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APPLICATION
NOTE - Making PM Work (courtesy of www.maintrainer.com)
Is
an inspector actually doing the inspection on the task list? That's one of
the toughest maintenance problems to solve. Horror stories about
maintenance catastrophes often feature task lists that were signed but not
performed.
Step
one is to pick the right people. "A successful PM program is staffed
with sufficient numbers of people whose analytical abilities far exceed
those of the typical maintenance mechanic," writes August Kallmeyer
in Maintenance Management.
Why
pick high-level people? Because they can detect potentially damaging
conditions before those conditions arise. Your best tear-down mechanic is
not necessarily your best PM inspector.
A
great PM inspector can work alone without close supervision, is interested
and trained in new advanced predictive-maintenance technology, knows how
to review a unit history and its class history, is proactive — acts on
predictions rather than reacts to situations — detects deficiencies
early, is not interrupted and (while in the PM role) is segregated, if
practical, from the rest of the maintenance crew.
Step
two: motivate your people to do the tasks as specified when the tasks are
required. Most people find PM tasks boring and mind numbing. The challenge
for leaders is to inspire the troops to want to do the tasks well. The
inspector mentioned in this section can be a regular part-time mechanic
(or helper, if appropriate) or a full-time PM mechanic.
Here
are some steps you can take to help ensure compliance.
1.
Make sure the inspector knows how PM fits in with the overall scheme.
Inspectors for nuclear power plants or airlines know full well the impact
of missing a PM — and even then, it happens.
2.
Take your top managers down to the bowels of your plant and have them
address maintenance crews about the criticalness of PM and output or
safety. (You might have to write the speech.) People attend to what they
think management thinks is important. Let them hear it from the horse's
mouth.
3.
Present the job as important. If people feel that PM is stupid, boring,
and low priority fill-in work, they are less likely to put themselves out.
4.
Let your PM mechanics themselves design the system and tasks. Train them
in reliability, TPM, and general maintenance management. Then let go of
the reins.
5.
Be explicitly certain that your PM people are fully trained. Someone with
the title maintenance person, electrician, or millwright must have the
skill to perform the PM task. A test for PM certification might be
appropriate.
6.
Improve the relationship between the mechanic and the maintenance user.
Where there is an operator such as a driver, machine operator, or building
contact person, instruct the mechanic to make personal contact. Some PM
task lists include "talk to operator and determine whether equipment
has operated normally since the most recent visit."
7.
Make it easy to do tasks. Simplify paperwork, reengineer equipment to
simplify the tasks, and route people to minimize travel.
8.
Improve accountability by mounting a sign-in sheet inside the door to the
equipment. Be sure the people who do the tasks sign a form and are
included in discussions about the equipment. When people know they might
be quizzed about an asset, they are more likely to complete their PM
tasks. When people know that an inquiry is conducted after a breakdown and
that the PM sheets are reviewed, they have motivation to complete their
tasks. (Note: Automating this process with Hand-Held PDA's and
bar-coding equipment has gained significant headway in Asset Management in
the past 24 months)
9.
Make PM a game. One supervisor got up a bit of money and bought 50-cent
gift certificates at a local fast-food restaurant. Each week he hid eight
3-by-5 cards (which said, "see me") inside equipment to undergo
PM. He traded the cards for the certificates. So when a card wasn't found,
he knew PM hadn't been done. His comment: "What people will do for 50
cents they wouldn't do for $17.50 an hour!"
10.
Give your PM professionals new, better toys (sorry — better tools, not
toys). Technology has opened up the field for sophisticated, relatively
low cost PM tools. They might include $900 for a pen-size
vibration monitor, $100 for a pocket-size
infrared scanner, or $700 for an ultrasonic
detection headset and transducer. If appropriate to the size
and type of equipment, these tools motivate the troops and increase the
probability that they will detect deterioration before failure.
11.
Stave off boredom. In any repetitive job, boredom sets in. To improve
morale, consider job rotation, reassignment, project work, and office work
such as planning, design, and analysis.
The
last key to success is to ensure that the mechanic has the information,
tools, and materials to complete the job:
1.
Actual task list, with space for readings, reports, and observations.
2.
Equipment manual (or ready access to the manual).
3.
Standard tools and materials for short repairs. 4. Specialized tools or
gauges to perform inspection.
5.
Standardized PM parts kits.
People
tend to wait till something goes wrong before acting. PM is diametrically
opposite to human nature — it doesn't happen organically. In this
article you’ll find some ways you may not have thought of to help PM
survive. |
