In response to your points, I believe the production manager may not prioritize understanding the modes of failure. Instead, he likely assesses the list of machines experiencing issues and quickly identifies which ones are critical for operations. He then shares this information with the maintenance department for them to take necessary corrective measures. The primary purpose of planned maintenance tasks is often compliance with regulations or meeting deadlines. Ultimately, it is a matter of keeping a schedule. Many companies struggle with deciding whether to postpone planned maintenance tasks, which often relies on the judgment of production and maintenance teams. Effective communication between planners and production is crucial, as some departments may not fully appreciate the significance of proper maintenance practices.
Matthew asked for suggestions on a new name for predictive maintenance once it is no longer solely associated with maintenance tasks. Eugene suggests that predictive maintenance should remain within technical departments like Maintenance or Engineering, but not be overseen by Production or Equipment Owner Managers. As a consultant, it is essential to report to a designated liaison officer rather than directly approaching higher management figures. If the message is not reaching the right people, it could be due to a reporting style that is too technical or vague, or the organization may not prioritize maintenance. With the trend of outsourcing in industries like vibrating/thermal consulting, it is crucial to ensure that the liaison officer is well-informed and able to convey the importance of predictive maintenance to upper management. Failure to do so could reflect poorly on the organization's view of maintenance practices.
In reality, Prime Minister's tasks are mainly related to legislative deadlines or time-sensitive matters. Ultimately, it boils down to managing a schedule. Any department is capable of handling this responsibility. Despite having a tough exterior, these contemplations often arise, contributing to the shortage of qualified employees.
quote: These wandering thoughts in the upper clouds may be contributing to the shortage of skilled workers. My clumsy attempt to spark serious discussion ended up making me sound like a fool. Moving forward, let's delve deeper into the issue at hand to attract the right talent.
- 24-08-2024
- Wesley Jenkins
Don't be discouraged - you already took the bold step of starting a discussion, unlike many who just watch from the sidelines. When it comes to high-level discussions, there are often individuals who are out of touch with what's happening. Keep engaging and don't let this conversation hinder your participation.
quote: Do not let this conversation deter you from engaging. I stand corrected on my previous comment about the importance of quality maintenance management in a production department. I believe that a production department that values quality maintenance management can effectively guide maintenance teams based on PDM routines and reports. My experiences have shown that production departments in the companies I have worked for, past and present, appreciate the role of the maintenance department and are flexible in balancing production and maintenance schedules. However, maintenance departments often focus on maintaining machines rather than the overall function of the machine/system. This mindset has shaped my perspective, potentially influenced by my tenure in smaller companies or individual sites within larger corporations.
Engaging in meaningful discussions is crucial for successful decision-making processes. Ultimately, the core philosophy and comprehension of decision-makers at every level play a vital role in determining the direction of an organization. Maintenance, just like safety, quality, or customer service, is a key business issue that requires attention. The decisions made by those in control of finances shape the policies of the organization. Having worked for a variety of companies, both large and small, public and private, I have observed diverse perspectives based on changes in ownership or CEOs. While one may prioritize cash flow, another may focus on profitability; one may value reliability while another aims to reduce expenses. In my view, the key to navigating these differing viewpoints is to understand and speak the language of business managers. By effectively communicating in terms that resonate with them, maintenance professionals can influence decision-makers. Just as a maintenance person would hesitate to take advice from an accountant they do not trust, the same applies in the opposite scenario. Building trust and mutual understanding is essential in achieving successful outcomes. Your thoughts on this approach?
According to Phillip Slater, a strategic approach to bridging the gap between maintenance staff and business managers is key. By speaking the language of the managers and appealing to their motivations, maintenance personnel can effectively influence decision-making. It is essential to communicate in terms that resonate with the managers and to adjust presentations accordingly; for example, using blue, the Operations Director's favorite color, instead of red, can make a significant impact on their attention and approval.
