Dover - PMAR 2011 Toronto - Transition to Proactive - With Notes

8/6/2019 Dover - PMAR 2011 Toronto - Transition to Proactive - With Notes

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(c) 2007-2010 Jerry Dover, P.Eng. 1

Despite all of the methods, evidence, seminars, books and other products, afair amount of maintenance activities are still primarily reactive. This is not

due to a lack of knowledge of what to do; rather a lot of maintenance leadersfind themselves fighting for things that they take to be obvious, andfrequently losing the fight.

This short discussion is about how to adopt different tools to help make thattransition possible at various levels of the organization. BE WARNED, Im amaintenance and engineering guy, a practitioner, so my delivery is probablynot as polished, and my thoughts are not maybe as coherent as some of theexcellent presentations that youll get later. However, Ive seen a few thingsand maybe you can see some parallels in your own experience that can help.


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1st Generation: lots of manufacturing opportunities (low competition) meantlow priority on reliability. Fixing things only when they failed was not a bad

overall cost strategy, since there was lots of room for top line growth.

2nd Generation: increasing competition, especially as Europe and Japanrebuilt, meant that manufacturing costs (the bottom line) became moreimportant. Increasing automation tied production lines together, increasingthe criticality of failures.

3rd Generation: the need for lean manufacturing, JIT and mass air travel andwide-body aircraft drive the criticality of reliability and give birth to ReliabilityCentered Maintenance (RCM, developed by Nowlan and Heap at UnitedAirlines) and many supporting methods


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As we move into 3rd Generation maintenance techniques, the demandsincrease:

1. Increasing costs (databases, software, inspection equipment) requiremore management support.

2. Increasing sophistication (root cause analysis, FMEA, thermography andvibration analysis) drives the need for higher maintenance skills andengagement.

3. Increasing workloads as automation increases, requires others toshoulder the load or a shift of lower skilled tasks to operations.


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We will focus on a few of the many areas that must be targeted in order tofacilitate the transition: management support, development of the

maintenance team, support and engagement by operations, and how tocoordinate these efforts across the board.



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Soldiers are pretty attached to their weapons, and the army is notoriouslytradition-bound. Remember that during WWII there were senior officers still

insisting that there was a place for horses and cavalry on the battlefield,better than those unreliable motor transports. When I joined the army, ourpersonal weapon was the FN-C1A1 rifle. During the mid-80s, we underwenta big change of our basic personal weapons. Sure, its a top-down, orders-driven system, but it stil l takes good change management to make it happen!

FabriqueNationale C1A1: Canadian version of the FN-FAL, 7.62 x 51mmNATO (.308 cal) , 2750 fps (840 m/s), 650-750 rds/min semi-auto, range 200-600m

Diemaco C7: Canadian version of the M-16A2, 5.56 x 45mm NATO (.223 calRemington), 3000 fps (900 m/s), 750-950 rds/min semi- or full-auto, effectiverange 400m



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To help deepen our understanding, we will discuss a few of the keyopportunities and main challenges associated with each target area. We will

then move on to look as some of the enablers to success and how tomeasure that success.

Along the way Ill use examples from my experiences in variousorganizations to help illustrate the principles.



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CHALLENGES:

You need to make the time to drive the transition, and that means managingup. It takes time, but selling the value proposition is the ONLY way thatyoull get management support, and its the way youll enlist managers tohelp clear the barriers for you.

OPPORTUNITIES:

Its a given that starting small, getting the early wins, is a great means ofbuilding credibility. Under-promise and over-deliver, as the sales/golf guyssay.



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Building management support involves a lot of homework on your part, andthen doing something very non-technical: SELLING your proposal. Here are

some guidelines:

1. Match the strategy that you choose to corporate needs. Dont domaintenance for the sake of maintenance, do it for the company! If yourproblem is poor product quality and customer complaints then choose tothe strategy that will have a direct link to solving this problem.

