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Maintenance and Reliability Strategic Roadmap

  • 1.  Maintenance and Reliability Strategic Roadmap

    Posted 10-16-2019 12:34 PM
    Dear Professionals,

    I'm currently creating Maintenance Strategic Plan and would like to ask some help about Strategic Roadmap.
    Maybe you can provide me a simple example of Maintenance and Reliability Strategic Roadmap that you did before in your organization.

    Thank you so much!

    ------------------------------
    Kimuel Rosita
    Maintenance and Reliability
    ------------------------------


  • 2.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-17-2019 10:26 AM

    This is not going to be exactly what you asked for, but I also think you could be heading for a trap.    Here is what I found to be successful...

    1.  Do not follow a textbook approach, one size fits all, to creating a reliability plan.    Your plan should be customized to eliminate the waste in your plant.   Example:   you may have great planning and scheduling yet poor problem solving.    99% of textbook plans say to start with P&S.    Yes, you will improve your current state of P&S but will never gain program momentum through meaningful changes.    After about 18 months, leadership will move to next program.

    2.  Observe the actual waste in your  plant.    Best practice is to hire a guide that has done this before.    The guide should design an experience with the plant's lead team to help them understand and see the waste within your system.   This will create enthusiastic sponsors both from understanding and making meaningful changes that impact results in weeks not years.    In the above example, you might begin by reorganizing your 10 engineers into 8 maintenance engineers and 2 reliability engineers.    The REs will work full time on problems.   Secondly, you may improve craft wrench time by kitting and staging (recall you are already good with P&S).    The Kitting and Staging, based on observation, will increase WT from 20 to 30%.    This frees up 10 crafts.     Now you create a PdM team that not only does diagnostic work, but problem solves the root cause of their findings.     See the difference observation and customization makes?    You can do this all yourself, but it will take longer and you will make mistakes.

    3. From observation event above, get the lead team to agree on 30/60/90 day actions, SPAs and biweekly status updates. 

      
    4.  Your goal with all reliability tools and a reliability program is to eliminate waste.    The major categories of this waste are 1) efficient and effective execution of work (this is measured by wrench time); and 2) do you have a learning/problem solving organization. 

    Understand the trap?   Understand the approach?    You may want to check out my YouTube channel, "Reliability Man".   I have 34 videos out there on my approach.  If you desire, you can email me at joekuhn1964@gmail.com     

    Good luck not needed if you employ what has been proven.    Speed is attained via an experienced guide.

    Joe 
       



    ------------------------------
    Joseph Kuhn
    Lean Driven Reliability - Owner
    Alcoa
    Newburgh IN
    ------------------------------

    Original Message


  • 3.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-18-2019 10:16 AM

    Kimuel, we are giving you all of this advice, but failing to demand that you answer the first most fundamental question. What is your management envisioning as a strategic plan?

    Strategic planning is a rigorous discipline in its own right that research proves to be hugely consequential for enterprise performance. Therefore, we must be assured that strategic planning is what you are seeking rather than improvement programs. Your request for a simple example suggests that you are looking for improvement programs.

    Richard G. Lamb, PE, CPA
    Educational website: https://analytics4strategy.com




    Original Message


  • 4.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-17-2019 11:25 AM

    Kimuel, I'm so glad you have been given the mandate to develop a strategic plan for maintenance. However, I challenge you to conduct the full process rather than fall to simplistic alternatives. In fact, getting your organization to allow you to formulate a full, legitimate strategy may be your greatest hurdle.

    The process of strategy you are seeking is rigorously detailed in the book titled, Availability Engineering and Management for Manufacturing Plant Performance . The book came about when I was a strategic planner at Kellogg, Brown and Root. In the late 1980's clients in their request for quotes were asking for ways to make their plants more valuable as a business asset.

    The formulation of strategy follows what is called in defense and aerospace as "integrated logistic support." I took the principles and charted them to the manufacturing case and renamed the field "Availability Engineering and Management."

