How often do you encounter maintenance requests that involve operators claiming "the equipment does not turn on," only for mechanics to find that the equipment is actually working fine, and the issue was due to an incorrect operational procedure not being followed by the operator?
The numbers may seem high, but the key question is whether they are realistically achievable through a collaborative approach between operators and the operations department, as seen in Total Productive Maintenance (TPM) or Equipment Basic Care programs. Some operations departments go above and beyond by handling condition monitoring parameters after receiving training, with maintenance experts handling in-depth analysis and diagnostics. This setup typically excludes tasks like chemical and catalyst replacements, which are traditionally carried out by operations. In this model, maintenance teams focus on more complex tasks like major repairs, overhauls, and shutdowns. Implementing such a system requires a conscious effort from day one of plant operations, as shifting organizational culture can be challenging. However, with the trend towards greater automation in plants, the question arises: will these high performance figures still hold true in the future?
Inquiring about the current annual overtime utilization as a percentage of total maintenance time for Building Engineers in a 24x7 Critical Facility. Seeking up-to-date data on overtime trends for maintenance staff. Please create a separate topic for this query. Begin by clicking the "New" button with a yellow folder icon.
When it comes to maintenance, operators should be your go-to experts. They have the most hands-on experience with the machinery and are in the best position to notice any issues. By empowering them to take ownership of the equipment, you can have them handle routine tasks like cleaning, lubricating, and inspecting. These tasks, often part of preventive maintenance (PM), can be easily integrated into the operations checklist. Remember: clean to inspect, inspect to detect, detect to correct. This not only improves overall equipment performance but also reduces downtime and prolongs the lifespan of your machinery.
Greetings to all! I am unsure about the figures regarding operators' maintenance tasks that were previously reported, but many companies have embraced TPM. The "Autonomous Maintenance Pillar" of TPM emphasizes that operators should be responsible for simple tasks that do not require extensive technical knowledge. It is not surprising that operators play a significant role in preventive maintenance activities. They spend the most time with the equipment and may be more attuned to certain situations. Could they be the frontline defense in preventing failures?
Exciting update - the individual who provided me with those statistics is currently en route from Australia to RCM-2006 in Las Vegas. They may not be able to provide more details right away due to the long flight, but have committed to doing so upon arrival and once they have had a chance to rest. Keep an eye out for updates. Regarding Eugene's post on WT, I agree that it sparks a new discussion and would be beneficial for the community. Feel free to create a new post on the topic if you are still interested. Warm regards, Terry O.
Quote: Basic tasks that do not require extensive technical expertise are typically handled by operators. In some industries, it seems that the highly skilled individuals are allocated to operations, while maintenance roles are filled with less experienced staff. The reasoning behind this is that operations generate revenue, so it is believed that the most talented individuals should be there. To prove this, visit any university and ask future mechanical or electrical engineers if they aspire to work in maintenance – the perception is often that maintenance is only about fixing broken equipment.
Returning to the original topic, will the top workers be willing to take on roles traditionally associated with cleaning, lubrication, and firefighting?
In trade high schools, students often struggle with bullies, academic challenges, and a lack of motivation. Despite these obstacles, many students hope to learn valuable skills in mechanical, plumbing, or electrical trades. For those who find math and science difficult, pursuing a career in engineering or business administration may not be feasible.
The importance of plumbing, carpentry, electricity, mathematics, and science cannot be overlooked. For example, accurately aligning a pump requires the ability to read a dial indicator, which may be challenging for some individuals who struggle with reading measurements like those on a ruler. Contrary to popular belief, blue-collar jobs in industries like these are essential for success in life, not just white-collar positions. It's important to recognize the value and necessity of hands-on skills in today's job market.
quote: Terrence O'Hanlon announced some exciting news - the individual who provided the figures is currently en route from Australia to RCM-2006 in Las Vegas. They are unable to provide more details at the moment, but have assured they will do so once they have landed and recovered from jet lag. Keep an eye out for updates. Have you received any feedback from your source regarding the high figures?
