A line stops running, which means revenue stops flowing. The repair has to be done now, preferably in not much more time than it takes to sneeze.
Much of the speed depends upon the technician’s skill at diagnosing the problem and executing the solution. But the total repair time involves many other things, and if you reduce or eliminate these other things you reduce total repair time.
If you were able to watch a repair situation from start (the equipment stops functioning) to finish (the equipment is again producing product), you could make a list of speed bumps. Consider the following:
- Long response time for maintenance after operator called maintenance shop (solution: radio dispatcher).
- Responder looks at equipment, talks with operator, goes back to shop for tools (what was technician doing outside shop with no tools?).
- Technician arrives with tools, now needs to get drawings (why are these not at the machine or control panel?).
- Technician begins making repair, stops to explain to production superintendent nature of repair and why it’s taking so long (why doesn’t the superintendent do things in proper order and wait for the report?).
- Technician walks to stockroom to get 2A fuse for controller (why aren’t these small spares stored in the cabinet?)