Why should you use repeatable maintenance procedures?
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Transcript of Why should you use repeatable maintenance procedures?
Copyright 2013 GPAllied
Presented by: Ricky Smith, CMRP
Why Use Repeatable Procedures
Copyright 2013 GPAllied
Why Repeatable Job Procedures? Description Probability
General rate for errors involving very high stress levels - Maintenance 30%
Complicated non-routine task, with stress 30%
Supervisor does not recognize the operator’s error 10%
Non-routine operation, with other duties at the same time 10%
Operator fails to act correctly in the first 30 minutes of stressful emergency situations 10%
Errors in simple arithmetic with self-checking 3%
General error rate for oral communication 3%
Failure to return the manually operated test valve to the correct configuration after maintenance 1%
Operator fails to act correctly after the first few hours in a high stress scenario 1%
General error of omission 1%
General error rate for an act performed incorrectly 0.3%
Error in simple routine operation 0.1%
Selection of the wrong switch (dissimilar in shape) 0.1%
Selection of a key-operated switch rather that a non-key-operated switch (EOC) 0.01%
Human performance limit: single operator 0.01%
Human performance limit: team of mechanics performing a well-designed task 0.001%
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Why Repeatable Procedures?
“not using repeatable, effective procedures results in monetary losses”
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How good are you at performing work to standard?
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Do you sometime miss what is important?
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It isn’t what you know that will kill you, it what you don’t know that will
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Could everyone perform a task the same way?
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Does your team experience Human Induced Failures
Time
Infant Mortality Pattern F = 68%
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Reactive Maintenance Attributes • Ineffective or No Planning and Scheduling • PM Compliance has a wide variance • Performing PM on Equipment that continues to
breakdown • Overnight deliveries sit for weeks, months • Everyone works as hard as they can with little if any
movement seen toward proactive • Storeroom is Chaos (people standing in line at
7:00am waiting on parts)
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What percent of your failures are human induced? • 10% • 20% • 50% • 70% • Studies say 70-80% • What percentage can we stop or reduce? • How can you reduced them? • Do you have the discipline? • Can you change the way every thinks – top to
bottom in the organization?
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Maintenance Issues • Most maintenance staff actually work 2-4 hours a day
- Effective Direct work is low – Lack of effective Planning – Lack of effective Scheduling
• 70-80 % of equipment failures are Human-INDUCED – Not using a Torque Wrench – Not knowing specifications – Not having the right part at the right time – Improperly handling and installing bearings – No Repeatable PM, Corrective, Lube Procedures
Is this problem serious? It cannot be that bad!
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“Your system is perfectly designed to give you the results you get”
– W. Deming PhD
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“We have learned to live in a world of mistakes and defective products as if they were necessary to life”
– Dr. W. Edward Deming
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“A Proactive Reliability Process is a supply chain. If a step in the process is skipped, or performed at a substandard level, the process creates defects known as failures. The output of a healthy reliability process is optimal asset reliability at optimal cost.”
― Ron Thomas, Retired Reliability Director, Dofasco Steel
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Effects of Improper Installation or Maintenance
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Early Identification of a Defect
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How do we resolve this Problem?
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Developing and Executing Work Procedures? • Quantitative Preventive Maintenance • Corrective Maintenance • Operator Care • Lubrication
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Why are Work Procedures Important?
• Repeatable process • Capture knowledge • Train new employees • Reduce self induced failures
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Implement a Repeatable Process • What is required to ensure you have a repeatable
process? – Step by Step Procedures – Specifications / Standards – Required Parts – Potential Parts – Special Tools (Core Drill) – Special Equipment (60 JLG Lift) – Craft and Number of Each Craft – Special Permits
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We want to Capture Knowledge • Knowledge from Experience maintenance personnel • Knowledge gained from RCA • Knowledge gained from similar work • All RCM and FMEA results
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Train “New” Employees (What about current employees?)
• Use work procedures as training tool • Ensuring everyone is trained to same standard • Ensure everyone is trained and qualified to use
special tools • If new information presents itself, change the
procedure • Use for qualification and certification
– Critical Procedures • Rebuild a large worm drive gearbox • Clean hydraulic reservoir
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Reduce (eliminate) Self Induced Failures (70-80%?)
• What are your current self induced failures – Use Failure Codes, Cause Codes, and Action
Codes – Measure Rework – Measure Mean Time Between Failure
• Ensure everyone employs the same standards, specifications
• Ensure all work is repeatable • Ensure the right tool is applied in the proper manner
– Torque Wrench, Bearing Heater, etc.
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At What level should procedures be written? • Lowest level conceivable • Simple – Apply KISS Method • Complexity if acceptable as well if required
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1st Step Begin the conversation
Tool Box Talk - https://app.box.com/s/7ncbvjr9ndsbpzdyvqii
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Introduction to Human Factors Engineering
Do you see the problem? Are you going to solve the problem
•HFE - 26
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Steps to success • Awareness
• Begin the conversation – Tool Box Talk • Action
• Train a couple maintenance personnel as procedure specialist
• Develop new procedures on critical assets first • Measure the results and post for all to see
(good or bad) • Adjust as needed • Continue the journey