Hello everyone! I have recently reconnected with the forum after a hiatus following the transition to the newer version of ReliabilityWeb. Now that I have familiarized myself with the platform, I am eager to contribute more. I am known for providing Terry O with insightful data on operator manhours in maintenance. Regarding Buzz's comment about me being on the "dark side" as a maintenance consultant opposed to operator maintenance, I want to clarify that my focus is on PM Optimisation (PMO) as an alternative to RCM. PMO2000 enhances existing maintenance programs by incorporating additional necessary tasks, identified through RCM logic. The maintenance program developed through PMO2000 mirrors a classical RCM approach, with inputs from numerous successful analyses conducted by our company and partners.
For those interested in a detailed breakdown of the data, I have included a PowerPoint presentation as an attachment. By documenting operator tasks related to maintenance activities like inspections and cleaning, and allocating time accordingly, significant manhours can be pinpointed. For instance, in the mining sector, operators devoted 15 minutes per shift to PM tasks, resulting in 294 manhours annually. When combined with mechanical and electrical tasks, the total reached 254 manhours. This data is reliable and can be verified.
If you require more information or have questions, feel free to reach out to me directly via email or on this forum. I am here to help. Lastly, I believe maintenance is a holistic process involving all departments, not just a stand-alone function. Operational involvement is key to the success of maintenance activities. As a token of appreciation to those who have read this message, I extend an invitation for a virtual beer. Cheers! (Attachment: OpsHours.PPT, 93 KB)
Implementing operator-led cleaning, lubrication, and maintenance tasks based on Total Productive Maintenance (TPM) is beneficial, provided that data from these activities can be effectively input into the Computerized Maintenance Management System (CMMS). In situations where data cannot be recorded (such as our current scenario), these tasks can pose challenges for the Maintenance Department when presenting Key Performance Indicators (KPIs) to senior management to gauge performance and validate their necessity.
I have a different perspective from you, Juan. I believe that recording weekly and daily PM tasks performed by operators in a log or sheet is essential to demonstrate completion. Inputting these tasks into a CMMS every time they are done may not be cost-effective. The feasibility of entering operator PM data into the CMMS is limited, and attempting to do so could lead to chaos. It may be best to accept this reality early on. As you may have noticed, I prefer a more practical approach to maintenance rather than a purely theoretical one.
It seems that the figures provided may be inflated due to the exclusion of certain maintenance activities such as major repairs, overhauls, shutdowns, and major replacements. Are the manhours for both inhouse staff and external contractors factored into these figures for outsourced work? The figures may be more accurate in the mining and manufacturing sectors, where operators also serve as first-line maintainers and heavy repairs are handled by a centralized workshop. In the local logging industry, lorry drivers who maintain their vehicles often receive higher salaries, as this leads to fewer breakdowns and savings on spare parts. New hires typically learn from experienced drivers through apprenticeships.
Regarding the process plant scenario, is it a continuous or batch process? What level of automation is utilized? Additionally, how is the organization structured in each scenario? Are there separate operations and maintenance departments, or is maintenance incorporated within operations with a centralized workshop?
Managers commonly use the PM to Corrective Maintenance ratio as a key metric for assessing the effectiveness of their preventative maintenance (PM) program. A successful PM program typically shows a positive trend of increasing PM hours paired with a decreasing number of corrective hours. In the pharmaceutical industry, operators are responsible for cleaning equipment between production batches. In certain scenarios, such as when switching to a different product, the cleaning process may require more time. This raises a question among Maintenance Managers about whether including operators' cleaning hours in the PM hours could skew the PM / Corrective ratios. Is there a distinction to be made between operators cleaning process-exposed surfaces and mechanics cleaning technical areas and ensuring equipment integrity? Share your thoughts on the matter.
