Maintenance Management: August 2009 Archives

Enhancing Safety, Productivity and Culture
by Mike Bresko

Let's face it, we all face tough challenges.  Competitive pressures continue unabated.  Prices are too low, and costs are too high.  Companies strive to reduce costs. Some look to improve technology.  Some reduce headcount.  Too few have become operationally excellent.  Costs pile up in the form of defects and waste.  Consider these all-too-familiar situations:

•   Output does not meet its potential due to crew-to-crew variations.
•   Utilization suffers because product changeovers take too long.
•   An important part cannot be found, so another is rushed in.

Companies attempt to improve through Lean, Six Sigma, or Total Productive Maintenance initiatives.  However, studies since 1998 report that two-thirds of these initiatives fail to meet the expectations of company leaders.  Learning about the methods isn't the challenge, putting them into daily practice is, as evident in these situations:

•   Process improvements often backslide.
•   Continuous improvement is just a phrase.
•   The methods of the initiative aren't institutionalized.

The root of these failings is the inability to achieve culture change.  An Aberdeen Group survey (2005) reinforced this conclusion when it found that significant culture change remains the top challenge in over 80% of the companies surveyed.

One Answer is 5S

Some companies beat the odds and foster strong, positive cultures.  Danaher and Toyota are two of the better known examples.

The method of 5S is one way to engage people and contribute to culture change.  5S is a visually-oriented system of cleanliness, organization, and arrangement (Figure 1) designed to facilitate greater productivity, safety, and quality (Figure 2).   It engages all employees and is a foundation for more self-discipline on the job for better work and better products.

5S is a foundation for more disciplined actions.  If workers cannot even put a tool back in its designated location, will they follow standards for production?  Its visual nature makes things tat are out of place stick out like a sore thumb.  And, when properly supported, it builds a culture of continuous improvement.  The benefits of 5S are:

•   Cleaner and safer work areas -- when a work area is clean and organized tripping
    hazards and other dangers are eliminated.

•   Less wasted time through more workplace organization -- when tools and materials are
    accessible and orderly, workers need less time to "go get" and less time to search.

•   Less space -- when unneeded items are eliminated and the needed ones are organized,
    required floor space is dramatically reduced.

•   Improved self-discipline -- the 5S system, especially its visual nature, makes abnormal
    conditions noticeable and makes ignoring standards more difficult.

•   Improved culture -- when 5S is applied systematically, it fosters better teamwork
    and enthusiasm.

People like to work in a well-organized and clean environment.  They feel better about themselves and better about their work, and they restore the self-discipline that is found in winning teams.

What are the 5S's?

5S consists of:
•   Sorting -- separating the needed from the unneeded.  Sorting activities aim to
    eliminate unneeded items from the work area and to perform an initial cleaning.

•   Simplifying -- a place for everything and everything in its place, clean and ready for
     use.  Simplifying arranges the workplace to ensure safety and efficiency.

•   Systematic Cleaning -- cleaning for inspection.  Systematic daily cleaning and inspection
    of work areas and equipment help you understand current conditions and determine if
    corrective action is required.

•   Standardizing -- developing common methods for consistency.  Standardizing
    aims to make abnormal conditions noticeable and to document agreements
    to ensure consistency and sustainability.

•   Sustaining -- holding the gains and improving.  Sustaining is aimed at maintaining the 
    improvements from the other 5S activities and improving further.

Implementing 5S

Often, companies mistakenly view 5S as a housekeeping activity.  Housekeeping is housekeeping, not 5S. 5S is a visual system and a system for engaging employees.  5S must be a team effort and the results must enable anyone to "tell at a glance" what is right and what is out of place.  It also must make doing the work easier.  Implementing 5S occurs in two phases: initial implementation and later refinement.

Since organizing is a key to 5S, eliminating unneeded items comes first.  It is wasteful to find a home for something that is not needed.

Sorting -- Sorting clears the deck for the remaining activities.  It can often take weeks to accomplish in any given area or department.  The steps of sorting are:

•   Establish criteria for what is not needed. For example, if something hasn't been used
    for a year, it may be a candidate for disposal.

•   Identify the unneeded items and move to a holding area.

•   Dispose of the not needed items, either by transferring to a department that needs
    them, selling them, or discarding them.

