Maintenance vs. Operations
Maintenance vs. Operations
(OP)
Anyone here ever have to deal with a feuding maintenance group vs. operations group? Each side blames each other for downtime and I'm stuck in the middle trying to reduce the downtime.
Also on a side note, what do people typically consider "allowable" downtime for product changeover, daily PM, etc? I think we allow too much downtime (1 hr) per shift.
Also on a side note, what do people typically consider "allowable" downtime for product changeover, daily PM, etc? I think we allow too much downtime (1 hr) per shift.





RE: Maintenance vs. Operations
Good Luck,
Bill
RE: Maintenance vs. Operations
RE: Maintenance vs. Operations
RE: Maintenance vs. Operations
Sounds to me like an opportunity to do some applied brainstorming to begin. I would have the supervisor for each area select one knowledgable worker and sit down with them together and start listing possible causes with the first rule being that this is not a fault finding session but an effort to find causes. After the first few cross- discipline causes these folks will work into the area that they know best to find possibilities. As BillPSU says, stick with it, you will get there.
The amazing result to me about these sessions is that these guys will go back to their respective areas and start doing something about the causes on their own initiative. I think it is something like because they start to see themselves empowered, they are.
Griffy
RE: Maintenance vs. Operations
Fill what's empty. Empty what's full. And scratch where it itches.
RE: Maintenance vs. Operations
Jim Treglio
Molecular Metallurgy, Inc.
RE: Maintenance vs. Operations
Imagine a football team where the offense is always blaming the defense and vice-versa for the team's consistent losing record. You can't drive a car if there's friction in the bearings.
I agree with JTreglio, Ignore the blame storming, collect the data, and let the data speak for itself (inefficiencies, lack of authority/delegations/freedom to act, insufficient funding, poor equipment, insufficient personnel, unqualified personnel, poor incoming quality parts, any of a thousand reasons. This may be an opportunity to "learn up" on some Six Sigma problem solving methodologies and show (through hard data and facts) where the organizational problems really lie. Then hopefully someone in the senior ranks will recognize (and want to act on) the truth of the matter.
TygerDawg
RE: Maintenance vs. Operations
I've been thru 6-sigma training and try to utilize the DMAIC process, but without buy in from the appropriate people I seem to just spin my wheels.
Does anyone have any benchmarks on downtime? I say anything more than 10% is unacceptable, but they routinely accept upwards of 30%.
Thanks!
RE: Maintenance vs. Operations
He shares your claim and also your observation, that it´s often worse...
RE: Maintenance vs. Operations
RE: Maintenance vs. Operations
BertiSon, What do you mean concerns speed losses? Do you mean that if a machine can run at 60 units per minute, but more parts fail, quality is decreased, etc. running constantly at this speed, the efficiency is hurt?
On that note, how does an IE go about measuring that? If I'm told the machine is rated for 100 units per minute, however I'm told that the machine breaks down more often when running at the speed, what would be a good course of action?
Thanks!
RE: Maintenance vs. Operations
RE: Maintenance vs. Operations
Jim Treglio
Molecular Metallurgy, Inc.
RE: Maintenance vs. Operations
You don't know how true that is...and very funny!
You know how they got the word "CONSULTANT"? Combined Con and Insult.
Thanks for the tip...Maybe I should start my own consulting firm, convince management to pay that firm and then give them the same report I already gave them.
RE: Maintenance vs. Operations
Those that cannot do, teach.
Those that cannot teach, consult."
"Wildfires are dangerous, hard to control, and economically catastrophic."
"Fixed in the next release" should replace "Product First" as the PTC slogan.
Ben Loosli
CAD/CAM System Analyst
Ingersoll-Rand
RE: Maintenance vs. Operations
I have some machines which need a lot of maintenance. I have asked the production manager to schedule in two days of downtime per machine for an overhaul. He said "No, we can't afford the downtime".
Well, if one breaks down and it takes a week to fix he'd have to live with it. He can afford the downtime. He just doesn't want to.
So....I'm going to tell him that it IS being shut down, and I AM going to pinch some of your staff to help me.
He can't see the bigger picture, but you can bet that if there was a breakdown, I'll be blamed for not fixing it.
