The Strategic case for a Personnel Maintenance Programme
For Industry there are only two costs – Capital expenditure and Operating expense.
These are the cost of purchase and the cost of maintenance.
Simply by applying the insights and best practice from the Maintenance Workshop to the People within the organisation your business can make a major improvement in productivity, increase the reliability of the knowledge assets within your organisation and reduce the cost of knowledge failure.
Modern equipment maintenance has moved on from the simplistic Run to Failure (RTF) methodology –“if it’s not broke don’t fix it” – a strategy that we still apply to the light bulbs in our houses.
In order to better control cost, maintenance now involves planning, and gone through many developments and combinations of failure prevention strategies such as
• Condition Monitoring (CM)
• Preventative Maintenance (PM)
• Condition Based Maintenance (CBM)
• Reliability Centred Maintenance (RCM)
Now sophisticated processes such as Root Cause Analysis (RCA) and Risk Based Inspection (RBI) have been developed and applied.
In the highest performing companies, maintenance has a more holistic approach which attempts to achieve Total Process Management (TPM) by understanding and engineering out failure at each stage; raw material selection, equipment design, manufacturing and operation
This has resulted in major improvements in reliability, up time and reduced the overall cost of ownership.
Compare these advanced maintenance methods with those currently used to maximise productivity and minimise the cost of ownership related to the people within an organisation.
There are various lists of the “pillars” of TPM; some have 5, some 8, some 10. This list has 10.
1. Safety & Environmental Management
2. Focused Equipment & Process Improvement
3. Work Area Management
4. Operator Equipment Management
5. Maintenance Excellence for TPM
6. Education & Training
7. Human Resource Management
8. Administration & Support Systems Improvement
9. New Equipment Management
10. Process Quality Management
The majority of these are people related. The Four “Ms” The Man, Machine, Methods, or Materials are recognised as the source of all failures.
The Warning Signs
A machine without the correct maintenance and lubrication will start to make extra noise and signal that it is outside the design tolerance of its operating envelope.
This reduction in performance can be due to incorrect selection, overwork, incorrect pressure, lack of regular checks, calibration and adjustment or excessive or changed working loads.
An organization that fails to spend time and money on maintenance of its equipment and property will not be successful in business for long.
The same applies to your people – the workers, the knowledge base of your company.
People within an organization can also exhibit sporadic failures to start, erratic performance, become excessively noisy, suffer partial breakdown until they fail completely.
You may have a stock of spare light bulbs, seals and spare parts, but you are unlikely to have the spare resources to immediately replace the individual knowledge worker who retires or leaves to work for a competitor.
Every organization needs an effective personnel maintenance programme in place, one that delivers the capacity to repair and replenish the knowledge that is constantly being generated, adjusted, and then lost as people come in and go out the doors.
This is more than an analogy.
It is a mindset that recognizes that the knowledge held within your organization is what differentiates you from your competitors.
That knowledge is the strategic advantage you rely on every day to win work and deliver satisfactory products and service to your clients.
Until that day comes when all the work is done by robots we need to have Planned People Maintenance in place