Rick Clonan's guest appearances

Rick Clonan

Rooted in Reliability: The Plant Performance Podcast

Maintenance Mavericks Podcast

Kevin Clark

Dan Miller

Tim Holmes

Bryan Johnson

Bobby Lee

Joe Anderson

Ron Moore

Jeff Ma

Scott Taylor

Brian Turner

George Williams

Joe Geng

Andrew Jordan

Michael Mazur

Nancy Regan

OwlTail

Real Life Metrics with Rick Clonan It is my pleasure to welcome back Rick clone into the podcast, the implementation and training manager at era DCO.   In this episode we covered:  What is a metric to begin with? Why do organizations really use metrics? With all these challenges, how do organizations either pick the right metrics or use them properly?   What is a metric to begin with? It’s any kind of quantitative assessment use to compare or track or measure performance or production of a process. This is about processes, not about people.   Why do organizations really use metrics? The purpose of metrics ideally is to understand where we are today. You must know where you are today. And when you count all those  today’s', it’s going to show a trend in one direction or another. You then decide whether do you need to intervene or not. Seeing that different metrics and how that one thing impacts many different things is always interesting.   With all these challenges, how do organizations either pick the right metrics or use them properly? First and foremost, it’s what do you want to improve? Know the maintenance cost per unit, the availability of primary critical systems, or the most common asset classes, the big asset. Know the uptime and downtime. If you are doing planning and scheduling, you should be tracking. Start with the SRP metrics. Ask yourself what the holy metrics for the organization are.   How does maintenance contribute to that?  You must understand the language and the maturity level of your organization on the other side of the fence, and the operation side. Understand how you can explain to them so that everyone understands uptime versus downtime. One of the biggest mistakes people make is they not communicating what the objective of the metric is and what it means. You know, schedule compliance doesn’t necessarily mean your planner didn’t plan well, or schedule correctly. It could mean that your operations maintenance relationship is not very good. Look at availability, schedule compliance, stockouts, whatever you want to look at, there’s going to be several sub metrics underneath those that drive it. Pick the metrics that are important to you, but at the same time be willing to change them if something else is more important. If they’re not working, don’t be afraid to change.   Is there anything that you want our listeners to take away from the conversation today? Don't set lofty targets. Understand where you are today. Don’t be afraid to show that you’re not meeting your target, what an opportunity for maintenance departments to get better. Collect data and don’t be upset about where you are. If you’re tracking everything and your tracking looks good, try to figure out why that is.   Eruditio Links:  Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report  Rick Clonan Links:  Eruditio Rick Clonan LinkedIn SMRP SMRP Best Practices Guide Reliable Plant 2021 SMRP Annual Conference Past episodes with Rick  Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 295 – Real Life Metrics with Rick Clonan appeared first on Accendo Reliability.

