Up Time Magazine- February/March 2008

WDI DT% of RUN HOURS 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Figure 1 - Downtime as a Percentage of Run Hours or even years, it took decades for them to get it where it is today. In America, we can not wait for it. Unfortunately, if we can’t put it in the microwave and have it come out smelling like a roast in 30 seconds we don’t have time for it. change takes place in the people. To affect culture change in reliability, you first must affect culture change in the people. I believe most of us know this in our heads, yet we so often move forward with the program or process of the month without actually working with the people first. So, one of the most important things I would say is to start with ‘basic people care’. This is where we have struggled the most in the past and why it has taken so long to get momentum. In our journey, we did start with some basic preventive measures, and invested in some predictive technology to better understand the health of some of our critical assets, or at least, what we considered critical. Our PM program consisted of things that our maintenance folks have been doing all along. We began measuring our key metrics, Downtime as a Percentage of Runtime Figure 1), Percentage of Planned Maintenance (Figure 2), Percentage of Planned Maintenance Performed On Time (Figure 3) and Mean Time Between Failure (Figure 4). Over the last 5 years, our percentage of planned maintenance metric has increased by 60%. Most of this is due to adding a planning staff of four people in 2003-2004, the accompanying better planning and craft utilization and performing specific tasks on equipment. Currently we have seven Planners and are looking toward to having eight or nine sometime this year. This was a huge victory for us and a great catalyst for culture change. At about the same time we, as a company, went down the path of TPM, Total Productive In most organizations like ours, we have to leave what is behind us, behind us! Lose the innocence and begin moving toward what is ahead of us, which is competence with accountability. Press on toward the goal to accomplish a win-win situation for both the company and each person involved, which is what most companies should want to do. Employers are determined to figure out what makes employees, processes, and equipment more productive and more cost effective. I believe a large part of accomplishing that can be achieved by reducing the variability in each area, or in other words, by becoming more reliable. Part of that is becoming an employer of choice. Part of it centers on having a solid business plan with reliable processes, and part of it depends on our equipment reliability capability and discipline. When companies strive to build both the company’s and the employees’ capabilities at the same time, we all become winners. Our culture is so in-tuned to the next greatest thing that normally we only give things one chance to change our world until they are thrown out on the doorstep. Have you seen how we treat professional and even college coaches? If they do not have a winning record in the first or second year of their tenure they are replaced. It seems crazy for us to have to actually work at something for a while to make it work for us. TPM, RCM, TQM, coaching and so on. Our patience and maturity are so short that many times we don’t give people or processes the time they require to take root. If they don’t fix the problem in the first year, we look to the next great acronym to do it for us. We don’t ever look back and see the years that went into the Japanese efforts in the Toyota Production System. It was not months or quarters All good things take time to take root. And guess what, if they are not given the time to take root, they will wash away in every future storm your business will face. If not given time to develop a solid foundation, they will not be sustainable. You have all heard this before, but I feel it is very applicable to reliability. If it is worth doing it is worth doing right. And doing it right the first time is also much less costly than doing it over and over and never establishing a solid foundation. This is a race, but it is not a sprint, it is a marathon. History The foundation of reliability (Basic Asset Care) is essential to the prosperity of not only the reliability program, but your company. Yet, the real change does not take place in the programs or the methods. The real % of PLANNED MAINTENANCE 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 03 04 05 06 07 3 4 5 6 l0 l0 l0 l0 n n n n Ju Ju Ju Ju n Ja Ja Ja Ja Ja Ju l0 7 2003 2004 2005 2006 2007 Planners Added Figure 2 - Trend of Percentage of Planned Maintenance 70 february/march 2008

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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