thing and that is “OUTPUT”, but when production people cannot deliver the required productivity or output for the day or week they will get all the necessary details you have never imagined why they where not able to deliver. During their operations meeting and review they will always find a clever excuse and blame maintenance for the downtime. Since maintenance people are just human too, they will retaliate and accuse the operations people of flooding their equipment to death by waiving the equipment for their monthly Preventive Maintenance and everything ends up in a merry go round. In short these two groups will do everything to save their sorry ass. (My apologies for my language.) |
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This is not only a book about the technical jargon of reliability and maintenance, it is a book that makes every single maintenance feel 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. From the Author Rolly Angeles
WCM Book Review : Rolly, your people-focus on reliability improvement and your commitment to helping people grow through improving their understanding of equipment and of themselves come through loud and clear in the book. The workplace stories you tell will resonate with people working in operations and maintenance in every industry. I very much like that you have provided practical answers with explanations and examples of how companies can move up the path to world-class maintenance performance. You have written about TPM, RCM and RCA with great passion and obvious depth of knowledge and experience. I’ve learnt much more about the right way to use those tools by reading your book than I ever understood before. There is no doubt that the World Class Maintenance Management—The 12 Disciplines of will become a well-thumbed reference book for me. Rolly, I’ve been fortunate to come across you and value your honest perspectives and insights on doing maintenance right. I share your desires for what maintenance can become and do for a company and hope that we can combine our efforts in future. By Mike Sondalini, Lifetime-Reliability
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RELIABILITY & MAINTENANCE CONSULTANCY FIRM
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Where the learning just never stops . . .
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RSA
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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. |
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Our equipment is always a shared responsibility for both operators and maintenance working together, so instead of blaming each other whenever a failure occurs why not work together and not against each other. |
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Sounds familiar! When operation people are present in my training class (since most of my delegates come from the maintenance function), I ask them if they are in good and harmonious relation with the maintenance guys and most of them just laughing it loud (lol) and I believe I got their message. Although I would like to write this newsletter in an unbiased fashion which I would try my to do best, both have valid points about their position yet most of the time, they seemed not to get along pretty well. When capacity had been delivered for the day or week every bit of glory and recognition goes to operations and production people, but when capacity had not been up to speed then all fingers point to the maintenance group. Yet operations should be aware that all their moves is being watched by the maintenance people and maintenance is just waiting for operations to make that one wrong move so they can get even with them. Hence, instead of admitting that they too are part of the problem, operations people will always find a scapegoat and blame it always on the maintenance side. In short, maintenance most of the time are treated like a stuntman (just like in the movies). Let’s say we are filming an action film and the leading actor (which of course is the operation guy) is in a fist fight with the villain, both were given instructions by the director and as the villain is about to punch the leading actor in the face in which he will fall, the director will shout “And CUT”, the fists of the villain is inches away from the face of the leading actor and the movie director tells the leading actor to take a sit and drink his orange juice, while all the make up artist are busy retouching the face of the actor. The movie director shout, where’s the stuntman (which of course is the maintenance)? The maintenance will come along take the position of the leading actor, and the director shouts “ACTION”. The maintenance gets punch right in the face and falls down and that’s the way it goes. During my last employment in a mining industry, they have a room called “WAR ROOM”, when I was still new around, I used to asked why they call it a war room which I already knew the answer, one of the maintenance managers asked me to sit in during one of their operations review. The meeting was presided by their Resident’s Manager, the highest person in the mine. The meeting started very calm, but when the Resident’s Manager asked why the productivity for the week was not met, then this was the start of what they called a war. I was wondering why these people keep on shouting with each other or just perhaps their oratorical hearing ear were not that clear. I have seen cups of coffee spilled on the floor perhaps due to the excitement of one another. I recall hearing one maintenance manager said, if you want I can place all my maintenance people to operate the equipment and I can bet you that I can deliver the output you want. Your operators just don’t seemed to care about their equipment and operate them to destruction. We have been providing these checks for over a year now for your operators to perform, yet nobody seemed to follow them. And so the story continues with what needs to be done the next time around and some action items had been generated. But looking it on a personal point of view, nothing had actually been accomplished and they will just end up the same way they have started. One of the problems in this case is that sometimes it can get ugly and personal. When it gets personal then good people resign or transfer to another industry only to end up in the same situation later. There was an industry which I taught last year and I learned from one of the delegates that one of their policy is that if a breakdown occurs on their equipment then the breakdown must be charge to a specific department, (accountability issue) but there are departments with a common equipment being used and when this common equipment between two departments fail, each group will find a way to charge the breakdown to the opposite department. I have learned from this plant that there