Washington State Biomedical Association

Here are the first 6 Steps I recommend you take which will result in higher reliability at a lower cost per unit.

1. Determine which assets you and operations consider critical. For now, only identify the top 10%. Establish your criteria for throughput, cost of downtime, safety, environmental, and reliability. Once these assets have been established with your operations partner move to the next step.

2. On these top 10% of your critical assets, perform a PM Evaluation. Task all PMs the most critical asset requires and break each PM down to the task level. Evaluate these task to identify them in one of the following categories:

Non-value added (task does not address a failure mode or regulatory requirement)
Not enough detailed information (needs clearer/better steps and/or specification)
Re-engineer (maybe you need to move a piece of conduit so no one has to perform this PM)
Assign to operations (if they are standing at that location everyday and can be given a simple PM which has quantifiable standards on the check sheet then it should be performed by an operator)
Assign to Predictive Maintenance (Why shut equipment down to inspect when you can use PdM Technology to inspect it – be careful when hiring a contractor to do this for you, make sure they will add value to your program and evaluate them regularly)
Move to the next piece of critical equipment.
NOTE: If you say you do not have time or the skilled labor to perform any of the above steps call me, seriously, at (USA) 843-725-8378 and I will give you a few ideas which can help or send me an email at smithr@alliedreliability.com

3. Ensure all work performed on the equipment with the new PMs have work orders written for all work performed on them and that they are coded properly. If a mechanic or electrician must perform any work, no matter how small, you want a work order written. THIS IS A MUST, NO DEVIATIONS.

4. Measure the effectiveness of the equipment with new PMs. Measure PM labor hour (yes, labor hours) against Emergency labor hours and trend by week on the same graph. Post this graph where everyone can see. You’d be surprised what a positive motivator this is!

5. Measure effectiveness of all equipment in the process using Mean Time Between Failure. This is done by performing the following; dividing the number of failures (# of emergency work orders) into time. Example: Divide 3 (emergency Work Orders) into 24 hours = MTBF of 8. Post this for the total line and post the information for each piece of equipment on the line in your office and in the operations managers office. If you want my “MTBF Users Guide” send me an email at smithr@alliedreliability.com and I will email you a copy.

6. Begin developing work orders with steps (procedures), specifications, and standards (basic at first) for all critical equipment work. Assign a maintenance person 2 hours a morning to assist your planners – they can help to develop effective work procedures. (If you do not have a planner contact me directly so I can provide you ideas how to solve this issue.) The goal here is to develop corrective maintenance work orders that are consistently repeatable to standards or specifications. If done properly, this will significantly reduce your self induced failures.

Understand what I have given you are basic short term steps. Once you feel you have accomplished these steps and increased throughput and reduced cost let me know and I will provide you advice on the next steps to take.

“If you say you cannot perform all these steps, you are right, if you say you can perform all these steps, you are right. What do you think?”

If you have questions please send me an email at smithr@alliedreliability.com or call me at (USA) 843-725-8378

“Make it Happen”

Ricky Smith CMRP

www.alliedreliability.com