I've also pointed out to the senior management that regular maintenance which is supposed to be carried out by the production staff isn't being done (filter changes and the like). The claim they are, but are lying. So the senior management have okayed either surrepticiously marking filters to proove they've not been changed or starting a paperwork scheme whereby filters have to be signed of as changed and thus a degree of responsibility created.
What I have discovered though is that there are some employees who DO care, and when they see that regular maintenance is better, increases overall production and thus helps their bonuses, are keen on carrying it out (and ratting out their skiving boss to boot!)
Without knowing more details about your exact situation it's hard to comment on where the blame lies.
It rarely lies totally with one group though, and as has been said, the absolute best thing to try to achieve is to get everyone pulling in the same direction!
"I love deadlines. I love the whooshing noise they make as they go past." Douglas Adams
RE: Maintenance vs. Operations
Production vs. Maintenance- who is reponsible for the downtime?
1. Machine Breakdown causes:
a. Heat b. Vibration
Preventive Maintenance reduces breakdowns caused by heat
and vibration.
Setup - Inspects Machine prior to use and reports
deficiencies to Supervisor. Supervisor logs
deficiency and Maintenance schedule to fix and
fix according to risk.
Operator - Inspect machine operations after it has been
setup. Report any problem to supervisor.
(procedure same as before)
Plant Manager and Maintenance Manager meet to review
P.M. schedule and Repair Schedule. Production Control
is in meeting and reports on hot jobs and production to
inventory. Plant Manager verifies with sales department
on deliveries promises and safety stock in inventory of
the part scheduled for production. Maintenance Manager
estimates downtime required and Plant Manager and Maintenance Manager agree on when to schedule work. Weekends only for critical work ( too expensive). There is always overcapacity calculated into production lines to allow for scheduled maintenance. What is the problem in your facility? I think you are being taken for a ride or budgets are not adequate to fix it right the first time.
an old Corporate I.E.
RE: Maintenance vs. Operations
2nd Calculate your Overall Equipment Effectiveness. This is Utilisation x Speed x Quality. From the above this appears to be 70% up time x 60% of potential speed x 95% for quality. => OEE =0.7x0.6x0.95 =40% You have got a lot of hidden factory out there. This last figure might help with your arguement to get some help in.
Good luck
RE: Maintenance vs. Operations
For this to occur you must let everyone in on all the informtion you are getting from both groups.
If it is possible to get the "leader" of each dept to sit with you say 1 hour a week and just make a punch list of "breakdowns" and "repairs completed" and "work stoppages for unknown reasons".
I am sure you will see a pattern.
#1 the person in charge must be willing to make changes to make things better otherwise all is for not.
Joe
RE: Maintenance vs. Operations
In these situations, I lobby strongly for management to pick one product/process/etc. and work on that. Often it is a new product being launched and I get them to put everyone fully behind "we are going to do this one differently". That way you narrow the scope and focus on getting that one product/process right. Then you compare it to the other products around it, and hopefully everyone begins to see that the "new way" is better. Just make sure to involve EVERYONE in the new way so they fell like they had some input.
ZCP
www.phoenix-engineer.com
RE: Maintenance vs. Operations
RE: Maintenance vs. Operations
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Anyone here ever have to deal with a feuding maintenance group vs. operations group? Each side blames each other for downtime and I'm stuck in the middle trying to reduce the downtime.
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Yes, and at the heart of the issue IMHO I found divergent objects, constraints and sometimes mixed philosopies as to how to deal with downtime.
Regarding PennStateIE question in relation to
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Also on a side note, what do people typically consider "allowable" downtime for product changeover, daily PM, etc? I think we allow too much downtime (1 hr) per shift.
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The word "allowable" is used in production planning to design buffer stock levels and costing in unplanned breakdowns.
Before the days of lean production when machine reliablity varied greatly it was common practise to design processes based on how longs things took to fix.
This I remember being called "Breakdown maintenance philosophy". Now many orginisations still practise this method for there maintenance, and you might say is the defacto philosophy.
I can't emphise more, that before trying to tackle downtime issues, that an organisation understands clearly, which level of maintenance it subscribes to, and more importantly understands the benefits and cons of each philosophy. If the philosophy is of a higher order, the simple questions need to be asked. 1. Is there sufficent resources to do the PM related work and is there enough time production time released to do the PM etc.
