Greetings! I am currently employed at POSCO, a leading steel manufacturing company located in South Korea. I have recently embarked on the journey of implementing Reliability Centered Maintenance (RCM) at my plant, which specializes in producing hot coils (hot strips). While the RCM concept is promising, I am aware of the challenges faced by the maintenance department at POSCO back in 2000 when the Maximo system was first introduced. Presently, our maintenance approach at POSCO primarily involves Preventive Maintenance, Condition-Based Maintenance, and a Condition Monitoring System tailored to our specific needs. However, one issue that plagues me is the size of our contracted maintenance crew. With a fixed crew size of 1400 men spread across various mechanical sections such as hot rolling mill, cold rolling mill, iron making, steel making, and stainless steel making, it becomes challenging to meet the demands of each section. Despite efforts to streamline Preventive Maintenance tasks, such as reducing the number of PM items to align with our ideal plan, many tasks end up being canceled or delayed due to manpower constraints. This hinders our ability to proactively address maintenance tasks as recommended by RCM. The crew scheduling restrictions imposed by the administration, influenced by the partner company's employment policy, further exacerbate the situation. In my section, the hot rolling mill plant, maintenance schedules revolve around two main types: Weekly Change Down (CD) requiring 130M/D on Mondays and Monthly Shutdown (SD) requiring 180M/D on Mondays. The rest of the weekdays typically require 40M/D. The administration justifies the constraints on crew size by citing the financial risks associated with employing a larger workforce, especially during periods when their services are not fully utilized. I am eager to learn from other companies facing similar challenges and how they have managed to navigate through such circumstances. The struggle to implement RCM in my company amidst manpower limitations is weighing heavily on me, particularly with 14 hours of production line stoppage (failure) recorded in my two plants. The administration emphasizes the importance of avoiding failures, adding to the pressure of finding a sustainable solution.
Dear Kim, I wanted to share an article with you that discusses enhancing the flexibility and speed of SAE-compliant RCM implementation. The article also highlights key areas of importance for adopting RCM in the 21st century. I will be traveling to Asia in September to conduct seminars, and would be happy to provide you with more information if you are interested. Please feel free to email me for event details. If you have any concerns or questions about the information provided, I am available to talk further. Best regards, Daryl Mather darylm@strategic-advantages.com http://www.strategic-advantages.com Attachment: Age_of_the_RCM_Analyst.pdf (279 KB)
I appreciate it, Daryl. The PDF article accurately reflects my current situation, discussing a sophisticated and advanced approach to combating backlog in our systems. What options do we have for implementing an anti-backlog system that is efficient and effective?
When it comes to maintenance strategies, the concept of on-condition tasks being a predictive component of proactive tasks is discussed in the book RCM2. A notable example of this is the plant-wire rod mill at POSCO CMS, where the Condition Monitoring System (CMS) plays a crucial role in identifying potential failures in numerous gear boxes. The CMS generates reports that facilitate approximately half of the maintenance tasks. The question arises whether it is necessary to integrate the CMS with the "MAXIMO system" to convert predictive tasks into proactive tasks based on RCM2 guidelines. Some have suggested that creating new proactive tasks in MAXIMO may be redundant, as the tasks are essentially the same in both the CMS and the predictive tasks in MAXIMO. This could result in duplicate work and inefficiencies in paperwork. Therefore, the decision must be made on whether to eliminate predictive tasks in MAXIMO and solely rely on the CMS. Is it possible to keep the two systems separate, with CMS focusing on condition monitoring and MAXIMO on other maintenance tasks?
Some people humorously refer to RCM as the "Resource Consuming Monster." To maximize benefits, prioritize critical equipment and focus on tasks that prevent equipment failures. By incorporating proactive and predictive maintenance tasks in CMMS software like Maximo, you can analyze data and track performance metrics like the cost comparison of proactive versus reactive maintenance. Measuring performance is crucial, as what can be measured can be effectively managed. It is essential to remember that computers and CMMS can only assist in tasks and make them more efficient, but they cannot perform miracles. Ultimately, human intervention and expertise are still necessary for successful maintenance operations.
Hello Josh, I recommend checking out the article I shared earlier on how to reduce resource demands when implementing RCM. I also want to discuss the importance of distinguishing between proactive and reactive work. This metric, along with others, has contributed to misconceptions surrounding RCM. In RCM, decisions are made consciously to let certain items run until they fail based on the plant's configuration and the company's risk tolerance. This results in varying levels of run-to-fail tasks, where corrective work is preferred over routine maintenance due to cost-effectiveness. Therefore, measuring proactive versus reactive work does not account for these tasks and may not accurately evaluate the maintenance program's effectiveness. There are other limitations with using such indicators, as Einstein famously said, "Things should be as simple as possible, but not simpler." Regards, Daryl Mather, Author of The Maintenance Scorecard. Visit http://www.strategic-advantages.com for more information.
I appreciate your insight into the challenges of implementing RCM, especially with manpower limitations at POSCO. My company experienced similar issues. We found success through cross-training our staff to perform maintenance in different areas, which not only increased our pool of available workers for any given task but also improved their professional growth. This isn't an overnight solution, but with time, it significantly impacted our problem. Additionally, we started lobbying for flexible schedules and the option for overtime during peak maintenance periods to our administration. These changes helped in better managing crew schedules and thus, our maintenance activities as per RCM.
Hello there! Indeed, managing an effective maintenance strategy like RCM with limited manpower is quite a task but not impossible. In my experience, technology can come in handy to help you navigate these challenges. Predictive maintenance technologies, for example, can be critical for foreseeing potential failures, even before they occur. Machine learning algorithms, coupled with sensor data, can predict maintenance requirements, significantly reducing the hours of production line stoppage. Furthermore, adopting a staggered scheduling approach may enable your team to handle different sections efficiently. Instead of having all 1400 men working in all divisions at the same time, you could direct a concentrated crew to more critical areas like the hot rolling mill on particular days. This level of efficiency can result in minimizing canceled or delayed tasks. Also, working towards upskilling your existing crew to become multi-skilled could provide a strategic advantage. This allows for flexibility, as one member could potentially handle tasks in various sections. Remember, sustainability in such a situation relies as much on innovation and continuous learning as it does on manpower!
✅ Work Order Management
✅ Asset Tracking
✅ Preventive Maintenance
✅ Inspection Report
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Answer: Answer: The primary maintenance approaches at POSCO include Preventive Maintenance, Condition-Based Maintenance, and a tailored Condition Monitoring System.
Answer: Answer: The fixed crew size of 1400 spread across various mechanical sections poses challenges in meeting the demands of each section, leading to canceled or delayed tasks due to manpower constraints.
Answer: Answer: The hot rolling mill plant at POSCO revolves around two main types of maintenance schedules: Weekly Change Down and Monthly Shutdown, with the administration justifying crew size constraints due to financial risks.
Answer: Answer: Crew scheduling restrictions influenced by partner company policies hinder the proactive addressing of maintenance tasks as recommended by RCM, adding pressure to avoid failures.
Answer: Answer: Seeking insights from other companies facing similar challenges can provide valuable lessons on managing preventive maintenance backlog challenges during RCM implementation amidst manpower limitations.
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