Maintenance Work Form

Your English is quite good, so please don't be ashamed in any way.

Within your factory operations, it will probably be good to have the people who are in constant contact with the machines take care of normal adjustments, lubrication, and cleaning of the equipment. When something significant gets out of adjustment, or breaks, this is the time to issue a "Maintenance Request" or "Work Order" or "Repair Order" for the technical or engineering staff to handle. The terms you use are your choice, but the examples I have given are fairly common.

I think you have answered your own question.

"For the maintenance work to be carried out by maintenance staff, the maintenance request shall be sent".

"Maintenance Request" has a nice ring to it. I'd use that.

Your communication skills are fine.

Tornado, Lynlynch:

I am sorry for not being clear because we do have the maintenance request but it does not support much detailed information. What I mean after that is I need to have one certain form to record what is done by the maintenance staffs, how many spare parts required, how many hours spent... Later I will put those infomation into the PC. By the way, I dont know if it would be ok and not affect to the maintenance staffs. How do you think about that?

Is "maintenance record" possible?

Hien

"Maintenance record" is used throughout the engineering world.

If used correctly it keeps a record of parts and labour expended on each machine. By analysing the records you can see trends in malfunctions of machines and bring in corrective maintenance before a fault appears.

"By the way, I don't know if it would be ok and not affect to the maintenance staffs." - are you worried that the maintenance staff will object to having such records stored on the PC? They certainly shouldn't - it's normal practice to keep files of such information - but if they did, you could keep the information sorted by machine or plant area, without identifying the individual staff member.

The paper copies of the Maintenance Records could always be manually retrieved (by referring to the machine and job date), which would identify the staff member if it became necessary.

John Dg:

I am worrying that there would be more job putting on the shoulders of maintenance staffs. Because now while they have to understand the Maintenance request, paste the Working permit in place, process with isolation and lock out procedure, now they need to bring the Maintenance record along and finish it after maintenance.

There would be another guy who collect all those information then put in the PC. Then, my job is to make a plan for analyzing like those described as in the above comments.

At first, I intent to go with a form like Work order but actually Maintenance request is officially use in my company already so there is only one way to do is to follow with the available form.

Finally, I will think of Maintenance Record form.

Thank you,

Extra work maybe - but proper completion of and subsequent analysis of maintenance records will almost certainly produce savings in the long term. Wouldn't it be better to use the information to improve on planned preventative maintenance, rather than cope with the inevitable down time that results from breakdowns?

If necessary, you'll need to convince the holder of the purse-strings about it, and possibly take on extra personnel (paid for by some of the savings made).

Take the Big View!

We have the form in our factory- it is called machine breakdown report.

It is raised by manufacturing staff and forwarded to the maintenance staff.

After attending the machine is handed over, the form signed by the staff and retained by maintenance.

In this form there are areas where the type of defect (codes) are entered by the staff and the detailed work done is written (in language).

These are fed in the System (we have the SAP - earlier oracle) for recording, analysing and reporting.

Once you go for codification - that will be usually entered by the supervisor based on the language- the analysis becomes easier.

Say Lubrication L

Contamination water L01, Dust - L02,...

etc - the codes may be generated based on your activity and break downs (usually we have the chart in the maint office)

try "maintenance report"

Erlo:

May we keep this for heavier trouble where the downtime is longer and the damage is bigger?

the title is your choice and yes a record, report, or data of particular machine (small, big, short or long) should be filed in one folder. as said you can design your own report format. just make sure you put the neccesary information you need. There are many maintenance report format that increase time for maintenance to fill but useless. So it your information make it brief and not annoying to read. and will not be a shelf decoration only to show you have record. Recording is very important, so you need to verify all this data before putting into file. Lastly, if the management does not support nor have any interest on this because they feel it add more work and waste of time just go on you need it in the future.

We assign a Preventative Maintenance Number to every piece of equipment that we operate. Any time a Work Order comes in that is not part of scheduled maintenance for that particular piece of equipment, we attache the PM # to it so we can track the specific work done; is it a reoccuring problem, who did the work, the date of the cost, what problems there might have been in repairing problems and what parts are or may be in stock. That way we have a history of the equipment and whether it is better to repair or replace.

