Predictive Maintenance Program InitiationThe work that is done prior to startup will determine the success of the program as it moves forward. There are certain questions that need answered to assist in making the right decisions concerning how to set up the program. First and foremost, it needs to be determined what is in place currently in regards to personnel and financial flexibility. To make any program successful, it has to have representatives from the maintenance team, operations and safety departments. Having this cross-functional team in place will guarantee that there is plant-wide buy-in and each department has a reason to see the program succeed. Each area of the team needs to be aware of their financial responsibility for the program prior to startup. The next question is how this program will be measured. What maintenance key performance indicators (KPIs) will be affected by the predictive maintenance program and how will the results be communicated? By being able to tie in the results of a predictive maintenance program with corporate goals and KPIs, it will assist in keeping this program in the forefront of management’s mind. By combining cost avoidance savings from predictive maintenance finds with positive KPI improvements, the program’s successes can be published and assist in defending against any budgetary cutbacks. Once the team is built and the measurements are in place, it is always advantageous to find out if any other departments or divisions within the organization have gone down this road in the past. The ability to mesh predictive maintenance programs within an organization will assist in avoiding in-house roadblocks. Finally, the predictive maintenance team will need to agree on a criticality list plant-wide so the program can be developed around them. One of the major problems companies have is monitoring the wrong equipment. The equipment needs to truly be in the “A” and “B” categories so cost justification can be accomplished. Now it’s time to decide if the program is going to stay in-house or be contracted out.
In-house vs. Contracted Predictive Maintenance ProgramsOnce it has been determined that a predictive maintenance program is viable within the organization, it needs to be decided whether the program is going to be contracted out or kept in-house. Below is a list of questions that will be paramount in determining the correct course of action:
- Which predictive maintenance technologies are going to be implemented and what are their frequencies?
- Is there sustainable manpower to collect and analyze all of the predictive maintenance data?
- Is it feasible to initiate a training program for collection and analyzation or should it be contracted out?
- Does the budget include financial flexibility for equipment, software and training?
- How are the predictive maintenance anomalies going to be communicated along with any corrections to the customer?
- Is a root cause analysis (RCA) protocol in place?
- How can cost avoidance savings be extrapolated and communicated?
- What identifiers will be used to track predictive maintenance work within the CMMS?
- What type of turnover contingency plan will be put in place to ensure the program is sustainable?
- An annual audit of the program will need to be completed to ensure the correct equipment and frequencies are being utilized?
- If contracted out, what safety barriers will need to be overcome?
- Is a third-party contractor available to provide a full predictive maintenance program?
- What type of reporting can a contractor provide past the basic equipment software?
- Are the contractors familiar with the industry and equipment types?
- Can the contractor provide the opportunity for benchmarking at other locations?