4 Steps to Success

for
Maintenance Supervisors

Presented by: Ricky Smith, CMRP

July 8, 2010

Copyright 2010 GPAllied

Maintenance Supervisors are the people who
make the largest impact on reliability in most
organizations and if trained and empowered
effectively they will far exceed managements
expectations

Ricky Smith, former Maintenance Supervisor

Copyright 2010 GPAllied

What is Maintenance?
To Maintain an Asset
Keep in existing condition
Keep, preserve, protect

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Potential Failures Where to Detect them?

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Our Goal

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Failure Modes Driven Strategy
What is a Failure Mode?
How something fails

Most work should come from prevention or

prediction of specific failure modes

Example: Part Bearing

Failure Mode Wear
Cause Lack of Lubrication
Prevention Effective Lubrication

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Step Number 1 PM Evaluation
Evaluate a sampling of your PMs
1. Review each PM with a few of your maintenance
staff
2. Sort the PMs
Stack 1 PM adds no value
Stack 2 PM adds value but give to ops
Stack 3 PdM will address this PM earlier and more effectively
Stack 4 PM needs to be re-written
Stack 5 PM is good
3. Identify the number of labor hours identified in each
stack how many labor hours did you save?

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Example of a PM Evaluation
PM Task Action Man-Hours
# of Tasks % of Tasks
Recommendation Represented
Non-Value Added
1,640 8.2% 6,661
(Delete)
Reassign to Operator
1,380 6.9% 5,605
Care
Reassign to Lube
2,856 14.3% 11,600
Route

Replace with PdM 6,437 32.2% 28,222

Re-Engineer 5,200 26.0% 26,221

No Modifications
2,487 10.4% 8,987
Required
Totals 20,000 100.0% 87,297

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 Work Flow of Planning and Scheduling
Failure Mode Driven Strategy
Proactive Work

Work W.O. Close

PM/PdM Planning Scheduling FRACAS
Execution Out

Proactive Work

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Step Number 2 Work Order Information

Rules which are not optional

1. Work Orders for all work

2. Work Order Codes must be accurate
3. How do youWork
make this
Flow happenand Scheduling
of Planning
Proactive Work

Work W.O. Close

PM/PdM Planning Scheduling FRACAS
Execution Out

Proactive Work

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Work Order Close Out
If you need a training guide send me an email
at rsmith@gpallied.com

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Work Order Close Out Who Cares?

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Do you and your crew know where you are?

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Common Failure Threads
Develop a Process which delivers the Report
you want.
Dominant Failure Pattern

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Mean Time Between Failure

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Culture: Defining Roles and Responsibilities

Maintenance Maintenance Maintenance Maintenance Reliability PdM

Tasks Supervisors Planner Technician Manager Engineer Technician

Inputting Failure A I R C C
Data -
CMMS/EAM
Work Order R C R A R R
Close Out
Validating C I C A R C
Failure Data and
Codes
QA of Failure I C A R C
Data Input
Analyze Failure R I C R A/R R
Reports
Making I I I A R C
Maintenance
Strategy
Adjustments
Responsibility the Doer
Accountable the Buck stops here
Consulted in the Loop
Informed kept in the picture

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Step Number 3 Change your Culture
Culture Change is not easy
How do you change your culture?
One step at a time

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The significant problems we face cannot be
solved with the same level of thinking we were
at when we created them.

- Albert Einstein

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Re-invent Yourself
Lead by Example
Know yourself and seek self improvement
Go to training
Failure Modes Driven Strategy
Planning and Scheduling
Leadership 101
Treat everyone equally (like you want to be treated)
Be Technically and Tactically Proficient
Work as a partner with Production
Talk to Operators
Take the Lead and Empower your Employees

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Change your Maintenance Staff

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Empowerment

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Empowerment
400

350

300

250

200 PM
EM
150

100

50

0
June July Aug Sept Nov Dec

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Give them the GPS and let them Drive Some

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70-80 % of equipment failures are Self-Induced
Putting hydraulic fluid into a reservoir without
filtering it
Welding on equipment without grounding
properly
Running Equipment to Failure when it is not
part of your maintenance strategy
Aligning couplings without using a laser
Improperly lubricating electric motors
Not using a torque wrench
Not Following Known Best Practices
Procedures
PM
CM / Repair
Lubrication

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Causes of Variation
Lack of an effective PM Program
Lack of a repeatable repairs with
specifications
Lubrication issues, lack of lubrication,
contamination, etc.
Operator Error
Use of wrong tool to make repair
Bearing heater
Use of wrong specification
Torque values

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Variation is your enemy

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Step Number 4 Utilize Effective Work Procedures

Repeatable process
Capture knowledge
Train new employees
Reduce / eliminate self induced failures

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What are Work Procedures?
Preventive Maintenance
Corrective Maintenance
Operator Care
Lubrication

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Effective Procedure Execution

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Our Goal

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Effective Work Procedures
What is required to ensure you have a
repeatable process?
Step by Step Procedures
Specifications / Standards
Required Parts
Potential Parts
Special Tools (Core Drill)
Special Equipment (60 JLG Lift)
Craft and Number of Each Craft
Special Permits

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Who writes the procedures?

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Excellence is a Habit

- Aristotle, 330 BC

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4 Steps to Success for Maintenance Supervisors
Step 1 Perform a sample PM Evaluation
(free up staff)
Step 2 Ensure Effective Work Order Information
(know what is killing you)
Step 3 Change your Culture
(change the way you and your staff think)
Step 4 - Utilize Effective Work Procedures
(reduce variation)

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 If you want copies of the slides send me a
request
If you want copies of the Tool Box Training
Sessions send me a request
Questions

rsmith@gpallied.com

Lets Make a Difference

Copyright 2010 GPAllied