A problem that I have experienced in my role as maintenance manager is the difficulty in getting everyone to place orders and report in systems. It is much easier to call a technician, describe the problem and let them fix it. Then it’s no longer my responsibility … Do you recognize this behavior?
This method causes problems, because up to 80% of all faults and fixes, are not documented and therefore not visible. Time goes to waste because you “run” from one assignment to “come and check it out” – an assignment the caller thinks is important, or so small that a technician can solve it while passing. In the end, these assignments are, at the best, jogged down in a notebook, on a yellow Post-it in a pocket, on a desk or on a screen, and once they’re completed, neither the problem nor the action is documented. Maybe you have a whiteboard, where you write up important jobs to get them done. When they are done, they are signed by the technician and then erased to make room for a new important job, and the history is lost.
When it comes to preventive maintenance, you might have a folder with instructions and checklists where you check what you’ve done. When it’s time for a new maintenance task, you put a new paper in, in front of the old ones. In this case, the history is saved, although it may not be easy to compile it for statistics. The remedial jobs are hardly documented at all.
Many have a maintenance system, for example a module in an accounting system or a spreadsheet on a computer. Unfortunately, a module in an accounting system is often time-consuming and difficult to use and, in many cases, the person ordering a job cannot follow what happens with it. A spreadsheet can be easy to use but operating it as a shared responsibility where everyone reports can be tricky. In both examples, it can be difficult to obtain statistics or read about previous faults. The system may lack flexibility in the users’ work processes. Working in the system is too illogical, which in the end means it’s not used. I think the threshold for ordering jobs and reporting them is the biggest problem when it comes to obtaining a good report.
The fundamental reason why MaintMaster increases the number of errors and activities registered
Our philosophy is that the user is always in focus. MaintMaster is designed to be intuitive and easy to use. The flexibility offered by the easy customization for each user group or work process, combined with standardized solutions in computer environments, means that a normal user of a smartphone, tablet or computer only needs a few seconds of introduction to write a fault report, or a minute to learn how to report what they’ve done. Any action you do, whether you are a technician or an operator. The possibility of being able to follow jobs up quickly, means that the interest in fault reporting, or reporting what you’ve done, increases.
– Here you can see how easy it is for you report a fault in the app.
– Here you can see how easy it is to report what you’ve done
The most extreme project I was involved in was a change of maintenance system at a supplier to the automotive industry. In the old system, they had, on average 40-60 fault reports per month. 3 months after using MaintMaster, there were over 900 fault reports of differing dignity. After 6 months, in a production section, OEE had increased by 13%. In money, this was about: 52,000,000.
One year after the switch, they had achieved even higher figures throughout the business. We had a few interviews with the staff to hear their opinion. We were especially curious to find out if they ran more, worked harder or were more pressured to achieve results. The answers we received was surprising.
-Run harder? Work more? No. We have more fun. Everyone knows what to do and the machines are working. When a machine doesn’t work, you also know what to do to fix it. Today, things are calmer, and everyone feels confident in our working methods and equipment.
The quote is based on the answers we received and my memory from the interviews.
1. Create good routines and processes for maintenance, with an easy-to-use system
2. Educate everyone about the economic importance of maintenance, visualize the work and follow it up regularly
3. Make the history accessible to everyone, so you can quickly follow up ordered actions, regularly follow-up equipment that creates problems and show an action plan, etc.
.. then you have come far. By creating good key figures and continuously following them up, you will see results over time.
Do you want our support in any of the steps? Contact me or any of my colleagues and we’ll help you!
/ Staffan Bergström
Project Manager, MaintMaster