We did the RCM and our PMs are not driving repairs - why?
Just working through yet another site where the maintenance tactics were developed using a FMECA basis with RCM thinking, but the PMs are tick and flick and all the repair work is very urgent and raised by Operations people and do not come as a result of the PM inspections. This is a common problem we see across many industries.
1. The FMECA led typically by engineers and with maintainer input is a very worthwhile exercise - the engineers are valuable since they are across DEISGN concepts and the maintainers provide feedback on what they commonly see as issues.
2. Getting from the FMECA to the generation of valuable work orders requires eight more steps and if any is missed, the PM will not have value.
a) Engineers typically cannot write PM tactics - maintenance people need to write for maintenance people.
b) The tactics need to include Good Maintenance Practice - housekeeping, general work to keep equipment in good condition, cleaning etc. These may be found in the FMECA but are commonly missed.
c) The tactics need to be packaged in the CMMS/EAMS efficiently so the maintenance team does NOT have a deluge of many one hour work orders which are a major pain to get through. The strategy by which the PMs are delivered must be supportive of the maintenance team's efficiency and effectiveness. Consider grouping, routes and appropriate timing.
d) The maintainer must be TAUGHT how to use the PM - they must become hungry to find the problems. Many teams see the PMs as an end unto themselves - get them completed so the KPIs look good. They need to understand that the PM is their opportunity to find and manage risk in their plant, particularly if the equipment is engaged. This is a mental attitude which must be taught, enforced and refreshed - otherwise who really is managing the risk?
e) The company must enable rapid response to feedback from the maintainer so that within one week, if there is feedback to change the task list etc, a SME has reviewed and approved it and the result notified to the originator. Then the change has to be made in master data, preferably within the month. With modern comms and intranet this is an important investment.
f) The PM has to ask for quantitiative data where practical and qualitative health indicators otherwise, or else it is tick and flick. We need feedback on the risk in the plant which the CMMS/EAMS will store.
g) Someone has to look at the data and there are consequences - the maintainer needs to raise a Follow up Job or Subsequent Notification. Ideally these have a different work order type to a scheduled repair job originated by Operations so we can easily assess the value of the PM - that is a nice to have. But we need to look at that data on condition and risk.
h) Reliability people need the information tools set up for them to automate reporting on trends in feedback and where there is risk in the plant.
Invest here and you will save money.
Bob