2. Understand how decisions are made. If youre asking for money that hasnot been budgeted mid-year, or looking to change union roles partwaythrough a collective agreements term, then youre choosing to fight anuphill battle. Choose to leverage the system, and enlist the right decision-makers at the right time to support you. EXAMPLE: creating a new,hourly maintenance planner position in a unionized plant

3. $peak the right ($) language. Dont bore managers with probabilities,MTBF, and vibration-amplitude-jargon. Learn to use the language ofinvestments and returns. Can you state how your project affects thebottom line, and thus the EBITDA of your company?

4. Finally be prepared to SELL. You may not feel too clean doing it, but itworks and thats why sales people get to golf more than maintenancepeople.



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Basically this role calls for you to be a salesperson, pure and simple.

Understand how to explain the cost-benefit analyses to show the true valueof investing in maintenance, i.e. know the cost of downtime, know thefrequency and severity of your major problems, and be able to express thereturn on investment in simple terms.

DEFINITELY build your Elevator Speech, that short, seemingly impromptudiscussion that you can have with a senior leader to pitch your idea.

Doing these things can help you to get the financial and leadership supportthat you need. Youll know it when senior leaders know and can recite themantra, i.e. our proactive plant maintenance is a competitive advantage.



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The Elevator Speech is a pitch to a senior leader. It takes the form of ashort, off-the-cuff discussion that allows you to plant your ideas in the mind

of a decision maker. It must lead them to want to know more, by beingenthusiastic, concise, clear (avoid tech jargon) and really targeted at theneeds of the listener. Its a lot to pack in to the 30-ish seconds that it typicallytakes, so practise, practise, practise.

Heres a formula: Explain the business need, then describe your solution,and then reinforce the benefit.

EXAMPLE: I understand sales are sluggish during this recession, andcontrolling bottom-line costs are more important than ever. We can spend

our maintenance dollars more effectively if we had a maintenance plannerhelping me organize work, chase parts, and analyze the effectiveness of ourpreventive maintenance. Im willing to take a guy off the floor to be adedicated planner since Im confident that we will increase the wrench time ofthe remaining crew. With a bit of support to establish the new planning role,we will be able to decrease spending on parts and overtime, and we willdefinitely increase our production reliability to ensure we meet customerorders. Basically its about being less reactive and more proactive, and yoursupport for this would be really appreciated.



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Building a forward-thinking and engaged maintenance staff willing to followthrough on new initiatives by:

leveraging their experience and analytical skills to move beyond reactivemethods.

match the approach to your teams skill level, and dont attempt to pushthem too far too fast, so that the changes are PULLED

build enthusiasm through vision-setting, and lead the change by example:remember that these are DOERS, not talkers



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CHALLENGES:

Overcoming prima donna attitude tradespeople are typically higher paid and

higher educated than the operators whom they support. They speak a technicallanguage unfamiliar to the operators, which can easily lead to a superior attitude.

Easing fear of change, esp. with older workers facing new technologies or new roles

and responsibilities. Value their experience, demonstrate that technology can help,

and remove barriers when necessary. EXAMPLE: faced with an older workforce

with weak computer skills, I stopped the mechanics from using the CMMS and went

back to paper work records. One skilled planner helped input the information, and

what was a barrier to getting machine histories was removed.

OPPORTUNITIES:

Training and development to utilize predictive technologies (thermography, vibration

analysis) and techniques (root cause analysis, FMECA).Providing an environment to encourage creativity can help create an engaged

workforce.



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Off-loading of menial/low-skill tasks. EXAMPLE: we trained operators inbasic lubrication knowledge (oil vs. grease, whats in a bearing, how to

lubricate). The mechanics and the oiler became coaches and a resource forthe operators. It was a great lead-in to moving more care and feedingtasks to the operators.

Constant selling of the service attitude is critical.

Reduced MTTR on critical processes as trades get engaged in improvingtheir own work.

Less overtime: does it make sense to have your highest-paid workersgetting overtime to change filters or pump grease?



