0:04 hi I'm doc Palmer I'm the author of mcra
0:07 Hills bestselling reliability book the
0:10 maintenance planning and scheduling
0:12 handbook I'd like to share some thoughts
0:14 about planning and scheduling
0:16 specifically what is maintenance and
0:19 I'll start with telling about myself I'm
0:21 a professional engineer I'm a chemical
0:24 engineer I've got a master's in Business
0:28 Administration and I'm also a
0:30 cmrp a CER ified maintenance and
0:34 reliability professionals engineers
0:38 build these big monster things but these
0:42 things have to work for 20 and 30 years
0:44 if they're not working you're not making
0:46 a profit and the engineers are gone at
0:49 this point after they've made something
0:51 for your facility I don't know if I
0:53 needed a master's degree in business to
0:55 tell you that we're here to make a
0:59 profit or to complete our mission as a
1:01 company m might not be a profit-based
1:03 company but we want to do that in a
1:08 safe legal environmental friendly way
1:10 and we've got to do that for 20 and 30
1:12 years and that's why operations and
1:16 maintenance is so important and
1:19 management has a problem in that we
1:22 misunderstand the purpose of maintenance
1:26 maintenance is keeping things working
1:28 maintaining I got that from the
1:30 dictionary if you let something break
1:32 and fix it breaks fix it break fix it
1:34 break fix and as soon as it breaks you
1:38 fix it that's not maintenance we have
1:40 failed in our mission by letting
1:43 something break and then restoring it
1:46 now we will do that but that's because
1:48 we did not do our job to
1:51 maintain reactive maintenance is that
1:53 fixing something after it broke reactive
1:56 maintenance actually is a an oxymoron
1:58 it's like jumbo jumbo shrip you let it
2:00 break and then you have to restore it
2:03 that is not maintenance but management
2:06 has a problem with Staffing to keep
2:09 things from breaking because if we are
2:11 successful in maintaining
2:13 something over
2:16 time management does not replace
2:18 maintenance people when they leave if a
2:20 maintenance person
2:23 retires um wins a lottery gets another
2:26 job we're not allowed to say gets hit by
2:29 a bus but if a maintenance person leaves
2:31 we don't repace that person right away
2:33 we have 10 electricians two of them are
2:36 about to retire let's see we get by with
2:38 eight electricians you never know until
2:40 you try and as things are not breaking we
2:41 we
2:44 continually reduce our maintenance staff
2:46 until we can't keep up and things things
2:47 are breaking and they're breaking all
2:50 over and around us operators are
2:53 screaming at us and then management says
2:54 seems like we're getting behind let's
2:57 hire a couple of electricians and we
3:01 hire the people back but but we're
3:03 actually Staffing oursel at the point of
3:05 just barely keeping up with the
3:08 breakdowns we do enough preventive
3:10 maintenance to keep things from breaking
3:11 and then
3:15 otherwise we staff the fine edge of
3:17 Staffing is keeping up with breakdowns
3:20 and we can be a good company doing that
3:23 but the big money is keeping things from
3:26 breaking to begin with and that's doing
3:28 proactive maintenance proactive
3:31 maintenance is maintenance where you
3:33 don't have to do it this week it can
3:35 wait till next week nobody's yelling at
3:38 you proactive maintenance a lot safer
3:40 you're not rushing in the middle of the
3:43 night um you're not using parts that
3:44 aren't the best parts but you're trying
3:47 to make do it's not bad weather
3:49 conditions it can wait till next week
3:52 you can fix that little
3:56 drip at your leisure you're not rushing
3:58 to fix a gusher that's washing out a
4:00 foundation you're not rushing to fix a
4:03 deck that's rotted out you can wait
4:05 until next week that's proactive
4:09 maintenance the problem we have is that
4:12 for proactive
4:14 maintenance you can't get to it because
4:17 you have your hands full and The
4:18 Operators are think they're doing you a
4:21 favor they're not telling you about
4:23 proactive maintenance that you need to
4:26 do the little drips because they know
4:27 have your you have your hands full
4:29 you're fixing a rotted deck here you're
4:32 fix fixing a Washed Out Foundation over
4:35 there you're not able to get to it and
4:38 it also frustrates operators when they
4:40 tell you about some little thing and
4:42 you're not going to do it so fine I'm
4:43 not going to tell them about it I told
4:45 them about something last year they
4:47 didn't fix it until it was too late I'm
4:49 not going to tell about something so but
4:51 besides them trying to help you with
4:52 some little thing and they're getting
4:54 frustrated when they do tell you about
4:55 some little thing you don't break it
4:57 they're not going to tell you about that
5:00 so our management question
5:02 with planning and scheduling and
5:05 maintenance as all is how can we do the
5:08 extra proactive maintenance when we
5:10 honestly have our hands full of reactive
5:13 maintenance and we'll talk about that in
5:15 other issues but I first want us to
5:18 understand that maintenance is keeping
5:21 things working well thanks for being
5:23 part of my maintenance family I wish I
5:25 could describe the whole maintenance
5:26 planning is scheduling inbook to you
5:29 right now but thanks for letting me give
5:32 you my s uh you can also see some of my
5:34 past conference presentations and
5:37 magazine articles at Palmer planning.com