    I learned the field in 1984 from Dr. Benjamin Ostrofsky, a ground floor player in ILS. He also reviewed each chapter of the book as I wrote it-so I could be assured of technical correctness and completeness. Two reliability leaders at DOW, Rudy McCamish and Woodrow Roberts, also reviewed each chapter-so I could be assured of making a practical fit to manufacturing. We all had much discussion along the way. The final vetting was that the book was awarded the Society of Logistics Engineers, 1995 Armitage Medal for outstanding contributions to logistics literature. Finally, its content is ageless even though published in 1995.

    There is more good news and why I now concentrate guiding firms and individuals to bring their maintenance and reliability operations to be data-driven. The long-standing ideals of M&R functioning are finally possible to achieve because we have ready access to operational data and the wherewithal to transform it into any insight we need to form strategy and then function to that strategy.

    Richard G. Lamb, PE, CPA
    Educational website: https://analytics4strategy.com




    Original Message


  • 5.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-17-2019 07:36 PM
    With the greatest respect to Joe Kuhn (and I mean that, I love his 'reliability man' videos), I would suggest a "text book" approach. (But then, any time a person gives advice/suggestions in any form, isn't it a "text book approach"?)

    Every plant is different. Every plant and business has different goals, problems, constraints, risks, and opportunities. So, therefore, a "single roadmap" could not possibly work, right? Well, I don't think so.

    If you are willing to step back away from a pure maintenance plan and seek to achieve a higher level of performance at the plant, which includes a focus on waste reduction, reliability improvement, and production performance improvement (plus asset life extension, safety/environmental incident reduction, brand protection, consistent output levels, etc.) then you need a methodology that recognizes that you must start by understanding what drives the organization so that everything else you do is aligned with the goals of the organization.

    Further, to be truly successful, I believe:

    + You must have active senior management support
    + You must have the support of managers, supervisors, and the entire workforce (including maintainers and operators)
    + You must have a path to overcome destructive, wasteful reactive maintenance
    + You must develop a culture of problem-solving and proactive defect elimination
    + You must have a strategic asset maintenance plan that addresses the known failure modes and risks, that is also aligned with the organization's goals

    And therefore you need a "roadmap" for how to organize and prioritize your activities to achieve all of these goals. It is very easy to make a list like that, it is much harder to make a step-by-step plan to actually do it. If you would like to see something we created (called ART) without any charge, please email me jason@mobiusinstitute.com. I am very happy to share. Maybe there is a way to attach it to this post...

    Sorry if I have turned your desire for a maintenance plan into something much bigger, but I believe that everyone involved with maintenance, reliability, and condition monitoring should be considering the elements I listed above so that they have the success they desire, and actually deliver the value your employer desires.

    Jason

    ------------------------------
    Jason Tranter
    Founder and CEO
    Mobius Institute
    Bainbridge Island WA
    ------------------------------

    Original Message


  • 6.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-17-2019 10:32 PM
    I think you and I agree 95%.    My starting with observation is to determine the sequence of actions to get quick wins to keep stakeholders and sponsors on board.     The realities of 2019 is that plant managers need month over month improvement; any plan must align with this or risk the "bookshelf of doom" where all strategic plans go to die.    I'm not studying the challenges faced by others, I lived it as a plant manager since 2005 and a practitioner for 32 years.    The components remain the same as you state above.   Nice job.   Love the candor and challenge back.  


    ------------------------------
    Joseph Kuhn
    Lean Driven Reliability - Owner
    Alcoa
    Newburgh IN
    ------------------------------

    Original Message


  • 7.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-17-2019 10:54 PM
    It may actually be 96% agreement ;).

    Part of "my" strategy is to immediately initiate "pilot projects" that begin making improvements right from day one. Not only do they provide quick wins, but they:

    + create credibility (and confidence),
    + provide a means to measure/demonstrate/prove value,
    + initiate and accelerate the culture change process
    + enable the leader and reliability engineers to assess what is being done well, and where there are opportunities for improvement
    + identify the people around the plant who are enthusiastic for change (they may have previously suggested improvements but were ignored)

    And these "pilot projects" can and should be focused on waste reduction (including improving efficiency and improving reliability)

    I appreciate your comments. The fact that people like you with your experience are willing to share, enables people like me to learn from people all over the world, in many different industries, with different ownership structures, with different business goals, with different ages of plant equipment, and coalesce what has worked and what has not. In that way we can help people to avoid the pitfalls and have success with less stress.

