The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work. Roger D. Lee

The ''Maintenance Insanity'' Cure: Practical Solutions to Improve Maintenance Work

target="_blank" rel="nofollow" href="#fb3_img_img_d463832c-08bb-5f52-aea1-5844cafe366c.jpg" alt="img"/> Do you find out what you are going to work on the moment before you get your tools?

Do you give feedback to correct a BOM (bill of material) or job plan when you learn new information?

Are true priorities followed instead of “do what I want when I want it”?

Does operations really know who is going to be in its area and to work on what equipment?

Are support resources coordinated to prevent delays in doing your work?

Do you feel like you have everything you need to do the job before you start?

Do you know who is charging to your cost codes?

Is all the requested work funneled through an operations representative to eliminate duplications and to verify the need and priority for each job?

Do you start a job and then have to quit because an MOC is required to proceed?

Do you fully understand the scope of the work you are being asked to do?

Do you properly handle excess materials left over from a job?

Do you get in-the-field support to solve a problem or to make an improvement?

Do you do jobs that you think should be capital?

Are the needed materials staged for you to pick up on your way to the job?

Are emergencies not really emergencies?

Are there too many emergencies to get done?

Do jobs get put off because there aren’t enough people?

Do you ask for schedule breakers (do you have something you want to add)?

Will operations not let you work on the equipment once you arrive?

Are scheduled jobs bumped because “We got to have this one now”?

Are you shorthanded for the work that needs to be done?

Does the computer system not work properly or not have all the information you need?

Do you “walk past it, don’t see it, and don’t write a work order for it”?

Are outside resources double-booked?

Do you schedule work that you don’t intend to do?

Are people rotated through assignments so often that no one knows his or her job?

Does a mechanic show up to do the wrong job or not show up at all?

Are you asked to do something before a notification is even written?

We all have room to improve. We just need to get back to basics and develop the true teamwork required to be successful. First decide that you want to survive and to be a success. Then identify and make the necessary changes:

To adapt to economic conditions and be more competitive

To keep our accounts and help our company stay in business

To use more efficient ways and improve our skills

Because what we are doing is no longer good enough

Now we will create a path-forward option to address the obstacles we just discussed and move toward our desired vision through a step-by-step Maintenance Journey.

CHAPTER 3

The Maintenance Journey

But what if I do not know where to get started to make the needed changes that I want to make for my site? You must make a change to get a change. Establish a new mindset with maintenance as an investment and not a cost. Then take the first step as described by this journey below to move away from the insanity cycle.

This Maintenance Journey describes a proven approach for changing from a reactive to proactive culture for any size facility. Processes verified by case studies shared in this book are used for implementing a successful change management strategy that ensures a smooth transition from reactive to predictive maintenance culture. A Site Maintenance Leadership Team (SMLT), a nonhierarchical team of change leaders, will drive maintenance to become a site issue with all partners involved with equal ownership. Through measures, the benefits and objectives of a proactive maintenance approach are clearly communicated throughout your entire company. The Fish! Philosophy (detailed later in this chapter) is one of several tools used to continually motivate and drive your people to overcome the resistance to change. Coaching and on-site support should be considered because change is not an overnight process but a continual journey, and we all need help along the way.

What does reactive maintenance look like? See if you can identify some of these elements in your present system.

Reactive Maintenance Cycle: The Backbone of Maintenance Insanity

1. Mechanics are expected to fix today what breaks today (and last night) and to address everyone’s wants (squeaky wheel gets the most attention). In addition, mechanics

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