Tip of the Week: Drive the Maintenance Function

Jan. 4, 2016
Identify specific goals for carrying out preventive and predictive maintenance

The typical maintenance organization performs preventive and predictive maintenance, and responds to equipment breakdowns. In this modality, preventive and predictive maintenance are seen as necessary evils. They are overhead. The game played at budget time often revolves around balancing this cost against the cost of breakdowns.

Typically, maintenance managers try to tune existing preventive and predictive maintenance to fit within budget while also lobbying for more budget so they can do more of these functions to prevent breakdowns.

In this scenario, the maintenance function drives the maintenance managers. It needs to be the other way around.

Begin by identifying specific goals that will form the basis for driving maintenance. Here are some examples to get you started:

  • Identify and correct all high-impedance connections in critical equipment.
    Solution: Develop a comprehensive thermography program.
  • Reduce response time to critical equipment by 80%.
    Solution: Provide “priority 1” radios to critical equipment operators.
  • Identify impending failures of bearings in motors and gearboxes enough months ahead of time to permit scheduling repairs during normal shutdown.
    Solution: Develop a comprehensive ultrasonics program.
  • Reduce PM downtime on Line Four by 30% so it can fit within changeout window.
    Solution: Create PM cart for this line, complete with tools, supplies, written procedures, and spare parts. Provide in-depth training on the PM to two techs.
About the Author

Mark Lamendola

Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.

Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.

Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.

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