In the first post I talked about how the transition from one or two shifts to a 24 hour production scheme affects the way we usually manage our maintenance department. This kind of transition demands a change to a more methodological approach focused on preventive and proactive measures.
In the first points I talked in detail about the lack of time to perform definitive repairs, the increase in maintenance costs (and negotiate them during the planning stage of the new shift implementation), the use of predictive maintenance and taking advantage of every available time to perform maintenance tasks.
Following on from this topic, let’s see the next points: Continue reading
Having a training plan for your personnel is always a good practice. However, sometimes it’s not possible to find the adequate course because the topic is too specific, the course is not available at that moment or is too expensive.
All people involved in maintenance activities know that some equipment are really easy to maintain while others can make maintenance work a real nightmare. This attribute is referred as maintainability and I’m going to discuss it and relate it to maintenance, reliability and availability concepts.
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The thing is that all equipment is running without stopping; but breakdowns and production stops are not the only factor that affects productivity. Think about a machine that produces something, and due to some problem it only works at 90% of its capacity. The machine is working continuously, but we are still losing 10% of production. In fact, in a 10-hour shift, losses are equivalent to the machine being stopped for one hour!