"Maintenance manager: you're fired !" ...if you can't improve your team results.

Look for a new job...when you get one tell him
'You're a manager...manage without me'

Del

Go to a RCM (reliability centered maintenance) model RCM as part and parcel of a Facility Asset Management Plan (FAMP). You can:

• optimize effictiveness and efficiency of maintenance practices
• improve equipment reliability
• heighten system knowledge
• lower overall maintenance costs

Some of the features include:

• oil sampling
• vibration monitoring
• infrared camera use

We are saving on average $100,000 per year for the past twelve years. Your mileage may vary.

Check out the Power Point presentation for details (link above).

Can be integrated with Maximo by MRO software.

This initiative is the receipient of many national awards.

prioritize and compromise.

he can't take it from your paycheck, that threat is illegal and harressment.

And thats only one side of it. If you meet this requirement, how do you benefit, a bonus?

Just to be clear... don't send the CIA and the FBI right now to help me... my "story" is more like a "scenario" than the real situation. I mean every maintenance managers need to improve maintenance... and in the current economic situation it's often: improve it "now" ... so I trying to find some good ideas to do it.

Well he gave me a year to look for a new job so in the mean time.

First I would start a comprehensive log of how the money the department is spending is used. As a maintenance manager I would say more than 50% of the repairs made on my equipment is due to operator error. With this in hand reapproach the plant manager with the need to retrain operators. This retraining will need to be an on going. People in general have different capacities to retain and use knowledge so they forget. If of those repairs cause by operator error could be reduce to 20%(no ones prefect) then your may realize a 20 to 30 % cost reduction.

Use LCC Analysis

Study at least 3 Equipment and if ur budget can allow Monitoring with thread over ap reriod of time integrate it

Option as mention earlier is one of the best approach and

1. if you have a PM program running, re-view and adjust frequencies and schedules to cut down on PM costs.

2. Spare parts Inventory must not store too much capital.

3. Get quality parts for only for critical equipment.

4.Run training programs for the Production operator to operate machines the right.

i will add some more...soon..

Good Luck

I go with the trend of no specialization. Although I do work in a third world country, my electricians have been taught about mechanics. Mechanics know some welding.

I also use the theory of rebuilding. Take a machine in (old) do without it for a week and bring it into production (new).

Don`t do stuff in-house when someone out there can do it for you. Unless the work to be done is very specific (modifying a machine) do it yourself. Otherwise, quote materials and add 15% in personnel time to come up with a figure. Then, quote and see the best price. Consider that the first few times you may have problems, but you have to get to know people so you can have service providers who are RELIABLE.

After all this, check out your team. Watch your extra hours and check out their work tendencies. You´ll figure it out.

For tooling, wear parts of higher carbon steel, D-2 for example, carbide inserts, bearings, shafts, blades, etc, consider deep cryogenic treating to increase useful life. Dave, dkimmel@300below.com

One question I would ask is: "When a routine maintenance problem arises, is it you who has to physically fix the problem, or can one of your department people fix it"? In other words, how good are the maintenance people who work in your department? You may have to get rid of any who are not doing their job or get additional training for them.

The plant manager may be "passing the buck" by blaming maintenance problems and associated costs on the maintenance department when the real problem may be with the production end. He may be assigning the wrong people with inadequate skill(cheap labor) to operate machines that eventually break down due to unqualified people. Don't assume that you are the problem. Others may not be doing their job, so check everything out.

I've worked in maintenance and as an outside contractor for over 20 years. It's always the same. The managers always want to cut maintenance first. The reason is that we are percieved as a cost rather than a benefit. In other words maintenance costs money and doesn't generate revenue. What they fail to realize is that the short-term gains are almost always offset by the higher cost required later on. (Dadw5boys)

I've been trying unsuccessfully to change the run-to-fail mentality where I work unsuccessfully for over 3 years. The management's thought processes are to say we have to cut costs but they fight tooth and nail to prevent you from actually doing it.

This is why I have decided to finish my degree in management. I guess that the only way to change it is from the inside out.

Actually, you may get better tools to communicate with management about the real costs and become more effective as you apply your experience to the course materials.

good luck back in the classroom.

milo