Planning and Scheduling
Within the Computerized Maintenance Management System (CMMS) component of the EAM is where the Planning and Scheduling for the organization begins. Effective Planning and Scheduling is another contributor to the successful thermography program. An organized planning & scheduling process makes a significant difference for organizations looking to improve operating efficiency, thus impacting the bottom line through improved process efficiencies. Planning and Scheduling is one of the foundational bricks that is held in place by the PdM cornerstone and thermography contributes significantly to the program’s success through the interpretation of the temperature related data contained within the thermal image.
Data Is Not Static and Its Integrity Affects Business Performance
Technicians must ensure that all data and reports are in a standardized process function in order to facilitate an EAM focused approach to Reliability vs. a reactive maintenance management approach.
“Many companies simply think business intelligence tools will solve all their problems without thinking about the quality of the data the tools will draw upon.”
The average middle manager spends about 2hrs a day looking for data they need, according to a study by Accenture. “Managers have too much information, do too little sharing,” says Study.
Many corporations will make large initial investments in starting a PdM program, including: Infrared cameras, vibration data collection machines, other PdM technology tools, training, and more. What happens after the jump start of these programs is, unfortunately, significantly less impressive than their initial intent. Without having quality foundational data as the bedrock to grow the program, the initial enthusiasm of any PdM or thermography program will soon falter.
Reliability Programs should be “Owned” by All
It is as important to have a channel of communication within the maintenance and operations groups as it is across all other departments in an organization. Clarity is certainly a component as well as illustrating the benefits of new technologies by applying them to specific tasks. By showing everyone the performance gains and “what’s in it for me” the grumbling of those in doubt of the value demonstrated by new technology will remain at a minimum. Once a technician crosses this bridge, they will find them self in the enviable position of being looked at as a true helping hand. Technical experts need to understand that the new technologies, information and methods have a tendency to intimidate long time employees of an organization. Many plant personnel may consider the newly introduced technology a threat to the work habits that have developed over the years.
The key to this communication is the sharing of as much information with everyone who will be involved with, or affected by, the introduction of the new technology. Take them along on the inspections. Teach them about the technology. Let them have a view through the infrared camera so it is not a mystery. Make sure to follow-up on the information that is provided. Even if the reports created don’t directly involve them, include all departments that may benefit from the implementation of the new technology, i.e. Planning and Scheduling. Follow-up with them and ensure that the reports are physically available in the field for the repair. Often, it is assumed that the reports are being viewed by the end user, the skilled repair craft, only to find out too late, they didn’t even see what it was they were trying to repair. Remember, visibility is the ultimate bonus in everything a thermographer produces. Almost every other PdM technology involves numbers, graphs or data in some form other than a picture. As a thermographer, the thermal image tells the story. It is significantly easier for a craft person to “see” where the problem is with a thermal image. Make certain they are, in fact, seeing those thermal images.
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