In our last post of this series on condition-based maintenance, we discussed the financial guidelines of maintenance as well as some of the supporting KPIs. In this post, the sixth of the series, we will get into the nuts and bolts of starting a new condition-based maintenance program.
We are all really busy. There is never enough time to get it all done. And everyone has a plan until that first interruption strikes early in the day. In this article we will share some insight on why change can be slow and tedious in the world of reliability- and condition-based maintenance – and what to do about it.
Condition-Based Maintenance – hurdles to starting a new program
First, getting a program off the ground is work — a lot of work. We helped a team in Virginia where it required more than a year to get a statement of work in place and approved. With so many distractions demanding attention, it takes discipline and consistent follow up to get a new program in place.
Followed by four very real challenges:
Approval. We have witnessed cases where it can take up to two years to get a program approved and funded. This was the case with a large chemical company where we started a motor circuit analysis program.
Systems and records. Even a simple vibration program begins with good records and organization. It can be a chore to ensure that all motor records are in place, and that there is a system for documenting findings and actions.
Staffing. If you in-source technicians, there is a huge hurdle in training and experience to overcome. And then there is a constant force to pull your new CBM techs back into their previous role. If you outsource to a vendor, there are orientation and safety concerns. In some cases you may need to provide escorts for outsourced technicians, which is usually difficult.
Sustainability. Many programs become constant targets of cuts during the annual budget cycle. Even some of the best teams, achieving great results, find themselves susceptible to cuts. Years three through five are the toughest.
There is always a fight for maintenance dollars. We have to submit a business case for every major maintenance activity. There is a little reserve money for ‘just in case.’
Finding the motivation to keep you going
We have worked with great teams at companies such as Domtar, Bridgestone and KapStone and learned a lot from these professionals. One of the biggest lessons is how much preparation and dedication is required. And it all begins with you. Here is how.
Start first by identifying your motivation, why is this important to you? What are the core problems you are trying to solve, and what are your expectations? When complete, what will success mean for you? Write this down as part of your business case, and reflect on it often. It is especially helpful when working through headwinds.
With your personal goals established, next identify why this is important to the company. This is where the concept of cascading metrics becomes important, as you need to find ways to link your objectives to those of the plant.
- What key results will be used to measure program effectiveness?
- What metrics are in place today, and what are target levels?
- If you achieve these key results, how will it impact the objectives and KPIs of your company?
Answering these questions requires data, and there is some form of analysis to be conducted. You can download a copy of our CBM Analysis worksheet for more specific examples. In our next post we will start planning for the CBM program.
Give us a call at 800.993.3326 or email our motor team at firstname.lastname@example.org.