Maintenance Excellence For Maint Supervisor Web

Maintenance Excellence for Supervisors

“Applying Best Practices in Maintenance and Reliability”

“Maintenance Supervisors are the people who make the largest impact on reliability in most
organizations and thus I created this program to provide ideas which will allow them to far
exceed management’s expectations and make a real difference in day to day maintenance of
their equipment and motivation of their staff”
Ricky Smith, CMRP

This course requires each participant to attend 12 – 8 Hour Training Sessions (98 hours) on the
web spread out over a 12 month period. Each person will develop a simple business case which
will be expected to deliver between 2-3 times the return on investment in the class 12 month
period.

Course Objective: To teach application of proven best maintenance, reliability, and leadership
practices to maintenance supervisors at a speed and level they can embrace and act upon.

Who should attend: Maintenance supervisors, maintenance foreman, and the first session,
maintenance management would attend

Expected Outcome: A conversion of a facility from their current state of maintenance and asset
reliability to a higher level; resulting in higher asset utilization, availability, lower cost, higher OEE, and
a true change to a proactive maintenance and reliability culture in the facility.

How will this occur? Each attendee will be expected to complete specific homework they have agreed
upon before the next session. Applied Maintenance is the process of training a professional to learn
and apply what they learn in class without application of the learning money and time is wasted.

Requirements: Each attendee must complete homework and attend all sessions. Coaching will be
provided between classes to anyone who needs assistance.

Coaching: Ricky will be available as much as possible to assist any maintenance supervisor who has
questions, concerns, or ideas concerning issues they are facing.

Course cost: $1,995.00 per supervisor

Start Date and Times: TBD (depends on your location)

Course Location: On the Web

Page 1 of 16 GPAllied
4360 Corporate Road
Suite 110
www.gpallied.com Charleston, SC 29405
Office (843) 414‐5760

Fax (843) 414‐5779



Session 1 (maintenance managers attend)
A. Welcome

a. Introduction and Objectives of the Course

b. Pre-Test

c. Current Site Issues by Supervisor

d. Identify the Top 3 Issues

e. Course Expectations

B. The Maintenance and Reliability Functions
a. Terminology
i. Maintenance
ii. Reliability
b. Roles of Maintenance and Reliability Functions in a World Class Organization

C. What are Self Induced Failures and how they impact Production Output and Maintenance
Resources

D. Self Induced Failures Exercise
a. Exercise #1: Identify two Self Induced Failures they have seen
b. Exercise #2: Identify the maintenance strategy to mitigate these failures

E. Return on Investment Exercise
a. Cost of Self Induced Failures
i. Lost Production
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ii. Parts Cost
b. Plan for execution to reduce self induced failures

F. Metrics Used by a Maintenance Crew and how to use them.

a. Engaging a crew
b. Setting the stage for success
c. Identifying the right metrics to drive the right behavior
d. How to motivate a crew with the right behavior

e. What data needs to be input into the CMMS/EAM in order to have the reports required?
f. Plan Development for execution of an effective metrics plan.
g. Accurate Work Order Close in order to report effective metrics

G. Current Issues identified by Supervisors
a. Top 3 Issues which are posted on the wall in the class room
4360 Corporate Road
Suite 110
Office (843) 414‐5760

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b. Developing solutions for these issues
c. Steven Covey – Circle of influence and area of concern concept

H. Introduction to Tool Box Training – How to use them effectively
a. Supervisor training every other week with maintenance crew using these training tools

b. Example of how to use Tool Box Training by Instructor

I. What is a Proactive Maintenance Strategy and how does it work?

a. Preventive Maintenance
b. Predictive Maintenance
c. Planning
d. Scheduling
e. Work Execution
f. Work Follow-up
g. Metrics for a World Class Organization

J. Plan of Action for the coming month

4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



Session 2
A. Welcome everyone

a. Maintenance Supervisor Successes Identified and Celebrated

b. Maintenance Supervisors report on homework to class (successes and challenges)

c. Lesson Learned from Application of New Ideas

d. Pre-Test

B. What does World Class Maintenance look like? (maintenance management is welcome to
attend)

a. Alcoa, Mt Holly – recognized worldwide as the best in the world since 1984 winning
numerous awards to include recently the North America Maintenance Excellence
Award.

b. NOTE: WebEx with retired Maintenance/Engineering Manager from the US to
provide a one hour overview of World Class and one hour question and answer
period.

c. Lessons learned from this experience are identified and discussed.