I've done and seen grad's stand around machines for hours identifying problem with machines, doing perato analysis etc. All good stuff but if the philosophy isn't clearly spelled out, results in poor cost control.
As yourself what is the breakdown opportunity cost? Once you know this figure, ie $15,000per minute for a automotive body shop, $100 per minute for a 600 ton press stamp parts out etc. You have power to change things. When you say that breakdown cost us 20minutes nobody really listens, but tell them it cost $300,000 off the bottom line in sales costing the company $150,000 managers start to take notice. If you've ever been at the centre of a car plant running dry of bodies you'll know how quickly your pay packet looks positively small.
Anyway my point is "every thing should be costed". If your going to buffer a process up, know the cost of running the buffer. Don't just leave it as an unknown. Remember your Process flow diagrams, put a cost on each box. Then assess its probability of failure.
Another thing to watch out for, "The Maintenance manager trying to save money in the maintenance department" I've seen this trick performed by Maintenance managers, one after the other. What they do, to earn their promotion, they cut PM, cost any way they can. They look good on paper, they have saved money. Well after between 1 year and 3 years they move on, leaving a run down facility to the next incumbent.
Maintence dynamics is very tricky, I had the pleasure of working for a wide variety of companies, and the thing that I found was nearly all didn't use risk analysis with costings in there decision making. Take the good old PFMEA, how many of you have put a dollar values against each of the factors? I bet very few. But there is a cost of failure, there is a cost of insurance against that failure etc.
As an IE the trick IMHO is not always to go head to head, but rather to direct the energy. In every case the easiest way has been to put a dollar value against that time study.
Regarding PennStateIE comments in relation to
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I'm too far down the corporate totem pole to make this type of corporate change...especially considering I sit in corporate and the facility is a few hours away, no one seems to listen.
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I say, "Money talks", times cheap, as an IE thats your greatest weapon. If you don't know what it cost, your only giving half the picture.
But a word of caution, you can fall fowl of manager above you feeling treatened by their incompedence or by your insight. (This happened to me, cost me a nice position)
So before your head down this road read "Conduct Expected, The Unwritten Rules for a successful Business Career" by William Lareau 1985.
It not common sense, it survival. Its a great read. The bit I want to paraphrase, is present the report to your manager, with comments in it commending how brillent your manager was to put you onto this. Let them get the credit for giving you the opportunity to find the potential cost savings. Let him them decide the time and place to push it up the line.
Finally be real careful not to blame anybody, in everybodies eyes they all think there doing the right thing. Say rather it a unidentified opportunity with really great payback times. Make people feel good about their work. Work IMHO is as much about politics as it is about good engineering. I don't think anybody wants to go to work fealing bad.
I've enjoyed thinking about this issue and hope I have helped you other reader,
best regards,
Joewski
Melbourne, Australia
RE: Maintenance vs. Operations
Clear responsibilities means that it must be formally known which part of downtime "belongs" to operations, which part to maintenance.
In practice that will cover say 70-80% of downtime for which responsibility can be distinguished(in the beginning of your organisational efforts; later, when you properly develop your planned maintenance program and operation procedures this percentage can come up to 90-95%).
For the rest of such downtime (it means 20-30% in the beginning) - the rest will be a little more complex situations/problems for which you cannot decide. For that part of downtime, both groups are responsible. Team culture must be established which also means that both groups will have lower salary next month because some problem is not resolved AND because they didn't cooperate with each other enough.
I talked about responsibility because you mentioned blame (for which I know it is often present), but this is worst-case scenario. Normaly, emphasis must be put on improvement opportunities and encouriging positive behaviour, not on blame.
Acceptable downtime for changeover? That is clear - the lowest time you need to do it properly without quality or output suffering.
Your figure 1 hour per shift realy looks arbitrary to me. You must develop procedures for continual optimisation of maintenance program and changeover procedures. This can start simply with regular weekly meetings which gather people with the best knowledge of particular machinery (operations AND maintenance together) and asking them to analyze procedures and give suggestions. Every week. Particular experience and good overall technical knowledge about subject is necessary, general talk doesn't help here.
RE: Maintenance vs. Operations