An essential part of a complete business process for managing a maintenance storeroom is a robust and simple procedure for returning materials to stores. The components of this procedure should meet the following requirements:
1. It Must be Simple!
Returning parts to stores is often a low priority for busy tradespeople, so to avoid loss and waste it must be very easy to return parts. The best method is to have a “Return” bin at the stores counter or at designated delivery drop points so that the stores person who delivers parts can pick up and return unused parts. Tradespeople must be trained to tag or mark returned parts with the work order number under which the part was issued so that the correct accounts are credited when items are returned to inventory. This does required some discipline and it should be the maintenance supervisor’s responsibility to ensure that this is done properly but it will not happen unless there is a procedure in place and it is used in training.
2. It must take into account that some parts that are issued from stores will be returned.
A prudent planner (or anyone else who plans a job, including tradespeople) will include all parts (and tools) that might be required in the work order kit. For remote repairs where the problem has not been clearly defined, it is wise to take the parts required to repair any one of the possible failure modes. For example, if a distant hydraulic system is not working, it may be wise to take a spare motor, coupling, pump, directional valve, oil, filters, etc, just in case they are needed. If it is found that they are not, they must be promptly returned to stores.
A sound business process will ensure that the person who receives items that they may return from stores advises the stores attendant so that an appropriate flag can be raised in the SKU record. The maintenance computer should have the functionality to ignore such issues when a replenishment report is run, and to prompt a follow-up if the part is not returned within an appropriate period. If a manual system is in use, a card showing “Part borrowed by Fred Mechanic on 18 Feb 2018″ should be placed in the bin. I could argue that such a card system may be more reliable than using any maintenance computer system that I know of for this purpose.
3. It must ensure that returned parts are fit for service
During a stores audit, I ran into an electrician who showed me two bins. One contained four I/P converters, and he had tested them all and found that only one worked. Another bin contained three limit switches, all of which had had their cam rollers removed.
Many important components, such as hydraulic valves, pumps and motors, electronic boards, etc, look exactly the same whether they work or not. To ensure that only good, reliable parts are available for issue in Stores, these components must be checked before they are accepted as returns, even if they have only been out of stores for a very short time.
Of course, many parts, such as pipe fittings and other simple hardware may just need a visual inspection before return. On the other hand, some critical materials such as special steel stock or high pressure pipe may need approval from a qualified maintenance engineer, a utilities manager or some other expert to ensure that the returned material fully complies with all the relevant regulations.
Ideally, the maintenance computer should have a field that defines the testing (if any) required for each SKU. When a “return of stock” is entered the stores attendant can then ensure parts have been properly tested to a documented standard and have a current “tested” tags before being returned to the bin.
An alternative is to use “tamper evident” packaging for parts where a visual inspection will not reveal any defects. For example, if heat-sealed plastic bags are used to package hydraulic, electronic and similar parts, they may be returned without inspection if the bag has not been opened. These bags must be clear so equipment labels can be easily read without damaging the packaging.
4. Returned Parts must be complete
The above example of limit switches with rollers removed is a common stores problem. Again, it can be controlled with a few simple rules that also need to be managed by stores and maintenance supervision. A simple business process, the work flow for which is shown below, will improve stores service.
It is unusual to find a stores operation that has all these “returns” procedures in place. However, if the storeroom is focused on providing the best possible service to maintenance there should be good general business processes in place to ensure that all materials in stores, including returned and repaired items, are properly stored, properly identified and always in a condition that will meet your reliability goals.
Don Armstrong is the President of Veleda Services – Maintenance Management Consulting and Training. Don is an experienced professional engineer and has managed a number of large maintenance departments over the years. In addition, he has successfully instituted new planning and scheduling processes, maintenance standards, and safety programs into maintenance departments.
When you ask front line supervisors or team leaders if all people in their teams are performing to the same standards or if some are doing more work and achieving more results than others, you will often get the same answer. All over the world, the most common answer, after some analysis, verifies that about 30% of the people do 70% of the work.