C. Maintenance Management Issues

4360 Corporate Road
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a. Known management and supervisory issues
b. Leadership issues
c. Known methods to improve management and leadership skills
d. Being a True Leader of Maintenance Staff (anyone can do it)
e. Exercise: How to change?

D. Defining Roles and Responsibilities using RACI
- Who is Responsible (this is the Doer)
- Who is Accountable (the person to go to if something is wrong)
(Accountable – only one person can be accountable)
- Who is Consulted – Two way communication – we need their input
- Who is Informed – keep in the loop (Cc them on email)
a. Why the need for RACI?
b. When to apply RACI

c. Example of RACI using an example from one of the Supervisors
d. RACI Exercise

E. Plan of Action for the coming month

Session 3

A. Welcome

a. Pre-Test

b. Current Site Issues by Supervisor

4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



B. Failure Modes Driven Strategy – what is it

a. What is a Failure Mode
b. How to Prevent or Predict Failures

c. How a Failure Modes Driven Strategy impacts Maintenance Planning and Scheduling

C. Preventive Maintenance

a. What is Preventive Maintenance?
b. What is the perception of Preventive Maintenance?
c. What is the 10% Rule of Preventive Maintenance and how to apply it?
d. Test-Apply the 10% Rule of Preventive Maintenance to a Specific Scenario
e. Discussion

D. PM Evaluation

a. How to conduct a PM Evaluation Effectively
i. Exercise: PM Evaluation
b. Evaluating your current PM Program in your area
ii. Exercise: Evaluating the PMs in a specific area of the site
c. How to write effective PM Procedures
iii. Exercise: From Checklist to an Effective PM
4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



E. Condition Monitoring (Predictive Maintenance)

a. Differences between Condition Monitoring and Predictive Maintenance (we must change
the way we think)
b. Types of Condition Monitoring Techniques and when to apply them
iv. Vibration Analysis, Infrared, Ultrasound, Motor Circuit Analysis Online and Offline,
etc.
v. Examples
c. How to balance PM and PdM for the most optimal asset reliability?
d. Using the PF Curve to identify when to make decisions
e. What is a true failure, functional failure, and partial functional failure and why do you
care?
f. The PF Curve Effect

g. Planning Based on the PF Curve and Condition Monitoring

F. Do you want to eliminate failures? Strategy to eliminate failures.
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Suite 110
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Fax (843) 414‐5779



G. Precision Maintenance

a. Maintenance Skills
vi. Maintenance Knowledge
vii. Maintenance Skills
viii. Retaining the Knowledge and Skills
b. Effective Work Procedures
ix. Requirements of Effective, Repeatable Work Procedures
c. Commissioning Test after Work has been completed
x. What is it you want to know?
d. Examples of these successes and failures?

H. Plan of Action for the coming month

Session 4
A. Welcome

a. Maintenance Supervisor Report Metrics



d. Pre-Test

B. Developing Effective Work Procedures (Planners need to attend this session)

a. Why work procedures are necessary and becoming more critical as the current skilled
workforce changes
b. What the Work Procedure hierarchy is and why it is important

4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



c. The difference between ranking jobs for execution and jobs for work procedure
development
d. Definitions of common Work Procedure nomenclature
e. How to effectively map a work procedure
f. How to write clear and meaningful Warnings, Cautions and Notes for work procedures
g. How to identify and document constraints, impediments and resources for work
procedures
h. Basic rules for work procedures
i. How to design and construct effective work procedures for Job Plans, PM Procedures,
Lubrication Procedures and Operator Checklists
j. How to QA/QC work procedures
k. Basic metrics for work procedure development and usage

C. Procedure Development Exercise

D. Plan of Action for the coming month

Session 5

Maintenance Planning (Planners should attend)

A. Welcome

a. Work Procedure Metrics Reported by Supervisors



d. Pre-Test

B. Proactive Work

a. Proactive Work Flow Model Attributes

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b. The Roles of a Planner
c. The Roles of a Maintenance Supervisor
d. Planning Proactive Work Process
e. Kitting Parts
f. Managing the Backlog Overview
g. Feedback on the Plan once it has been executed

