Maintenance Technology April 2017 - 10

ON THE FLOOR

of PM teams is reduced failures and
workload.

Reliability Specialist,
Power Sector, Midwest. . .

Our team has an excellent rapport with
all levels of the organization.  The secret
to good rapport is to not only talk the
talk, but to walk the talk. The site's
PdM/PM program mission is to use our
knowledge and appropriate technologies on the facility's assets to provide
the operating group safe, efficient,
and reliable equipment.  In the same
manner, we are to use our knowledge
and available technologies to safely and
effectively reduce the facility's operating
and maintenance costs.

Industry Supplier, Midwest. . .

It's ugly (management rapport, that
is)! Many of my plant-floor customers
have lost budgets and been reduced to
performing reactive work, as opposed
to proactive maintenance. They're
dealing with plants that are already in
bad shape and disrepair, and answering
to management that still wants to run
full production. They have no inventories, no spares, and no orders for items
with extremely long lead times. It's not a
pretty picture. One ray of hope [a slight
improvement] is that site management
is now being forced to go to corporate
for monies and also discuss why equipment was allowed to go so long without
repair. The overall situation, though,
leads to pain and agony for those
having to do work, that, if it had been
done when needed, would have been a
simple fix, not a catastrophic fix.  

Industry Consultant,
North America . . .

There's no guarantee that upper
management has a solid understanding
of reliability excellence. This is
especially true if no executive-level
stakeholder exists. Quite often, the
focus from the top is solely on cost
management (not on failure prevention or defect elimination.) In my
experience as a consultant, a common
complaint at the working level has
focused on incoherent, ongoing

10 |

MAINTENANCE TECHNOLOGY

If you're interested in becoming
an MT Reader Panelist, email
jalexander@maintenancetechnology.com.

initiatives that aren't solidly linked to
goals. This issue could be resolved if
long-range plans were created based,
say, on ranking of each initiative by
priority and benefit and then stretching
them out over a period of time. Leadership should encourage these types of
plans for excellence, and involve plant
personnel in their definition.

Maintenance Leader
Discrete Mfg, Midwest. . .

As noted in some of my past Reader
Panel responses, maintenance used
to be the redheaded stepchild at our
facility. The problem started with the
fact that plant managers and senior
managers seemed to come and go
[change] frequently. Because of this,
"flavor of the month" programs were the
norm. This changed with the arrival of
an outside consulting firm. When upper
management listened to suggestions
and our plant-floor personnel saw that
their ideas were listened to, maintenance took ownership. This made a big
difference with proactive versus reactive
work. We're now getting our preventive

MT

maintenance work done as well. Things
are looking good.

Reliability Engineering Leader,
Process Mfg, South. . .

If I had been asked this question a
couple of years ago, I would have
characterized the relationship between
management and plant-floor teams
as indifferent. It wasn't adversarial,
but more a matter of management
viewing maintenance as a necessary
evil than a competitive advantage.  That
has changed significantly. Last year,
leadership announced PM Completion
Rate (with a target of 95%) as one of
the top metrics for the company. That
was a real game changer. Suddenly,
everybody was interested in preventive
maintenance-it had become part of
their personal-performance expectations. Respect for the importance of
scheduled maintenance compliance
made a dramatic shift, and we
exceeded our PM-completion target. 
This coming year, unscheduled asset
downtime is being added to the top
company metrics and will be reviewed
on a monthly basis by executive
management. This is a clear example of
how leadership from the top can really
drive change. MT
Go to maintenancetechnology.com to
read a very expanded version of this
month's "On the Floor" discussion.

Tip of the Month | APRIL 2017

"Add RED and GREEN colors to the face
of standard pressure gauges. This allows
anyone who looks at or takes readings on a
single gauge (or dozens) to tell right away if
a pressure is too low or too high. I've worked
on equipment and in test labs where this little
addition could have saved a lot of time and
money, and helped any operator."

Tipster: Plant Engineer, Institutional Facilities,
Midwest (an MT Reader Panelist)

What about you?
Tips and tricks that you
use in your work could be
value-added news to other
reliability and maintenance
pros. Let us help you
share them. Email your
favorites to MTTipster@
maintenancetechnology.
com. Who knows? You
might see your submission(s)
highlighted in this space at
some point. (Anyone can
play. You don't need to be an
MT Reader Panelist.)

APRIL 2017


http://www.maintenancetechnology.com

Table of Contents for the Digital Edition of Maintenance Technology April 2017

Maintenance Technology April 2017 - 1
Maintenance Technology April 2017 - Cover1
Maintenance Technology April 2017 - Cover2
Maintenance Technology April 2017 - 1
Maintenance Technology April 2017 - 2
Maintenance Technology April 2017 - 3
Maintenance Technology April 2017 - 4
Maintenance Technology April 2017 - 5
Maintenance Technology April 2017 - 6
Maintenance Technology April 2017 - 7
Maintenance Technology April 2017 - 8
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Maintenance Technology April 2017 - Cover3
Maintenance Technology April 2017 - Cover4
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