<h1>Real Life Metrics with Rick Clonan</h1> It is my pleasure to welcome back Rick clone into the podcast, the implementation and training manager at era DCO. In this episode we covered: <ul> <li>What is a metric to begin with?</li> <li>Why do organizations really use metrics?</li> <li>With all these challenges, how do organizations either pick the right metrics or use them properly?</li> </ul> What is a metric to begin with? It’s any kind of quantitative assessment use to compare or track or measure performance or production of a process. This is about processes, not about people. Why do organizations really use metrics? The purpose of metrics ideally is to understand where we are today. You must know where you are today. And when you count all those today’s', it’s going to show a trend in one direction or another. You then decide whether do you need to intervene or not. Seeing that different metrics and how that one thing impacts many different things is always interesting. With all these challenges, how do organizations either pick the right metrics or use them properly? First and foremost, it’s what do you want to improve? Know the maintenance cost per unit, the availability of primary critical systems, or the most common asset classes, the big asset. Know the uptime and downtime. If you are doing planning and scheduling, you should be tracking. Start with the SRP metrics. Ask yourself what the holy metrics for the organization are. How does maintenance contribute to that? You must understand the language and the maturity level of your organization on the other side of the fence, and the operation side. Understand how you can explain to them so that everyone understands uptime versus downtime. One of the biggest mistakes people make is they not communicating what the objective of the metric is and what it means. You know, schedule compliance doesn’t necessarily mean your planner didn’t plan well, or schedule correctly. It could mean that your operations maintenance relationship is not very good. Look at availability, schedule compliance, stockouts, whatever you want to look at, there’s going to be several sub metrics underneath those that drive it. Pick the metrics that are important to you, but at the same time be willing to change them if something else is more important. If they’re not working, don’t be afraid to change. Is there anything that you want our listeners to take away from the conversation today? Don't set lofty targets. Understand where you are today. Don’t be afraid to show that you’re not meeting your target, what an opportunity for maintenance departments to get better. Collect data and don’t be upset about where you are. If you’re tracking everything and your tracking looks good, try to figure out why that is. Eruditio Links: <ul> <li><a href="http://eruditio.com/" rel="noopener noreferrer nofollow" target="_blank">Eruditio</a></li> <li><a href="https://hpreliability.com/" rel="noopener noreferrer nofollow" target="_blank">HP Reliability</a></li> <li><a href="https://www.linkedin.com/in/jameskovacevic" rel="noopener noreferrer nofollow" target="_blank">James Kovacevic's LinkedIn</a></li> <li><a href="https://www.youtube.com/channel/UC88Nfs79n-wN6Io86SQ9B0g" rel="noopener noreferrer nofollow" target="_blank">Reliability Report</a></li> </ul> Rick Clonan Links: <ul> <li><a href="http://eruditio.com/" rel="noopener noreferrer nofollow" target="_blank">Eruditio</a></li> <li><a href="https://www.linkedin.com/in/rick-clonan-cmrp-rmic-896b975a/" rel="noopener noreferrer nofollow" target="_blank">Rick Clonan LinkedIn</a></li> <li><a href="http://www.smrp.org/" rel="noopener noreferrer nofollow" target="_blank">SMRP</a></li> <li><a href="http://smrp.org/Resources/SMRP-Library/Best-Practices-Metrics-Guidelines" rel="noopener noreferrer nofollow" target="_blank">SMRP Best Practices Guide</a></li> <li><a href="https://conference.reliableplant.com/" rel="noopener noreferrer nofollow" target="_blank">Reliable Plant 2021</a></li> <li><a href="https://smrp-annual.us2.pathable.com/" rel="noopener noreferrer nofollow" target="_blank">SMRP Annual Conference</a></li> <li><a href="https://accendoreliability.com/?s=rick+clonan" rel="noopener noreferrer nofollow" target="_blank">Past episodes with Rick</a></li> </ul> <a href="http://episodes.reliability.fm/rir/rir-s01-e295-real-life-metrics-with-rick-clonan.mp3" rel="noopener noreferrer nofollow" target="_blank">Download</a> <a href="https://accendoreliability.com/series/rir/feed/" rel="noopener noreferrer nofollow" target="_blank">RSS</a> <a href="https://itunes.apple.com/ca/podcast/rooted-in-reliability/id1122844720" rel="noopener noreferrer nofollow" target="_blank">iTunes</a><a href="http://www.stitcher.com/s?fid=92320&amp;refid=stpr" rel="noopener noreferrer nofollow" target="_blank">Stitcher</a> Rooted In Reliability podcast is a proud member of <a href="https://accendoreliability.com/reliability-fm/" rel="noopener noreferrer nofollow" target="_blank">Reliability.fm</a> network. We encourage you to please rate and review this podcast on <a href="https://itunes.apple.com/ca/podcast/rooted-in-reliability/id1122844720" rel="noopener noreferrer nofollow" target="_blank">iTunes </a>and <a href="http://www.stitcher.com/s?fid=92320&amp;refid=stpr" rel="noopener noreferrer nofollow" target="_blank">Stitcher</a>. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post <a href="https://accendoreliability.com/podcast/the-reliability-fm-network/295-real-life-metrics-with-rick-clonan/" rel="nofollow" target="_blank">295 – Real Life Metrics with Rick Clonan</a> appeared first on <a href="https://accendoreliability.com" rel="nofollow" target="_blank">Accendo Reliability</a>.