When you ask front line supervisors or team leaders if all people in their teams are performing to the same standards or if some are doing more work and achieving more results than others, you will often get the same answer. All over the world, the most common answer, after some analysis, verifies that about 30% of the people do 70% of the work.
Unfettered expression and spiritual satisfaction? How does this relate to managing a maintenance department, especially one in the U.S. Postal Service? Open your mind. Take a page from the Zen Buddhist monks who preach: When you are quiet and listen, you become aware of sounds not normally heard. USPS maintenance leaders are listening and beginning to understand that maintenance success doesn't come through closed minds and closed doors.
Unfettered expression and spiritual satisfaction? How does this relate to managing a maintenance department, especially one in the U.S. Postal Service? Open your mind. Take a page from the Zen Buddhist monks who preach: When you are quiet and listen, you become aware of sounds not normally heard. USPS maintenance leaders are listening and beginning to understand that maintenance success doesn't come through closed minds and closed doors.
It is not uncommon that many reliability and maintenance improvement initiatives fail to deliver expected results. Why is it so? Some of the most common causes I have observed include:
It is not uncommon that many reliability and maintenance improvement initiatives fail to deliver expected results. Why is it so? Some of the most common causes I have observed include:
Why do improvement efforts fail or perhaps not sustain the gains? There are many reasons, but those most often stated are “lack of commitment” and not “following the process”. But why is there lack of commitment, and why aren’t processes followed? Here are a few of the reasons that I’ve seen:
Why do improvement efforts fail or perhaps not sustain the gains? There are many reasons, but those most often stated are “lack of commitment” and not “following the process”. But why is there lack of commitment, and why aren’t processes followed? Here are a few of the reasons that I’ve seen:
When a piece of production machinery broke down at the Whirlpool plant in Findlay, Ohio, several years back, it was accepted practice for the machine operator to call maintenance and then sit back and wait for the problem to be fixed. Critical information and knowledge was not shared between the operator and maintenance technician. Like many companies, these workers were stuck in traditional roles - operators run the machines, maintenance fixes the machines, and the two do not cross. As a result, productivity opportunities were missed.
When a piece of production machinery broke down at the Whirlpool plant in Findlay, Ohio, several years back, it was accepted practice for the machine operator to call maintenance and then sit back and wait for the problem to be fixed. Critical information and knowledge was not shared between the operator and maintenance technician. Like many companies, these workers were stuck in traditional roles - operators run the machines, maintenance fixes the machines, and the two do not cross. As a result, productivity opportunities were missed.
Many managers are unaware that best-in-class companies routinely design-out maintenance at the inception of a project. That, clearly, is the first key to highest equipment reliability and plant profitability. Whenever maintenance events occur as time goes on, the real industry leaders see every one of these events as an opportunity to upgrade. Indeed, upgrading is the second key, and upgrading is the job of highly trained, well-organized, knowledgeable reliability professionals.
Many managers are unaware that best-in-class companies routinely design-out maintenance at the inception of a project. That, clearly, is the first key to highest equipment reliability and plant profitability. Whenever maintenance events occur as time goes on, the real industry leaders see every one of these events as an opportunity to upgrade. Indeed, upgrading is the second key, and upgrading is the job of highly trained, well-organized, knowledgeable reliability professionals.
The true translation — might it be proper to say a new and improved translation? — is being used today by Cervecería Cuauhtemoc Moctezuma, one of the largest brewers of beer in Latin America. Known throughout this company as Mantenimiento Alto Desempeño (MAD), or translated as High-Performance Maintenance, the concept of TPM is alive and well at the company's six plants in Mexico. Perhaps the best example is at CCM's brewery in Tecate, located a short drive from the U.S.-Mexico border on the Baja California peninsula.
The true translation — might it be proper to say a new and improved translation? — is being used today by Cervecería Cuauhtemoc Moctezuma, one of the largest brewers of beer in Latin America. Known throughout this company as Mantenimiento Alto Desempeño (MAD), or translated as High-Performance Maintenance, the concept of TPM is alive and well at the company's six plants in Mexico. Perhaps the best example is at CCM's brewery in Tecate, located a short drive from the U.S.-Mexico border on the Baja California peninsula.
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