Quote: Originally posted by tthew: ... I don't think the production manager is concerned with the modes of failure. He simply looks at the list of machines experiencing issues and thinks 'if the chicken boiler breaks down, we're in trouble' before passing the information to the maintenance department for necessary corrective action. The predictive maintenance process could be hindered by this additional step of involving the production manager. How long will the report sit on their desk before they contact the maintenance manager about it? This delay could slow down the repair process unnecessarily.
When the plant malfunctions, he will read it in order to conceal his...
- 24-08-2024
- Rebecca Murphy
The central theme of this discussion revolves around organizational culture. The department responsible for managing activities is not as crucial as ensuring that the right expertise is utilized and 'appropriate' actions are taken. The significance of appropriateness cannot be understated, as it varies based on individual perspectives. Culture plays a pivotal role in shaping these perceptions. A company with a focus on reliability will approach situations differently compared to a company prioritizing cost-effectiveness.
In the 1980s, I advocated for 'maintenance as management' over 'maintenance as craft', encountering resistance from the maintenance team due to fear of losing control. The underlying issue was a clash of cultures - short-term cost management versus long-term cost management. When a new CEO, with an accounting background, proposed budget cuts after a plant upgrade, we successfully argued for increased funding by highlighting the advanced capabilities of the new equipment. This victory was a result of shifting the culture within the senior leadership group to recognize the benefits of our approach.
The lesson learned is to communicate effectively, influence decision-makers, and showcase tangible outcomes. Initiating small, unauthorized pilots can provide evidence to support your case. This strategic approach is often overlooked by engineers, perhaps because it requires a different mindset than traditional problem-solving methods. However, those who understand and apply these principles can bring about substantial positive changes within their organizations.
- 24-08-2024
- Heather Coleman
I concur with Phil's sentiment that in order to showcase the value of your work in business, it is crucial to communicate effectively with decision-makers. Through my experience with various PdM team structures, I have found that having a specialized central team yields the best results. By allowing team members to share their experiences, cover each other's duties, and rotate tradespeople through the team, credibility can be established with operational and trades staff. Celebrating successes and acknowledging all team members involved is essential. This approach not only enhances communication between ops, maint, and CM personnel, but also encourages tradespeople to proactively share observations. Taking the time to explain processes, such as balancing a mill/fan or collecting vibration data, to tradespeople can lead to better collaboration and appreciation. It is important to lead by example and ensure that all team members are on the same page.
In any conflict between Production/Operations commitments and the PDM/Maintenance program, Production/Operations commitments will always be prioritized. It is important to make sound judgments about what tasks should be completed and when, as translating technical information for production/operations management may be unnecessary. Trust with production/operations will be established once they see the consequences of disregarding communication, regardless of the messenger's position in the organization. Focus your efforts on ensuring that technology keeps everyone informed. Just my two cents.
- 24-08-2024
- Jessica Freeman
Consider implementing predictive maintenance (PdM) for improved operational efficiency. Distribute the report to key personnel including the production manager, production engineer, maintenance manager, maintenance engineer, departmental supervisor, and the CEO. This ensures that decision-makers are held accountable and prevents empire-building behaviors. However, be prepared for potential resistance as individuals often seek to control information to maintain their image. This approach risks exposing hidden issues to the highest level of management.
In attempting to connect the dots, it appears we are dealing with three main strategies: 1. Tailoring communication to resonate with decision makers 2. Ensuring technology is on point to yield results 3. Practicing complete transparency to address hidden agendas. Are these fair reflections? At first glance, all three tactics hold merit, though their implementation varies depending on context. To launch a new project, utilizing approach No. 1 is crucial to gain initial traction. As progress is made, a combination of No. 2 and No. 3 becomes necessary. However, it is essential to present information in a digestible manner for the intended audience. When facing challenges in an ongoing initiative, a blend of No. 2 and No. 3 must be employed, once again ensuring data is comprehensible. The danger many technical departments encounter is being perceived as technology advocates rather than strategic thinkers. To truly sway organizational direction, it is imperative to "sell" ideas effectively. After all, being right holds no value if your voice falls on deaf ears.
