Posted by Marshall Institute on Thu, May 03, 2012 @ 03:41 PM
A "Round Table" Conference Call
August 23, 2011, five graduates of the Advanced Diploma in Maintenance and Reliability Management (MRM) participants gathered to discuss how things were going since graduating from Marshall Institute and North Carolina State University’s diploma program.
“I have been promoted from Electrical and Instrument Reliability Engineer to Maintenance Manager—MRM made this happen!”
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The discussion kicked off by asking what the graduates learned and how they were able to implement those learnings at their facility. One graduate said his organization had created an internal Preventive Maintenance (PM) Optimization program and changed their strategic planning approach. They now desired to move their reliability efforts from “the flavor of the month” to a valued program. Whereas they used to hold separate annual maintenance and financial planning meetings; they are now combined to ensure maintenance is aligned with financial goals. Another graduate said they’ve changed mindsets by taking a more Basic Equipment Care approach and applying Root Cause Failure Analysis. They look at bad actors using the Pareto Analysis and have found that when you publish results, everyone begins to see the value of what you are doing. When asked about the personal value, he quickly responds, “I have been promoted from Electrical and Instrument Reliability Engineer to Maintenance Manager—MRM made this happen!” Further evidence is the fact that his company has put “attending MRM” into their organizational plan.
Another key conversational topic was what reliability improvements they have seen since implementing MRM. One graduate said he’s seen significant improvements in budgetary control and resource management. He added, “Unfortunately, we had two reductions in workforce; however, we were able to maintain the same productivity and workload capacity.” Another graduate has seen similar cost savings in Preventive Maintenance Optimization, “We have cut and kept overtime down 85% of what was budgeted, and had a 15% cost avoidance in overtime. We’ve optimized PM’s and now have more time to do the RIGHT things.” Another has utilized PM’s to move people in the right direction. They now give feedback on PMs, and dive into the assets to discover what they are not doing correctly. Another graduate commented, “We are working on resource utilization. We were only using 15% capability with our Computerized Maintenance Management System (CMMS), but since revamping the system, now use 40-50%.”
Closing the conversation, one graduate comments “We are on our way to something special with MRM. It takes time, but is working and is well worth the effort.” This is the exactly feedback that we are working hard to achieve.
If you are interested in becoming a part of this exciting diploma program, go to: ContinuingEducation.ncsu.edu
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Tom Furnival
Rinnette Lowder
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Posted by Marshall Institute on Tue, Apr 24, 2012 @ 10:06 AM
This joint webinar teaches companies how to improve maintenance operations
MicroMain - Austin, TX (PRWEB) April 17, 2012
From the live music capital of the world comes the definitive webinar on world-class maintenance.
MicroMain Corporation, a leading provider of maintenance management software and services, is hosting its first-ever joint webinar with Marshall Institute, an asset management consulting and training company. The webinar will teach attendees how to reduce equipment downtime, lower inventory costs, and increase maintenance productivity.
This special free webinar will be held on April 26 at 12:00 PM CT. Facility and maintenance professionals can sign up at any time on MicroMain’s webinar page (registration is currently at capacity, however you can still sign up to receive a recorded version of this free webinar.)
It’s no surprise the webinar has attracted an early buzz. Dale Blann, CEO of Marshall Institute, will be providing a valuable insider’s take on how to achieve World-Class Maintenance. His talk will cover benchmarking best practices, identifying key metrics, the three steps to achieving world-class maintenance, and much more.
“Asset reliability is a critical element in manufacturing performance and market competitiveness – and maybe even survival,” Blann said.
Derek LaFitte, a Regional Account Manager at MicroMain, will follow up with an explanation of how an effective computerized maintenance management system (CMMS) can help companies reduce costs and streamline maintenance management.
“The right CMMS, proper implementation, and ongoing support can really complement sound maintenance practices,” LaFitte said.
Visitors to MicroMain’s website can watch previously-recorded webinars, including “Exploring Mobile” and “CMMS Options.” “Exploring Mobile” discusses how mobile technology makes it possible for maintenance staff to access their maintenance management system from anywhere. “CMMS Options” describes the differences between MicroMain’s two CMMS products, MicroMain Maintenance Management and MicroMain Facilligence.
Just in case any maintenance professionals miss this exciting joint webinar on world-class maintenance, a recording will be made available on both the MicroMain and Marshall Institute blogs.
About MicroMain:
MicroMain Corporation provides award-winning maintenance and facility management software and services to organizations worldwide. At MicroMain, we pride ourselves on personalized services and building close relationships with our customers. For more information call 512-328-3235 or visit http://www.micromain.com.