295 - Real Life Metrics with Rick Clonan

Understanding &amp; Communicating the Value of PMs with Rick Clonan Welcome Rick Clonan who has been in maintenance for 30 years working both in defense and industry. More about Rick: Currently at SMRP working as implementation and training manager. In this episode we covered:  How do we communicate the value of PdM and PM? What is/isn't a PM? What about PMs with instructions to  inspect and replace if necessary ?   How do we communicate the value of PdM and PM? You have to set measurements for performance. Consider the following:  What is the reliability of the assets on which you perform the PM? How are you utilizing resources?  Combine the two to measure and communicate the value of PMs.   What is/isn't a PM? PM is the  intentional maintenance activities before failure. It may not take into account the current state of the machine but instead sticks to a schedule. They include:  Adjustments Cleanings Lubrications Non-distractive testing    What about PMs with instructions to  inspect and replace if necessary ?  It is not appropriate because it lacks a job plan for maintenance. It also implies that you are only doing maintenance to find mistakes and not to prevent them. Possibly means that you are under/over utilizing the resources at your disposal PM not being done in a timely manner. Intending to fix a problem you haven't known its magnitude and impact means you will not prioritize your tasks appropriately.  PMs have to be intentional whether you find mistakes or not.   How do we know whether PMs are effective or not? You have to measure it from two perspectives:  Reliability: no unmanageable backlogs, delivering to customer (operations) Operations: Uptime, downtime, units delivered.  At SMRP we use PM Yield: Take the amount of corrective work found in PM and divide by PM work in hours to produce a ratio.   How do these help communicate the value of our PM?  Communicate the cost of reduced corrective work as a result of the PM. PM should be 30% of the time, 60% corrective maintenance and 10% crafting. Have a system that allows for recording the data i.e. what corrective work comes out of the PM alone. Have closing codes; telling hours used and saved by the PM.    Do we look at PM to corrective maintenance ratio at an individual or macro level? Always view it at a program level because its yield should be the same for all assets. Assess the program not the asset.   Have you ever heard of the 6:1 Rule? Yes. It is a statistical tool for setting the frequency of inspection to find failures. Means that for 6 regular inspections should at least once reveal a given failure criterion.  Its utilization is based on a curve depicting failure data for a long period of time of repeated inspections yet what we want is a narrow curve (few regular inspections that reveal a failure criterion). 6:1 rule is useful in critical systems to determine how a given number of inspections will capture a failure criterion. However, it should only be used at a micro level (task-based) on a specific failure mode but not as an overall (macro level). It is not programmatic.    Micro and macro metrics are often interchanged right? Also, PM yield is not a macro-metric because even as you find work through PM, you should check its input to asset availability.   So should we view all these metrics together for the full picture? Separately assess these two:  PdM yield and PM yield separately. Asset availability I.e. downtime, uptime, maintenance between failures.  They could show:  High corrective work with low reliability- poor corrective practices. Low reliability and low corrective work- excessive inspection with reasons for failure not being identified, High reliability with low corrective work- PM optimization is low, reassess 6:1. High reliability high corrective work- is right but if operation demand goes up then the time for inspection reduces. High reliability with not too low/high corrective work is the best.    Do we have to stick to PM schedule to get the right measurements? There is a 10% rule where you can always start two days prior to or after the scheduled PM date. Some may do PMs at any time in a month but this implies they won't be well spaced and won't stick to 6:1 rule.   How do we link all these to get operation's cooperation?  PM needs support from other functions such as planning and scheduling. Create a structured corrective work in your CMMS from structured PM based on failure PM tasks. Structured corrective work then goes to backlog and feeds planning and scheduling process and execution process as operational capacity is provided. Use terms that concern operations for them to understand.    With all these we can then communicate?  Maintenance teams have to learn to communicate in quantities that concerns operations. Communicate that reactive corrective work is more costly than planned downtime    What makes the biggest difference? Communicate PM outputs in terms of asset availability, uptime, product losses, overhead labor costs.   Key takeaway  Communicate value of PM Asses PdM , PM yield, 6:1 Rule Look at reliability Look at resource utilization Have structured work order type in CMMS    Eruditio Links:  Eruditio HP Reliability James Kovacevic's LinkedIn Reliability Report  Bennett Fitch Links:  Eruditio Rick Clonan Linkedin Eruditio Linkedin SMRP.org Leading Reliability Conference Book: Engineer’s Guide to Preventive Maintenance By Rick Clonan Book: Maintenance &amp; Reliability Best Practices by Ramesh Gulati Book: Making Common Sense Common Practice by Ron Moore  Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 268- Understanding &amp; Communicating the Value of PMs with Rick Clonan appeared first on Accendo Reliability.

