The core theme is that true maintenance is about proactively preventing failures to ensure long-term operational success and profitability, rather than reactively fixing equipment after it breaks down.
Mind Map
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hi I'm doc Palmer I'm the author of mcra
Hills bestselling reliability book the
maintenance planning and scheduling
handbook I'd like to share some thoughts
about planning and scheduling
specifically what is maintenance and
I'll start with telling about myself I'm
a professional engineer I'm a chemical
engineer I've got a master's in Business
Administration and I'm also a
cmrp a CER ified maintenance and
reliability professionals engineers
build these big monster things but these
things have to work for 20 and 30 years
if they're not working you're not making
a profit and the engineers are gone at
this point after they've made something
for your facility I don't know if I
needed a master's degree in business to
tell you that we're here to make a
profit or to complete our mission as a
company m might not be a profit-based
company but we want to do that in a
safe legal environmental friendly way
and we've got to do that for 20 and 30
years and that's why operations and
maintenance is so important and
management has a problem in that we
misunderstand the purpose of maintenance
maintenance is keeping things working
maintaining I got that from the
dictionary if you let something break
and fix it breaks fix it break fix it
break fix and as soon as it breaks you
fix it that's not maintenance we have
failed in our mission by letting
something break and then restoring it
now we will do that but that's because
we did not do our job to
maintain reactive maintenance is that
fixing something after it broke reactive
maintenance actually is a an oxymoron
it's like jumbo jumbo shrip you let it
break and then you have to restore it
that is not maintenance but management
has a problem with Staffing to keep
things from breaking because if we are
successful in maintaining
something over
time management does not replace
maintenance people when they leave if a
maintenance person
retires um wins a lottery gets another
job we're not allowed to say gets hit by
a bus but if a maintenance person leaves
we don't repace that person right away
we have 10 electricians two of them are
about to retire let's see we get by with
eight electricians you never know until
you try and as things are not breaking we
we
continually reduce our maintenance staff
until we can't keep up and things things
are breaking and they're breaking all
over and around us operators are
screaming at us and then management says
seems like we're getting behind let's
hire a couple of electricians and we
hire the people back but but we're
actually Staffing oursel at the point of
just barely keeping up with the
breakdowns we do enough preventive
maintenance to keep things from breaking
and then
otherwise we staff the fine edge of
Staffing is keeping up with breakdowns
and we can be a good company doing that
but the big money is keeping things from
breaking to begin with and that's doing
proactive maintenance proactive
maintenance is maintenance where you
don't have to do it this week it can
wait till next week nobody's yelling at
you proactive maintenance a lot safer
you're not rushing in the middle of the
night um you're not using parts that
aren't the best parts but you're trying
to make do it's not bad weather
conditions it can wait till next week
you can fix that little
drip at your leisure you're not rushing
to fix a gusher that's washing out a
foundation you're not rushing to fix a
deck that's rotted out you can wait
until next week that's proactive
maintenance the problem we have is that
for proactive
maintenance you can't get to it because
you have your hands full and The
Operators are think they're doing you a
favor they're not telling you about
proactive maintenance that you need to
do the little drips because they know
have your you have your hands full
you're fixing a rotted deck here you're
fix fixing a Washed Out Foundation over
there you're not able to get to it and
it also frustrates operators when they
tell you about some little thing and
you're not going to do it so fine I'm
not going to tell them about it I told
them about something last year they
didn't fix it until it was too late I'm
not going to tell about something so but
besides them trying to help you with
some little thing and they're getting
frustrated when they do tell you about
some little thing you don't break it
they're not going to tell you about that
so our management question
with planning and scheduling and
maintenance as all is how can we do the
extra proactive maintenance when we
honestly have our hands full of reactive
maintenance and we'll talk about that in
other issues but I first want us to
understand that maintenance is keeping
things working well thanks for being
part of my maintenance family I wish I
could describe the whole maintenance
planning is scheduling inbook to you
right now but thanks for letting me give
you my s uh you can also see some of my
past conference presentations and
magazine articles at Palmer planning.com
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