of SAMI�s model for Maintenance Excellence -- The Operational Reliability Maturity Continuum.
The first step in this process is the identification of work. Why is identification of work so important? Some may say that we�ve got so much work on the books, that we can�t handle it anyway. Well, when the other Stage 1 elements fall into place, it is imperative that you understand the material condition of systems, components and structures. Knowing the condition, through an aggressive work identification process, allows for the proper prioritization of activities and corrective actions prior to failure.
In a purely reactive mode, work is usually identified as equipment fails. Maintenance is then tasked to fix the equipment in as rapid a manner as possible (after all, the equipment that failed has most likely affected production or some critical function). If you�re lucky enough to schedule and actually perform a preventive maintenance (PM) task, you may identify other related tasks that, if identified earlier, would have been more easily accomplished.
Minor tasks, when left to their own devices, will often turn into larger tasks. Sometimes these minor tasks will turn into emergencies. Often, the minor leakage of steam from a valve packing turns into a valve replacement due to steam cutting. What once could be performed on line has turned into a major activity involving isolations, welding and replacement of parts. A simple task has turned into an expensive one.
For those of you who work on mobile equipment, when a piece of equipment comes into the shop for PM, doesn�t it just make your day when you identify other work in addition to the PM you�ve scheduled? Most of this work is not necessarily difficult to accomplish, but without the parts on hand, they are difficult to complete. The result is that either the equipment goes back into the field with a known deficiency, or the time in the shop is increased until the part(s) is located and the repair made. All of which leads to the perception that maintenance is ineffective or that schedules are meaningless.
Getting the operator to properly identify equipment related issues, prior to failure, is a powerful cost saving tool. Knowing beforehand, allows the maintainer to plan for the activity, have the part on hand and finally, take prompt and efficient corrective action. We can now prevent that small task from turning into the costly, inefficient, and time consuming task. Everyone profits. Why don�t you give it a chance?
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The Operation Reliability Maturity Continuum |
In a purely reactive mode, work is usually identified as equipment fails. Maintenance is then tasked to fix the equipment in as rapid a manner as possible (after all, the equipment that failed has most likely affected production or some critical function). If you�re lucky enough to schedule and actually perform a preventive maintenance (PM) task, you may identify other related tasks that, if identified earlier, would have been more easily accomplished.
Minor tasks, when left to their own devices, will often turn into larger tasks. Sometimes these minor tasks will turn into emergencies. Often, the minor leakage of steam from a valve packing turns into a valve replacement due to steam cutting. What once could be performed on line has turned into a major activity involving isolations, welding and replacement of parts. A simple task has turned into an expensive one.
For those of you who work on mobile equipment, when a piece of equipment comes into the shop for PM, doesn�t it just make your day when you identify other work in addition to the PM you�ve scheduled? Most of this work is not necessarily difficult to accomplish, but without the parts on hand, they are difficult to complete. The result is that either the equipment goes back into the field with a known deficiency, or the time in the shop is increased until the part(s) is located and the repair made. All of which leads to the perception that maintenance is ineffective or that schedules are meaningless.
In these two examples, there are a couple of quick and easy solutions. First, your organization must be willing to accept the concept that �Maintenance� is not the sole responsibility of the Maintenance Department. �World Class� maintenance organizations have embraced the concept that like safety, good maintenance is the responsibility of all organizations. I firmly believe, and tell clients when working reliability solutions, the first line of defense is the operator. The operator understands the equipment better than anyone else does. They are around the equipment at sometime during every shift and are the �eyes, nose, ears, etc.� for detecting the first indications of degrading equipment.
Second, we often don�t capitalize on this understanding. Therefore, I encourage all of us to make use of this resource. Make operators part of your first line of defense. The use of operator rounds, check lists, walk-downs, etc. are all valuable tools to use.Getting the operator to properly identify equipment related issues, prior to failure, is a powerful cost saving tool. Knowing beforehand, allows the maintainer to plan for the activity, have the part on hand and finally, take prompt and efficient corrective action. We can now prevent that small task from turning into the costly, inefficient, and time consuming task. Everyone profits. Why don�t you give it a chance?