We have a Computerized Maintenance System that we are able to; print out scheduled PM work orders, keeping data for tracking work done, who does what work, details of facilities and also employees in different departments can enter Work Orders for needs they have where they work.

What you can't track you can't measure. The goal is to be as effective and efficient as possible. You need information to do that.

Facicitiesmgr:

How do you keep filing system? You break down it into equipment category or maintenance method or by time?

It sounds like you have no CMMS?

Why not look into this rather than spending loads of valuable time trying to build your own?

The system I use is Maximo, its quite good but there are many others out there to compare against.

Tim:

It does not solve the problem. You still need working permit and Work orders... The working procedure still request you with what I writen above.

Here, I am not doing everything. It is just imporving based on what we have.

Regards,

I will try to solve your problem.

1. "Maintenance Request" should be given by 'production staff' to 'maintenance staff' with details of defect to be attended. It should be 'on-line' or 'off-line'.

2. Based on the above "Maintenance Request" Maintenance section should 'on-line' generate a "Work order" for one of his group of workmen along with a 'off-line' request for "Work Permit".

a) "Work order" should contain details of jobs to be done & where to be done, tools,tackles, safety appliences etc required, spares & consumables required, SMP's for the jobs and so on. It should have provision for feed-back.

b) Request for "Work Permit" is to be made by maintenance section to production staff describing requirement of shutdown, isolation, depressurisation, cooling or warm-up etc for the jobs to be done. Production staff should issue the "Work Permit" after compyling to the requests made.

3. After complition of job "Work Permit" is to be returned to the production staff so that they can take action to start production.

4. Maintenance group should make feed-back on the "work order" describing jobs actually done (ticked ok), spares and consumables used, technogical records like bearing clearance seal clearance, alignment figgures etc. and problems noticed, if any.

5. Above feed-back shall form basis for "equipment history record" which can be retrieved date-wise, equipment-wise or job-wise.

Pritam,

While I like your descriptions and logic, I think you have to watch your use of the word 'should', which implies a 'have-to'. This is, after all, only one of many ways to do things...

but otherwise, ga.

Chris

Chrisg,

Thanks for positive comments.

Selection of maintenance system also depends on type, size & population of equipments to be managed and size of maintenance team. I think, Hien should have provided these informations.

Pritam:

What we having is we are having an "unofficial" maintenance procedure. It means the SOP has not been created and we are here to improve it. So, to have a comparsion with your procedure above, I would give one that we are using. Actually, it developed a bit more by having a dicussion with you here. Sound nice, right?

1. If there is a machine broken down, the owner of that machine (production) will issue the Maintenance request then send to Maintenance section.

2. Then, we will register the job in the registration list.

3. Have a dicussion with engineer and leaders to see what is the first prioriteis to be carried out.

4. Visually check the machine to be sure it was really broken and if it was ready for repairing?

5. Issue the Permit to work

6. Raise up "Breakdown maintenance record - BMR"

7. Repair the machine

8. Handover it to the owner and requst him to sign the Maintennace request to confirm it is done.

9. Fill into the BMR (what is done, how many part used...)

10. Put into files. (This is also a difficult task) since we want the paper and electronic folders should be nearly the same so that we can track the paper files at our every PC.

A good CMMS system will produce all of the needed documents that are to go to a job site with the technician who is going to preform the task presented on work order. Such as lock out procedures, PPO required, etc. It then will store in a retiveable format all of the materials used and the time spend once the work order is closed out. I would at least look into this before going thru the motions of building a system that already exist, as Tim suggest.

AMEN... I cant believe that there are still people filling out two sided forms, or spending valuable recourses coming up with a generic system.

Time=$ and must be managed wisely in my world anyway.

Chose a good program that will incorporate all your processes, this is money well spent and easily recovered.

there is the progression of PM

1st talk about it

2nd scribble notes on paper, chalkboard, dri erase...