Quote: In order to effectively communicate with decision makers, it is crucial to use a language that resonates with them. When the right technology is utilized, outcomes will speak for themselves. Transparency is key in negating hidden agendas and gaining credibility. However, these strategies are often met with resistance, as individuals may perceive them as attempts to self-promote. Finding a balance between showcasing achievements and avoiding excessive detail is essential in garnering support. Emphasizing the importance of accurate predictions and honest communication regarding technology failures can lead to positive outcomes. Additionally, employing public relations tactics and diplomacy can help navigate potentially contentious situations and maintain positive relationships. Ultimately, finding ways for decision makers to receive credit and recognition can lead to sustained success.
I would like to know more about PR. Can you provide me with some information about Public Relations?
I believe "PR" stands for Public Relations, which is similar to the concept of managing relationships and perceptions as in.. kissing.
Are you struggling to decide which resource your team needs most for optimal balance? Should you hire another technician or engineer, and in what specialty or experience level? Perhaps a PR professional could also be valuable addition to the team. Make the right choice to enhance your team's performance.
- 24-08-2024
- Penelope James
The success of a Product Data Management (PDM) program is highly dependent on collaboration between departments. Effective programs will appoint a facilitator whose role is to communicate identified issues to relevant parties, such as supervisors, operators, managers, maintenance teams, and upper management. It is crucial to address any barriers to interdepartmental communication and internal politics to ensure smooth operation. As a consultant, I am often approached by different departments within organizations. Engineering typically seeks assistance with design criteria and installation specs, while maintenance focuses on planning for major failures during scheduled downtime. Manufacturing management is usually concerned with enhancing reliability and productivity. It is common to encounter tension between departments, which can hinder maintenance efforts. To determine the ideal oversight for a PDM program, it is advisable for large organizations to establish a cross-departmental group dedicated to manufacturing support. While maintenance or engineering may seem like suitable choices, an independent structure not influenced by internal politics may be more effective in overseeing the program. This approach may not be well-received by everyone, but it is necessary for optimal results.
As posted by Joe B, the presence of interdepartmental tension in some comments is surprising. Performing maintenance tasks is already challenging, and these internal conflicts only add to the complexity. Dealing with mechanical, electrical, installation, process, and technical issues is tough on its own, but when you factor in human variables, such battles become commonplace in various industries and locations.
Our chocolate bar manufacturing plant is staffed by skilled tradesmen, including millwrights, electricians, and electronic technicians, who are responsible for both operating and maintaining the equipment. We do not have a separate maintenance department, so our associates switch between operations and maintenance duties as needed. Each team member is tasked with performing the scheduled preventive maintenance for their assigned equipment. Priorities for daily work are discussed and set during a morning meeting, attended by QC, Operations Manager, Engineering Manager, Shift Manager, Shift Lead Hand, storesman, and area tech specialists. The work priorities are determined based on the generated Work Orders. While not a flawless system, it is aligned with industry standards and best practices.
Achieving excellence is determined by the outcome. Properly trained and skilled associates who are operators and maintainers can ensure optimal performance. In contrast, plants with production operators from various backgrounds may require thorough training for effective maintenance practices. Preventive maintenance, condition monitoring, and predictive maintenance are essential for ensuring machine reliability and performance.
- 24-08-2024
- Vanessa Carter
It's amazing how much work you all have accomplished overnight! Once again, our team has shared experiences showing that alignment is key to successful maintenance operations. It's interesting to reflect on my own experiences within the same company, where I've witnessed both the 'political' and 'team-driven' sides - albeit in different plants. Ultimately, the success of maintenance operations often boils down to the local workplace culture. It's not just about being technically proficient; interpersonal skills, communication, and motivation are equally important. It's funny how my engineering education never mentioned the importance of people skills, even when I pursued a Maintenance Management degree.
Maintenance is like a general practitioner for machines, while predictive maintenance is a specialized expert that can provide a more in-depth analysis of the equipment's condition. This proactive approach to maintenance is essential for ensuring optimal production efficiency and minimizing downtime. Just like a doctor being able to anticipate and prevent potential health issues, predictive maintenance can help identify and address issues before they escalate, ultimately saving time and costs in the long run.
