Paper360 - March/April 2018 - 65

| LEADERSHIP

Leadership in Maintenance:
Where Do We Start?
TOR IDHAMMAR

One interesting part of being a consultant is that you get to see a lot of similar
reliability and maintenance management
projects being launched in different countries
and industries.
At IDCON, we are currently working with
seven paper companies, two gold mines,
a bakery, a municipal water facility, a corn
processing company, several different chemical plants, an engineered wood company, a
port, a PET bottle recycling plant, an airport,
and a pharmaceutical plant. Our clients are in
the US, Canada, Mexico, Peru, Sweden, Israel,
South Africa, Austria, New Zealand, Chile,
and France. As you can imagine, the culture
and technical variation is a quite large span.
The question of how to start the improvement in reliability and maintenance management comes up in all of these projects. Many
hope there is a simple list of the best order to do
things. Unfortunately, it is not quite that simple.
A number of factors influence the starting point
for a reliability improvement process in a mill.
Let's divide the different factors into two
aspects: "technical" and "cultural." By technical, I mean improvement of work processes
and actions in areas such as lubrication,
alignment, planning, scheduling, condition
monitoring, etc. By cultural, I mostly refer to
change management and people's behavior.
TECHNICAL IMPROVEMENTS
Improving maintenance comes down to
doing two things in a cost-effective way:

reducing the amount of repairs; and executing the repairs more effectively.
Item 1 is done by prevention of failures
through better lubrication, alignment, balancing, operating procedures, quality repairs,
doing root cause elimination of problems,
and other preventive techniques.
Item 2 is achieved by better work management (including planning and scheduling).
To be able to manage work, we need to have
condition monitoring, and a good bill of
material to easily find our spare parts, etc.
Work management must come early in
the mix for the simple reason that all maintenance work-including lubrication, repairs,
and improvements-should go through that
process. If we don't have basic work management, the team will be too disorganized
to find time to work on improvements. The
team will be reactive. We also need condition
monitoring; otherwise, we have no lead time
to manage the work (plan and schedule it),
so basic condition monitoring needs to be
established early in the project.
Make sure you have basic work management and condition monitoring (look, listen, feel, smell) in place first. If you have a
dedicated lubrication team that is left alone
to do its work, consider adding lubrication
to the early mix.
Where you start is highly dependent on
where you are today. So, while the advice here
may or may not apply to you, it makes sense to
ask yourself if you have the first pieces in place.
If so, you may move on to improved condition
monitoring and work management "Level 2"-
in other words, start looking at Bill of Materials,
Spare Parts Management, and Root Cause.
CULTURAL IMPROVEMENTS
The cultural factor is more important and
it is often overlooked. The projects that are
successful have the following:

1. A plant management team (mill manager, operations manager, and maintenance manager) that DRIVES the
improvement of work processes forward
with a constant purpose.
2. A mill team that accepts the direction of
leadership and implements the direction
on the floor.
Thousands of leadership books explain
how to do this better than I can explain it
in this limited space. Yet the "red thread"
that I have seen through all successful projects is employee and leadership involvement from the start. People don't mind
change, but they don't like being changed.
Therefore, it is critical to involve people
early in the project, including the decision
of where to start the reliability improvement initiative.
For example, if you have buy-in to start
condition monitoring, but hesitation around
work management, perhaps you start with
condition monitoring to get the momentum going. Maintenance is 90 percent about
people and their behavior.
In the technical aspect, start with work
management and condition monitoring if
you don't have this in place already. Basic
lubrication should be improved early on
if you have a lot of rotating equipment.
Root Cause, Craft Skills, and Spare Parts
Management functions are important, but
unless you have control over the basics, there
will be no time to work on these things.
I believe the cultural aspect is most
neglected and I think it is much more important than the technical aspect. The truth
is, if you get people involved and willing to
improve, you will get the improvement in
the end, regardless of where you start.
Tor Idhammar is president, IDCON Inc.
Reach him at t.idhammar@idcon.com.
Paper360º MARCH/APRIL 2018

