The definition of the maintenance function is to repair or maintain equipment in the shortest amount of time, at the optimal cost, and with the most minimal disruption to production. In order to achieve that ideal state of maintenance, here’s what you will learn:
The act of maintenance is a recurring activity, meaning that you’ll be back on that equipment. That frequency could be random – it could be tomorrow, it could be next week, it could be three years from now, but the act of maintenance is a recurring activity. Suffice to say that it is important that when job plans are written, they are written well the first time.
What is wrong with the current state of maintenance programs?
Often, people go into the storeroom and they take parts and they don’t sign them out. That causes frustration for everyone because when technicians or planners go to the storeroom, the CMMS system says that they have a part in there, and they go there and it’s not there.
Unless we’re looking at RFID, there is not really a system out there with the capability of knowing if somebody went in the storeroom last night and took a part out of there without signing it out. Obsolescence seems to be a big issue.
What is wrong with the typical storeroom?
Current Practices in Storerooms Based on Assessments:
Companies are under ever-increasing competitive pressure to move to “World Class” status by improving quality, reducing costs, increasing equipment uptime, cutting inventory, increasing Overall Equipment Effectiveness (OEE) and reducing energy pollution.
11 Expected Outcomes of World Class MRO Operations
1. Optimize inventories
2. Increase inventory accuracy
3. Identify and remove obsolete materials
4. Accurate min/max levels
5. Identify overstock materials
6. Standard Operating Procedures (SOP)
7. Reduce emergency buys
8. Reduce stock-outs
9. Increase operational efficiencies and effectiveness
10. Reduce search and downtime
11. Supplier partnerships
What Separates the Best from the Rest?
It is critical to fix things, not just work on them. We have effective leadership and supervision on the shop floor, and on multiple levels of the organization. Organizations should establish or adopt a very robust training program particularly with the next generation of maintenance technicians coming in, and an organized storeroom. We cannot expect to have a world class maintenance organization that is not supported by a world class storeroom.
Even among the best, there was still 15-20% area of opportunity for improvement. Top maintenance performance requires an overall commitment, absolutely positively ranks right up there with any company’s safety and quality directives.
Typical Return on Investment from Achieving World Class Maintenance
Equipment Bill of Materials is a list of component parts in a piece of equipment that includes part numbers, descriptions, quantities, and levels. EBOMs are a necessary element of Reliability Excellence® and are generally very accurate. EBOMs are typically are not overlooked or ignored, as having an accurate EBOM directly affects the bottom line (production). Less than 30% of the industrial firms surveyed have an accurate Bill of Material.
To establish a reliable environment, having an accurate Bill of Materials is critical. It’s a list of all the components that make up a piece of equipment, also referred to as a multilevel bill of materials or parent-child relationships. This data is all loaded up in your CMMS so you can go back and reference it and improve the efficiency of your planners.
Objectives and Goals of Equipment Bills of Material
What do some of the best organizations do to establish world class storeroom operations? It’s important to always improve, reduce, and get better. Below are some tactical ways to get started on the path toward a world class storeroom.
Maintenance planning and scheduling is an allocation of needed resources and materials in the sequence in which they are needed, in order to allow an essential activity to be performed in the shortest time at the least cost. It is a tool for maximizing value-added work. Maintenance planning relies on work order systems, timekeeping systems, equipment identification, CMMS, preventive and predictive maintenance programs, and storeroom control.
How is planning different than scheduling? Planning is the allocation of resources and materials – it is the “what” and the “how.” Scheduling is the assignment of how many planned jobs – it is the “when.”
What is Maintenance Planning?
Maintenance planning decides what, how and time estimate for a job. Planning has the most profound effect on timely and effective accomplishment of maintenance work. Avoiding delays is the basic goal of planning and scheduling. For every hour of effective planning, the typical return is three hours in maintenance labor time saved or an equivalent savings in materials and production downtime.
By planning and scheduling maintenance, we could start drilling into some more educated guesses on how long that equipment should be expected to be down for. So the goal is getting the equipment repaired as quickly as we can in the shortest period of time, that’s optimal costs, that’s the least disruptive to production.
Advantages of Planned Work
On the other hand, unplanned work can be 3 to 4 times more expensive than planned work, and often requires more overtime. It leads to frustration and is typically more disruptive to the manufacturing process.
Criteria for Planning Jobs
Procedure for planning maintenance jobs
1. Review and analyze work order
2. Visit the job site
3. Determine basic information
4. Plan the work
5. Determine availability of materials
6. Complete work plan
7. Schedule work request
8. Follow-up on the work order
Typical Planning Duties
What is Maintenance Scheduling?
Maintenance scheduling is the assignment of planned jobs into a time period, the activation of the planning period, and the orderly progression of work. During scheduling meetings, teams establish the priority with production. But at the end of the day, there needs to be an understanding of who owns the maintenance schedule. Production teams are able to schedule the time to take the equipment down, they’re the ones who are going to work with the maintenance crew to make sure that we’ve got the resources available to get in there on the day that it’s scheduled.
Typical Scheduling Duties
It is important to have cross functional activities, maintenance and operations working together. This includes having morning meetings to establish priorities. Maintenance planners should work with the storeroom operation to review min/max levels, determine if the right parts are in there, put kits together, and write good job plans for the maintenance technicians. Organizations will move away from trying to reduce their inventories, to move towards optimal inventory levels and how to maintain that optimal level.