Posted by Marshall Institute on Thu, Apr 19, 2012 @ 11:09 AM
Guest Blog Contribution:
Marshall Institute is always looking to publish great industry relevant blog content and we are proud to have todays blog post come from MicroMain Corporation. MicroMain provides award-winning maintenance and facility management software and services to organizations worldwide. Learn more about MicroMain.
If you are interested in contributing valuable and relevent industry information to Marshall Institute's blog please contact us.
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The Dollars-and-Cents of a CMMS
Installing a good Computerized Maintenance Management System (CMMS) can have a profound impact on
your maintenance operations – and your bottom line.
Sure, the software can streamline work order processing, purchase order generation, and the creation of preventive maintenance tasks. But most organizations on the fence about implementing a CMMS solution are really more concerned about the dollars-and-cents.
How much does implementation cost – and how much money can the software save? If the return on investment (ROI) isn’t there, chances are the budget won’t be, either. As nice as it is to have “streamlined” operations or “optimized” maintenance tasks, companies are usually built to generate profit, not convenience.
Which is to say that CMMS solutions exist because they save companies money, not just because they make life easier. The question of what sort of ROI you can expect on a new CMMS implementation depends on your existing maintenance practices, your range of assets, the amount of downtime you encounter, and other considerations unique.
With all the moving parts in your maintenance operations, how can you calculate a realistic CMMS ROI? MicroMain recently published a white paper describing the ROI formula and how to arrive at a tangible dollar amount.
Let’s explore some of the principals behind this CMMS ROI calculation – and discuss whether it makes sense to obtain one for your organization.
Time Is Money
When it comes to business, time really does translate into money. Labor hours have a calculable cost. So when a CMMS provides functionality of convenience – such as automated purchase orders, or streamlined work order generation –what it’s really providing is a cost savings.
Let’s explore a real world example. One of your technicians has been issued a work order to repair a furnace in a location across town. A comprehensive CMMS solution (such as MicroMain Maintenance Management) can let you attach an inspection to this work order so that your technician can accomplish multiple jobs in one fell swoop. That way, when your technician returns from the off-site location, he’s not only repaired the furnace—he’s replaced the filters and cleaned the blower assembly.
This might have been two (or more) separate trips , but your CMMS keeps you updated on what maintenance needs to occur—and when—so that you can achieve maximum productivity.
Note that reducing labor hours doesn’t necessarily mean a reduced staff. It means having the freedom to reassign your existing staff to other tasks in order to improve production standards, increase customer satisfaction, or ramp up production to start making more money.
Your Assets on the Line
Chances are, if you showed up to work tomorrow and your fixed assets had magically disappeared—your machinery, your fleets, your equipment—your business would probably be somewhat hindered.
Your assets are critical to your business. They are your business. Keeping them operating at peak efficiency is one of the most basic objectives of your maintenance staff.
CMMS software can help. Effective preventive maintenance scheduling reduces downtime, which directly correlates to a reduction in losses. When your maintenance floor shuts down, oftentimes so does your company’s ability to generate revenue. How much would it cost your company if one of your most important assets broke down because of insufficient preventive maintenance?
A CMMS can also extend your asset’s lifespans. And again, this has an associated cost. If each HVAC unit costs $10,000 (including installation) and the manufacturer estimates a 10 year lifecycle, that assets annual purchase cost is $1,000. So if the HVAC needs to be replaced after 9 years because it hasn’t received proper preventive maintenance, that’s a $1,000 loss for your company. CMMS systems can create real savings by helping to slow down asset depreciation.
Moreover, if HVAC units are no longer operating at peak efficiency, you’re going to be paying higher utility costs.
These sorts of potential savings should all be taken into account when obtaining a projected CMMS ROI. How much unscheduled downtime do you experience? How much potential do you have for extending the lifespans of your assets?
Does a CMMS Fit Your Company?
From a costs perspective, the decision to implement a CMMS—or replace your existing CMMS with a solution better-equipped to meet your company’s needs—can have tremendous implications. Obtaining a CMMS ROI is an excellent way to justify the purchase internally, and is also a good opportunity to take a hard look at your current maintenance inefficiencies.
How much time could you save automatically generating purchase orders with a CMMS? How much productivity gains could a CMMS provide? How well-optimized are your existing inventory management processes?
For a closer look at how to obtain a realistic CMMS ROI, take a look at MicroMain’s CMMS ROI white paper or send MicroMain an email for plans and pricing.
Posted by Marshall Institute on Mon, Mar 26, 2012 @ 02:59 PM
Want to join the movement of the United Skills of America?