•  Conduct an initial cleaning.

Once the initial sorting is completed, the natural sequence is to get the work area organized.  Simplifying, systematic cleaning, and standardizing go hand-in hand.  Simply simplifying - organizing the work - area will deteriorate if the standards are not set.  The next paragraphs cover each "S" separately, but they work as a system, and must be performed at the same time, or nearly so.

Simplifying -- Simplifying finds a home for everything.  The home should be where the item will most efficiently be stored.  Frequently-used items must be as close to where they are used as possible.  The steps of simplifying are:

•   Determine a location for each item based on frequency of use and proper safety zone 
    (decreasing the likelihood of strain injuries, for example).

•   Develop shadowboards and label items - a home for everything.

•   Determine how to replenish supplies.

•   Document layout, equipment, supplies, and agreements for returning items to
    their homes.

Systematic Cleaning -- Systematic cleaning provides a way to inspect, by doing a clean sweep around a work area.  This means visually as well as with a broom or rags.  The idea is make the job of doing daily cleaning and inspections easier.  The steps of systematic cleaning are:

•  Identify points to check for performance.

•  Determine acceptable performance.

•  Mark equipment and controls with visual indicators (e.g., gauges show
   the correct range).

•  Conduct daily cleaning and visual checks.

Standardizing -- Standardizing assures that everyone knows what is expected.  Since the workplace team establishes the standards, everyone should have had some involvement in establishing the 5S in their work area.  Still, it is important to make these standards very clear.  The steps in standardizing are:

•   Establish a routine check sheet for each work area.  The check sheet is like a pilot's
    pre-flight check list. It shows what the team should check during self-audits.

•   Establish a multi-level audit system where each level in the organization has a role
    to play in ensuring that 5S is sustained in the work areas and that the 5S system
    evolves and strengthens.

•   Establish and document standard methods across similar work areas.

•   Document any new standard methods for doing the work.

Sustaining -- Sustaining is usually thought of as the toughest "S."  However, it doesn't need to be.  The trick is to let the 5S system work for you.  When you get to this point, you should have engaged everyone in the work area during 5S activities and have a "tell at a glance" visual workplace.  If this is so, then sustaining is much easier.  That is important, but not sufficient.  A more systematic way to prevent backsliding and to foster continuous improvement is needed.  The steps of sustaining are:

•   Determine the 5S level of achievement - the overall grade.

•   Perform worker-led routine 5S checks using the 5S check list.

•   Address backsliding and new opportunities found during routine checks.

•   Conduct scheduled, routine checks by team leads or supervisors or by people
    from outside of the workgroup.

•  Perform higher-level audits to evaluate how well the 5S system is working overall.
   For example, are there systemic issues with sustaining 5S?  Often, the company's
    safety committee is an excellent body for conducting these audits.

It is through sustaining activities that the practice of 5S is refined.  When items aren't returned to their homes, the cause is most likely to be that the home was inconvenient.  When the work team addresses these problems, they improve the sustainability of 5S and, more importantly, they improve safety, morale, and productivity.

Measuring the 5S Level of Achievement

Applying the adage, "what gets measured gets done", 5S uses a five-level maturity matrix to grade the 5S level (illustrated in Figure 3).  To illustrate the use of the matrix, look at the levels from I to V for Simplifying.  Level I is a typical starting level where the work area is an unorganized mess.  Achieving Level II for Simplifying requires that needed items are safely stored according to frequency of use.  Frequently-used items should be close to the point of use.  Achieving Level III requires that the correct quantities of those items have a clearly marked home.  Often work areas can achieve this level relatively quickly by installing shadowboards (outlines showing visually where items belong).  Levels IV and V require additional refinement.  Level IV requires that the number of items in an area are minimized.  That means fewer consumables, fewer files or paperwork, and fewer tools.  Level V requires that anyone, even people unfamiliar with the area, can retrieve any needed item within 30 seconds and with minimal movement.  The overall 5S Level of Achievement is the lowest level attained for any of the S's.  5S is only as good as its weakest link. If a work area has not addressed Standardizing and Sustaining, no matter how high the level achieved for the other S's, the area will eventually revert to a non-5S state.