C. Maintenance Scheduling

a. Daily and Weekly Scheduling
b. Wrench Time
c. Measuring Wrench Time
i. Common Delays and why
d. Exercise: Measuring Wrench Time
e. What to do about a low wrench time?
f. Exercise: Scheduling one week of work load for your crew
g. Thoughts on maintenance scheduling from class

D. Plan of Action for the coming month

Session 6

A. Welcome

a. Maintenance Supervisor Report Metrics



4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



d. Report Metrics

e. Pre-Test

B. Maintenance Execution (a couple maintenance techs from each crew should sit in this
part of this session - last 4 hours)

a. Maintenance Planning effect on Work Execution
b. Maintenance Scheduling effect on Work Execution
c. Lack of / use of Effective Work Procedures effect on Work Execution
d. Feedback to the planner and schedulers
e. Work Order Close Out
f. Rework – how to eliminate it

C. Maintenance Program Metrics and Routine Management Techniques

a. Metrics and Key Performance Indicators
b. Department Level Measures
1. Delay Rate
2. Utilization and Availability
3. Overall Equipment Effectiveness
4. PM Effectiveness
ii. Efficiency Measures
1. Planned vs. Emergency Work
2. % of Planned Work
3. Schedule Compliance or attainment
4. # of Effective Work Procedures Development
5. % of Work Procedures which are Effective
c. Equipment or System Level Measures
iii. MTBF
iv. MTBR
v. MTTR
vi. Repair Cost

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Office (843) 414‐5760

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vii. Total Cost to Maintain

D. METRICS EXERCISE – Development of 4 Key Performance Indicators (KPI Dash Board) using the
RACI Model

E. Plan of action for the next month (bring a sample of 10 PMs to class)

Session 7

A. Welcome everyone

a. Maintenance Supervisor Successes Identified and Celebrated
d. Data from New Maintenance Supervisor Dashboard Trended
e. Pre-Test
f. New Course Expectations (if identified)
B. How to conduct PM Evaluation
a. Steps to Conducting a PM Evaluation
b. Example of a PM Evaluation
c. Everyone works on a PM Evaluation of their 10 PM s

C. Writing new Quantifiable PMs
a. Steps to writing effective QPMs
b. Example of QPMs
a. Everyone write at least 2 new QPMs
D. Plan of action for this coming month (maintenance team metrics)
4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



Session 8
A. Welcome everyone

a. Maintenance Supervisor Report Metrics (Trended)
b. Maintenance Team Metrics Reported
c. Maintenance Supervisor Successes Identified and Celebrated
d. Maintenance Supervisors report on homework to class (successes and challenges)
e. Lesson Learned from Application of New Ideas
f. Pre-Test

B. How to Lead a Maintenance Crew

a. The 11 Leadership Principles
b. Development of Guiding Principles
c. Issues every continues to face every day

C. Plan of Action for this coming Month

Session 9
A. Welcome everyone

a. Maintenance Supervisor report on all metrics (trend graphs)
b. Maintenance Supervisor Successes Identified and Celebrated
c. Maintenance Supervisors report on homework to class (successes and challenges)
d. Lesson Learned from Application of New Ideas
e. Pre-Test

B. Master Plan Development (using Microsoft Project)

a. Identification of tasks required to achieve World Class with their crew
b. Prioritization of Tasks
c. Establishing Targets and Goals

C. Class Closeout – Comments from each person

4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



Session 10
A. Welcome everyone

a. Maintenance Metrics Reported
b. Wrench time reported
f. Pre-Test

B. Review Issues and discuss

C. What is the best course of action for each issue?

D. How can we measure the outcome of each issue?

E. Plan for coming month

Session 11

A. Welcome everyone

a. Maintenance Metrics Reported
b. Wrench time reported
f. Pre-Test

B. Adjustments to Master Plan

C. Adjustments to Supervisor and Crew Metrics

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Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779



D. Course work to be executed between this month and next

Session 12

A. Welcome everyone (plant managers and maintenance managers)

B. Metrics reported by supervisors
a. Crew Level
b. Supervisor Dashboard

C. Maintenance Crew
a. Two maintenance crew members report on changes to:
i. Empowerment
ii. Work Identification
iii. Work Execution
iv. Metrics
v. Other Topics by Crew

D. Maintenance Managers report on progress seen in their supervisors

E. Course Evaluation

4360 Corporate Road
Suite 110
Office (843) 414‐5760

Fax (843) 414‐5779

Maintenance Excellence For Maint Supervisor Web

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