    Jason

    ------------------------------
    Jason Tranter
    Founder and CEO
    Mobius Institute
    Bainbridge Island WA
    ------------------------------

    Original Message


  • 8.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-17-2019 11:46 PM
    Jason, I'm not sure I can find 4% difference in our thinking.    Looks like the school of hard knocks taught us the same lessons.    

    Kimuel, obviously you have choices.    With the 3 responses given you have about 100 years of wisdom.    Begin your journey.  All 3 can lead to success; just make it your plan.    Simplicity of message has been key for me to get and sustain alignment.

    ------------------------------
    Joseph Kuhn
    Lean Driven Reliability - Owner
    Alcoa
    Newburgh IN
    ------------------------------

    Original Message


  • 9.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-18-2019 08:50 AM
    I believe the idea is that we all agree that 'cookie cutter' is not a good idea.  However, a roadmap or framework works best - pretty much as simple as what is outlined by both Joseph and Jason above.  The key is to keep things as simple as possible - especially when looking for management support.  Measurements/demonstrations should also be basic with such things as improved energy costs (easy measure), waste stream, throughput, and other measures that have meaning at the level you are dealing with.  Primarily remember that most of the KPIs that we use in physical asset management are normally not the same as at the C-level.  Basically, from the management support point, tie what you are doing to the company mission/vision and, finally, Whats In It For Them (WIIFM) individually.  I've always found 'cost avoidance' is very short term (read useless), just like 'simple payback.'

    I especially agree that you will want to start with pilot projects - should be easily managed.  I also recommend - know what you own as part of the asset management program.

    ------------------------------
    Howard W Penrose, Ph.D., CMRP
    Random Past SMRP Chair (2018), 2019+ Govt Relations Smart Grid, Infrastructure and Cybersecurity Working Group Chair, and
    President
    MotorDoc LLC
    Lombard, Illinois
    ------------------------------

    Original Message


  • 10.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-18-2019 08:19 AM
    Hi Kimuel,

    There is some excellent advice and experience in the responses so far, I am going to draw from their knowledge also.  I wanted to start with a measurable framework outlined in ISO55000, 2, and 3 for Asset Management. I then worked to ensure practices were incorporated much of which has been well presented below.  

    No idea if I was correct but it helped with executive buy-in to ensure we were aligned to industry standards but applied them in a logical way within the limitations of the current culture.

    Thanks for asking this question!

    Doug

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    Douglas Kibler
    Program Manager
    La Porte TX
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    Original Message


  • 11.  RE: Maintenance and Reliability Strategic Roadmap

    Posted 10-18-2019 09:37 AM
    Kimuel,
    You have received some great advice on your question regarding a Strategic Roadmap. I can only add this simple example and advice based on my experience of 35 years in mining and now 6 years as a consultant in just about every industry other than mining -

    1. Employ someone with experience to help guide you through the process of building a strategic plan for improvement. 
    2. Whoever assists you must, "Seek first to understand, then to be understood". This is usually accomplished by some form of audit. Only then can a detailed strategic plan be formed.
    3. Agree on and document the specific tasks for improvement. I call this the Implementation Plan (IP). This is a critical step and where someone that has been through these maintenance improvements projects adds great value. They understand the smallest details that are critical to the success of the project.
    4. I agree about selecting a "pilot" area for a large operation that may have multiple business units. In small plants, that may not be necessary.
    5. Prepare to begin implementation. This usually has many moving parts and is another critical step. The preparation tasks should be a part of the IP.
    6. Begin the implementation. This is where you need the assistance of someone that has done this before. They know what to this, they recognize roadblocks, they understand basic human behavior, etc. Working to change any organization in to a new way(s) of doing anything is one of the most challenging things you will ever do. There are early adopters, wait and see people and resistors. Every organization has all 3 types and you have to deal with all of them.
    7. Coach, mentor, educate, model, assist the organization as they execute and adopt the changes. 

    Of course there are many other components to this but I wanted to provide you with a basic roadmap of how this is done. Or at least how I have done this as both a practitioner and a consultant.

    ------------------------------
    Terry Taylor
    Senior Consultant
    IDCON INC
    Raleigh NC
    t.taylor@idcon.com
    ------------------------------

    Original Message


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