Conclusion

Although 5S will not solve today's competitive challenges, it does provide a solid foundation for achieving operational excellence. In fact, some world-class companies claim that there can be no improvement without 5S.

The teamwork and discipline built through 5S improve worker-to-worker and worker-to-manager relationships. When people see that what they do makes a difference, and when they see that they have eliminated wasteful practices, their pride grows. This is perhaps the greatest benefit of 5S.

Mike Bresko is a Lean Six Sigma Master who coaches and instructs practitioners, front-line associates, and executives; and guides clients to accomplishing and sustaining operational excellence.  He has performed both Lean Six Sigma as well as Maintenance and Reliability conversion projects; and is an experience senior-level executive who is also a hands-on practitioner of process excellence.  Mike has 30 years of industrial experience 15 being at Alcoa and the last 13 being with GPAllied or its parent.  While at Alcoa, Mike held positions in product engineering, strategic planning, internal consulting, and as President, Alcoa-Zepf and Global Manager, Packaging Equipment where he took a hand-on approach to slash product lead times 60% and product development times 40-60%, and improve the reliability of Alcoa's packaging equipment.  While a consultant, Mike has worked with a wide variety of industries from automotive to smelting, insurance, and high tech.  Mike has benchmarked world-class companies and published papers or books on 5S, Goal Deployment, Lean Transformations, Lean Reliability Culture, Daily Management, and Reliability Excellence.  He holds B.S. and M.S. degrees in Civil Engineering from Carnegie-Mellon University and an M.B.A. from the University of Pittsburgh.  Mike is currently Principal Advisor at GPAllied, and can be reached at 206-484-0816  or mbresko@gpallied.com

PrecMaint_Aug_Sept_2009.pdf

Why PdM Programs Fail:  Misuse of Technology
by Alan Friedman

A very good mechanic knows that you need the right tool for the job, but a common problem with PdM programs is that sometimes people acquire the tool before fully understanding what problem needs to be fixed.  Of course, when you have a hammer all of your problems look like nails, and what follows from this mistaken view is a whole list of reasons why PdM programs fail.  The biggest lesson I learned from engineering school is that the solution to a problem is most often found in its correct definition.  That is, solutions become obvious when you really understand what the problem is.

We laugh when we read the exchange between the tech support person and the new computer owner who calls to say his wireless Internet is not working.  After the tech support person laboriously goes through all of the steps to verify that the hardware and software are all installed and functioning, she asks who the person's Internet service provider is - and, in the pregnant pause that follows, we suddenly know what the real problem is!  

One reason PdM programs fail is because the goals of the program are not well defined or well understood.  A company purchases a technology like a vibration analysis system or infrared camera and then they get trained to use the tool, but not what to use it for.  What they often fail to do is change processes and procedures in the plant to take advantage of the information this new tool provides.  In other words, you buy a screwdriver, you learn how to loosen and tighten screws but you somehow fail to see how this does or doesn't relate to the plant's overall operation.

So, what are the goals of a successful program?  Depending on your background, experience or role in your organization, you may have differing ideas about this, but how you view this will have a large impact on how you employ the technology and on the sorts of benefits you will receive.  It will also ultimately dictate your view of what is the best tool for the job.  To reiterate, I believe that the failure of many PdM programs can be traced back directly to confusion or disagreement on this core question:  what is the goal of the program?  Why are we purchasing this tool (or service), how will we use it and how will we measure our success?  In many cases, the tools are purchased before these questions are answered, if they are ever answered.   In other cases, the benefits one hopes to achieve are not in line with how the technology is actually being employed.

Let's consider two common viewpoints regarding the goals of a vibration analysis program.  One typical view is that vibration analysis is one of the best non-destructive technologies available to detect and diagnose mechanical faults and degradation in rotating machinery.  The goal of using the technology is to detect and diagnose faults in rotating machinery - period.

Another common view is that because vibration analysis can be used to detect wear in rotating machines, one can utilize this machinery condition information to better plan maintenance actions.  This leads to an increase in uptime, quality and plant performance and a decrease in unplanned maintenance, catastrophic failures and accidents.  These benefits, loosely defined as Overall Equipment Effectiveness (OEE), lead to higher profitability.  In this view, the lofty goal of the vibration analysis program is higher plant profitability.