3rd paper forms, some longer range planning

4th comprehensive system

the system itself is important, but buy in[participation] by all parties involved with the process at all levels is the real key

ga.

Tim:

Yes, it sounds strange to you. But we have no choice in this. I dont know and have not joined any presentation about CMMS except reading through it via internet.

Actually, the maintenance department is still in lower in comparison with Warehouse, purchasing, or accounting where they own very professional program and they save much time in fighting with lot of paper work.

We still have to spend hours for overtime a day to discuss how to organize a "paper documentation" management. But it is interested for me because I can see in much detail how we move the job by making the forms, consider about how to manage the jobs., where to file..alot alot and alot.

So, let's say about the SMMS. So how many program required to operate one maintenance section? E.g We will have one engineer section managed by maintenance manager. Below this is one engineer (Let's say maintenance leader) that handle the maintenance requests and assign jobs to technicians. Technicians will sit in the other room beside the leader's room?

How much is the general cost for such a good program?

Regards,

Hi Hein,

its hard to make a recommendation without some details of your organization.

you should explore the offerings from the software providers supplying the other departments

using a system similar to one of the other departments, would let you reduce the learning curve

the company would probably benefit from a coordinated materials resource management

Tony makes a good point and clarifies the importance of including 'causal' information in your maintenance records. In addition to tracking your maintenance personnel's time and the spare parts consumed fixing problems, it is also important to track the root cause of the failure as well.

The identification, logging, and analyzing of maintenance root cause is what will help transform your maintenance department from reactive maintenance to predictive maintenance.

And, in Tony's case above, provide an excellent reference for future occurrences.

At the end of the day, what you call the form is no where near as important as what information is put on it.

It is good practice to keep the record of maintenance and even tool changed for machine as you never know that one day you may need to go back to your record to look for the reason of why product or item does not fit the purpose. A lot of people will resist to change and that is normal, but they will accept the change after a while. QS9000 will give you a reason to explain everyone why you need to keep the record.

Normally a "breakdown" slip is issued by production department. It may be a simple white paper or IOM slip. You can design your own; Imagine like having address data base of your friends & relatives, you can design your own depending on what are the "Fields" you require for collecting "data". Sample:

Date: , B/D Time: , Nature (simple description) of breakdown: , Operator signature: , B/D slip received by: , Date: , time: ,

Reasons for b/down: , Action taken: , Parts replaced (if any): , Cost: , Attended by (names & numbers of persons): , Finish Date & time: , time taken for repair: , total down time: ,

Handed over by: , date & time: , certified/ validated by:

If you are interested I can forward the method I am using.

Hien,

They way we look after this in my company is a generic work request form.

The sheet is double sided first side is for the requester (operator/manager) to put in their work request.

The second side is for the maintenance engineer to explain the fix and account for parts used.

The front of the form is broken into three sections.

1. Is the location of the fault(area or Line) and the machine or service.

2. The operator describes the issue.

3. The requester is given a choice of work types to choose from.

Breakdown, Work request 1,2,3, Audit, Project, Safety,PM, House keeping.

Work request 1 would be similar to a breakdown and would be actioned immeaditealy.

Work request 2 would be a job that needs to be carried out within the next five days.

Work request 3 is something that can be pushed out past five days or a wish list or something cosmetic.

We have a meeting with production weekly and discuss any work requests that are not completed because everyone believes their problem is a priority 1

The reverse of the form is broken into 4 sections

1. job duration and downtime. The job duration is filled out by the engineer and the down time is filled out by the operator before he signs the job complete.

2. Summary of repair.

3. Spares used.

4 Completed by and signed off. Completed by engineer and signed off by requester.

We have a CMMS that gives us our scheduled PM's.

This system of prioritizing the work requests has helped develop a more structured approach from production. It also allows the maintenance team to select the more important jobs.

Hope this helps you out.