United Skills of America is striving to build the next generation of skilled technicians through a major campaign in concert with Career Technical Education programs, community college goals, and the Center for America. This initiative is supported by United Association Union of Plumbers, Fitters, Welders and HVAC Service Techs, Robeson Community College of Lumberton, N.C., and technicians like Marty Tauber, a maintenance trainer of Portland, Maine.
Take a brief minute and try our Occupy a Job App - Yes, there is now an app for that too!
Over 12.8 million people are out of work in the United States, but there are an estimated 3.5 million unfilled job openings, with over 40 percent of those openings in the skilled trades. Companies need highly technical, capable resources to manage and operate today's complex equipment, and agile minds to adapt to the newer complex equipment technologies on the horizon. I believe with the mainstream entertainment and sports industries distracting the attention of our youth, many are not pursuing the skills needed to fill those vacant skilled trade jobs. These jobs are real, attainable, and well-paying.
So check out the app and spread the word.
Posted by Marshall Institute on Tue, Mar 13, 2012 @ 12:37 PM
The final video in the Sustaining TPM series reviews the importance of establishing a both a short and long term strategy. Creating a clear strategy plan is vital for any long term improvement effort to be sustained. Studies such as the AT Kearney study and results from the NAME award recipients (North American Maintenance Excellence) show that the best of the best have both a 1 and 5 year strategy plans.
Greg highlights key elements for developing a sustainable strategy:
- Create a vision statement
- Create short term plan
- Create long term plan
- Sustain change through engagement
- Follow up
The Sustaining TPM video series has covered:
- Gain consensus on strengths and weaknesses
- Build a case for change
- Develop internal expertise
- Develop a strategy
These 4 steps provide the structure necessary to support your Total Productive Maintenance implementation initiative and will provide a strong foundation for success.
I hope you find these steps valuable. Please leave a comment below if you have any questions.
Best of luck.
Posted by Marshall Institute on Thu, Mar 08, 2012 @ 08:51 AM
MUMBAI, INDIA -- The Indian Reliability Maintenance Council (IRMC) was recently formed by the attendees of Joel Leonard’s February 2012 “Fighting the Maintenance Crisis Workshop”. The impetus for forming the council was the enormous task of maintaining large, aging infrastructure and dealing with a long list of industrial challenges including: equipment failures, production outages, budget cuts, deferred maintenance expenses, skilled workforce challenges and increasing inflationary costs.
This new organization plans to meet regularly to discuss current maintenance and reliability challenges, tour industrial facilities throughout India to network and share best practices and work to certify members. IRMC will follow established successful societies and councils such as the Society of Maintenance and Reliability Professionals (SMRP) in the U.S and the Institute of Asset Management (IAM) in the U.K., to name only a few.
Engineering leader Sanjay Sorte said “This organization was created out of the frustration of lack of respect, appreciation and support for maintenance personnel and to help others realize that without proper reliability and maintenance programs our businesses and national economies will literally crumble before our eyes.”
Deep Savaliya identified another one of the key goals of the organization, Indian working behaviors and safety standards are lower than those followed in other countries. Through IRMC they want to enhance both our technical and safety competency so that it is on par with other countries.
Joel Leonard, a workforce development consultant based in the U.S. supports the board’s efforts and is connecting them with resources worldwide to help accelerate the growth and implementation of the IRMC. Leonard has been dubbed by American media as “The Maintenance Evangelist” because of his passion to elevate awareness of maintenance and engineering career paths. His passion seemed to spark a latent desire for greater maintenance standards, education and support during his Mumbai workshop.
The IRMC is facing a great challenge; however, with their passionate leadership team and desire to learn from established societies around the world, they look set for success. We certainly support their cause and wish them the best of luck.
Posted by Marshall Institute on Thu, Feb 23, 2012 @ 02:14 PM
Guest Blog Contribution:
Marshall Institute is always looking to publish great industry relevant blog content and we are proud to have todays blog post come from MicroMain Corporation. MicroMain provides award-winning maintenance and facility management software and services to organizations worldwide. Learn more about MicroMain.
If you are interested in contributing valuable and relevent industry information to Marshall Institute's blog please contact us.
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Your organization thrives by adapting to industry changes. Why shouldn’t that be true of your computerized maintenance management system (CMMS)?
Sometimes it’s obvious your CMMS software is no longer receiving support. Maybe your vendor is openly redirecting their focus — or maybe they're closing up shop altogether. Other times, software neglect is hidden. Your CMMS vendor is still in business and their phone number remains in service. But support is half-hearted. Rollouts of new software have trickled to a stop, or you constantly finding yourself playing phone tag. And nobody wins when you play phone tag.