Darth, your questions are thought-provoking and deserve thorough consideration. I have strong opinions on this topic, so please excuse the passion in my responses. When evaluating the PM to Corrective ratio, it is crucial to also analyze the total maintenance man-hours for a comprehensive understanding. Through RCM analysis, it may be determined that some failures can be tolerated due to minimal consequences, leading to an increase in CM. This outcome is a result of the RCM process and should not be seen as negative. Monitoring both the PM:CM ratio and total maintenance hours allows for more informed conclusions.
A successful PM program is characterized by an increase in PM hours and a decrease in corrective hours. However, this is only applicable when there is minimal PM in place initially. A high PM level indicates effective planning, but it can also result in excessive downtime. Ultimately, the focus should be on reducing total man-hours and downtime. An RCM analysis will recommend the optimal combination of time-based, condition-based, breakdown, and detective tasks. Each system or equipment will have a specific PM:CM ratio determined by the RCM study, which should be the target rather than simply aiming to increase PM. Planned CM is beneficial, while unplanned CM is detrimental.
Some Maintenance Managers prioritize Performance Indicators over actual performance, leading to questionable decisions like including cleaning tasks in PM solely to improve KPIs. What truly matters is the overall trend when considering total man-hours (which should decrease) and total downtime. In many cases, PM:CM ratios are below the ideal ratio based on RCM, indicating room for improvement. A rising trend is positive as it moves closer to the ideal ratio, although it is important to recognize that the ideal varies for each system or equipment. There is no perfect scenario, but striving towards the optimal PM:CM ratio tailored to specific systems is key.
- 26-02-2025
- Wesley Jenkins
Hello Darth, I would like to address two important points in this discussion. The first point relates to the PM/CM ratio which serves as a key indicator of PM effectiveness. It is essential to clarify the definition of CM, specifically whether it includes planned or unplanned corrective maintenance, or both. Unplanned maintenance typically refers to breakdown maintenance.
The second point I would like to emphasize is the agreement on the importance of not counting cleaning activities driven by product changes. It is necessary to only consider cleaning efforts that directly impact the machine's performance, such as maintenance to prevent corrosion or maintain optimal machine function. The data provided does not include cleaning manhours associated with product changeovers.
Best regards, Steve
Vee, I agree with your stance, but it ultimately hinges on how we define change management. This brings me to my question. Regards, Steve.
I completely agree with your perspective, Vee. The understanding and perception of Condition Monitoring (CM) within an organization are crucial. If CM is seen in a negative light, individuals may go to great lengths to showcase positive results on paper. For example, we once encountered a challenging situation involving a highly intricate mobile equipment consisting of hydraulics, pumps, engines, travelling blocks, clutches, and air components. This equipment typically generated over 7 work orders per month. Due to concerns raised about the frequency of CM, the diligent maintenance team managed to reduce it to just 1 work order per month. However, this adjustment came to a halt when a significant "repair" work order, known as the "mammoth," revealed that activities were still being carried out and charged accordingly.
When it comes to equipment cleaning by operators, there are multiple reasons behind why it occurs. This complexity makes it tricky to determine whether adding these cleaning hours to the PM hours would be considered cheating. The primary motivation for cleaning is operational - to prevent product cross-contamination and meet regulatory standards. However, cleaning also plays a role in aiding maintenance by preparing the equipment for inspections. For example, cleaning allows for the identification and repair of any damage or issues that may have occurred during operation, ultimately preventing future problems. Operators also perform operational checks during equipment setup, which can lead to the discovery of hidden failures. Should these checks be classified as preventative maintenance tasks or detective tasks? And is it acceptable for maintenance to begin before a formal notification is created in the CMMS system? These are important questions that need to be considered.
Steve, I was curious about how you achieved those impressive results and I would appreciate it if you could reply to my comments from page 1 of this discussion on March 16, 2006. Also, I was wondering if you believe that "unplanned corrective maintenance is equivalent to breakdown maintenance"? In my company, we differentiate between corrective maintenance (CM) and breakdown maintenance (BM). CM is performed while the equipment is still operational or when a human operator stops it for maintenance, while BM is done after the equipment has malfunctioned or stopped on its own.