This is the crux of many failed programs.  Perhaps a manager agrees to purchase a vibration monitoring system or a monitoring service.  In his mind, he imagines a 30:1 return on his investment.  Maybe he hasn't thought it completely through, but when he considers the benefits of such a system, his mind leans towards the goal of higher profitability.  He has read plenty of articles about condition monitoring and profitability and he is sold on the idea of it.  Now, a product has been purchased, some technicians and engineers have been given some training, but they understand the goal differently.  They use the equipment to detect problems in their rotating machinery; perhaps they even become quite skilled at it.  But beyond this, no organizational changes have been implemented to schedule maintenance based on vibration test results, nor have metrics been introduced to calculate and measure the impact of the technology on uptime and spare parts and, ultimately, its impact on the bottom line.

From the point of view of the engineers and technicians using the system, it appears successful.  They are able to troubleshoot machines and diagnose problems but imagine what happens when a recession hits and upper management goes around looking for programs to cut.  How will these technicians make the case that their vibration program should be preserved?  Where is the 30:1 ROI?  This is one major cause of terminated PdM programs.  The original idea was to impact the bottom line, but the technology was actually used in a more limited fashion.  The organizational and procedural changes required to utilize machine condition information to meet the goal of higher profitability were not implemented.

Another issue is the tool itself, the actual equipment or service that one purchases.  If we consider the two separate goals mentioned above, it will soon be obvious that the equipment we purchase, and how we use the equipment, will vary based on our goal.  Again, I will reiterate that most people purchase the equipment first and never fully reconcile the goal.

Here is a common scenario that describes a plant using vibration analysis to troubleshoot machines and determine what is wrong with them.  The plant either has a vibration expert on-site or uses an outside consultant.  Typically, someone hears a weird noise coming from a machine or they feel that the machine is vibrating too much.  Maybe the machine keeps failing unexpectedly or seems to have more problems than a similar unit.  Whatever it is, someone in the maintenance department believes there is a problem, and so they call the vibe guy to troubleshoot it.

The on-site expert or consultant will require customizable high tech equipment that allows him to set up a variety of special tests to troubleshoot the machine.  The data collection equipment may have a big screen because the analyst will do a lot of his analysis on the plant floor.  The equipment may also have many channels and it will likely be complex and difficult to use.  Because there is no historical data, the focus will not be on trending or looking for changes over time, therefore, his equipment will not require any advanced alarming or trending capabilities.  It would not be uncommon to expect the analyst to spend multiple hours or even multiple days in some cases, diagnosing the problem and submitting his report.  This would most likely be a costly, but hopefully, infrequent expense.

Summary Scenario #1

Data collector needs:
   •  Big screen
   •  Many test types
   •  Customizable, multi-channel, magnet mounted sensors
   •  Intelligence in the analyzer

Does not need:
   •  Alarming
   •  Trending
   •  Reporting
   •  Intelligent software

Analyst:
   •  Highly trained
   •  Highly paid
   •  Experienced

Program manager:
   •  Not much program management required

Now let's consider that the goal of the program is to use the technology to better plan maintenance, ultimately leading to a measurable impact on plant profitability.  What type of equipment will be best suited to meet this goal?

In this next scenario, the emphasis is placed on trending because the goal is to look for changes in machine condition and then base maintenance decisions on this information.  Time is spent up front defining standard test conditions and organizing the program.  This scenario calls for a low cost, efficient worker to collect data in exactly the same way, day in and day out, year after year on the same equipment.  The data collection equipment would be "idiot proof" with limited or controlled options for the user, or it may be an online system.  Test points on the machine would be screw type sensor pads or installed targets for magnet mounts to insure repeatability.  Initiation of a standard test should take no more than a button press.  Because the data collection tasks, including the required equipment, have been defined in such a way as to ensure repeatable, relevant and historical data, there is no reason for the person collecting the data to look at or analyze the data on the plant floor.  This eliminates the need for the data collector's big screen.

The software will have to be very good at looking at trend data in an efficient way because this scenario also calls for testing most of the plant's machines frequently, not only machines with known problems.  Therefore, the analysis software will require the sophistication, not the data collector.  There won't be time (or need) for an analyst to spend multiple hours looking at data from each machine; a couple of minutes will be enough to see if the condition has changed, a couple more will be needed to understand how it's changed and to update the status and add a recommendation in the software.  Additionally, because trends based on good data should provide enough information to meet the goals of this scenario, the data collector will not require the capability to perform advanced customized tests, nor will the technician collecting the data require much training.

