Jamie Urquidi, global supply chain manager with Parsable, and Hank Ward, SEE president, share their expert perspectives during the Smart Industry webinar “3 Secrets to Increase the Effectiveness of Maintenance Teams.” Here they provide a preview of their presentation, touching on operational improvements, non-productive time and quick wins with digital maintenance.
Take a look…
Smart Industry: Provide one secret to increase the effectiveness of a maintenance team.
Jaime: The first thing I would focus on would be to really spend time analyzing how maintenance
activities connect with your equipment reliability and uptime. Sometimes, we have a tendency to fill out our preventive-maintenance time to feel that we are busy fixing equipment and don’t really sit down and analyze if that is the best use of our team’s time and expertise. We can find ourselves making huge investments in time, money and people in maintenance, but wind up with a not-so-fruitful impact on reliability.
Hank: You need to get everyone talking. Your people know what’s not working well… but are they telling anyone? It’s become quite common to hear leaders claim “people are our greatest asset,” without providing the insight that inspired the comment. The fact is, people are the greatest asset in every organization, but only if they operate in a culture where their knowledge, ideas, experience and expertise are valued and processes exist to translate those things into action. When people feel they are respected and that sharing what they know is appreciated and acted upon, they care and they share.
Smart Industry: What are the most common, largest operational-improvement opportunities missed by manufacturers?
Jaime: The power of having maintenance technicians and line/equipment operators working together is sometimes overseen. We leave operating equipment to the operators and the maintenance to technicians overstating that their actions have independent effect on our operational performance. We tend to think that either team lacks expertise or understanding of the other’s work. On the contrary, if manufacturers manage to get both teams working together, they can make a huge leap. Operators know their equipment, they know the sounds, the temperatures, the best conditions to operate and deliver the best quality product. Maintenance teams know the insides on how to set them up to work best; why not put all this knowledge to work together and cross-train them? I have seen huge changes in operational effectiveness when you add these two “super powers.”
Hank: We make sub-optimal decisions every day, not because information doesn’t exist, but because we’re not ‘flowing’ it to the individuals who actually need it. In evaluating why a system isn’t operating optimally, the first two questions to ask yourself are: when are critical decisions being made and who is making them? It’s no secret that the highest-performing organizations put the decision making as close to the value stream as possible. People closest to value creation typically know best what is happening and what needs to happen. And because they are closest, they can respond soonest. But how often do we see the most important decisions being made in the office, by someone utilizing old information?
Jaime: You will actually 'know and see' what activities are being done and how they are being executed. Then you can start analyzing your procedures, sequences and effectiveness of each activity to generate focused improvements in Who, What, When, Where, Why and How maintenance work is being done and understand if that has the highest impact on your reliability and cost.
Hank: The creation of essential information. An engaged equipment owner can be a wealth of information when diagnosing what might be causing an equipment issue. The trouble is, they’re often left out of the conversation. The engaged equipment owner knows the sights, sounds, smells and feel of their equipment when its running at peak condition, and when it’s not. But as standard practice, does this insight find its way into the technician’s troubleshooting? Knowing what’s normal for a piece of equipment is a window into what ‘abnormal’ looks like, sounds like, feels like or smells like, and represents the physical evidence of eminent failure. Talk to the equipment owner.
Smart Industry: Are manufacturing leaders aware of the true damage of non-productive time?
Jaime: I think that we are all aware that it exists, but we are not capable of seeing it in such a detail that we can work with it and eliminate it. We normally are able to see big blocks of uptime and downtime but when we try to go deeper and break it into smaller pieces of data that can lead to specific phenomena, we struggle. If we were able to 'see' more detailed data on the interaction between operators, machines, maintenance and quality, then we would be able to focus on eliminating losses which are smaller but additive. This mode will generate an environment of continuously eliminating small problems that quickly add up to huge improvements. If you cannot see the details, you cannot find the root cause and eliminate your loss.