65



Table of Contents for the Digital Edition of Paper360 - March/April 2018

Setpoint
Over the Wire
The Importance of Safety Training
Data & Decision Making
RISI European CEO of the Year: DS Smith’s Miles Roberts
Buckman’s Junai Maharaj on ‘The Art of the Possible’
Fapajal Tissue: Old, New & Customer-Centric
Progroup Turns 25
PIMA, Paper360° Co-Host Executive Panel
Creating a Lignin Culture
Benefits of Drive-Through Design
Sustainability as Business Leverage
CIPTE Show Highlights Innovation and Sustainability
TAPPI Journal Summaries
Leadership in Maintenance: Where Do We Start?
As a New Reliability Engineer, Are you Confused About Your Role?
R&M Tips
Paper and Board Have Key Roles in the Future of Packaging
Global Paper and Paperboard Demand Growing Despite Declines in Graphic Paper
PPI Awards Showcase Industry Excellence
TAPPI News
ASPI News
Index of Advertisers
Paper360 - March/April 2018 - intro
Paper360 - March/April 2018 - ebelly1
Paper360 - March/April 2018 - ebelly2
Paper360 - March/April 2018 - cover1
Paper360 - March/April 2018 - cover2
Paper360 - March/April 2018 - 3
Paper360 - March/April 2018 - 4
Paper360 - March/April 2018 - 5
Paper360 - March/April 2018 - Setpoint
Paper360 - March/April 2018 - 7
Paper360 - March/April 2018 - 8
Paper360 - March/April 2018 - Over the Wire
Paper360 - March/April 2018 - 10
Paper360 - March/April 2018 - 11
Paper360 - March/April 2018 - The Importance of Safety Training
Paper360 - March/April 2018 - 13
Paper360 - March/April 2018 - Data & Decision Making
Paper360 - March/April 2018 - 15
Paper360 - March/April 2018 - 16
Paper360 - March/April 2018 - 17
Paper360 - March/April 2018 - 18
Paper360 - March/April 2018 - 19
Paper360 - March/April 2018 - 20
Paper360 - March/April 2018 - 21
Paper360 - March/April 2018 - 22
Paper360 - March/April 2018 - 23
Paper360 - March/April 2018 - 24
Paper360 - March/April 2018 - 25
Paper360 - March/April 2018 - 26
Paper360 - March/April 2018 - 27
Paper360 - March/April 2018 - 28
Paper360 - March/April 2018 - 29
Paper360 - March/April 2018 - 30
Paper360 - March/April 2018 - 31
Paper360 - March/April 2018 - RISI European CEO of the Year: DS Smith’s Miles Roberts
Paper360 - March/April 2018 - 33
Paper360 - March/April 2018 - 34
Paper360 - March/April 2018 - 35
Paper360 - March/April 2018 - Buckman’s Junai Maharaj on ‘The Art of the Possible’
Paper360 - March/April 2018 - 37
Paper360 - March/April 2018 - 38
Paper360 - March/April 2018 - 39
Paper360 - March/April 2018 - Fapajal Tissue: Old, New & Customer-Centric
Paper360 - March/April 2018 - 41
Paper360 - March/April 2018 - 42
Paper360 - March/April 2018 - 43
Paper360 - March/April 2018 - Progroup Turns 25
Paper360 - March/April 2018 - 45
Paper360 - March/April 2018 - 46
Paper360 - March/April 2018 - 47
Paper360 - March/April 2018 - PIMA, Paper360° Co-Host Executive Panel
Paper360 - March/April 2018 - 49
Paper360 - March/April 2018 - Creating a Lignin Culture
Paper360 - March/April 2018 - 51
Paper360 - March/April 2018 - 52
Paper360 - March/April 2018 - 53
Paper360 - March/April 2018 - Benefits of Drive-Through Design
Paper360 - March/April 2018 - 55
Paper360 - March/April 2018 - Sustainability as Business Leverage
Paper360 - March/April 2018 - 57
Paper360 - March/April 2018 - CIPTE Show Highlights Innovation and Sustainability
Paper360 - March/April 2018 - 59
Paper360 - March/April 2018 - TAPPI Journal Summaries
Paper360 - March/April 2018 - 61
Paper360 - March/April 2018 - 62
Paper360 - March/April 2018 - 63
Paper360 - March/April 2018 - 64
Paper360 - March/April 2018 - Leadership in Maintenance: Where Do We Start?
Paper360 - March/April 2018 - As a New Reliability Engineer, Are you Confused About Your Role?
Paper360 - March/April 2018 - R&M Tips
Paper360 - March/April 2018 - Paper and Board Have Key Roles in the Future of Packaging
Paper360 - March/April 2018 - 69
Paper360 - March/April 2018 - Global Paper and Paperboard Demand Growing Despite Declines in Graphic Paper
Paper360 - March/April 2018 - 71
Paper360 - March/April 2018 - PPI Awards Showcase Industry Excellence
Paper360 - March/April 2018 - 73
Paper360 - March/April 2018 - 74
Paper360 - March/April 2018 - 75
Paper360 - March/April 2018 - 76
Paper360 - March/April 2018 - 77
Paper360 - March/April 2018 - 78
Paper360 - March/April 2018 - TAPPI News
Paper360 - March/April 2018 - 80
Paper360 - March/April 2018 - ASPI News
Paper360 - March/April 2018 - Index of Advertisers
Paper360 - March/April 2018 - cover3
Paper360 - March/April 2018 - cover4
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