Upload
brian-gongol
View
5.112
Download
0
Tags:
Embed Size (px)
DESCRIPTION
Maintenance usually doesn't get a lot of attention, and the people who do it rarely get the respect they deserve. In public works, that's a costly error in the way we think and do business. In this presentation, we offer (1) a way to conceptualize maintenance so that it's done efficiently, (2) practical ideas for making maintenance easier, and (3) guidelines for communicating maintenance needs to the powers that be.
Citation preview
MAINTENANCE:HOW NOT TO HATE IT
Brian GongolDJ Gongol & Associates, Inc.
November 6, 2014
Nebraska Section AWWAFall Conference
Terrorism is scary.
We spend massive sums on detection
NSA CIA TSA FBI Homeland Security Local law enforcement
Cameras
Sensors
Radiation X-ray Biological weapons Full-body scanners
The detection doesn't always work
Resulting in failuresthat grip the
world's attention
Detection failures
1993 WTC bombing Khobar Towers bombing 9/11 Shoe bomber Underwear bomber Boston Marathon bombing Malaysia Airlines Flight 370 (?)
More attention leads to more surveillance
Even though the events are incredibly rare
Story-tellers magnify the story
Reporters, pundits, politicians, and others
...until we spend billions without thinking twice
$16.6 billion a year
What's a lot scarier?
Deferred maintenance.
Scarier, really?
Not to diminish the tragedies that have occurred,but they are extremely low-probability events.Your individual chances of being affected are
indistinguishable from zero.
But our choices as a society mean thatinfrastructure failures are certain to occur,
with extremely widespread impact,and can range from inconveniences to calamities.
Truth time
It should terrify us to think that wechoose to put ourselves at risk
solely due to a lack of willpowerto take responsibility for
an entirely preventable condition
$3.6 trillion in deferred maintenance
Anti-terrorism: $16.6 billion spent yearly
$50 per person
Deferred maintenance: $3,600.0 billion needed
$11,000 per person
That's $3,600 billion
Or about 217 years of anti-terrorism funding
Nobody talks about it, though.
A simple question and a troubling answer
Who has been asked to defer maintenancebecause of a budget shortfall?
A simple question and a troubling answer
Who has been asked to accelerate maintenanceto make up for what has been deferred?
That gap you're seeing
We treat "maintenance" like a bank accountfrom which we only ever borrow
Maintenance means just holding the line
What we should really advocate iscontinuous improvement
You're in an unenviable position
Having to address an expensive problemwith under-funded resources
A three-fold strategy for easier maintenance
1. Fix our concept of maintenance
It can't always be an emergency
2. Make practical maintenance easier
3. Communicate the problem effectively
CONCEPT
Even nature has maintenance cycles
Small forest fires are natural
Big fires result from human intervention
Not all maintenance is worth doing!
Maintenance is about one thing
Getting the full life-cycle value from a product
Extending life means actively saving money
Think of operational savings in pretax dollars
$1.25 to $1.33 in pretax incometo the ordinary taxpayer
So let's save some money!
Types of maintenance
Fix on failure Scheduled Preventive Predictive
Each approach has its place
Fix on failure
When it's cheap, simple, and in-stock, like a pen
Scheduled maintenance
When there is lots of data from prior experience
Preventive maintenance
When a failure puts you at serious riskof long-term downtime
Predictive maintenance
When the signals of trouble are well-knownand surveillance is cheap
In the context of your health...
Fix on failure
Bandage on a papercut
Scheduled maintenance
Getting your annual physical(prostate exams, colonoscopies, cholesterol tests...)
Preventive maintenance
Regular exercise
Predictive maintenance
Blood pressure checks Body-composition bathroom scales Blood-sugar tests
We rely too heavily on fix-on-failure
(Not a recommended maintenance strategy.)
You would never fly Fix-On-Failure Airlines
Now that we get the concept...
PRACTICE
Avoid the curse of Shary Bobbins
Always put safety first
You are the most valuable piece of equipment
Lock out, tag out
Check for gases
Seriously. Check for gases.
