What Tool? When? with Ron Moore

Today s episode is based on What Tool When by Ron Moore. The book covers all the common tools that are handy in a workplace for a maintenance engineer. Then, it covers concepts like Manufacturing, six sigma, TPM, reliability and maintenance along with information about lots of tools. In the early chapters, it provides insights into leadership and culture change. It tells you about the very basics of having a tool around and how to use it but it also provides you the basic things that should be in place before you get to the tool part.

In this episode, we covered:

  • The tools a Maintenance Engineer needs!
  • How to make change!
  • The steps you need to build a performance tool!
  • And much more!

You need to have the baseline upon which you can build and make change in the organization. Leaders need to do the basics really well. They should be focusing on establishing communication between everyone and get their input. This is how they can build a visual performance tool that will solve half the problems in the workshop. There should be a structured plan and procedure in place where everyone gets involved and works towards improvement. 5S and other strategies help greatly in this endeavor and that s how you identify the problems and come up with their best solutions. This is the ground work every facility should have.

Once that s done you can start by engaging the employees and working on the OEM recommendations to fix problems the right way. When you are making a repair or fixing a component, you should be doing it to make it temporarily work. You should be focusing on making the machine work in perfect order as it was new. The operators and maintenance engineers should take measures to make sure that the defects are picked up in the earlier stages and new equipment is designed in a way to have built-in troubleshooting mechanism against common defects.

After that, they can get into Six Sigma, RCA, and RCM. These methodologies have less to do with people on the floor, so there s limited engagement scope in there. Before getting into advanced tools like that, you can start by going small and using easy tools like Tree Analysis and 6Ys. This helps get things right on a smaller scale and then move on to the advanced concepts on a larger scale. You will always need the support of operations and management to make it work on a higher level.  To sustain this improvement, productions and maintenance need to work together with productions in lead.

Now ever after you have done all of these things, you will still need to sustain it. For this, there should be measures in place to record every single thing about successful improvement of the program. Only then you can take new initiative and measures to ensure that these improvements continue to happen. There should be a dependent and shares responsibility between operations and maintenance. Productions should take the lead but the maintenance should be held accountable too for things like budget losses and on-time delivery. So, it can only work where there is are structured procedures in place with accountability measures.


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