Some typical characteristics of this reactive world are:
- Mechanics spend most of their time responding to trouble calls. Without effective PM inspections, the first indication of an issue is usually a breakdown of some kind.
- Operators automatically call for maintenance if they have issues which may be equipment malfunction or simply adjustment. Operators are not expected, encouraged or trained to be self-sufficient or even to contribute. There is no structured operator involvement in eliminating issues or making improvement
- Repairs are made in a “Fix and Forget” mode. Permanent follow up repairs to emergency work seldom occur and unless the event was catastrophic , there is no analysis or follow up action to prevent future occurrences
- Can’t seem to find time to get PM work done. Typically maintenance personnel are too busy with repairs or operating issues or “high priority” work, or the equipment is not available for maintenance when they are.
- Only a small percentage of any scheduled work gets done. Emergency work or poorly prioritized other work constantly takes precedence. Unscheduled work is always highly inefficient and basically wastes valuable maintenance resources. Only where needed work is identified before a crisis then planned and scheduled, can resources be properly utilized.
- Only maintenance personnel perform equipment care tasks or inspections other than general equipment cleaning. Again operators are not expected, encouraged or trained to perform equipment care.
Characteristics of Successful Preventive Maintenance Programs
- Committed Personnel and Equipment Time to PM work.
- Ownership of equipment by ALL. All levels of the organization are constantly involved in and are responsible for equipment care. It is recognized as an essential part of their function.
- Participation Involvement, Education, Training in equipment care by all is expected, encouraged and there is structure to accomplish this. Daily issues are reviewed and all are expected to contribute to permanent solutions
- Fair and Equitable. Effective preventive maintenance work is fairly distributed and all are expected to do their share.
- Relevant and Dynamic PMs are constantly adjusted as permanent solutions to problems are constantly identified.
- PMs become and are maintained Technically Accurate (Through ongoing dynamic evolution)
Characteristics of Unsuccessful Preventive Maintenance Programs
- Developed And Owned? By Technical Elite Not taking advantage of the capability of a large part of the organization. Sharing in ownership is essential for effective participation by operators.
- Owned by Maintenance not Production. Production is responsible for production output only and has no responsibility for ongoing equipment care. Maintenance in many cases seems to prefer it this way.
- Minority Participation Equipment care is left to the technical elite. Operational involvement is not encouraged.
- Mandated Too often PM is looked at as simply defining care tasks and essentially attempting to force people to perform them, with the completed work order being the requirement rather than effective equipment care. Generally people will not perform tasks in an excellent manner unless they see that the task truly has value. This value must be constantly demonstrated and reinforced. Key to this, needed repairs identified by PM inspection must be made in a timely manner or this perceived value will be lost.
- Unfair Everyone is expected to participate equally in equipment care work. No one is too busy to not perform their assigned tasks. Ignoring how important this fairness is to all, will lead to loss of effective participation.
- Not Dynamic Unless there is constant updating PM s will become outdated, will then lose credibility and can become irrelevant
- Need To Commit Maintenance Personnel And Equipment To PM To Break Reactive Cycle. This is a “Leap of Faith” the entire organization must make and commit to.
- Commit Daily Operating Personnel Time And Equipment To CIL (Clean Inspect Lube).. This aids tremendously with maintenance personnel workload and builds essential operator ownership and capability.(15min is 3% of a shift)
- PMs Developed Initially By Technical Elite But Reviewed And Adjusted Ongoing From Input By All.
- Ongoing Structured Daily Review of Issues by Operators and Maintenance is the primary updating, effectiveness improvement, involvement mechanism.
- Planner/ Supervisor/ Lead Reviews Completed PM Work orders With Mechanics. All completed PM work orders should have some comments on issues found and follow up work orders from them. Every PM is important. Corrective work orders are planned and scheduled.
- An Ongoing Structured Effective Preventive Maintenance Training, Auditing Mechanism involving maintenance leads, supervision, technical personnel to build capability and demonstrate importance and value.