Lastly, since this scenario is concerned with improving maintenance decisions and relating them to the bottom line, the software should be part of a larger CMMS package or Plant Asset Management program.  Linking results to business goals such as improvements in uptime, quality and plant performance allow maintenance managers to accurately quantify their impact on profitability.

Summary Scenario #2

Data collector:
   •  Easy to use
   •  Human error proof
   •  Simple, standard tests or online system

Data collector doesn't need:
   •  Big screen
   •  Complex customized tests

Sensor:
   •  Triaxial sensor and stud mount

Software:
   •  Intelligent software
   •  Good alarming
   •  Trending and reporting features
   •  Links to CMMS and asset management software
   •  Metrics calculated from maintenance decisions up to plant profitability

User:
   •  Data collection technician
   •  Low skill
   •  Low wage

Program manager:
   •  High skill
   •  High wage

As you can see, the way we define the goal has a big impact on the type of equipment we will purchase and how this equipment is used.  It also points to a common reason why PdM programs fail.  People often buy the equipment with the most bells and whistles first, with little to no attention on the software and no idea how the monitoring program will be organized.  This is to say they buy the equipment defined in the first scenario with a vague idea that they will receive the rewards of using it as described in the second scenario.  They focus more on the tool than on program management.  When they receive training from the equipment vendor, it is often training in how to use the tool, not what to use the tool for.  People who fall into this trap will typically say that they only test "critical" machines, not understanding that they are doing this because they bought equipment that was not designed to test large numbers of machines efficiently.

Now let's return to the original question: Why do PdM programs fail?  One reason that I hope is clear by now is the possible confusion between condition monitoring tools and their accompanying goals.  The most common stumbling blocks are in understanding what the business goals are, employing the right tools, people and processes to meet those goals and establishing metrics to show how effective the program is in reaching the goals.  Often times, plants employ highly trained individuals to use complex equipment solely to troubleshoot machines that are already known to be problematic.  This may be a valid use of the technology, but it is not PdM and does not bring the same rewards or ROI.  If you begins with the stated goal of increasing profitability and work down the ladder from there, equipment purchases and the way these tools are employed will be very different and the profitability goal will be better realized.

Alan Friedman is a senior technical advisor for Azima DLI (www.AzimaDLI.com).  With more than 18 years of engineering experience, Friedman has worked with hundreds of industrial facilities worldwide and developed proven best practices for sustainable condition monitoring and predictive maintenance programs.  Friedman contributed to the development of Azima DLI's automated diagnostic system and has produced and taught global CAT II and CAT III equivalent vibration analysis courses.  Friedman is a senior instructor at the Mobius Institute, an independent provider of vibration training and certification, and an instructor for the Instituto Mexicano de Mantenimiento Predictivo (Predictive Maintenance Institute of Mexico).  He is also the founder of ZenCo, a positive vibrations company.  You can contact Alan at 206-327-3332 or at friedmanalan1@gmail.com

MaintMgmt_Aug_Sept_2009.pdf

Help Wanted:  Maintenance Manager
by Cliff Williams

When asked at school "What would you like to be when you grow up?", how many 10 year olds do you think would reply enthusiastically, "A Maintenance Manager".  The safe bet is that the answer would be none.

How many 10 year olds would have any idea what a maintenance manager is or, for that matter, how many 20 year olds or 30 year olds....you get the picture?   When you think about it, there is no real reason that those not directly involved in maintenance management could understand what it is.

When was the last time you saw a movie where the super hero's alter-ego was a Maintenance Manager?  Or the last time a romantic movie you watched with your significant had the romantic white knight come in the guise of an Asset Reliability Professional?  I don't know about you, but I'm looking forward to the new television series entitled "Miami  RCM", where teams of investigators will rush out to perform vibration analysis.   The best part will be when the team gets together to examine infrared footage, and I just  can't wait for the close-up of the oil analysis slide under the microscope.

