UPTIME
Leading culture change Given detailed downtime loss information, plant leadership can focus its plant-floor work groups on an actual “business case for change.” Together they can all focus on fast and sustainable packaging-line improvements using the following: n Report actual production rates and requirements of the
Line (not RED-GREEN, percent). n Report the units NOT produced due to documented
equipment problems (1,134,900). n Report lost production impacts on customer shipments,
overtime and cost per unit. n Provide resources and empower the groups to identify
and eliminate problems.
n Learn from the problem-solving efforts to address
additional downtime losses. When plant-floor metrics and improvements are visible and linked to realistic indicators, they require little or no translation. RED-GREEN and PERCENTAGES, though, are open to interpretation—and require translations for real-world use. Don’t forget: What gets measured gets done. What gets rewarded gets done. Be sure to measure, report and reward the right stuff. MT Robert Williamson, CMRP, CPMM and member of the Institute of Asset Management, is in his fourth decade of focusing on the “people side” of world-class maintenance and reliability in plants and facilities across North America. Email: RobertMW2@cs.com.
For moreinfo, info,enter enter 69www.MT-freeinfo.com at www.MT-freeinfo.com For more 71 at
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SEPTEMBER 2013