Up Time Magazine- February/March 2008

Preventive Maintenance vs. Emergency Maintenance Hours 180 160 140 120 100 80 60 40 20 0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr EM PM changes began immediately. In fact, a number of changes came about within the first week. Our military has great leaders who are not ashamed to admit when problems occur. However, they will not accept repeat occurrence. The Walter Reed Building 18 revelations set in motion a series of events which have changed the US Army forever. Let’s explore those events from the Facilities Management and Engineering perspective, by examining some significant findings our facilities investigation disclosed. Basically, the Walter Reed Garrison had a collapse of structured processes, leadership visibility, and, in my opinion, common sense. Figure 1 - Example of Emergency Labor Hours going up, Preventive Maintenance Labor Hours going down. This signals a problem. Processes That Failed Preventive Maintenance (PM) – The PM program the US Army developed for facilities is based on known failure modes of an asset. The program addresses how and why an asset fails, and mandates preventive maintenance accordingly. This Reliability-Centered Maintenance protocol has withstood the test of time in many Army facilities. The inspection typically is a time-based program, executed on priority ranking, and looks for the first detection of failure. Inspections examine predictive, detective, or condition based maintenance, and require strictly disciplined attention, as well as performance, if they are to be successful. No evidence appeared to demonstrate an Next, you need to identify the assets that are taking the most emergency labor hours and make those assets maintainable. You then need to protect them with a sustainable PM program, using what I call the 10% Rule of Preventive Maintenance. The 10% Rule simply states that a PM regimen is completed within 10% of the regularly scheduled intervals. An example is a PM scheduled to be executed every 30 days must be completed within three days or it is out of compliance. Two other items must follow this rule. 1) A detailed procedure with specifications must be followed on any PM procedure 2) All PMs do not need to follow the 10% Rule, only high risk assets, and these must meet 100% PM Compliance (PM Compliance is the percent of incidents during which a PM is accomplished on time). One problem you will probably find right away is inaccuracy. People may record activities on work orders or service orders without actually having performed those activities. Discipline should be a requirement, not an option. What has the US Army done since February 2007? It may have taken national headlines to get attention focused where it needed to be, but most of the people I talk to in the military agree that the attention was invaluable. With the Army’s leadership focused on the issue, Figure 2 - Stair Tread Problem, a tripping Hazard (courtesy US Army) Figure 3 - Water Leak in a Garrison Facility at Walter Reed (courtesy US Army) www.uptimemagazine.com 11 http://www.uptimemagazine.com

Table of Contents Feed for the Digital Edition of Up Time Magazine- February/March 2008

Up Time Magazine- February/March 2008 Contents Upfront Upclose: Lessons Learned from the Walter Reed Story Information Technology: Parenting and Asset Performance Infrared: It's Alive! Lubrication: A Sense of Change Maintenance Management: PdM, Standardized Motor Testing: Being Well Connected Precision Maintenance: How to be Marketable Reliability: The Voyage of Wells Dairy Ultrasound: Two is Better Than One Vibration: Diagnosing a Cracked Shaft Upgrade: A Different Kind of Journey

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