IN CONVERSATION WITH MRO

MRO Pro Tip 1

JUST GET STARTED

BY SUSAN LUBELL

Too many times when people or organizations set out to make improvements to their maintenance and reliability programs or want to update their strategic asset management plans to match the new company direction, there is a tendency to focus on being perfect. This results in waiting to start the improvement initiative until all the detailed information is available and decisions have been made.

That famous quote “perfection is the enemy of progress” comes to mind. The world around us is constantly changing and we can never anticipate all future scenarios.

Just get started – pick a key asset and focus on improving its value to the organization by revising its maintenance and reliability program. Identify what maintenance activities need an update and implement those changes.

It won’t be perfect; however, it will be a step in the right direction and further enhancements can be made over time.

A rolling pilot approach where improvements are made to one asset’s maintenance program or a new PdM technique is applied before rolling out to the rest of the plant or fleet enables improved performance to be measured quickly, builds the case for change, and allows flexibility in the face of an uncertain and ever-changing business context.

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MRO Pro Tip 2

THE ONE MAINTENANCE METRIC

BY PAUL DAOUST

Work identification provides a better way to measure maintenance maturity and performance by describing where the work originated rather than the typical proactive to corrective (PM/CM) maintenance ratio.

Was the work identified through proactive, structured, and deliberate means where we are managing our assets? This Proactive element should form about 80 per cent of the total work consisting of preventive (PM) 15 per cent, predictive (PdM) 15 per cent, from-PM 15 per cent, from-PdM 35 per cent, and continuous improvement work categories.

Or was the work identified in an unstructured ad-hoc and requested means where our assets are managing us? The reactive element should form about 20 per cent of the total work consisting of breakdown work 10 per cent, and all other requested work not identified through deliberate means 10 per cent.

These percentages are reliability heuristics or rules of thumb reflecting optimal maintenance type mix and are measured in hours.

The challenge is influencing the source of work coming into the maintenance hopper. Work execution management processes (prioritize, plan, schedule, execute, record and analyze) have limited influence on the type of work coming in. Our objective is to displace low-value reactive work with high-value proactive work to deliver business value to the organization by achieving the lowest sustainable cost of service.

Work identification can be the one metric to drive the right behaviors to provide deliberate management of our assets.