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”
I get asked a lot of questions and asked for a help. Sometimes the “ask” comes from senior management, sometimes middle-level management and sometimes even from the shop floor. People and companies need help to achieve more than they are today.
Performance is already known and often less than desired. Change is needed and that means new ideas. After all, if they had the ideas themselves, they may have tried something different before calling me in. Sometimes they have, and it hasn’t worked. They are stuck. Read more “Myth Busting 5: It Won’t Work Here”
This particular myth is not overly common, but it still occurs, usually in the minds of people who are really good a fooling themselves. It becomes more common when it is modified to say, “…running as well as it ever has”.
There are two parts to this one: 1. We believe it is actually running well, or as well as ever, and, 2. We really think we’re great and there truly is no room to improve.