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A Guide To Increased Productivity Of The Maintenance Department David Berger david@wmc.on.ca (Canada) (First Published in M&E Feb 2011) The role of leadership is to provide a strategic vision, with clear expectations for achieving it. The following steps describe a programmatic approach to bridging the higher level strategic planning process, with the grass-roots motivation and performance evaluation of individuals in light of the vision: Set performance targets for the department The first step is for Maintenance to partner with Operations and go through the strategic planning process, setting goals and objectives for the long term. Then, establish measures or indices that will reflect the level of performance regarding each goal and objective. The current value of each measure is then determined. Targets must be set which exhibit a graduated improvement over the long term. Take care to obtain ideas and commitment from all levels, from shopfloor to management, in Maintenance and Operations. Performance will be judged based on how aggressive the targets are, and how well the targets are met. Prepare action plan to meet targets To prevent targets from becoming simply numbers pulled out of the air, action items are created in light of strategic goals and objectives. The action plan describes how targets will be met. For example, if one target for this year is to reduce downtime by 2%, action items include setting up a more comprehensive PM program, initiating a training program for key equipment operators, and so on. Determine tasks, skills, and occupations required to implement the action plan The action plan may change the quantity and type of maintenance work that is required, and thus demand different skill sets. As well, new skills may be required to maintain new or modified equipment. Therefore, it may be beneficial to take an inventory of all the tasks that are currently done and will be done by the maintenance department. Then, classify each task as to skills required to perform the task, and the level of difficulty. Finally regroup the tasks into logical jobs and occupations. This exercise should be done jointly by workers and management, to achieve a buy-in at all levels. Establish quality & performance standards For each task defined above, quality standards must be set. The subjective nature of responses to questions such as ‘How clean is clean?’ can make this step difficult, but certainly possible. Where applicable, time standards should then be established. Measure performance using your CMMS Once tasks are defined and standards established, a CMMS can be used to help track how well individuals, groups of individuals, and the whole department are meeting those standards. FINDING AND QUANTIFYING PRODUCTIVITY IMPROVEMENT OPPORTUNITIES Many managers have asked me over the years for a simple checklist to use when looking for productivity improvement opportunities or when preparing a cost/benefit analysis. The following are some sample measures that may be useful in identifying and quantifying cost, quality, and service improvement potential as a direct or indirect result of better maintenance practices. CHECKLIST OF PRODUCTIVITY IMPROVEMENT MEASURES 1. Labour a) labour rate (pounds/hour) b) turnover (people/year) c) absenteeism (hours/year) d) lateness (hours/year) e) utilisation (productive vs idle time) f) % time spent on non-value added activities (eg, material handling, excessive approvals) g) training cost/employee h) efficiency (variance to standard time) i) indirect or support hours (eg, clerical)/direct labour hours j) strike activity (dollar losses due to strikes) k) number and impact of improvement suggestions (ie, points to employee morale) 2. Material 2.1 Quality Problems due to Poor Maintenance a) scrap (can be sold) b) waste (no resale value) c) re-feed (item put back through process) d) re-work (item repaired off-line) e) give-away (revenue leakage) f) yield (% finished product that can be sold for premium pounds) g) shrinkage (eg. product sold by weight dries out during process) h) gain (eg. product sold by weight absorbs water during process) i) losses (eg. fraud, pilferage) j) returns (customer brings product back for refund) k) repairs (customer brings product back for re-work) l) % defective (% off-spec at various stages of operation) m) quality measures (variances used to highlight extent of deviations from quality spec) 2.2 Spare Parts a) inventory level b) inventory turns c) storage costs d) stockout % (service level) e) fulfilment response time 2.3 Vendor Performance a) late shipments b) damaged goods c) overshipments d) delays e) back orders f) wrong orders g) expediting cost 3. Capital a) asset availability b) utilisation c) performance d) reliability e) quality of output (see #2 above) f) total cost of ownership 4. Facilities a) maintenance cost/sq m b) capacity utilisation 5. Energy a) total energy consumption b) peak consumption c) efficiency d) cost/unit Vol 24 No 3
info@infratherm.com.au Introducing the new, high performance NEC-Avio R300 Thermography Camera The NEC-Avio R300 is perfect for use in building inspections and power equipment diagnostics. It's also ideal for research and development professionals who require a thermal imaging camera that is highly sensitive and precision perfect. • High resolution (NETD) of 0.05ºC at 30ºC. • High performance with accuracy to +/- 1ºC. • Spatial resolution (IFOV) 1.21 mrad (STD lens). • Simultaneously thermal/visible/fusion video onto computer via calibrated USB. • LCD screen and viewfinder. • Panoramic image capture on camera. • Remote control comes as a standard feature. • External alarm output. • Radiometric JPEG. • 2 year warranty. NEC-AVIO offer outstanding quality and excellent performance at a value price. For more details speak to the region's leading thermal imaging suppliers, Infratherm, on 61 (0)2 4579 7334, 61 (0)2 4322 2100 or email info@infratherm.com.au
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Maintenance News 57 LogbooksOnline
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Seminar 1 Duration - 1 Day The Why,
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Len Bradshaw - Seminars 1 & 2 Len B
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