Here are 8 other ways to identify that your CMMS Vendor isn’t stepping up to the plate with adequate software support.
1) Does your CMMS vendor have another release in the pipeline?
There’s no getting around it: a good CMMS implementation starts with good software. And good software is software that’s perpetually getting better—adapting to new technology, optimizing processes, and improving the end-user experience. If your CMMS Vendor isn’t working on a new release, it isn’t because they’re content with the status quo. It's because they’re lacking appropriate development support.
2) Does your CMMS support mobile technology?
A good CMMS vendor recognizes that “mobile” isn’t just a city in Alabama. Even if your organization is not considering implementation of a mobile solution, chances are good that a vendors who doesn't support mobile technology is lagging behind in other ways. Perhaps they have an abacus or two lying around their offices.
3) Does your CMMS vendor have a static website?
Your CMMS vendor’s website should not have a complete facelift every time you refresh the page. But does it offer a regularly-updated blog? Is there a newsletter? Is there a current news sections? Websites are often the first point of contact for both current and existing customers. If a company’s online presence is stagnant, chances are the company is, too.
4) Can your CMMS communicate with other software?
A “siloed” CMMS is one that exists in its own universe, antisocially unwilling to speak with other software. Not only is this problematic on its own — it’s a pretty good bellwether that your CMMS vendor is not interested in tailoring its product to the constantly-shifting software landscape. A good CMMS solution should have functionally to connect with Microsoft Active Directory (to avoid creating separate username/logins), have the ability to plug into an email client like Microsoft Outlook, and be capable of tieing-in with your facility management software.
5) Does your vendor embrace barcode technology?
Barcodes aren’t just for grocery stores anymore. You’re probably starting to see them everywhere: on posters, in books – and, yes, even on maintenance equipment. The latest and greatest CMMS vendors have adapted to this technology by offering optional tagging ad-ons, such as MicroMain’s InfoTag. Technicians can scan tags with a smartphone or other mobile device to get immediate access to asset maintenance histories, model and serial numbers, warranty information, and more.
6) Is your vendor there for support?
Like a good friend, your CMMS Vendor should be there when you need it. Even after your software is implemented, there may be times you need assistance. If your database is hosted externally with your vendor, for example, you might need to contact them to resolve a server issue. Can you get a hold of support? Is there email response time lag? Does your vendor provide live chat on their website? Does your vendor offer service packages for existing customers? Or, on the contrary, does your vendor seem to keep its existing customers at arm’s length?
7) Does your CMMS have web request functionality?
In industries such as property management, having 24/7 web request capabilities can be downright essential. Web requests reduce incoming call and emails, while dramatically improving customer satisfaction. Still, many CMMS vendors turn a cold shoulder to web functionality. Are these vendors making other glaring oversights?
8) Is your CMMS capable of adaptation?
Your CMMS wasn’t designed specifically for your organization – but it should feel like it was. One of the biggest signs of an under-supported CMMS is the software’s inability to adapt to your changing sets of needs. Invariably, your organization will grow and evolve – and your CMMS needs to be flexible enough to keep pace. For example, the growth of your organization may lead to new levels of regulatory compliance. Rigid, uncompromising CMMS solutions often rely on work-arounds to achieve this newly-desired functionality. When a CMMS is receiving adequate support, these key changes are far easier to implement.
Identifying a stagnant CMMS is the first step to solving a potential problem. When your CMMS solution isn’t keeping up with the industry, it can lead to far-reaching problems down the road. Replacing and updating your system is a cathartic exercise, a great time to institute company-wide improvements in work order and preventive maintenance (PM) processes. And once you’ve acquired a well-support CMMS, your organization has the invaluable peace of mind to know that if a problem comes up, you have a helping hand to depend on.
Posted by Marshall Institute on Thu, Feb 16, 2012 @ 02:40 PM
So far, in the Sustaining TPM video series we have discussed the importance of gaining consensus on strengths and opportunities and building a persuasive case for change. This next and equally important topic is building internal expertise.
For those currently embarking on your TPM implementation journey, let's assume you have successfully executed the first two steps. This means that your peers and management team are on board with the need for Total Productive Maintenance and also the current areas for opportunities that exist at your site. With this momentum built, it is vital to utilize individuals who are able and willing to drive the process. This is the step of building internal expertise.
On your journey you will require the sponsorship of corporate and you may seek the services of a consulting company; however valuable these people are, they cannot sustain your process. Sustaining the process comes from a sense of ownership, and this has to be developed at the shop floor.
