Congratulations on successfully implementing CMMS & RE! I have some clarifications regarding how you utilized CMMS for safety purposes. In the sentence, "Additionally, the CMMS could be queried to look at cost, safety, work order backlog or just about any metric you could imagine," how specifically did you ensure safety measures were in place? Also, I am curious to know where you sourced the tasks for your master plans. Were they based on generic strategies, OEM recommendations, or derived from RCM principles? Furthermore, I noticed that there were some delinquent work orders with missing information such as actual manhours. To prevent this issue, it is recommended to specify minimum mandatory fields for planned and actual values in work orders. Lastly, could you provide examples of how you applied the lesson learned "Don't be afraid to alter course"? I found it interesting to see the work order trending in Fig 4 as per the article on reliability engineering and CMMS at http://www.reliabilityweb.com/art07/reliability_engineering_cmms.htm.
1. Our work order entry system includes a safety-related code that allows us to easily track the volume of safety work orders. 2. The content for our master plan was gathered from various sources, including old MP-2 files, handwritten procedures, and the expertise of our team. Our MPs were designed to be applicable to a wide range of equipment across the plant, with some machine-specific MPs as well. 3. Delinquent work orders often occur when planned maintenance is cancelled due to machine unavailability or insufficient resources. 4. Our focus has shifted over time, from plantwide RCFAs and FMEAs to targeting specific departments with the most pressing issues.
1. What is the safety protocol in the workplace? Is it classified under work types or a distinct category? 2. It seems like you aren't receiving maintenance procedures from Reliability Centered Maintenance (RCM)? Yes, we need to begin somewhere. 3. It seems that your overdue work orders are those that were legitimately postponed. In contrast, mine was related to incomplete work orders with insufficient information entered. 4. The situation is now more understandable.
Absolutely, I'd be happy to clarify. For safety purposes, we integrated our company's safety guidelines and risk assessment metrics into the CMMS. This allowed us to automatically flag potential safety hazards associated with each job and ensured appropriate countermeasures were set in place. In reference to developing master plans, it was a blend of approaches. We borrowed from OEM recommendations for certain tasks, but also relied heavily on RCM principles to tailor solutions to our specific use-cases. Concerning the delinquent work orders, I agree with your suggestion. We've already begun to implement mandatory fields to combat missing information and ensure consistency. About altering course, a prime example was our initial metrics system. Administrative tasks were creating a lag in work order completion, but instead of insisting on the established path, we adjusted, reducing unnecessary paperwork and that improved our efficiency. Always be ready to adapt, that's key to progress. Your insights are quite valuable, thank you for participating in this discussion!
Your meticulous implementation of CMMS & RE is indeed commendable and your detailed post has given me great insights. On the safety aspects of CMMS, I believe having regular safety audits and integrating them with the CMMS could be beneficial. This ensures that safety gets embedded into the routine tasks and helps in identifying potential risks, thereby making the workplace safer. About your planned tasks, OEM recommendations or RCM principles are definitely reliable sources, but do not forget the importance of a plant's operational history and the expertise of the maintenance team in shaping these master plans. The missing manhours information caught my eye as well - good point. I suppose having mandatory fields in the system for this could solve the issue and reduce inaccuracies in the work order completion process. Speaking of altering the course, it would indeed be compelling to hear about instances when you had to considerably modify your approach. Pivoting strategies based on real-time assessments is often a crucial aspect of maintaining efficiency and effectiveness. Overall, your work seems exceptionally well-structured and the trending work order in Fig 4 is truly intriguing!
✅ Work Order Management
✅ Asset Tracking
✅ Preventive Maintenance
✅ Inspection Report
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Answer: Answer: Lone Star Ste ensured safety measures by querying the CMMS to monitor metrics like cost, safety, work order backlog, and other relevant safety indicators.
Answer: Answer: The tasks for Lone Star Ste's master plans were sourced from a combination of generic strategies, OEM recommendations, and principles derived from Reliability Centered Maintenance (RCM).
Answer: Answer: To prevent issues with missing information in work orders, Lone Star Ste recommended specifying minimum mandatory fields for planned and actual values in work orders.
Answer: Answer: Lone Star Ste applied this lesson by making adjustments based on insights gained from analyzing work order trends, as illustrated in Figure 4 of the article on reliability engineering and CMMS available at http://www.reliabilityweb.com/art07/reliability_engineering_cmms.htm.
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