Maintenance Technology May 2015 - (Page 11)
UPTIME
was not pleased that its work
plan had been compromised.
The checkered flag
As the 24-hour shutdown
neared the 20-hour mark,
some of the smaller project
teams began wrapping up
their work. Several team
members shifted to other
teams to assist as planned. The
work packages of other project
teams were in the final stages
and on schedule. No surprises.
At hour 22, however, a
Despite their focus
on major pieces of
equipment, pit spots
and STOs are more
about teamwork
and leadership
than machines.
major problem surfaced. The
electrical-contractor work package was running
well behind schedule as the contractor completed
a major tie-in project that had started prior to the
shutdown.
The electrical-project engineer advised the
overall STO leader that the contractor work would
take another four to six hours to complete. Several
short delays occurred while the contractor waited
for other teams to provide equipment access
and support. As it was later determined, while
the electrical work package timeline appeared in
the overall STO master plan and schedule, the
contractor had not been involved in the STO
detailed planning sessions.
'Racing to the green flag'
Although the STO project cited here initially had
all the appearances of a well-oiled machine, there
were disconnects in leadership and communications
focused on common goals. Whether in
motorsports racing or plant STO projects, these are
some of the most common problems.
Remember: A plan only works when leadership
at all levels is aligned and communicating from a
common perspective focused on common goals.
In the case of this paper-mill STO, the common
perspective was the integrated master plan and
schedule that embodied the overall goals of the
event. Unfortunately, leaders on the operations and
contractor teams were not fully integrated with the
goals of the master plan and schedule.
Motorsports race teams seem to have a more
holistic view when it comes to goals. For a racecar
to be successful, every person and every group-
everyone-that touches the vehicle or makes
MAY 2015
decisions affecting it must
consider how his/her work
and decisions affect the
work of others.
Every race fan perceives
the race as ending with a
checkered flag. The winner
crosses the finish line
first. With regard to a race
team's perspective of its
work, the mantra "If we
can't finish, we can't win"
permeates the organization.
To accomplish this,
a racecar must arrive at
the track ready to race and
ready for efficient and effective pit stops. Think of
this as a "race to the green flag."
The design-engineering of the racecar and its
components must be aligned with the goals and
expectations of the race team's business goals.
The racecar must be "pit-able." In other words,
in addition to being designed for performance
and reliability, the vehicle must be designed to
enable routine pit stops in record-setting times.
Engineering teams, as well as build teams, shop
teams and the pit-crew members must all be
aligned toward common goals that will ensure a
high-performing car.
Pit stops, for the most part, are planned maintenance
downtime. Any work that can be done in
the pit stall on pit road has been planned. Every
team member, including crew chief and pit-crew
support, have trained, practiced and drilled: They
know what to do and how to approach the work.
All needed parts, tools and supplies must be at
hand.
Despite their focus on major pieces of equipment,
pit stops and STOs are more about teamwork
and leadership than machines. Efficient and effective
pit stops and STOs begin with designing and
modifying the equipment to make it maintainable.
Thorough planning and scheduling becomes the
master plan for winning the race. MT
Bob Williamson, CMRP, CPMM and member of
the Institute of Asset Management, is in his fourth
decade of focusing on the "people side" of worldclass
maintenance and reliability in plants and
facilities across North America. Contact him at
RobertMW2@cs.com.
MAINTENANCETECHNOLOGY.COM | 11
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Maintenance Technology May 2015
Table of Contents for the Digital Edition of Maintenance Technology May 2015
Maintenance Technology May 2015 - Cover1
Maintenance Technology May 2015 - Cover2
Maintenance Technology May 2015 - 1
Maintenance Technology May 2015 - 2
Maintenance Technology May 2015 - 3
Maintenance Technology May 2015 - 4
Maintenance Technology May 2015 - 5
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