To me, an emergency is something that is or is about to have a MAJOR impact on: Safety (i.e.: injury or death), Environment (i.e.: a major incident that is likely to get you fined or shut down), or Production/service delivery (i.e.: irreparable impact on the bottom line in the financial reporting period). Read more “Myth Busting 11: Leave Room for Surprises”
Shutdowns are major undertakings performed when production is at a standstill (zero revenues) and because of the scale of the work being undertaken, costs are at a high point. There is a natural and well-justified desire to minimize the duration and frequency of shutdowns. Read more “Myth Busting 10: Shutdown coming”
First understand that all jobs should be planned and those plans should be saved as “standard jobs” (or whatever you want to call them) in a job plan library. Plans should be written once and then used many times. Read more “Myth Busting 9: Planners do all the planning”
There are three roles involved here: planners who plan the jobs, supervisors who supervise their crews and schedulers who create the work schedule.
Planning, as stated before, is all about what work gets done and how.
Scheduling is about when the work gets done. Read more “Myth Busting 8: Who should schedule work”
This myth, planning meetings are for planning, is based on a misuse/misunderstanding of correct planning and scheduling terminology. Planning meetings are normally run by your planner, but they are not, or shouldn’t be, about planning. They are about scheduling – i.e.: when work will be executed. Planning defines what work (scope) will be done, how to do it (instructions, guidance, specs, etc.) and what is required to do it (resources, skills, permits required, etc.).Scheduling is done to define when the job will be executed and by which resources (skilled trades). Read more “Myth Busting 7: Planning meetings”
This myth, planning should be done by the trades, has a big impact on common practice, but when you talk to those who do it, they’ll often agree that planners are needed. That is an apparent contradiction and it arises due to sloppy use of terminology in the maintenance world.
Many companies have heard that planners should be skilled trades and misinterpret that to mean that your skilled trades should do planning. No, no, no. Read more “Myth Busting 6: Planning by trades”
At the core of the maintenance function is work management – a six step process for getting maintenance work done. Without it workforce deployment becomes reactive to emergencies and maintenance costs are high. Work done in those reactive situations is anywhere from 1.5 to 3 times as expensive as work that is fully planned and executed on schedule. In some industries the cost of emergency work is even higher. If you choose excellence then master the work management process. Read more “Uptime Insights – 3 – Work Management”
There are two things you must do in a successful maintenance program: be good at doing your work and make sure that you only do the right work. Both are needed to deliver asset reliability – the cornerstone of sustainable, safe and quality production levels. In chasing reliability many turn to programs for defining the right work such as Reliability Centered Maintenance and many of those efforts will fail. Why? Poor or ineffective planning. Read more “Planning for Results”
Skilled labor is in short supply. Companies are struggling to find talent. Education systems throughout North America have done a poor job of producing ‘job ready’ graduates. Companies have cut back on training and apprentice program funding. Immigration programs did not prioritize the intake of needed and ready-to-us skills. Read more “Plans to solve the skills shortage problem!”