It is commonly understood that production is like the parent of equipment in a child/patient relationship. It is crucial for the parent (production) to closely monitor the progress and condition of the child (equipment), and for the doctor to receive a detailed report from the specialist in order to determine the appropriate treatment plan.
One crucial factor! When it comes to getting everyone on board with an idea, it's important to be able to quantify the benefits in terms of financial gain. While people may agree in principle, without a clear financial outcome, the idea may struggle to gain support. What are your thoughts on this?
In discussions initiated by Joe B, it seems there is tension between departments which can hinder maintenance efforts. It is essential for large organizations to have a dedicated support group for manufacturing that works harmoniously across departments. While maintenance or engineering may seem like obvious choices to oversee the program, having an independent structure could be more beneficial in avoiding conflicts of interest. It is predicted that not everyone will agree with this approach. Additionally, PeterL's company is noted for their exceptional handling of operations, showcasing a high level of expertise within their team.
quote: It may be ideal to establish an independent structure that is not under the direct influence of individuals with political agendas. However, the challenge lies in ensuring that those without political interests are still invested in the task at hand. Could potential candidates come from departments like accounting, marketing, or even office management, instead of operations, maintenance, or engineering?
"I fail to see the logic behind completely separating maintenance and production." "Indeed, production is essential for the equipment to function properly." So, if I understand correctly, some individuals in this discussion believe that there should be no connection between maintenance and production. It's surprising to see such outdated attitudes still prevalent in the modern era. The truth is, production is responsible for delivering quality products efficiently, while maintenance ensures that production facilities operate at maximum capacity. Both departments are interconnected, whether you acknowledge it or not. Instead of blaming management or production for not listening to your concerns, why not try to collaborate and find common ground? Utilize your expertise in maintenance to address production's needs and priorities. Start with small steps and gradually build a trusting relationship. Show them the tangible benefits of investing in maintenance initiatives, rather than just telling them. It may not be easy, but with perseverance and patience, it is possible to gain their support. Just like Joe B, not everyone may like this solution, but it has proved successful in my experience in two different settings.
In reconsideration of my initial comments, I appreciate the feedback from everyone. Typically, only in a large organization will there be sufficient production support work to warrant a separate department. It is important to note that engineering or maintenance are usually the most suitable choices for this, with accounting being a possible alternative but with potential implementation challenges. Marketing and sales are also worth considering. When it comes to avoiding politics within the organization, it is crucial to differentiate between political decisions, which prioritize the interests of a particular party or group over the organization, and business decisions, which focus on maximizing productivity and profitability with minimal regard for factions. In a profit-driven company, the majority of revenue is often generated by the production departments. As a maintenance professional, my role is to support the production team directly and indirectly, much like a doctor caring for a patient. Communication is key in this relationship, ensuring that information is clearly communicated and understood. While perfection is not attainable, fostering a culture where employees prioritize the needs of the organization can lead to job security and competitive wages. As a consultant, I have seen a variety of organizational cultures, some of which prioritize collaboration over internal conflicts. It is important to remember that consultants provide expertise but ultimately, it is up to the organization to implement and benefit from their guidance.
We function as a cohesive team within the production process, including engineering, maintenance, operations, and other supporting roles, all working together towards achieving our goal of a rewarding paycheck. Like any family, we may have disagreements and internal challenges, but we always stand united when faced with outsiders disrupting our harmony. At maintenanceforums, we all act as consultants, offering our expertise freely. I believe providing a vibration analyzer to the production and operations team would be beneficial, as they have intimate knowledge of the equipment and can quickly identify any issues related to equipment malfunction. However, internal political barriers may hinder this process.
In terms of production, maintenance should be viewed as the doctor while the maintenance person is the treatment provider. Just like a doctor attending to a patient, maintenance personnel play a crucial role in keeping production running smoothly. It's important for production to have a voice in scheduling maintenance "check ups" to ensure optimal performance. However, it's also essential to find a balance that works for both parties.
