Plant Services - June 2008 - (Page 28)

MANAGEMENT Personnel Reengineers never rest Level 0 – Plant maintenance management process Maintenance required Enabling process Is there damage? 7.0 Master data Availability • Equipment • Resources • Materials Yes 1.0 Plan corrective maintenance 8.0 External services 9.0 Managing spare parts 10.0 Change management 11.0 Maintenace organization No Is it project related? Yes 2.0 Plan project-related maintenance 4.0 Schedule work orders 5.0 Perform maintenance and document equipment history 6.0 Track and analyze maintenance Maintenance completed Enabling process No 3.0 Plan preventive maintenance strategy 12.0 Document linking 13.0 Instrumentation management 14.0 EHS/ regulatory requirements 15.0 Disaster recovery 16.0 Business fundamentals & technical training Anheuser-Busch Packaging Group developed its Optimum Maintenance Planning Management Model through a reengineering process. The corresponding Maintenance Management Procedures are continuously revised as they ﬁnd Best Demonstrated Practices they need to share. Companies are increasingly seeking quid pro quo when making a job oﬀers or instituting pay increases, says Tom Ramsay, president of Ramsay Corp. (www.ramsaycorp.com). “Employers want to pay for knowledge, not years of experience.” Higher skills result in more eﬃcient performance. Ramsay Corp. develops tests that measure production and maintenance labor forces. Benchmarks based on local and national normative data illustrate how the mechanics and electricians compare to others. Prepackaged RESET SUBMIT or customized, the tests serve multiple purposes, including pre-employment screening, skills evaluation, promotional exams, pre- and post-training assessments, and certiﬁcation testing. “Some customers ask us to customdesign selection procedures for them. Bombardier Transport (www.bom bardier.com) has us testing for master electrical and mechanical technicians,” Ramsay says. e tests cover not only technical skills, but training, supervision and leadership capabilities. “ ere is a lot of competition for the few who have these capabilities.” 28 2. Assess skills Wise new welders Many companies are ﬁlling their skills gaps with targeted training programs, building a competitive edge with formidable in-house capabilities. This welding class attended by water and wastewater maintenance personnel at the City of Houston was one of several progressive seminars performed on-site to mitigate the retirement of seasoned personnel. Many companies look outside for training to remediate skills gaps. National Technology Transfer (www.nttinc.com), an industrial technical training provider, delivers packaged and customized seminars that employ both .PLANTSERVICES. 3. Develop knowledge lecture and hands-on strategies. In an eﬀort to head oﬀ the eﬀects of the pending retirement of an aging workforce, the City of Houston’s Public Works and Engineering Department, Public Utility Division (w w w.publicworks.houstontx.gov) turned to NTT to retrain its water J http://www.ramsaycorp.com http://www.bombardier.com http://www.bombardier.com http://www.nttinc.com http://www.publicworks.houstontx.gov http://www.PLANTSERVICES.com

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Plant Services - June 2008 Contents From the Editor Letters The PS Files Up and Running Crisis Corner What Works Asset Manager Technology Toolbox Cover Story HVAC Coatings Motors Web Hunter In the Trenches Product Picks Classifieds Energy Expert

Plant Services - June 2008

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