We have a combination of: CMMS system for PM's and purchase orders and a manual paper system for "general" work orders (the computer based system is not as user friendly as we would like it to be, we have not been able to consolidate all work orders into the pc based program, and we have not yet been able to obtain funding to update the software). Anyway, regarding the paper work order, it is called a Maintenance Work Order in our operation and in addition to the standard items such as date, issuer, area and equipment designation, description of problem, mechanic sign-off and parts used, we also include a check-off section as a visual reminder to the mechanic to confirm they are prepared for the job (reviewed site for hazards, confirmed permits are filled out, lockout/tagout performed, etc.) plus a post-job assessment checklist as a reminder to clean the work area and notify production that the equipment/systems are ready to be released back to them.

For the Maintenance request or Workorder, we will just use this if the machine broken. And if it doesn't, we leave it sleep away in the shelf. So, what should maintenance department will do? We cannot go to work and do nothing.

So, we must carry out planned maintenance. For this, how we combine this with work order? If we say planned maintenance, it means the maintenance schedule comes up. How we record the job? How we start the SOP? We will have one SOP for breakdown maintenance and planned maintenance?

If we have to fight the breakdown and do not have an suitable schedule for planned maintenance. We kill ourselves. I am getting stuck with such a system and trying to improve it (Yeah, not only me who will do everything because we have a team).

The beginning of the implementation is always difficult, before the preventative part of the system starts to show benefits.

having effective safety inspections with participants from all departments is a good start

do you have service schedules from the makers of the process equipment?

Garthh, sorry making you confused.

What I mean is I mean that we have to fight with the Maintenance requests and good news is that they are "accumulating on our table day after day". We are doing very good job. Additional, we have one maintenance schedule which is very carefully made base on many information.

The result is, we don't have enough time to "extinguish" the "machine fire"? Then, we kill ourselves with one good maintenance schedule.

Sometimes, by discussion with you, the solution comes up suddenly in my mind. CMMS is the later chapter that I will think about but at this stage should focus on the breakdown maintenance first.

Sometimes, by discussion with you, the solution comes up suddenly in my mind.

this is the most beneficial aspect of this place

the act of formulating the question for this audience, helps you see what it is you are really doing

as opposed to what you thought you were trying to do :D

you are struggling with the balance between proactive & reactive

& of course in a production environment breakdowns come 1st

do you run round the clock [24/7]?

I worked in a lg bakery for many years the maintenance crews were all scheduled to work when production was shut down

production down days were staggered to make the start up go as smoothly as possible

working on the weekends & holidays wasn't very popular with either production or maintainance [huge understatement]

having some sort of routine is important. changing work schedules around on short notice causes workers in all departments to be disoriented & unable to preform at a high level

on the other hand coordination between the departments can greatly increase efficiency

a representative from maintainance should attend the production meetings & vise versa...

Garthh:

We have only preventive maintenance and breakdown maintenance.

When do you do the PM's?

creativity can help expand the opportunity to do pms....

some inspections can be done while the equipment is running

We have maintenance schedule for week, month, and year. The planed maintenance will be done according to the schedule. This would be a result of cooperation between maintenance section and planning section.

We have PM checklist which is done by technicians weekly (only weekly).

But, sometimes the production plan changes. So we will update the change into our maintenance schedule.

The pain is that sometimes, the schedule is arrived when we are fighting the breakdown maintenance.

as you have some history of the breakdowns

you'll be be able to identify the problem areas

& either adjust the maintainance schedule & or modify the equipment/procedure

a formal suggestion can be helpful, the people doing the work are the experts...

what do you mean of cooperation between maintenance and planning section. you mean you have separate section to plan your activities. In my situation only production and maintenance because planning or scheduling of works are done by myself (maintenance) and coordinate it with the production requirements. daily, weekly, monthly or annually schedule must be flexible based on the producftion needs but you need to force sometimes the schedule and do some compromise to the production rather to wait the machine to brakedown and suffer long downtime. Experience will help decide the flexibility, of course with proper coordination with the production. A daily routine occular inspection while machine are in operation is best reference for flexibilty. Sometimes when work orker or request comes in schedule maintenance will be simultaneously done in advance to avail downtime. and of course to avoid charges for maintenance.