Stick to the ba­sics

WHY IT'S THE FIRST RULE FOR ANY MAIN­TE­NANCE TEAM

DEMM Engineering & Manufacturing - - NEWS - By Steve Hart

Stick to the ba­sics and doc­u­ment ev­ery­thing are the two rules that Fisher & Paykel Health­care's Jun Lanada lives by.

Jun is the main­te­nance man­ager at the firm's Ob­struc­tive Sleep Ap­noea (OSA) group, he has worked there for four years, and be­fore join­ing the firm he worked at Nestlé.

The OSA group uses a wide range of pro­duc­tion equip­ment, from sil­i­con and ther­mal plas­tic mould­ing ma­chines, to ul­tra­sonic weld­ing gear, in­dus­trial sewing ma­chines, and there are as­sem­bly lines to keep run­ning too.

“We need to know quite a lot about the com­po­nents all this equip­ment uses,” says Jun. “It's al­ways a com­po­nent that fails – not the whole ma­chine.

“It is how they fail that we need to be aware of so we can do some­thing to pre­vent them from fail­ing again.”

Jun says his fo­cus is on his team of main­te­nance tech­ni­cians and en­gi­neers, as op­posed to the equip­ment they are re­spon­si­ble for.

“I put my en­er­gies into coach­ing and guid­ing the team – be­cause they are all ex­perts,” he says.

“Our ma­chines are all very dif­fer­ent from one an­other, so what I try to do is spread the work around – so ev­ery­one gets to work on all the ma­chines over time.

“I want to raise the skills of each team mem­ber, be­cause I don't want one per­son be­ing the only ex­pert on a par­tic­u­lar ma­chine – I pre­fer to have ex­pert gen­er­al­ists so there are no wor­ries when a per­son goes on hol­i­day.”

Jun mixes it up by look­ing at who worked on a ma­chine last time it needed ser­vic­ing and then as­sign­ing some­one dif­fer­ent to the job next time.

“That doesn't mean to say that each team mem­ber doesn't have their favourite ma­chines,” says Jun.

Hav­ing staff get to know all new equip­ment is a key fac­tor in how Jun runs his main­te­nance crew.

“Be­fore we turn on the switch of any new equip­ment, a few things need to be in place,” he says. “These can in­clude a main­te­nance strat­egy and main­te­nance pro­ce­dure. In ad­di­tion, all main­te­nance staff are trained on new ma­chines. If this is not pos­si­ble, then a few key people are trained and they share the knowl­edge with their col­leagues.”

Jun says new equip­ment is ar­riv­ing all the time, with the firm “grow­ing at a rapid rate”.

“The firm is doubling in size ev­ery five years,” he says. “But it trans­lates into plenty of equip­ment com­ing in – ev­ery month some­thing new is com­mis­sioned.”

When it comes to or­der­ing equip­ment, Jun's team is given a say be­fore the pur­chase or­der is signed.

“We are con­sulted be­cause we hold a lot of data on the per­for­mance and re­li­a­bil­ity of

Fisher & Paykel Health­care main­te­nance tech­ni­cians Terry Carter (elec­tri­cal) and Steven Whit­field (me­chan­i­cal) carry out re­fur­bish­ment work.

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