Paper360 - July/August 2015 - (Page 22)

millwise | INSIGHTS It's hard to beat experience. In this and future issues of Paper 360° we will pass along more insights of Jay Shellogg and other experienced M&R individuals. From Reactive to Proactive JAY SHELLOGG My experience has taught me that most folks working in the pulp and paper industry don't have an understanding of what it takes to change a reactive maintenance department to a proactive and reliable one. Two key areas must be addressed for reliability to take root and be sustainable: mill culture and the principles of reliability. I once had dinner with the a paper machine production manager where we talked about the need to change from a reactive maintenance culture to one that engaged the entire organization in proactive reliability - from the mill manager to the janitor. I told him that any real culture change takes planning, time and commitment. But he pushed back and said, "We don't have time, we have to change now." I empathized with him, but asked if he had ever experienced an effort at a mill to install a new way of doing things where the champion of the change - by either position, character or force of will - made the change happen, only to see the organization revert back to its old ways when the champion left or was reassigned? The production manager grew frustrated and finally excused himself from dinner. The next day I was at the mill for a tour and the place was in turmoil from a breakdown overnight. Mid-morning I was summoned to the production manager's office, where I found him exhausted from the breakdown and frustrated by my comments from the night before. I braced for a verbal assault, but to my surprise he said, "After I left our dinner, I thought about your question. I was that champion of change in the last three mills where I worked, and in every case, after I left, those mills returned to their old ways. I don't want that to happen here." We then had a very productive discussion about culture change management and the steps required to bring it about. Some of the things I have learned from my years in a mill (many obvious) are: 22 Paper360º JULY/AUGUST 2015 "The human senses are capable of detecting about 80 percent of failed states, and often human senses are all that are needed to detect equipment problems." * About 80 percent of equipment failures occur randomly with respect to age of the equipment. * Most equipment failures follow a degradation curve known as the P-F interval. * The human senses are capable of detecting about 80 percent of failed states, and often human senses are all that are needed to detect equipment problems. * The people who work closest to failing equipment are the subject matter experts (SME) on that equipment. * Data is not required in order to begin reliability work, only the SME knowledge. * It is vital to take into account how a failure affects safety, environment, quality and/or production, and under no circumstance allow consequence of failure to determine frequency of inspection. * As risk is inherent in everything we do, we must define what level of risk is tolerable. * We must understand what our equipment "can" do vs. what we "want" it to do. * Failure modes (root causes of failure) occur in three ways: suddenly, over a period of time and hidden. Jay Shellogg spent the last 16 years of his career working at a large pulp and paper mill, primarily as a senior environmental engineer and maintenance/reliability superintendent. During that time he encountered many challenges that in his own words, "some I overcame and some I didn't." Contact Jay Shellogg at:

Table of Contents for the Digital Edition of Paper360 - July/August 2015

Over the Wire
Augmented Reality
Root Cause Problem Elimination…or Only Analysis?
Steam Profiler Gets New Lease on Life
Maintenance Showcase
From Reactive to Proactive
TAPPI Journal Summaries
Kemira Expands its Global Business and Humanitarian Reach
Consolidation Watch
Association News
PEERS Offers Opportunities for Optimization
Online Exclusives
Index of Advertisers

Paper360 - July/August 2015