The way of thinking that equipment managers need to have

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This post was last edited by sdwfsgyykai on 2018-5-12 at 20:15. Equipment management occupies a relatively low priority in enterprises; it is one of the departments with the fewest employees and the least resources available, so many companies consider the equipment management department to be a secondary department. In fact, equipment management is closely related to various departments; nothing can function properly without it, and it’s impossible to function effectively without sufficient resources. It’s also impossible to ignore the demands coming from these different departments. As a result, the equipment management department finds itself in an awkward position. Therefore, the right way of thinking brings initiative to equipment management work, reducing the need for reactive, exhausting coping. I. Empathy: Due to the specific nature of its tasks, equipment management faces unknown variability in the various demands coming from the field; to carry out predictive maintenance, it is necessary to first learn to put oneself in others’ shoes. 1. Relationship with the Production Management Department. The main client of equipment management is the production management department, yet the requirements of production management with regard to equipment management are usually in the opposite direction. If equipment management has no understanding of the production process, it will lead to a passive approach in equipment management, making it difficult to achieve effective equipment management. Therefore, equipment managers need to possess a mindset aligned with production management; by considering the equipment-related needs of production management along with the requirements of equipment management themselves, they can identify points within the production process where those needs can be met, thereby minimizing or eliminating downtime for maintenance and repairs – which is a prerequisite for effective equipment management. 2. Relationship with the production plan. Production planning differs from the requirements of on-site production management; its most notable feature is its short-term orientation. Over a certain period of time, production planning determines the way in which a manufacturing enterprise operates. Equipment management relies heavily on production planning to meet the needs of production management. If equipment management can keep track of production planning, it facilitates better planning for the implementation of equipment management strategies. The combination of equipment management and production planning will **reduce disruptions in manufacturing processes, turning necessary pauses into a rational part of the production rhythm. 3. Relationship with production technology: In many companies, production technology and equipment management are handled by the same department, while in other companies they are managed by separate departments. Production technology is a management function that adapts processes to the pace of the production site, improves production efficiency, and maximizes benefits in the production process. Many production techniques require implementation through changes in equipment parameters and adjustments to the layout of production lines; therefore, production technology is a field that is closely linked to equipment management, with even some overlap in responsibilities between the two. Therefore, equipment management must understand what the production technologies are doing, whether they have an impact on the operation of the equipment, and whether the support of the equipment management department is needed; proper cooperation can help achieve higher productivity. Similarly, the improvement and changes in production technology are inevitably closely related to equipment. On one hand, equipment management needs to keep up with these changes in production technology; on the other hand, it is necessary for equipment management to be able to coordinate equipment modifications more effectively, thereby reducing downtime, increasing production time, and significantly improving the efficiency of both production technology and equipment management. 4. Relationship with production quality: Quality management is a system, and for manufacturing enterprises, quality management forms its own system. As is well known, product quality depends not only on factors such as the production operators and the material of the workpieces, but is also closely related to the production equipment. Throughout the entire production process, a quality management system monitors everything step by step; therefore, in many cases, the quality of the product serves as an indicator of the condition of the equipment. A conscientious quality manager will have a better understanding of the operating status of the equipment. 5. Summary of putting oneself in others’ shoes: Putting oneself in others’ shoes and sharing their concerns is a fundamental prerequisite for effective equipment management. With each system operating at its own pace, it is essential to be able to integrate them organically; for equipment management to truly be incorporated into the production process, equipment managers must learn to put themselves in others’ shoes. On-site production management determines the implementation of equipment management; production planning sets the pace for equipment management. Production quality enables equipment management to anticipate faults and defects more early on, while production technology marks the beginning of improvements in equipment management. II. Thinking at a Higher Level 1. Overview 2. Providing services in advance to support corporate strategies 3. An important factor for better equipment management. To truly achieve effective equipment management, many factors need to be taken into consideration. Taking equipment management on the production floor as an example, it is necessary to consider not only the production pace, continuity of production, quality control, and production technology, but also issues such as the integration of new employees into the production process, the company’s energy supply, and variations in incoming products. Any factor related to production can lead to equipment failures and downtime, making this area highly complex. 4. Achieving a better integration of equipment management operations with the management systems of various departments within the enterprise. Given the high level of complexity associated with equipment management and the many departments involved, integrating it with the management systems of other enterprise departments poses a significant challenge. Only by considering these related departments from a broader perspective can more effective management strategies be developed to facilitate better integration with their respective management systems. III. Summary In short, putting oneself in others’ shoes leads to a better and more effective approach to management. Thinking from a higher perspective is essential for determining the direction of management, for planning the layout of equipment management, and as a prerequisite for formulating strategies. Equipment managers who possess such a way of thinking contribute to the effective implementation of equipment management as well as to its improvement.