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  • 1.  Seeking Advice on Applying CMRP Knowledge as a Non-Management Professional

    Posted 29 days ago
    Edited by Emmanuel Kawah 26 days ago

    To all certified maintenance and reliability professionals and engineers who began their careers at the technician level:

    I would like to hear about the techniques or methods you used to identify opportunities for applying what you learned during your CMRP journey, particularly from a non-management perspective.

    And ideas or suggestions would be greatly appreciated! 

    Thank you! 


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  • 2.  RE: Seeking Advice on Applying CMRP Knowledge as a Non-Management Professional

    Posted 26 days ago

    "To all certified maintenance and reliability professionals and engineers who began their careers at the technician level:

    I would like to hear about the techniques or methods you used to identify opportunities for applying what you learned during your CMRP journey, particularly from a non-management perspective."

    BTW, a great question, it's not just to non-management but to other disciplines such as finance, procurement, design-project mgmt., Quality, safety, HR, etc., is important too. Educating them, making them aware of the SMRP BOK (or even getting them CMRP/CMRT certified) is a great idea, especially if you are on a Reliability-Asset management journey. 

    My approach :

    • Bring some industry experts to talk to all regularly to your facility or online (a Personal visit is preferable)
    • Organize special sessions for the management, including the union officers
    • Buy some books, distribute them to key people to read, and start a book club to read during lunch
    • Identify a few people, forward-looking, to get them certified who can support you in making a change
    • Keep EDUCATING at every level..
    • Don't get frustrated... There will be many naysayers. Keep doing... It's changing the culture.
    • Remember, it's a journey


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    Ramesh Gulati
    Reliability Sherpa
    Reliabilty Excellence, LLC
    Murfreesboro TN
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    Original Message


  • 3.  RE: Seeking Advice on Applying CMRP Knowledge as a Non-Management Professional

    Posted 25 days ago

    I started my career as a maintenance electrician. I moved to planner, scheduler, then central CMMS and process support. I gained my CMRP while working as a planner and continue to pursue any information I can apply in my change resistant organization.

     

    As a technician, and then a planner, I sought items within my control that would spark change and improvement. I looked for the places of frustration for myself and others, some examples:

    1.       Inaccurate parts lists on work orders.

    a.       Set a goal for myself to record/request updates every time I found a gap.

    2.       Missing tool list on preventive maintenance orders. For example, change turbine brushes. One turbine required a Phillips screwdriver and one turbine required a 3/8" nut driver.

    a.       Request updates to the PM plan.

    3.       Outside work scheduled on the coldest day of the week with no advance warning.

    a.       Request we discuss upcoming work so we could have warm socks and long johns if warranted.

     

    Essentially, identify and communicate things within your control and encourage others to do the same.

     

    Niki Hamilton
    Senior PG Support Supervisor
    Wisconsin Public Service
    office: 715-298-4762

    mobile: 715-450-1499
    nicole.hamilton@wisconsinpublicservice.com

     

    Serving WEC Energy Group, We Energies, Wisconsin Public Service, Michigan Gas Utilities, Minnesota Energy Resources, Peoples Gas, North Shore Gas, Upper Michigan Energy Resources and Bluewater Gas Storage

     




    Original Message


  • 4.  RE: Seeking Advice on Applying CMRP Knowledge as a Non-Management Professional

    Posted 24 days ago

    As someone who started as a Reliability Engineer in Training and worked my way up to Maintenance Manager, I have found two things to be helpful in trying to drive M&R improvements:

    1. Present the data - this works if your managers are data-driven people
    2. Build the business case - this works for most managers. Quantify the cost of your proposed change and how it will help the business (save maintenance spend by optimizing PMs, avoiding downtime, whatever you're trying to drive). If you're proposing gains in cost avoidance, be realistic or even a little conservative. From experience, I've lost my audience before when they didn't align with my "worst case scenario" cost avoidance.

    And as others have said, keep at it! Change doesn't come quickly but it's worth your efforts. Good luck!



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    Dominique Ruhl
    Maintenance Superintendent
    Nutrien
    Fort Saskatchewan AB
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    Original Message


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