Prevent slips, trips, and falls
Carpet pattern designed as if to maximize disorientationCenturyLink Center, Omaha
Prevent muscle strain
Keep safety equipment in good repair
Guards Belts Sensors Handrails
Measurement means control
Everyone knows quantitative measurements
Pump run times
Energy consumption
Flows
Pressure readings
Oil temperatures
Motor casing temperatures
But qualitative measurements matter, too
Vibration
Smells/scents/odors
Smells/scents/odors
bitter burnt citrusy fermented fishy fresh fruity grassy hot moldy musty
oily oppressive organic pungent rotten sharp smoky sour sulfuric sweet
Sounds
Sounds
bassy buzz chirp clack clap click crescendo dissonant echo grind growl harmonic hum knock loud muffled
piercing ping quiet rattle rhythmic ringing rumble screech sharp squeak squeal staccato tap whinny whoosh
Why take measurements?
And keep qualitative records?
From fix-on-failure to anticipation
Making the change meanscollecting and using data
Not appropriate to everything
Litmus test
If downtime would wake you in the middle of the nightand a replacement isn't on your own shelf,
use some kind of predictive/preventive measurement
Make it easy to measure and record
Make it easy to review performance
Take the time to review
I-35W: Calculations were "too much work"
Take records straight to a tablet or netbook Eliminates handwriting errors Eliminates copying errors Promotes rapid visualization
Prices are so low, it's highly justifiable
Use free resources
Calendars
Charts and task lists
7x7
Make them easy to digest at a glance
People like to keep up unbroken chains
"X" days without a safety incident
Know your indicators
Problem indicators Smoke from under the hood
Planned indicators Squeaking brakes
Conduct a post-mortem on failures and incidents
What did it cost you? What signals were missed?
Primary predictive-maintenance indicators
Temperatures Oil/lubricant conditions Ultrasonic analysis Vibration Performance trends
Nobody wants to do the dirtiest job
Create a culture that encourages maintenance
Starting with ownership of the process
Wax/paint/clean the equipment
Broken window effect
A baseline for what's right...
...makes it easier to see when something's wrong
A hidden payback
When you practice regular maintenance,you get to know the equipment
on an expert level
Expert-level understanding makestrouble resolution much faster
What you have in common with machines
Some of the things thatmake your life more pleasant
help equipment, too
Winter heating
Proper heating in winter prevents freezing
Summer cooling
Well-ventilated motorsare more reliable and more efficient
Turn better maintenance into a game
Rival departments (or shifts)
Rival communities
Leverage your efforts & improve motivation
Friendly rivalries withsomething on the line
(pride or a small wager)raise the level of performance
all around
Make it a measurable goal with a small wager
Doughnuts?Lunch?
A round of beers?
Buddy system aids information-sharing
Create your own "peer group"
Valuable for comparisons in reports
If you're doing well
The peer group helps you take credit
If you're doing badly
Peer pressure can motivate improvement
If you need more resources
The peer group helps you make the case
Reward good maintenance ideas
Multi-thousand-dollar ideas go un-sharedbecause people don't think they'll be rewarded
Rewards beget buy-in
"You can achieve amazing progressif you set a clear goal and find a measurethat will drive progress toward that goal
in a feedback loop."- Bill Gates
Use mental tricks to help yourself
Make maintenance automatic
Conserve mental energy
Don't make more choices than necessary
Color-coded tools
Opt-in versus opt-out
When the default option is participation, one-third of people stick with retirement plans who wouldn't have signed up on their own
Add a third choice to make
Add a third choice to make
Batches of three
Just clustering tasks and choicesin groups of three
reduces the mental taxof decision-making
Conserve mental energy for what matters
"What do you want for dinner?"
"I don't know. What do you want?"
"I don't know."
Tools under $25 to improve maintenance
Kneepad
Graph pads
Fold-out two-wheeler
Lock-out, tag-out devices
Pilot's kneeboard
Custom toolkits for frequent tasks
Foam roller
Reach extender
Zip ties (cable ties)
Carabiners
It is not wasteful to duplicate tools
If it's the difference between doing the maintenance and not If it saves time on a quick payback period
Play hurt sometimes
Figure out what is adding extra strain,then eliminate it
Concept and practice: Done.