are people from these two departments which are not communicating for several years as a result of this policy. The communication gap had become personal. Another case was a dear friend of mine who is a maintenance manager and was proposing to have an Autonomous Maintenance in place so that operators can value their equipment, but before he can proceed any further, one of the operations manager cut his message short shot him right between the eyes and said, Hey Boy! You watch too many movies, and that was all he have to say about that. Not a single word was ever spoken from him about that again. From an Operations Point of View : Here is an extract from the book of John Moubray from page 143 which John Moubray Quote : It is also borne out by the machine operator who says that “ every time maintenance works on it over the weekend, it takes up to Wednesday to get it going again. Also in my book World Class Maintenance Management—The 12 Disciplines, I wrote, Out of order again? No wonder they PM it. Maybe if the PM group did not touch this equipment, I’m pretty sure this will still be running smoothly! I believe operations have a valid point here. If we performed Preventive Maintenance in our equipment, then it should be the other way around. Are we missing something? These things simply are called Infant Mortality Failures which is explained in Chapter 1 of this book, and a lot of factors contribute to them but most likely Infant Mortality Failures are caused by human errors committed during the process of performing scheduled overhauling and replacement during Preventive Maintenance shutdown. Most maintenance people believe that the more often the equipment is overhauled, the less failures will be encountered. In reality, this is just the opposite. The truth is that Preventive Maintenance scheduled overhauls and replacements increases failures by introducing what we call Infant Mortality Failures into the stable parts of the equipment. This means that if we are not equipped on how to disassemble and assemble systems in our equipment or if we lack some training or tools to perform these tasks on the equipment, the best thing to do is to leave it alone. Just don’t disturb stable systems “PERIOD” unless we are really equipped with the tools and knowledge on how to do it. Bottom line is that if operations people always complain on having a difficult time in starting up the equipment then expect this as one of the reasons for deferring or waiving the PM on the equipment. I think what maintenance should do is to review the lists of activities they performed on the equipment and perform only the necessary maintenance needed on their equipment. From an Maintenance Point of View : Operations people must realize the fact that their equipment is not a plug and play instrument just like your television set or your laptop. As long as there are parts moving inside your equipment, they will always be subject to stress. There are parts that eventually needs to be maintained. There are perhaps more than a hundred ways your equipment can fail and what maintenance can actually do is to prevent, predict, anticipate, control or prolong the duration of failure itself. But maintenance cannot do this alone since I firmly believe that operators play a very vital and important role in maintaining their equipment too. Let me put it this way, when you drive your car, it is actually the driver who check his car if there is still fuel in it. The driver also have to monitor the temperature of the car from the dashboard. When something is wrong with your car, it is the driver that actually feels it. If you simply drive your car ignoring these signs and avoiding to perform the simple basics, then expect your car to fail sooner than expected. Same true holds to your equipment. It is actually the operator that witness the failure itself, and whatever information the operator can provide maintenance is of vital importance. In fact RCM believes that the first line of defense against failure will be its operators. The sad thing is that there are operations people who do not merely understand these things and tell their operators to focus only on one thing and that is output. What a shame! The bottom line is that feud between operations and maintenance is pretty much alive in most industries. I just can’t tell when it is going to stop, perhaps it is part of their culture but if both groups can just set aside their politics, red tapes, ambitions, pride, position, ego, and that sort of stuff and start working out things in a civilize fashion then that is a good start. Operations and production people must understand that no industry can exists without maintenance, and maintenance people must also understand that they cannot escape the viscous cycle of firefighting and will always be trapped in a breakdown and reactive mode if operators will not accept the fact that maintenance is always a shared responsibility for both of them. Nobody can exists without each other. Hence, instead of blaming one another for the failure or downtime, why not work together and not against each other. Whenever we blame the maintenance or operators for the downtime, the problem had still not been resolved, and everything will just get worst overtime. Being cynical and sarcastic is not the way to improve productivity and reliability. I oftentimes say in my class that the next time these kind of things happen in your operations meeting, just bring two things with you, a stone and a mirror. If operations people accuse you ones again for the problem, give the mirror and stone to them and tell them to look themselves up in the mirror and ask them that if they are not part of the problem, then go ahead and hit us with the stone. So instead of blaming each other, why not resolve this matter together. Operations must realize that their equipment needs to be maintained and that maintenance should understand their role on what to maintain on their equipment rather than dismantling all the parts altogether. Both operations and maintenance simply cannot exists without each other and I think that is all I have to say about that.
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Operations : How many times have I told you that you cannot perform your PM this month since we have a lot of shipment schedule this week. Can’t you place that in your thick skull? Maintenance : But this is the 3rd time you have waived the PM ? |
RELIABILITY NEWSLETTER |
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RSA |
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Inspired by change |
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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 |
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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 ! |
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