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 http://www.MAINTENANCETECHNOLOGY.COM

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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Maintenance Technology May 2015 - Cover3
Maintenance Technology May 2015 - Cover4
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