Equipment supervisors and officers, pay attention! Maintain formation and hurry up and catch up
Thread Content
If you are the head of a company’s branch office, or the person in charge of the equipment at a factory or system, have you ever conducted a categorized analysis of the maintenance needs for the equipment under your supervision? For example, which devices require scheduled maintenance, which ones need preventive maintenance, and which ones only require repair after an accident occurs. For example, which equipment repairs need to be carried out in conjunction with system maintenance, which ones need to be done as part of regular routine repairs, and which repairs have no impact on the system and only need to be performed when the equipment fails ； Only by clearly understanding this basic information can you have the time, effort, and funds to implement TPM. Tell me about the situation within your jurisdiction
No matter where you go, you can no longer see where the large group is
When the company focuses on increasing production, there is no opportunity for preventive maintenance; it’s necessary to follow the pace set by the workshop
To focus on increasing production, preventive maintenance is essential; by implementing such measures, I managed to ensure that the annual operating time of the machines and boilers exceeded 6,500 hours each, with the longest cumulative operating time reaching 7,200 hours
The more emphasis is placed on production volume, the more necessary preventive and scheduled maintenance become, in order to ensure continuous and controllable production; otherwise, one can only rely on luck
The logic is that maintenance can only be carried out during the downtime between production periods, but we lack enough staff to handle all the maintenance tasks. Therefore, we have to prioritize maintaining the critical equipment first; as for the rest, it’s up to luck
Rectifying the equipment issues that impede the safe operation of the system under high load should be given top priority, with appropriate adjustments made to production operations to support this； For general equipment issues, proper planning and preparation are necessary to ensure alignment with production operations ； The staffing issue requires coordination by higher-level or even more senior leaders, and that’s not a problem.
Teacher, could we add each other on WeChat? I’m relatively young and work in equipment management, but now the scope of this work is quite large, making communication with those above and below me difficult.
I highly appreciate the owner’s approach to management – instead of waiting for problems to arise before taking action, we address them proactively! I remember that when I first started working at the factory, my supervisor had a common saying: Protect the equipment, not production! There’s another fact: during one of our maintenance periods, in order to meet deadlines, we kept cutting corners at every level, and eventually repairs had to be carried out in less than half a year! Later, the management required that the quality of maintenance work be ensured, with meticulous and thorough attention to detail! Once it was put into operation, the commissioning cycle set a new record for the best ever achieved in our facility.
Production and equipment are not enemies; production relies on equipment to be carried out, while equipment needs production in order to be used effectively. By supporting each other, they can enter a positive cycle, which makes it possible to achieve long-term production at a high level and with high intensity! Whenever the two are treated as enemies, neither production nor the equipment will have a good time, without exception!
1. Consider issues from another person’s perspective. 2. Only through cooperation can we achieve mutual success; working alone will lead to problems sooner or later!