Am I dreaming? - I think so.  So the real questions become:

1. Who are the people that become Maintenance Managers?
2. How does it happen?

3. What, exactly, is it that they do?

In this article, we will look at typical answers to these questions and then take an alternative view to answering question 3 to see how it impacts the other questions.

Question 1:  Who are the people that become Maintenance Managers?
The people who become Maintenance Managers tend to have a background in 1 of 3 scenarios.

A.  The largest group already work in the maintenance environment as tradespeople, planners etc.
B.  They are Engineers who decide that they wish to take their expertise into the maintenance field
C.  They are Project Managers/ Engineers who stay behind after installations

Question 2:  How does it happen?
For each answer to question 1 there is a different route:

A.  They were good at what they did.  They were the 'go-to' guys when you needed something fixed. They knew more about the equipment than anyone else.  They, and management, believed that these attributes meant they deserved to be Maintenance Managers.

B.  They found that there were limited opportunities for true engineering and figured their design and theoretical knowledge of equipment and systems would hold them in good stead in maintenance.  Management really liked the idea of having an engineer in maintenance because of that knowledge.

C.  Having spent incredible energy and time on the project they decide to stick around and see the fruits of their work.  Management are delighted that 'the guy that installed it' is going to be around if something goes wrong.

Question 3 What is it exactly that they do?
This is the big money question and the answer really depends on who you ask but typical responses are: 

A.  They keep the plant running.
B.  They fix machines.
C.  They provide a service to production.
D.  They look after the tradespeople.
E.  They ensure reliability.

You may have more or different answers but the list above is typical.  Now, I'd like to suggest an alternative answer to Question 3 --- They manage people and systems.

The end results of this may well be the answers given for Question 3, but I suggest that what they actually do is manage people and systems.  I would also suggest that the skills and attributes required to be successful are not the ones usually asked for in job postings for maintenance managers.  If a job posting were to really reflect the requirements for a maintenance manager maybe it would look something like this.

• Amateur Psychology
• Conflict Resolution
• Mind Reader
• Prioritization
• Motivation and Inspiration
• Communications Specialist
• Prima Donna Management
• Interpreter
• Bi-lingual
• Philosopher
• Visionary
  

So let's take a look at why these skills are important to a Maintenance Manager

Amateur Psychology

'There is not enough time in the day to get done everything I need to.'  So many times I've heard that comment from maintenance managers and it's true - if they try to do it themselves.  Successful managers only do those things that they, alone, can do.  Everything else, they manage through other people, and that's where psychology comes in.  Let's look at two definitions of psychology:

1. The emotional and behavioral characteristics of an individual or group
2. Subtle tactical action or argument used to manipulate or influence another

Understanding the first definition, and understanding that it changes from day to day will allow you to modify your response.  Late nights, domestic upsets etc. result in different attitudes and require different approaches to get the same outcomes.  Knowing this will, in turn, allow you to exert definition number 2, and that enables you to complete the tasks what you need to.  You cannot do it alone, you need your people on board and you need to know what makes them tick.  Situational Management courses can help as you use psychology to move your under-achievers to self-regulating performers.

Conflict Resolution

'Night shift didn't do anything.'  'That's not my job - it's electrical.'  And 'If they knew how to operate - this wouldn't have happened'.  Who hasn't heard comments like that - the conflict between groups that ends up taking too much time out of your day and prevents you from getting what you want completed.  Most of us are so busy that we just deal with the surface issue, the sticking point, the symptom.  We never take (or think we have) the time to look at the underlying causes, and, as such, we'll be facing a similar problem next week.

There are usually a number of root causes, but there is one that occurs in every mix - and that's communication.  So if we take the time to resolve the communication problem then we will help resolve the issue before it becomes a conflict.  Communication, initially the biggest part of that is listening, will not only allow you to get to the actual cause, but it will also show those involved that you care about their problems - good old psychology again.  If there seems to be systemic conflict then approaches like multi-discipline teams or holding combined meetings, Mechanical and E&I, Maintenance and Operations will bring the groups closer together.  Once people are aware of each other's challenges, then there is room for compromise and that, in itself, will reduce conflict.

