Weekly Roundups

Weekly compilations of the most popular questions and answers, webinars, and resources from the Maintenance Community!

🗓 April 12th, 2021 – April 16th, 2021

💬 Popular Q&A

Question #1: For maintenance and reliability folks, what kind of challenges are organizations foreseeing with closing the skills gap in IIoT?

Responses:

  • Luke: To get the conversation going, we need to help folks adopt a “data science mindset”, find the reliability engineers that are already teaching themselves Python, and pair them with deep domain experts.
  • David: I have been involved in several similar conversations in a couple of maintenance and reliability platforms. The real challenge is that M&R organizations are focused on closing the wrong skills gap. The problem is framed, something along the lines of — there are a lot of experienced people retiring soon and the younger generations do not have the skills we need. Namely, we want them to do the same things we have always done. What they do not seem to understand is that you don’t need a bunch of technicians walking around with instruments taking vibration samples and then analyzing them. What you do need is a bunch of wireless monitors getting vibration samples 24/7 with analysts developing code to look for patterns. The latter is of much greater interest. And, it dramatically benefits the companies. Sadly, the focus continues to be working with community colleges to train vibration technicians. And, fretting why they can’t seem to find anyone with skill or interest.
🖥 Webinar Replays

How to Train New Maintenance Technicians to Make them Successful Within 30 Days with Ricky Smith


Using the ABCs to Manage Your Spares with James Kovacevic

📚 Resources

The History of Digital Transformation with Luke Smaul from Decoded Transformation


How to Sell Planning and Scheduling to Your CEO with Erik Hupjé

🗓 April 5th, 2021 – April 9th, 2021

💬 Popular Q&A

Poll #1: How many months does your department take into consideration when it comes to maintenance planning?


Poll #2: Which of the following motivational factors push you to do a job well-done?


Poll #3: What do you consider when investing into a PM system?

🖥 Webinar Replays

How to Hire a Highly Effective Maintenance Manager or Maintenance Supervisor with Ricky Smith


How to Read an Oil Analysis Report in 2 Minutes or Less with Evan Zabawski

📚 Resources

Empowering Pumps and Equipment’s Digital Magazine: April Edition


Rooted in Reliability Podcast: Change Management and Your Maintenance Program with Shon Isenhour

🗓 March 29th, 2021 – April 2nd, 2021

💬 Popular Q&A

Question #1: What happens when facilities are underfunded and under-staffed?  Is securing adequate resources the greatest challenge to the facility manager?

Responses:

  • Michael: In regards to Facilities Maintenance, if it is underfunded and understaffed, of course the facility is going to deteriorate in both appearance and function. You may wind up with greater energy bills as roofs and insulation deteriorate and HVAC systems lose efficiency due to lack of maintenance. Your greatest challenge isn’t in “securing” adequate resources, but in competing for them. The remainder of the business departments can usually tie their expenditures back to positive impact to the bottom line, but that is a much harder proposition for a Facilities Manager. Facilities Maintenance is ALWAYS a “cost center” and so is rarely seen as a contributor. To counter this, you have to be able to develop data, or find it from a credible source to show the positive impact of proper maintenance on your facilities. Let’s take HVAC as an example. Depending on what systems and types that you have, proper maintenance can save between 5% and 40% of your HVAC energy costs. Does your boss like saving money in a cost center? I think so. Also, improper HVAC systems maintenance can have negative impacts on indoor air quality which can potentially result in liability from individuals or regulatory agencies.
  • Phillip: Regardless the field, every manager must be creative, learn to do more with less and ensure they get the most bang-for-the-buck in what they do. Managers must remain flexible to quickly overcome any challenges presented to include personnel, budgets, new products, new or aging equipment and such. Remember, almost everyone involved in managing assets is reporting to someone else and you don’t always know the pressures they face. That is why it is critical to establish a solid communication line with your director, or the facility/asset owners, and keep them aware of the impact their decisions make on the assets involved. Lead from the bottom up.
  • George: The greatest challenge to the facility manager is likely to be the same as it is for any manager. How do I help achieve the organizational goals? This starts with understanding those goals and how your team impacts them. If this understanding is missing, the first step is to gain it. Once you understand the organizational goals, next step is to articulate how your team impacts them positively when properly funded and supported. Additionally, you must be able to quantify how the business will be impacted if not. Your role as manager is to achieve the organizational goals in the most effective and efficient manner possible.

Question #2: How much is TOO much preventive maintenance? Is there such a thing as overdoing PM?

Responses:

  • Evan: Yes, in fact there is even an unofficial term for it called, “The Waddington Effect”, named after Colonel Waddington, an embryologist who helped the Royal Air Force sink more u-boats during WWII by changing plane paint schemes, depth charge settings and their approach to PMs.
  • Steven: On intrusive PM tasks, there are high percentage rates of failure injected into the machine though our efforts, much like a surgeon. If we are talking about intrusive techniques, this would be much like asking if there is such a thing as too much surgery. We should really only do surgery when considered and prepped correctly. On non-intrusive tasks, we still only want to complete on the proper frequency because when we utilize skilled professionals to do these things we take away from the efficiency of that person… something we should be working to preserve and optimize.
  • Phillip: Any PM outside of clean/inspect/lubricate is too much unless tasked to target a specific failure mode. There are simply too many predictive technologies and data collection systems out there to eliminate the need for most hands-on PM tasks. Even most lubrication needs can and should now be managed with automation tools as it is often the most overdone aspect of the three. PMs should be very simple, periodic operations that can be performed by unskilled personnel but instead are often used as a window to repair and replace.
🖥 Webinar Replays

Why We Can’t Proceduralize Everything — And a Practical Alternative with Jake Mazulewicz

📚 Resources

“Strategic Facility Planning — Now More Important Than Ever” by By Mark Sekula


Empowering Industry Podcast: Maintenance & Reliability with Sanya Mathura