In the next 10 seconds, close your eyes and recite your maintenance department’s mission statement. Ready ... 3-2-1 ...
Go!!!
Probably 99 percent of you sat in complete and utter silence during those 10 seconds. But before you go off feeling guilty about being a subpar employee, you should really think about just what makes your mission statement so unmemorable. If one had to guess, more than likely it is too long and filled with vague buzzwords that make absolutely zero impact in how you approach your work.
At this point, you are probably thinking, “Okay, tell me what is the perfect mission statement for a maintenance department.” Well, since you asked nicely, here it is ...
A few years ago, this author
inherited perhaps the world's most underperforming, unreliable,
unpredictable, unacceptable and all other antonyms that are an
antithesis for anything positive, maintenance team. The extreme lack of
performance left all sorts of carnage piled up at the front door of the
unemployment office. Maintenance managers did not last longer than 18
months before quitting or getting fired. To be fair, it was the result
of long-term neglect and a few bad decisions by upper management.
Nonetheless, the requirements of the job was to roll up the shirt
sleeves, do a deep dive and fix it.
Many times, maintenance professionals have been involved in changes to processes or systems where they have relied on seat of the pants knowledge to determine whether or not they were successful. More often than not, the initiative flounders once their attention has been turned to other endeavors.
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MIDDLESBROUGH, England, /PRNewswire via COMTEX/—New technology and industry-leading smartphone app will significantly cut inspection times and streamline monitoring process.
Conventional road maps and training indicate more than 70 percent of reliability initiatives fail because the programs supporting them lack backing by senior leadership. However, an equally significant aspect that can quickly undermine program success is the absence of buy-in from craft workers. Such was the case at the Y-12 National Security Complex, a U.S. Department of Energy National Nuclear Security Administration facility. Here’s how the facility turned things around by cultivating asset reliability from the floor level.
Southern Gardens has embarked on a journey in pursuit of achieving excellence in reliability. The key is perseverance because the road is often bumpy. Continuous improvement moves you down the continuum, so when you think you are at the end, you realize there is always room for improvement.
The concepts contained within Lean Manufacturing are not limited merely to production systems. These concepts translate directly into the world of maintenance and reliability.
Manufacturing and industrial facilities rely on rotating assets, such as pumps, compressors, fans, motors and turbines. Maintaining these critical assets is crucial to uptime and performance, yet it is estimated that less than 20% are consistently monitored to detect problems and determine their mechanical health. Other semi-critical assets, otherwise known as balance-of-plant assets, may have sensors installed, but are infrequently sampled via scheduled, manual, route-based, handheld data collectors.
Uptime Magazine recently caught up with Leo Pike, Administrator for Predictive Maintenance, Norampac-Mississauga. Leo has spent the last two years transforming maintenance at Norampac-Mississauga. Norampac is located near the Toronto International Airport in the city of Mississauga. This mill produces 160,000 metric tons of linerboard from 100% recycled fibers. Leo was charged with implementing ultrasound condition-based monitoring as a legacy project that could be transparently rolled out to other mills. To date, Pike has successfully implemented ultrasound-based trending and infrared thermography inspections on more than 90% of the plant's critical assets.