Mind Reader

If only we could read minds then, we wouldn't bring in an army of contractors to be told, 'Sorry but we're running that equipment today.'  We wouldn't need call-ins to deal with, 'I know it's not working properly - it's been like it for months'. People tend to be concerned with what is important to them, and generally don't consider the impact on others.  A way to reduce the need for this skill is to show them the impact of their actions on you, them and the company and remind them every time they forget.  Having people understand that it's not what you know about that causes you problems, it's what you don't know - will help them communicate better.

Prioritization

'I need it done now!' 'I want that report tomorrow!' 'Daddy, when will you be home?'  Being a maintenance manager means that your personal priorities are only a part of the process.

You have to take into account the demands of the tradespeople, production, and your boss when you develop your priorities.  These are sometimes unreasonable and can be great stress inducers and so staying calm becomes a necessary asset.  For those people who always have a million priorities just a calm reminder that yesterday they gave you another 10 'top priorities' and that you really do want to satisfy them but you need them to tell you which is their top 'top priority' may diffuse the situation.  Even your boss will have to accept this approach as long as you remain calm.  While you're having the discussion why not prioritize the next five 'top priorities' and then send them a copy of the list they agreed to.  Invite them to prioritization meetings and if they're 'too busy' to show up, then document that they're 'too busy.'  Prioritization is far more difficult if you haven't mastered the skill of 'Amateur Psychology'.  Last but most important is prioritizing Work Life balance - you may get another job, you may earn more money but you can't get back time. More on this in the next skill.

Motivation and Inspiration

'But we've always done it that way'  'I don't understand this new fangled technology'  'Boring!'  People become complacent or at least comfortable in their work life.  There's nothing more challenging to the comfort than change.  Change happens, change is constant, it's how we transition after change that makes it good or bad.  YOU need to be the champion of change for the maintenance group.  Whether it's different equipment, different strategy, a new CMMS or just a change in a procedure or policy, you need to demonstrate how you will embrace it.  Only then will you be able to motivate others to accept change.  On a day-to-day basis you need to show that you are prepared to go the extra mile, and that you are right there with them in their efforts.  There's no better motivator than recognition, so make an effort to recognize every day.  A simple thank you, tickets to a ball game, whatever is proportional to the effort, but also make sure that it is appropriate for the person being recognized.  Not everyone likes public recognition so maybe a quite word will do, but for those who do like the publicity, the middle of a full lunch room is the place.  Giving Mets tickets to a Yankees fan will defeat the objective.  Amateur Psychology again!

Being enthusiastic, energized, always willing to help, will help you become an inspiration for those working with you, if you're not enjoying what you're doing -  stop doing it - life's too short and you certainly won't inspire anyone else.

For those who would like to understand true inspiration visit:
http://www.youtube.com/watch?v=ji5_MqicxSo 

 And read the book The Last Lecture by Randy Pausch - a truly remarkable man.

Communication Specialist

' What's the point- they never listen'  'No-one told me about that.'  As mentioned in  Conflict Resolution, poor or lack of communication can cause a myriad of problems so this skill is essential to a maintenance manager.  Being a good speaker certainly helps, but being a good listener is even better because it's not all about you.  This is still only half the story, when you've listened- respond - do something, do nothing - but respond.  Always get back to them even if you know they won't like what they hear.  Set the ground rules for that by establishing that there will be issues that the group controls, issues that they will influence and issues that they will just be made aware of.  Communicate reasons for decisions, business, department or personal.  Attempt to meet with the group every week, together or in smaller groups where you need to present the three I's of communication:

Involve them - ask opinions, discuss any options
Interest them - make it interesting, give them background, reasons, constraints
In it for them - tell them how they will benefit if possible, affect them if not.

Try to start your meetings with some high notes - get into the meaty part and then leave on a light note - sending them out in good humor will increase productivity.

Prima Donna Management

'Go get Joe, he's the expert.'  Every plant has at least one Jo - the guy who fixes certain problems and often little else.  He can put out fires quicker than anyone else, but ask him to do a mundane PM and you get nowhere.  He enjoys the glory and keeps the knowledge to himself.  The secret is to use Amateur Psychology to get him to be recognized for doing the things you want him to do - if someone else gives some training - heap on the glory.  If you want him to move to being proactive - prevent fires - then make that the glamorous job.

There are also Prima Donna departments who want to be considered different - break down the barriers, locate the shops next to each other hold multi-discipline meetings.  When people are forced to interact with one another, the barriers come down by themselves.