Even if Operations agree to implement predictive maintenance, they will require individuals with mechanical or electrical backgrounds to carry out the tasks effectively. It is unlikely that those with a background in processes or chemistry would naturally gravitate towards this type of work. This raises the age-old question of whether reliability should fall under Operations or Maintenance. When operator-based maintenance or TPM is proposed, the issue of leadership arises. Should the responsibility shift from Maintenance to Operations?
It is essential for the Maintenance and Production departments to be interconnected and for both management groups to have open communication in order to achieve the company's business goals. However, the key question here is which department the PdM contractor/consultant should be associated with. The most effective chain of communication is for the PdM Consultant/Contractor to be linked with the Maintenance Department, which then communicates with the Production Department (and other relevant company departments). This is in line with the principle of "shoemaker to your shoes" - focusing on what you do best. Just like how I would call an electrician for lighting issues and a shoemaker for boot problems, it is important to involve the right expertise for each task. This ensures that each specialist can provide input on their area of expertise, leading to improved overall outcomes.
In the midst of lengthy discussions, it is crucial to have someone who can refocus our attention on the original goal or question. This situation is similar to the popular saying: "When you find yourself surrounded by challenges, it can be challenging to remember the primary aim was to clear the obstacles." This highlights the importance of staying focused on the initial objective amidst distractions.
- 24-08-2024
- Frances Fisher
Upon reviewing the diverse and intriguing feedback, my recommendation (valued at 2 cents) for the department best suited for predictive work is engineering. This field is closely linked to both operations and maintenance, making it essential for reports to be shared with both departments due to the crucial role scheduling plays. Technologies such as Vibration, Infrared, Ultrasonics, and Oil Analysis, along with the need to enhance communication between operations and maintenance, align perfectly with the Engineering realm. Engineers typically possess a deep understanding of processes and how equipment integrates within them. Perhaps a fitting new title could be Asset Protection Coordinator, Supervisor, or Manager. In my role within predictive maintenance, I am involved in the maintenance of all equipment involved in production or transportation.
When it comes to managing data collection equipment, my recommendation is to start with engineering and then transition to maintenance and operations. The technology used for data collection has advanced to the point where troubleshooting can often be done on-site. This requires individuals who are intimately familiar with the equipment - its functionality, characteristics, and normal operating conditions. These individuals should ideally come from hands-on roles such as maintenance and operations, as they have a vested interest in ensuring the equipment continues to perform optimally.
Contrary to popular belief, the best candidates for this role are not necessarily engineers who prefer to work in a comfortable office setting. Many experts in this field have gained their knowledge through practical experience rather than formal academic training. In fact, a large majority of professionals in forums like this one have likely learned about predictive technology while already immersed in the industry.
- 24-08-2024
- Shawn Thompson
In my opinion, the presence of a team specifically focused on predictive maintenance within the engineering department plays a crucial role in the overall maintenance strategy. In my experience working in a technical services department, our focus was primarily on processes, projects, and inspections. However, in the upstream oil and gas industry, technical services departments often have dedicated sections that provide and support maintenance technologies. This allows maintenance personnel to focus on executing work tasks, such as collecting data for condition monitoring, while more complex data interpretation is handled by specialist engineers onshore. These engineers are available to tackle intricate problems during major projects like overhauls, modifications, shutdowns, and troubleshooting. Additionally, technicians are equipped to handle routine maintenance tasks and minor troubleshooting within their scope of work.
As the Maintenance Systems Manager at Alcan, I oversee all maintenance operations and am responsible for implementing technologies such as PdM and IR. I provide detailed reports to Area Managers and Production Managers, as well as summarized reports to the entire organization, including the CEO. While the current system is functional, there may be potential for improvement by having a dedicated Maintenance Systems Manager for each area, reporting directly to the Maintenance and Production Managers. While this approach may require additional personnel and be more costly, it has the potential to be more efficient and create a more seamless process for the Maintenance Manager.
I find your organization chart more effective compared to the alternative with four additional resources, each reporting to two bosses. It is clear that one boss is sufficient for optimal efficiency and productivity.