Time to lift your game

DEMM Engineering & Manufacturing - - CONTENTS - By Craig Car­lyle

Is your main­te­nance man­age­ment per­for­mance a prod­uct of your en­vi­ron­ment or of your team ge­net­ics? Are the qual­ity, strat­egy and ef­fec­tive­ness of your main­te­nance func­tion driven by con­tem­po­rary en­gi­neer­ing wis­dom, or a re­sponse to the quirks of your busi­ness and process. Na­ture or nur­ture?

The ques­tion is prompted by a re­cent Main­te­nance So­ci­ety net­work evening visit to Fisher & Paykel Health­care (FPH) in Auck­land.

While the man­u­fac­tur­ing fa­cil­ity is stun­ning in its clean­li­ness and at­ten­tion to de­tail, en­gi­neers were im­pressed by the un­der­ly­ing main­te­nance per­for­mance; 2000 as­sets, 100 per cent as­set main­te­nance strate­gies, 10,000 work or­ders per year, ~15-20 per cent re­ac­tive work­load, 0.2 per cent over­due rate, <1 day aver­age over­due span, 99.8 spare parts stock ac­cu­racy.

Strip the f lashy health­care bits aside and fo­cus purely on what the FPH team is achiev­ing; it has a main­te­nance man­age­ment process that en­com­passes ev­ery ac­tiv­ity, the team ac­com­mo­date re­ac­tiv­ity and im­prove­ments, it documents, cap­tures learn­ings, lever­age that learn­ing and its mem­bers plan.

Team mem­bers set high stan­dards for clean­li­ness and qual­ity. They have pride. They are re­spected by their peers. Their func­tion is driven by the FPH ge­net­ics.

There is noth­ing pre­vent­ing any main­te­nance man­age­ment team from achiev­ing these same stan­dards.

“Yeah right,” I hear you re­tort. “But our process is dirty and we have no budget and man­age­ment treat us like dirt and the pro­duc­tion staff only have one eye and…”

Ask yourself what the FPH team would do if they were thrown on a bus and dumped in your work­shop? Would they dumb down to your en­vi­ron­ment or would they ap­ply those same ge­net­ics to lift the main­te­nance man­age­ment game?

I ven­ture they would evolve a main­te­nance func­tion that led the oper­a­tion with its proac­tiv­ity and pride. And they would prob­a­bly do it with the same staff you have.

It doesn’t have to look pretty at the shop front win­dow to achieve these stan­dards, Tegel has achieved sim­i­lar at its Takanini feed mill. Be­hind a dirty and dusty man­u­fac­tur­ing en­vi­ron­ment, the Tegel main­te­nance team achieve the same pro­cesses and qual­ity ethics dis­played by the FPH team.

Take a mo­ment for your own main­te­nance man­age­ment lit­mus test: Do you ex­pe­ri­ence a high level of break­down? Do you ‘man­age” from cri­sis to cri­sis? Do you work to a for­ward plan? Is the plan in some­one’s head, com­mon knowl­edge or sys­temised? Is your daily work­load dic­tated by un­planned or planned events? Is your work­shop cleaner than the can­teen? Do your trades­men lack re­spon­si­bil­ity for the plant? Do your trades­men know from one day to the next what they’ll be work­ing on? Is your work­load about main­te­nance, im­prove­ments or au­dit re­quire­ments? Do you com­mu­ni­cate your plan with the busi­ness? Do you record what ac­tu­ally hap­pened? Do you cap­ture your learn­ings ev­ery day? Do you an­a­lyse your data? Do you lever­age your learn­ing and data into fu­ture plans? Are you in con­trol of your own budget? There is no score for this test. You will know the an­swers yourself.

If you are not en­tirely happy with your self anal­y­sis, then it is time to think about how much your cur­rent main­te­nance func­tion is driven by the en­vi­ron­ment you op­er­ate in, as op­posed to be­ing driven by your en­gi­neer­ing ethos.

It is im­mi­nently easy for main­te­nance func­tions to de­volve to the low­est com­mon de­nom­i­na­tor, fo­cused on re­ac­tive or non-main­te­nance work, and achiev­ing just enough to stay out of trou­ble.

It takes more ef­fort to re­assess and set the bar higher (al­ti­tude re­quires at­ti­tude), but ef­fec­tive main­te­nance man­age­ment is achiev­able by any com­pany, re­gard­less of the sit­u­a­tion.

You can spend as much or as lit­tle as you like, but at­ti­tude is free.

So who is driv­ing your main­te­nance man­age­ment func­tion, en­vi­ron­ment or ge­net­ics?

Newspapers in English

Newspapers from New Zealand

© PressReader. All rights reserved.