Interpreter

"The ROI is dependent on your OEE and will be influenced by your MTBF and MTTR, and, is a result of your PM, PdM and RCM programs with any FMCEA carried out."

Say what?  If they can't understand what you're saying, how can they help you achieve your goals?  Interpret what the maintenance gurus are saying into practical everyday examples.  Interpret the consequences of what the tradespeople do or don't do into something meaningful to them.

As with communication, the listening side of interpretation is the more important side.  Many times tradespeople throw up an argument about something that is distant from what's bothering them.  They'll complain about how the area is dirty when what they are really mad about is the schedule changes.  If you don't' push and try to interpret what the real problem is, you'll never remove the root cause.

Bi-Lingual

Must be fluent in accounting and one other language.  Accounting is the language that counts, it's the language that is understood from the shop floor to the board room - it transcends departmental boundaries.  If you want to change something in the department, give it to your boss in dollars and cents, and then use the same dollars and cents to explain why it's happening to the guys on the floor.  Plant managers and accountants may not understand the tools or tactics you use, but they will understand the financial implications.

'If we increase our PdM and decrease our PM, our MTBF will lengthen and with some training and early intervention our MTTR will be reduced" means nothing to them.    A better explanation would be, "if we do what we want, we'll make more money."  And the best translation that all will understand is, "If we invest $5,000 on vibration analysis per year, we will increase uptime by 2% and realize an increase in revenue of $25,000 based on today's production rate."

Discussing the total cost of a work order, including labor, cost of lost production parts, etc. will be much more meaningful to the tradespeople - I'll guarantee that after a few discussions you will start to get really good cost reduction ideas.

Philosopher

Let's take a look at the definition of Philosophy:
1. Love and pursuit of wisdom by intellectual means and moral self-discipline
2. The critical study of the basic principles and concepts of a particular branch of knowledge,  esp. with a view to improving or reconstituting them.
3. A system of values by which one lives.

Let's expand on those:
Definition 1:  This is about you - get out there and learn what other people are doing in maintenance - attend conferences - develop your own thoughts on how you can apply this wisdom.

Definition 2:  The more you know and understand about the basic principles of your chosen field, the more you will find ways to improve it.  Remember, if you're not moving forward, you're moving backward because everyone else is moving forward.

Definition 3:  You spend more time at your place of work than any other one place - so why would your values be different at work.  Trust, integrity, appreciation are words that should form part of your maintenance dictionary.   When you have finished gazing out into space, you will need the last skill to turn your philosophies into practices.

Visionary

None of these skills will mean much unless you develop the last, but most important skill - being visionary.  You have to push the envelop, think out of the box, reach for the stars or boldly go where no man has gone before or whatever other cliché you like.  You need to have a vision of where you want to take the maintenance department.  Through a Vision or Mission Statement, you must paint the picture of the future of the department - not just what it looks like, but also how you will get there, incorporating all of the listed above.  If you want people to join you on the journey to excellence they need to know the route and what they can expect to meet along the way.

You will also need to develop norms and standards around the values you propose.  It's no good if one of your values is 'We will trust our people" and then institute a rigid time keeping system.  It's no good if your value is "We will value everyone's contribution" and then ignore them every time they suggest something or not even give them a chance to express their opinion.  If there is a doubt that you can support a value with a norm or standard - don't put it in there.

You need to demonstrate the values through your actions not through T-shirts or fancy wall posters.  No amount of memos or discussions will reverse any bad feelings your actions have caused.  As the sign that hangs on my office wall wherever I go as a reminder says, "You can't talk yourself out of a situation you behaved yourself into."

So, the next time someone asks you 'What exactly is it Maintenance Mangers do?'  I hope you'll reply, " We manage people and systems. Let me explain......"

Cliff Williams is a thirty  year plus veteran of the maintenance field who has worked in the Pulp and Paper and Steel industries as well as with food giants Coca Cola, Kraft and Wrigley. His present position sees him help drive the maintenance performance at ERCO's plants in North and South America.  In an effort to give back to the field that has supported him for so many years, Cliff teaches Maintenance Management at local colleges and writes for trade magazines in Canada.  Cliff  believes that maintenance is about people first and foremost.