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This is truly where you must wear the hat of the LEADER.

EXAMPLE: getting mechanics in a department to list their top three mostfrustrating jobs, then together prioritizing them by risk and opportunity (safety,production loss, etc.) Allowing each tradesman in turn to run his own smallproject to improve his top choice. I had one guy pull a STACK of legal-sizedpaper full of ideas out of his toolbox where hed been collecting them foryears.



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Leadership should be SITUATIONAL. Remember that you have people with varying levels of competence, andALSO with varying levels of motivation. Here is a simple matrix to help you categorize your approach to leadingdifferent people.

Quadrant I low skills and unmotivated is dangerous in our field. Take an autocratic approach, set expectationsand use a clearly-def ined performance management method. These people may be 5% or less of your workforce,but the others will all be watching how you handle them, and their motivation may move up or down the scalebased on their impressions of how you treat the slackers.

Quadrant II low skills but an eager beaver, can develop the skills if given the coaching. Use a democraticapproach to solicit their ideas, keep them on-side, and watch them grow. If the competence is never going todevelop, then youre back to a more prescriptive leadership style.

Quadrant III one of the toughest ones with which to deal is the competent, experienced maintainer whose heart just isnt in it any more. While a collaborative, democratic leadership style may work, the emphasis must be onsetting and meeting clear expectations. They need to understand that you want all of that horsepower put to use,no coasting to retirement allowed!

Quadrant IV these are your superstars, who can be lead with a hands-off approach. Set the direction andpace, and ensure that they dont slip back to Quadrant III if they feel they are not being valued (remembermaintainers are prima donnas).



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One common method of engaging operations: maintenance forges ahead,damn the torpedoes.



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Another common method, not really recommended.

Building management support involved focusing on SELLING.

Engaging the maintenance team demands LEADERSHIP.

Now you may guess that my next suggestion, for engaging Operations,entails: COMBAT.



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Take the initiative (i.e. implementing a CMMS) without being too far out ofstep (i.e. demanding low-skill operators fill out electronic work requests).

Lead by example, so that operators want to come along for the ride.

Build a Common Vision: What does proactive maintenance offer operations,and how can they be a part of the process?



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The Marketing Approach:

First: Meet the basic expectations, by executing the basics with excellence.

Second: Delight your customers by exceeding their expectations beingproactive!

Third: Connect emotionally helping build operator ownership.



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CHALLENGES:

Easing fear of change, esp. with unskilled workers. Help them understandthat its not offloading, rather its increasing trust in them.

Overcoming complacency or frustration

OPPORTUNITIES:

More eyes and ears on the equipment earlier response to failure

Ownership of care and feeding to free up skilled maintenance time



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Basic training (eg. Autonomous Maintenance tech skills). Increasingproportion of tasks accomplished by operators will result in reduced MTTR.

EXAMPLE: RED TAGS try a Blue Tag Program for deficiencyidentification, which will drive ownership of the condition of equipment andhelp operators take action EARLY.



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Resistance to change technology gets in the way of the actual process(eg. Kraft CMMS, Central Desktop)

Proactive maintenance efforts can have a lag to the results, i.e. predictivetechnologies must build a history in order to analyze trends

Coordinating the efforts of different levels and departments through athorough CMMS process

Finance, operations and mtce all have the same info on the assets

Having solid data to sell further efforts



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Use the CMMS as the source of all knowledge, i.e. scheduling non-mtcetasks (eg: company events, sanitation, operations care and feeding)

Put your KPIs out in the open: let people know the average response time ofyour team when they put in work requests. Show them the volume of PMsbeing generated (and completed), the hours spent on emergency repairs,etc.

Alignment on mtce work priorities



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To summarize: the three tiers of engagement demand that you hone differentskills and wear different hats:


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These are not typically taught as technical skills. They need to be studiedand practised, and can NOT be neglected if you are serious about making

the transition.


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Questions?

Dover - PMAR 2011 Toronto - Transition to Proactive - With Notes

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