Now...
COMMUNICATION
Get the resources you need
Explaining to people who don't do maintenance
Maybe not even at home
Give them three forecasts
Best case, worst case, and most likely(Remember: People default to the middle)
We have to engage people who think:
Infrastructure happens by magic The work gets done by people who are beneath them
Professionals speak up for themselves
CPAs funding "Feed the Pig" commercials Medical journals in the news Trial lawyers making campaign contributions
We can't be timid about real needs!
Worn-out infrastructure is no goodfor the people actually doing the work,
and it does no service to customers
Reluctant? Why?
Too time-consuming?Too much effort?No motivation?
Just because we don't do it now...
...doesn't mean it goes away. It usually just gets worse.
If time is short...
Can a better strategy save time?
If time is short...
Are you valuing the opportunity cost of your time?
If it requires too much effort...
Are we just hoping to run out the clockand avoid the eventual catastrophic failure?
If you're unmotivated...
Think about saving yourself a 2 a.m. weekend call
If it's external, examine why
Not enough staff or hours in the day? Not enough funding? No support from "on high"?
Just because it isn't done
...doesn't mean it doesn't have to be done
Troubles happen
Potholes Bridge collapses (I-35W) Levee failures (Hamburg) Main breaks Sewer backups
People see (and feel) potholes
Water-related utilities are relatively invisible
We have to speak up about the invisible"potholes" in water and sewer systems
Cost deferral isn't cost prevention
Cost deferral is usually cost compounding
If we don't communicate what we need
...we shouldn't be surprised if we don't get it.
You have to tell them what you need
Add a little bit of "Why?"
Make it a "Why" that matters to the decision-maker
Words matter
"Honey Wagon"
Euphemisms don't really help
But we must considerreal perceptions andtheir consequences
Since 1989, people have watched
...which is a more compelling title than
Words really do matter
The same food wasteis perceived differently
when it movesfrom the garbage can
to the compost bin
Words really do matter
Consider the magical transformationfrom sludge to biosolids
Honest improvements to "Maintenance"
Asset manager Capital-preservation specialist Incident-prevention supervisor Public-health technician Service reliability agent
Alternative titles to avoid
Museum curator Crisis-response team Equipment babysitter
People rarely ask what maintenance will cost
Or how much good maintenancechanges the life expectancy
Caring for assets makes you a:
Guardian Conservator Trustee
Custodian Steward Fiduciary
"Cheap" isn't always cheap
"Cheap" up-frontmay cost you a fortune
Doing maintenance right saves you grief
AVOID PAIN!
Good maintenance saves customers money
PLEASE THE PEOPLE!
Summary:
Do the right maintenance for the right equipment Fix-on-failure, scheduled, preventive, predictive
Use your brain as often as your hands Place a real value on maintenance and communicate it
Questions?
Thank you for coming! Brian Gongol DJ Gongol & Associates 515-223-4144 [email protected]
References:
Cost of anti-terrorism: http://www.pewresearch.org/fact-tank/2013/09/11/u-s-spends-over-16-billion-annually-on-counter-
terrorism/
Cost of deferred maintenance: http://www.infrastructurereportcard.org/news/
Retirement opt-in participation: http://www.nber.org/bah/summer06/w12009.html
Airport security photo (public domain): https://twitter.com/TSAMedia_RossF/status/375424954600157185/photo/1
I-35W "too much work": http://www.startribune.com/local/minneapolis/52124637.html
I-35W photo (public domain): http://en.wikipedia.org/wiki/File:I35W_Collapse_-_Day_4_-_Operations_%26_Scene_(95).jpg
Osama bin Laden screen capture: http://www.fbi.gov/wanted/topten/usama-bin-laden
Aircraft boneyard photo (public domain): http://research.archives.gov/description/6505216
All other photos and illustrations are original work by Brian Gongol. Copyright and all other rights are reserved.