Jason Anderson, Drylock Technologies Ltd. Joel Lynam, Dana ...

Maintenance and reliability training, innovation and education

Joel Lynam, Dana Inc.Jason Anderson, Drylock Technologies Ltd.


See continuous vibration, electrical and thermal imaging data from Fluke sensors in eMaint CMMS. Stop by the Connected

Reliability Lab (Small Palms Foyer) to learn more.


● 36 + years Maintenance Experience ● 11 years US Navy – Firecontrolman 1st class

– MK 15 Phalanx Close In Weapons system – CIWS 1983 to 1994

● Worked for :○ Westinghouse Electric Co. – (13 years field service

and Maintenance Supervisor )○ Advance Technology Services ( Caterpillar / Berner

foods)○ Wabash National ○ Armour Eckrich ○ FCA ○ General Mills○ Timken Drives – and now Dana Inc.

● Worked up from the Field / Floor to Management

● BBA in Management – 2006● Sauk Valley Community College

Multicraft Extended Internship Program Board

● Whiteside Area Career Center Manufacturing Education Center Advisory Board

● Have completed four CMMS start ups – SAP, E-factory Pro and eMaint

● Married with 4 children and 4 grandchildren

● Outdoors, Home projects, History● Fluke History dates back to 1981 –

Fluke park in Everett


● Maintenance Manager at Drylock Technologies Ltd. in Eau Claire Wisconsin

● Professional maintenance background started with industrial laser repairs in the 90s and in the early 2000s

● Accepted an opportunity with a company setting up work order and inventory systems for companies

● Eventually his path led him to Presto Absorbent Products Inc (now Drylock Technologies Ltd) where he took on the challenge of transforming maintenance from predominantly fire fighting to proactive/predictive maintenance with a goal of achieving world class maintenance

● Along this path he discovered eMaint and partnered with them as his maintenance software of choice because of their training, flexibility, and support structure.


● Founded 1959 – Chain Belt

● 60’s Major OEM Supplier

● 70’s and 80’s - Product Expansions, Continuous Company Improvements

● 90’s - Product Expansions

● Continuous Company Improvements

● 2003 Exited relationship with ACA members (Rexnord)

● Increased End-user Focus Thru Industrial Distribution

● 2008 Purchased by RLSI – Drives, LLC

● 2011 – Acquired by Timken and became Timken Drives LLC


● Driveshaft production startup in 1982● Present facility constructed in 1989 36,000 Square

feet,1 acre under roof ● 3.5 acres total ● 2018 Sales of $35m

Safety● 2485 days without lost time incident (almost 7.5

years)○ 43 Employees

■ Plant Leadership 4■ Plant Salaries 7■ Hourly Indirect 6■ Hourly Direct 26


Drylock Technologies Ltd, designs, manufactures, and sells disposable adult incontinence products.

One of the most critical challenges for Drylock was creating a change from firefighting to a more proactive maintenance culture. To support this shift, Drylock wanted a CMMS system to link pictures, procedures, and documents to work orders. They also needed the ability to export data from the system when necessary. When Jason found eMaint, he leveraged the system’s robust feature set to receive buy in from management.


● First ever Maintenance Manager

● Built the Department from existing resources – each department had mechanic.

● Quickly identified need for some structure / system

● Identified Talent in the “Team” to leverage

● Set up Temporary “ Maintenance Tracker” rolled out to Departments for use – Excel sheet based

● Went looking for CMMS options – Selected eMaint !

● Three months of hard sell to Corporate – SAP resistance

● Signed agreement in October of 2016 - Began implementation

● Implemented and went live January 2017

● Began Setting expectations and completed Inventory add in March 2017 – Fully Implemented!!


1. Top Three lessons learned in Implementation of eMaint for teams to Departments – What to look out for and issues to be expected and potential barriers.

2. Maintenance Team Growth and Development - Maintenance and Reliability Centered Maintenance Skills development.

3. Managing By Numbers – Using eMaint to report the metrics and show the potential return on investment.


1. Develop a Plan for the Change Management in Process for Departments

○ Work orders and planning work – May be a learning curve to overcome

○ Work order requests to Work orders – what it takes to make it work –Smoothly

○ What is Reactive vs. Corrective and what sets the priority

○ What is a Project vs. a Repair or PM work order

○ Who runs the Projects – Engineering or Maintenance ? – What are the Rolls

○ Track progress and provide feedback –reports and metrics


2. Setting Expectations for the Maintenance Team

○ Work orders – If it happened it needs a work order – no exceptions

○ Data driven decisions need Data – Enter Parts, History, Time and Lost Time – Every time!

○ Timely Close out and Downtime tracking - Attention to Details and Timely entries

○ PM / PdM – Priority and process – importance of follow up and documentation

○ Scheduled work and Reactive work - tracking the expectations and costs.

○ Feedback and Metrics – Showing improvement and accountability


3. Partnership with the Purchasing and Inventory Team – Linking for Success

○ Maintenance is only as strong as its MRO support – Parts Needed = Downtime

○ Inventory management and Kitting – must have for long-term success

○ Knowing the asset ranking and critical parts needed = ABC ranking asset management

○ Tracking parts costs to asset – ensure accountability of all stakeholders.

○ Use the approval group process to the greatest advantage – linking to work orders.

○ Ask for support and help – use all the resources available.


● Maintenance Team Growth and Development - Maintenance and Reliability Centered Maintenance Skills development .

○ Identify your Strengths – Identify your Challenges – Clear Expectations + Accountability = Success

○ Find the best and encourage – Develop the team, Reward the right behaviors, Teach with metrics, and they will perform with time.

○ Partnership for future success – Network, get involved and look to the future now - we need to engage with education (early) to ensure our success for the future.

○ Embrace Technology – Just look and realize that its in the palm of your hand - LEVERAGE THE CAPABLITY! Its already there.


● Managing By Numbers – Using eMaint to report the metrics and show the potential return on investment.

○ Use Reporting to produce real-time Metrics – if its happening now its relevant.

○ Top Hot Buttons – Downtime, Labor Utilization/Lost time, PM completion / Follow up

○ Dashboard – Your window to the Data – My top 4 = Weekly completion + open PM + Work Order Mix and Down Equipment.

○ Downtime – Real time and Average and top 5 Prado

○ MTBF – Shows the departments what the real picture is.

○ Have Several Dashboards – Have reports ready each day in and sent to stakeholders.


Download session slide decks and documentation at


Construction Light(10 Series, SPL)

Mining(Wing Series)

Construction/MiningHeavy Duty(Wing Series)

Construction/MiningHeavy Duty(Wing Series)

Light Duty(10 Series, Compact, SPL)

Forestry(Wing Series)

Military(Wing Series, Compact, SPL)

Industrial Applications(Industrial, Compact)


● Carbon steel● Chrome Pin● Silver Shield● Stainless Steel chain


Wing Series Shaft10,000 units/year

SPL Shaft10,000 units/year

10 Series Shaft30,000 units/year

Brake Drum Assembly

Jason Anderson, Drylock Technologies Ltd. Joel Lynam, Dana ...

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