February 8, 2012 | ||||||||
Taking the nip impression | ||||||||
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Maintenance Materials Planning Few would argue
that maintenance productivity is greatly influenced by how well materials,
needed to perform a maintenance job, are made available for that job.
Yet consider the following about your mill:
If any of the above has happened in your mill, congratulations, you
have a typical maintenance department in North America.
The point of this exercise is to simply point out that maintenance
is nothing more than a group of skilled individuals installing equipment
or pieces or parts to prevent failure or to replace failed pieces or
parts. So why don't mills have someone dedicated to the task of knowing
what part is located where?
In the past we relied on the foreman or supervisor to know where spare
parts are located. Then we transferred that responsibility to a planner
and a storekeeper. Did this resolve the problem--even partially?
A scenario not uncommon to paper mills is one where a multi-craft job
is in progress, such as a pump and motor change-out during a paper machine
shutdown.
The job has probably been in the planning stage for several months--probably
by at least two planners, a mechanical planner and an electrical planner--and
is finally ready and scheduled for installation. The maintenance supervisors
(again probably two) have been alerted that the job is scheduled for
the next planned shutdown. They prepare based on the information provided
from planning.
The millwrights are now ready for motor #1234, which the plan says
is located in the motor storage area. They look but can't find it. They
then ask their foreman, who asks the electrical foremen, who asks the
electrical planner, who studies his documentation and then goes to look
for it himself. Turns out that two weeks ago the shift electrician and
the shift millwright used that motor to replace one in the pulp mill
and then sent the damaged motor out for repairs. Not to worry as another
motor is found that will work (almost) as well, and the job is completed
(almost) on time. Of course several other small jobs weren't completed
as planned, but we will get to those next time.
Is this efficient and a productive use of the millwrights', electrician's
and the foreman's time? In some warped sense someone might possibly
suggest that the time spent to find the replacement motor was "productive."
But using valuable, limited resources to do the work of others during
an expensive machine outage, is not considered productive in most circles.
So why does this type of scene happen every day? Could it be we just
simply do not consider the value of time lost? Could it be we are caught
up in the moment and fail to see the long-term effects of this lost
productivity? Further, could it be we are so positive about solving
the immediate problem that we do not want to recall the negative aspects
of the loss? Or could it be that we don't have a ready answer or solution?
Just suppose, using the same scenario, that your mill had a single
source for all maintenance material information; a dedicated person
responsible for knowing where maintenance material is located, who had
developed a system to easily access that information. Further, suppose
that this person was included in all matters concerning maintenance
and maintenance materials and that he/she regularly visited and examined
the contents of the "bone yard."
This person might regularly tour the storeroom, the engineering lockup,
and the projects lockup, and so on. Suppose that all requisitions for
maintenance and construction materials and stores inventory restocking,
passed over this person's desk--not for approval but for future reference,
for determination of storage location, and for deciding who should be
alerted when major items were used from inventory or from the "special"
lockup.
If this were the case, wouldn't this be the person the millwright or
his boss would approach in case of a parts problem? It could prevent
half a dozen people tearing off to locations all over the mill, trying
to find something that possibly doesn't exist.
Would such a one-stop information source for maintenance material,
be important? Definitely. Is it too much work for one person? Possibly,
but how do we know unless we try.
Just perhaps, the savings in productivity would justify better use
of resources.
Author's Note: This article was first published in 1990 as part
of a series called "Maintenance Memo." While Computerized Maintenance
Management Systems (CMMS) are much more commonplace in pulp and paper
mills today than 20+ years ago, supply chain management is still an
issue. Inadequate management is costing hundreds of thousands of dollars
in excessive inventory and unplanned downtime even with these ubiquitous
"tools." An improvement in resources could have a positive effect on
your bottom line.
John Yolton is a veteran of 46 years in the industry and is Maintenance
Strategy Consultant for SKF's Global Pulp & Paper Segment. He can be
contacted at john.yolton@skf.com.
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