IDCON Founder Publishes Autobiography
IDCON, headquartered in the United States, announced the forthcoming publication of an autobiography from their...
To achieve results-orientated reliability and maintenance, plants must realise that production is a partnership between operations, maintenance, stores and engineering.
Maintenance is traditionally viewed as a service organisation; operations as the internal customer of maintenance, stores support maintenance and engineering as an isolated ‘happy island’. It is better to view them as partners in a joint venture to reliably produce quality products.
In this partnership, maintenance will deliver equipment reliability, operations will deliver production process reliability, stores support maintenance and engineering will support both maintenance and operations and practice lifecycle costs (LCC) or asset management in its design, specification and selection procedures for new equipment. This means that equipment selection will be based on the cost to buy and cost to own. The concept includes reliability and maintainability analyses.
Recognition
Most maintenance organisations receive recognition when they have fixed a major breakdown, but seldom from prevention. Although good work should be recognised, it sends the wrong message if it is the only time maintenance people gain recognition. This fosters a culture of maintenance staff who become action-orientated and are nearly impossible to convert to planned, scheduled and organised maintenance work. They may be more motivated by overtime compensation (it is about 74% likely that breakdowns and overtime will occur when the full crew is offsite); however, this is changing quickly as the Y-generation values time off more than higher pay.
The right things to do
The following are some practical tips to help develop high performing organisations.
Work management and planning and scheduling
Anticipation
Flexibility
Lost production analyses
Store room is closed
Technical documentation
Maintenance shift coverage
The above issues are select examples of actions and cultures that will promote high performing maintenance. It is important that a plant maintenance organisation seriously examines its existing culture and performance to see whether it is promoting best practice and behaviours, and where improvements are needed. Only then can it make the changes required to become as good as possible.
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