<h1>Understanding &amp; Communicating the Value of PMs with Rick Clonan</h1> Welcome Rick Clonan who has been in maintenance for 30 years working both in defense and industry. More about Rick: Currently at SMRP working as implementation and training manager. In this episode we covered: <ul> <li>How do we communicate the value of PdM and PM?</li> <li>What is/isn't a PM?</li> <li>What about PMs with instructions to inspect and replace if necessary ?</li> </ul> How do we communicate the value of PdM and PM? You have to set measurements for performance. Consider the following: <ol> <li>What is the reliability of the assets on which you perform the PM?</li> <li>How are you utilizing resources?</li> </ol> Combine the two to measure and communicate the value of PMs. What is/isn't a PM? PM is the  intentional maintenance activities before failure. It may not take into account the current state of the machine but instead sticks to a schedule. They include: <ul> <li>Adjustments</li> <li>Cleanings</li> <li>Lubrications</li> <li>Non-distractive testing</li> </ul> What about PMs with instructions to inspect and replace if necessary ? <ul> <li>It is not appropriate because it lacks a job plan for maintenance.</li> <li>It also implies that you are only doing maintenance to find mistakes and not to prevent them.</li> <li>Possibly means that you are under/over utilizing the resources at your disposal</li> <li>PM not being done in a timely manner.</li> <li>Intending to fix a problem you haven't known its magnitude and impact means you will not prioritize your tasks appropriately.</li> </ul> PMs have to be intentional whether you find mistakes or not. How do we know whether PMs are effective or not? You have to measure it from two perspectives: <ol> <li>Reliability: no unmanageable backlogs, delivering to customer (operations)</li> <li>Operations: Uptime, downtime, units delivered.</li> </ol> At SMRP we use PM Yield: Take the amount of corrective work found in PM and divide by PM work in hours to produce a ratio. How do these help communicate the value of our PM? <ul> <li>Communicate the cost of reduced corrective work as a result of the PM.</li> <li>PM should be 30% of the time, 60% corrective maintenance and 10% crafting.</li> <li>Have a system that allows for recording the data i.e. what corrective work comes out of the PM alone.</li> <li>Have closing codes; telling hours used and saved by the PM.</li> </ul> Do we look at PM to corrective maintenance ratio at an individual or macro level? Always view it at a program level because its yield should be the same for all assets. Assess the program not the asset. Have you ever heard of the 6:1 Rule? Yes. It is a statistical tool for setting the frequency of inspection to find failures. Means that for 6 regular inspections should at least once reveal a given failure criterion. <ul> <li>Its utilization is based on a curve depicting failure data for a long period of time of repeated inspections yet what we want is a narrow curve (few regular inspections that reveal a failure criterion).</li> <li>6:1 rule is useful in critical systems to determine how a given number of inspections will capture a failure criterion.</li> <li>However, it should only be used at a micro level (task-based) on a specific failure mode but not as an overall (macro level).</li> <li>It is not programmatic.</li> </ul> Micro and macro metrics are often interchanged right? Also, PM yield is not a macro-metric because even as you find work through PM, you should check its input to asset availability. So should we view all these metrics together for the full picture? Separately assess these two: <ol> <li>PdM yield and PM yield separately.</li> <li>Asset availability I.e. downtime, uptime, maintenance between failures.</li> </ol> They could show: <ul> <li>High corrective work with low reliability- poor corrective practices.</li> <li>Low reliability and low corrective work- excessive inspection with reasons for failure not being identified,</li> <li>High reliability with low corrective work- PM optimization is low, reassess 6:1.