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| Proactive Maintenance Management |
“A Daily Planner for Effective Maintenance Management” by Ricky Smith
With respect to maintenance and reliability, the definition for proactive is:
- To act before the cost increases unless it is part of a long term plan
- To act before the necessity of the situation demands it
Rick Mullen, Former Global Reliability Leader, AB-InBev
Mr. Mullen’s statements drive home the fact that a Maintenance Manager holds the key to a plant, site, or a mine’s success. Their knowledge of their site’s maintenance strategies and how they are executed, as well as how effective they are, is key to a successful Maintenance Manager. It is also the difference between high performing and poor performing operations.
Think about Rick Mullen’s statement and it’s relation to the graph below.
What is the goal of a Maintenance Manager? To ensure that all maintenance personnel are aligned and executing the company’s proactive work to standard so that the company meets its business goals 100% of the time.
What a Day in the Life of a Proactive Maintenance Manager?
> Maintenance Manger begins the day by visiting with each Maintenance Supervisor about 30-60 minutes after their shift has begun, for 5 minutes looking for abnormalities from the past 24 hours that may impact this week’s production goal or maintenance’s schedule.
> Maintenance Manager / Production Manager Informal Meeting -- 10 minutes first to determine ifany issue have occurred in the past 24 hours that he was not aware of, or any issues that may arise with the next 24 hours. They both review the 24-hour production rate, quality, and problems
> Key Performance Indicator Review (10 minutes): Next, the Maintenance Manager takes a quick look at his maintenance Key Performance Indicator (KPI) Dashboard to see if any problems exist or may happen in the next week to one month. There should be KPI owners listed on the dashboard who will send a report to the Maintenance Manager if a KPI is acting in a state that maintenance and production leadership would consider unacceptable, along with an exception report for any exceptions to expectations.
> Plant Visit: Randomly, the Maintenance Manager should visit each crew area to see what is happening. Sometimes a picture truly is worth a thousand words. Talk to the Maintenance Supervisor first to hear about any issues he is facing and that need to be resolved. Set a time to meet later to discuss, either that day or another depending on the importance to the Maintenance Supervisor. While on the visit, greet everyone you see and ask operators and maintainers how things are going. Try to spend no more than 30 minutes in each crew area. Exception reports are sent to the Maintenance Manager if anyof the above metrics are not within the agreed upon range.
> Randomly check on planning, scheduling, stores, work execution and tool storage areas.
> Require wrench time studies to be conducted of each crew by specific crew members after they have been trained and certified in the process. These should be conducted every 3-6 months depending on previous trends.
> Ensure that Work Order data is under control and providing accurate reports.
> Ensure that a Failure Reporting, Analysis, and Corrective Action System (FRACAS) is owned by each Maintenance Supervisor and request monthly reports from them. (ie. Bad Actors Report, PM Compliance using 10% Rules, Rework, etc.)
> Maintenance Managers hold the key to success or failure of any maintenance organization. If the manager is weak, then he must be given assistance first and let go only after a three month period of not showing improvement.
Proactive Maintenance Managers are the unsung heroes of any organization. People look up to them with respect at all time.
I salute all Maintenance Managers for handling this difficult job. If you feel you have issues, you must seek advice possibly from a mentor, but make sure the mentor is someone who has wisdom and experience dealing with people in maintenance and production.
The Author: Ricky Smith CMRP, CMRT, CRL
About:
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