Who has the final say on equipment shutdown for maintenance

Who has the final say on equipment shutdown for maintenance

In enterprises, the equipment should be subject to preventive maintenance. According to the set cycle, the equipment should be shut down for repair. Usually production scheduling has the final say.

　　 This involves the company's strategy, whether equipment maintenance makes way for production or production makes way for equipment maintenance. Some people say that this is not a contradiction, sharpening the knife does not cut the firewood by mistake, and good equipment maintenance is more conducive to the smooth operation of production. In theory, there are still many problems at the operational level. Because production takes time, maintenance and repair also take time. In the limited time, if you do this, you don’t have time to do that, and if you do that, you don’t have time to do this. Who on earth is giving way to whom?

　　 said with certainty: The equipment makes way for production! Because the equipment is not a vase, it is to serve the benefit of the enterprise. The market situation this month is very good, there are many orders, and equipment is required to go all out to do a good job in production and create maximum benefits. If the equipment department blindly emphasizes the need to shut down for maintenance, it may delay the time to create the most benefits. Maintenance activities are adapted to the production rhythm, which we call opportunistic maintenance. This is correct and allowed.

　　 Then, if the equipment is in very bad condition, continuing to operate may cause greater production losses and even cause safety, environmental and occupational health injuries. So does equipment maintenance make way for production? Of course, we must respect science and make correct decisions.

　　 In fact, production and equipment maintenance are like the balance between work and body. Some people always work desperately without doing any trimming and "maintenance" until they are exhausted for a day, until they overdraw their physical strength, harm their health, or even become ill, there is no cure, and the "capital" is exhausted. There is also a category of people who are always cautious and pay attention to their own body. They treat their work and career in a so-so. Maybe their body is acceptable, but they make little contribution to the organization and society. From the perspective of organization and society, we neither hope to be the first type of person nor the second type of person. We need a third type of person who can balance work and body well. This kind of person can work hard, create value, and maintain a healthy body. This situation is just like the relationship between equipment and production: we not only want equipment to maintain good operating conditions, but also hope that it can produce maximum value. As the saying goes, horses are required to run fast, and horses are required to eat less grass and be in good health. This is a balance.

　　 Enterprises need to invest in equipment maintenance and repair, and this investment will have output. As companies increase their investment in equipment maintenance, the production losses caused by equipment failures and shutdowns will decrease, but the investment costs and preventive maintenance shutdown costs will also increase. The factory must always find a balance point that minimizes overall costs. . Excessive investment in preventive maintenance and shutdown maintenance arrangements not only result in waste of over-maintenance, but also loss of shutdown benefits. On the contrary, insufficient maintenance will cause increased downtime, increased production losses, and even chain damage to equipment, affecting safety and the environment. This is not what we want.

　　If the factory manager understands the concept of maintenance input and output, the remaining question is how to do this balance.

　　 First of all, the maintenance department must make correct judgments on the status of the equipment and the consequences of its failure. This is the prerequisite for correct decision-making. The maintenance department actively introduces condition monitoring and predictive maintenance methods, and evaluates various equipment and the consequences of various failures. If a certain type of equipment is in accordance with the deterioration state and wear cycle, preventive maintenance should be carried out, and the consequences of the failure are more serious. To make an analysis report.

　　The factory shall establish a regular meeting for the maintenance manager, the engineer in charge, the production manager and the production scheduler to participate together. At the meeting, the maintenance manager reports the status of certain types of equipment and the reasons and basis for preventive maintenance. The maintenance and production managers negotiate to determine the timing of preventive maintenance and the shutdown maintenance period, and issue relevant preparation instructions. This regular meeting system with coordination and balance functions is very important. Whether to avoid too many arguments and differences is the teamwork culture and common vision and goals. If the meeting efficiency is not high or agreement cannot be reached, senior leaders need to participate in coordination and decision-making.

　　 Some enterprises in our country even have a culture of process priority and short-circuit management. This is a very good organizational culture of cooperation and responsibility. Process priority means that during the production period, the production manager is the largest, and other department managers obey the production manager's scheduling command. Everything is to ensure production! During the maintenance period, the maintenance manager is the largest, and other managers obey the instructions of the maintenance manager to minimize the downtime of maintenance and ensure the quality of maintenance. Although they are at the same level, they do not need their superiors to coordinate. Under the premise of maximizing the overall goals and benefits of the factory, they can establish a command and obedience relationship with each other.

　　 The coordination meeting between production manager and maintenance manager is a typical short-circuit management. If you cannot coordinate, you can only make detours through superior leaders.

　　 The best management, the organization is borderless, and decision-making comes from information sources. Just as people discovered that the third workshop was on fire, the light of the fire was the order. Everyone who discovers a fire does not need to rely on orders from superiors to rush to fight the fire and rescue the wounded. This is a typical behavior that does not rely on administrative orders.

　　 Under the premise of maximizing the benefits of the enterprise, whether to stop the machine for preventive maintenance, who is in charge? This answer is hidden in the organizational culture and operational execution system.