Hello Darth, I would like to begin by referencing some key principles. 1. Cleaning equipment is an essential maintenance task that should be carried out regardless of the person performing it. This responsibility is typically given to Operators for various valid reasons. 2. Testing for hidden failures is another crucial maintenance activity that Operators often undertake. 3. Lubricating equipment is also considered a maintenance task as it helps retain, detect, or restore the functionality of the equipment. Clean equipment is a prerequisite for producing a high-quality product, making internal cleaning a maintenance activity as well. It is important to view maintenance as a process rather than just an activity, with activities falling within departmental boundaries and processes being managed by the most qualified individuals. Therefore, Operators are frequently tasked with cleaning, lubricating, and testing equipment, and it is advisable to document their contributions in a Computerized Maintenance Management System (CMMS) if possible. Although capturing these inputs can be challenging, implementing an Enterprise Asset Management (EAM) system and a well-structured coding system can facilitate this process. By accurately recording maintenance inputs, we can effectively manage the maintenance process. However, this may not be feasible in every practical scenario. Therefore, it is recommended to focus on trends rather than absolutes, with emphasis on overall figures and a downward trend in maintenance efforts. Consistent definitions are crucial to avoid rendering trends meaningless by arbitrarily altering ratio components. It's important to refrain from manipulating ratios to deceive or misrepresent maintenance efforts. If there is a method in place for allocating cleaning, lubrication, and testing tasks to Operators, that should be respected. Regards.
Josh, it seems like your perspective aligns with Steve's. Planned maintenance involves proactively scheduling maintenance tasks in advance, which requires stopping the machine intentionally. On the other hand, unplanned maintenance occurs when the machine unexpectedly stops on its own accord, a situation also known as breakdown maintenance (BM).
- 26-02-2025
- Shawn Thompson
In my opinion, Breakdown Maintenance (BM) represents the pinnacle of reactive maintenance, where equipment halts on its own and becomes inoperative – a scenario that is not necessarily negative according to Reliability-Centered Maintenance (RCM) principles. Is running equipment to failure considered Breakdown Maintenance? Conversely, Corrective Maintenance (CM) is performed proactively while equipment is still functioning, addressing issues as they arise.
In a business context, it is important to make decisions based on logic rather than emotions. The goal is to achieve optimal uptime at a reasonable cost. Preventive time-based maintenance can be costly as it may result in unnecessary downtime and replacement of parts that still have significant life remaining. Condition-based maintenance (CBM) is a more cost-effective approach as it involves addressing issues only when the machine indicates it is malfunctioning. Detective maintenance (DM) is crucial for identifying potential multiple failures with high consequences. Both CBM and DM may lead to corrective maintenance (CM), which should be conducted promptly. In situations where failure consequences are minimal, a run-to-failure (RTF) strategy may be appropriate. However, unplanned maintenance should be minimized by addressing issues such as poor work quality and incorrect execution steps. Reactive and proactive maintenance strategies should be well understood to prevent making unwise business decisions. Let's focus on practical actions rather than getting caught up in emotional aspects of managing a business.
Hello Josh, my apologies for the delay in responding. I have been traveling recently. Thank you for your insightful questions – I will address them below and feel free to ask more.
Regarding the figures, they do not include major repairs or replacements unless they are time-based. However, overhauls and shutdown works are included if they are predictive or preventive tasks. Corrective tasks are not considered in the numbers.
In various industries, heavy repair works are typically carried out by central workshops. The industry type does play a role in the numbers and ratios observed.
As for the process plant scenario, it involves both continuous and batch processes. There are seven batch processes that feed into one continuous process. The line operates continuously, but each batch line stops intermittently.
In all scenarios, there are separate maintenance and operations departments. While some plants are moving towards total integration of these departments, many still have maintenance teams under operations control. However, I believe total integration may not be the most effective approach.