Our Sustaining TPM video series is designed to support individuals and organizations to be more effective implementing Total Productive Maintenance (TPM). The series is structured around 4 key implementation steps:
- Gain consensus on strengths and weaknesses
- Build a case for change
- Develop internal expertise
- Develop a strategy
Posted by Marshall Institute on Tue, Feb 14, 2012 @ 12:20 PM
During the 2012 Golden Globes Award Ceremony in Hollywood, CA, the Foreign press recognized the best in movie and television. Two days ago the best in the music business were recognized at the widely viewed Grammys. This got me thinking; why can’t we glorify real workers who propel our economies forward? Why don’t we recognize maintenance heroes with more fanfare? Why doesn’t our president invite the best maintenance leaders to discuss energy cost saving techniques? Our president recognizes the Super Bowl winners and national college athletes. Why can’t he acknowledge those who are going the extra mile to keep our buildings, our businesses and machines performing at high levels within severe budget constraints on a daily basis?
Since we over-glorify athletes, singers, and actors, it is no surprise that we have a huge surplus of people who possess those skills and not enough engineering and reliability professionals. Sadly, the U.S. does not recognize maintenance management professionals and thus is not striving to raise the performance bar nationwide, and simultaneously not attracting younger generations to pursue these critical career paths.
Believe it or not, each year in Belgium, BEMAS (the Belgain Maintenance Association) recognize a national maintenance manager for excellence in the field. This is a great process; too bad the US is either too large, too fractured or has too many competing interests not to host such a competition. I would be willing to wager that many of the Belgian companies would rank very high in the U.S. because of their stringent evaluations and bench-marking programs.
I recently attended a workforce round table discussion sponsored by Senator Kay Hagan. Several employers attended and mentioned that they had several hundred open positions but had difficulty locating candidates with the proper skill, work attitudes and character that they could hire. Highlighting that this was an issue many companies were facing, Senator Hagan said “despite our national unemployment level of 14 million workers, we have over 3.5 million unfilled jobs”.
It was brought up that in the U.S. the pursuit of the 4 year degree was creating stigmas, slowing the pursuit of technical and maintenance career paths. We definitely need an image overhaul and we need to be more willing to get into the trenches and meet with not only business, academic leaders but also meet face to face with our future generations of workers. To help more willing to wage the battle to convert the image of maintenance from a dirty, nasty job, to the reality that maintenance is a major profit contributor. To help you, here is a presentation to give speakers something to build on and share their personal journey in careers of maintenance and reliability. Feel free to add, change and delete to your liking and present this to those in the trenches so that our youth will get an accurate impression of our profession.
Recently, I spoke to a class at Catawba College and shared how I use social media to elevate the maintenance profession. While there I exposed the students to the real profession and dispelled many of the myths and stigmas. If more of us would volunteer time to educate our youth, we can help reverse the attitudes that are preventing our profession from growth. If we can calibrate the aspirations of our youth with the real current and future needs of our employers, the gap of qualified future workers, will disappear.
Feel free to call me if you need any help. With National Engineering Week approaching in late February, this is a great time for our profession to get in the trenches and fight the Maintenance Crisis.
Posted by Marshall Institute on Fri, Feb 10, 2012 @ 09:04 AM
One of the best ways of improving our response time in critical breakdown mode is to have our tools and parts well organized. When a critical piece of equipment has gone down unexpectantly, we as maintenance professionals are forced into an EMT (Emergency Maintenance Technicians) role. We are expected to repair the broken equipment ASAP. This type of maintenance is never our preferred maintenance strategy but it happens and we should be prepared for it.
There are some things we can do to prepare for breakdown, or emergency maintenance. We should use the model of our local rescue squads or fire departments. Their philosophy is to be prepared for every conceivable emergency. They do this by storing a wide array of medications, first aid dressings, and equipment within their mobile trucks. Everything is stored according to frequency of use. What gets used the most is stored closest to the door so it can be accessed quickly. They have equipment stored according to symptoms. If they roll up on a car accident for example, they have quick response bags organized to best treat wounds often associated with such accidents. Likewise, if they respond to a possible heart attack, they have a kit or quick response bag prepared for that too. We can prepare for breakdown maintenance in much the same way as Emergency Response Teams respond to accidents.
First, we should develop a list of our critical equipment so that we can develop an emergency contingency plan for each piece of equipment. We should build emergency kits and store them so that they can be accessed to quickly in case the case of an emergency breakdown. These kits should include such things as: critical spare parts, any special tooling required for repairs, equipment schematics, job plans for the most common breakdowns, lock out/tag out procedures, etc.
Breakdowns are going to happen. With a little thought and pre-work, we can greatly reduce downtime usually associated with emergency breakdowns.
