Who holds the responsibility for monitoring your PDM programs - technicians, analysts, or managers? What specific data do you keep track of, such as work orders, time allocation, and overall cost of PDM operations involving contractors, repair shops, and consultants? How do you prioritize critical machines compared to routine maintenance tasks like motor bearing replacements? Do you conduct comparisons between different factories within your organization? To effectively answer these questions, a robust CMMS system with accurate coding and expert knowledge is essential.
Below is my response to the questions posed by liver: Regarding the responsibility for tracking PDM programs, I believe that the best person for the job would be the respective owners of the PDM. In terms of tracking, it is essential to monitor work orders, time spent, and the total cost expended on all PDM work completed by contractors, repair shops, and consultants. Evaluating the costs of PDM is crucial for assessing effectiveness, identifying trends, failure modes, and other important factors. The criticality of machines should be determined upfront during maintenance development programs. Weight should be placed on critical machine findings compared to simple small motor bearings, categorized into Criticality 1 for equipment with HSE and/or production loss, Criticality 2 for equipment with potential HSE and/or production loss, and Criticality 3 for equipment with no HSE or production loss implications. It is advisable to compare the performance of one factory to another within the company to identify areas of improvement or decline. To effectively answer these questions, a robust CMMS system with proper coding and expert knowledge is necessary to extrapolate the data accurately. It is essential to have a good understanding of the subject matter before computerizing processes to ensure accurate results and avoid the "garbage in, garbage out" scenario.
Responsibility for tracking falls on the Maintenance Supervisor/Engineer, who collaborates with the Maintenance Planner. The tracking includes work orders, time, and total costs. Machine criticality is assessed based on process and impact on safety, health, and the environment. Currently, there is no comparison between factories within the company. A reliable CMMS is in place; however, discussions are ongoing on what features are essential for a system to be considered a true CMMS. Join the conversation and share your thoughts on the "Other CMMS" board.
When monitoring work orders in a PDM system, do you classify routine wear measurements on machine components as preventive maintenance (PM) or predictive maintenance (PDM)? Some experts believe that tracking wear trends can forecast component failure. Is technological intervention necessary for a work order to be labeled as PDM? How do you categorize tasks involving technology, such as grouting bases, alignment adjustments, and addressing looseness issues?
While we refer to them as PM, our preventive maintenance services go beyond simple time-based inspections. Our PM encompasses comprehensive maintenance strategies to optimize asset performance and longevity.
Within our CMMS system, we classify work orders into different types for easy organization and tracking. These include SF for service fittings like line changeovers, PM for scheduled inspections and repairs, CM for scheduled Pdms, BR for breakdown repairs, and CR for repairs between PF and FF. In addition to monitoring costs, it's beneficial to analyze a CR vs BR graph to assess the effectiveness of your PMs. Keep tabs on this data to ensure optimal maintenance strategies and cost management. - Mike.
In my experience, the responsibility of monitoring PDM programs is shared among technicians, analysts, and managers. Technicians are often the front liners who gather necessary data, while analysts process the collected information. Managers, on the other hand, are tasked with higher level decision-making. When dealing with PDM operations involving contractors and repair shops, we generally track work orders, time allocation, and overall costs, but we also pay close attention to downtime and factor in costs related to potential production loss. As for prioritizing machines, each is ranked according to its criticality to our operations. Critical machines are often attended to before routine maintenance tasks like bearing replacements. Lastly, yes, we do conduct comparisons between different factories within our organization through benchmarking. It helps us identify gaps and opportunities for improvement. To successfully manage all these, a robust CMMS system is indeed essential, as well as having a knowledgeable team to maximize its functionality.
I believe the responsibility for monitoring PDM programs should be a shared one, with analysts taking the lead in interpreting data, technicians providing boots-on-the-ground insights, and managers ensuring that all activities are streamlined and aligned with the company's objectives. To measure effectiveness and manage expenses, we monitor key metrics like work orders, time allocation, and the actual cost of operations, from contractors to consultancies. When it comes to prioritizing tasks, we use a risk-oriented approach. This means critical machines that could significantly impact operations receive prompt attention, though we strive to maintain an optimal balance to avoid neglecting routine tasks like motor bearing replacements. Comparing different factories within our organization has proven beneficial in sharing best practices and finding areas of improvement. Using a comprehensive CMMS system coupled with accurate coding indeed goes a long way. However, I would emphasize that the human element, in terms of expert judgment and experience, is crucial in this mix as well.
✅ Work Order Management
✅ Asset Tracking
✅ Preventive Maintenance
✅ Inspection Report
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Answer: - Monitoring PDM programs is usually the responsibility of managers who oversee the maintenance operations and ensure efficient performance.
Answer: - It is crucial to keep track of data such as work orders, time allocation, and the overall cost of PDM operations involving contractors, repair shops, and consultants.
Answer: - Prioritizing critical machines over routine tasks can be achieved by assessing the impact of machine downtime on operations and implementing a proactive maintenance strategy.
Answer: - Yes, conducting comparisons between different factories can provide valuable insights into the effectiveness of PDM programs and help identify best practices for optimization.
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