</li> <li>High reliability high corrective work- is right but if operation demand goes up then the time for inspection reduces.</li> <li>High reliability with not too low/high corrective work is the best.</li> </ul> Do we have to stick to PM schedule to get the right measurements? There is a 10% rule where you can always start two days prior to or after the scheduled PM date. Some may do PMs at any time in a month but this implies they won't be well spaced and won't stick to 6:1 rule. How do we link all these to get operation's cooperation? <ul> <li>PM needs support from other functions such as planning and scheduling.</li> <li>Create a structured corrective work in your CMMS from structured PM based on failure PM tasks.</li> <li>Structured corrective work then goes to backlog and feeds planning and scheduling process and execution process as operational capacity is provided.</li> <li>Use terms that concern operations for them to understand.</li> </ul> With all these we can then communicate? <ul> <li>Maintenance teams have to learn to communicate in quantities that concerns operations.</li> <li>Communicate that reactive corrective work is more costly than planned downtime</li> </ul> What makes the biggest difference? Communicate PM outputs in terms of asset availability, uptime, product losses, overhead labor costs. Key takeaway <ul> <li>Communicate value of PM</li> <li>Asses PdM , PM yield, 6:1 Rule</li> <li>Look at reliability</li> <li>Look at resource utilization</li> <li>Have structured work order type in CMMS</li> </ul> Eruditio Links: <ul> <li><a href="http://eruditio.com/" rel="noopener noreferrer nofollow" target="_blank">Eruditio</a></li> <li><a href="https://hpreliability.com/" rel="noopener noreferrer nofollow" target="_blank">HP Reliability</a></li> <li><a href="https://www.linkedin.com/in/jameskovacevic" rel="noopener noreferrer nofollow" target="_blank">James Kovacevic's LinkedIn</a></li> <li><a href="https://www.youtube.com/channel/UC88Nfs79n-wN6Io86SQ9B0g" rel="noopener noreferrer nofollow" target="_blank">Reliability Report</a></li> </ul> Bennett Fitch Links: <ul> <li><a href="http://eruditio.com/" rel="noopener noreferrer nofollow" target="_blank">Eruditio</a></li> <li><a href="https://www.linkedin.com/in/rick-clonan-cmrp-rmic-896b975a" rel="noopener noreferrer nofollow" target="_blank">Rick Clonan Linkedin</a></li> <li><a href="https://www.linkedin.com/company/eruditio-llc?trk=public_profile_topcard-current-company" rel="noopener noreferrer nofollow" target="_blank">Eruditio Linkedin</a></li> <li><a href="http://smrp.org/" rel="noopener noreferrer nofollow" target="_blank">SMRP.org</a></li> <li><a href="https://info.eruditiollc.com/leading-reliability-virtual-home" rel="noopener noreferrer nofollow" target="_blank">Leading Reliability Conference</a></li> <li><a href="https://amzn.to/3v0NPpH" rel="noopener noreferrer nofollow" target="_blank">Book: Engineer’s Guide to Preventive Maintenance By Rick Clonan</a></li> <li><a href="https://amzn.to/3dmfjQn" rel="noopener noreferrer nofollow" target="_blank">Book: Maintenance &amp; Reliability Best Practices by Ramesh Gulati</a></li> <li><a href="https://amzn.to/3gfRcER" rel="noopener noreferrer nofollow" target="_blank">Book: Making Common Sense Common Practice by Ron Moore</a></li> </ul> <a href="http://episodes.reliability.fm/rir/rir-s01-e268-understanding-communicating-the-value-of-pms-with-rick-c.mp3" rel="noopener noreferrer nofollow" target="_blank">Download</a> <a href="https://accendoreliability.com/series/rir/feed/" rel="noopener noreferrer nofollow" target="_blank">RSS</a> <a href="https://itunes.apple.com/ca/podcast/rooted-in-reliability/id1122844720" rel="noopener noreferrer nofollow" target="_blank">iTunes</a><a href="http://www.stitcher.com/s?fid=92320&amp;refid=stpr" rel="noopener noreferrer nofollow" target="_blank">Stitcher</a> Rooted In Reliability podcast is a proud member of <a href="https://accendoreliability.com/reliability-fm/" rel="noopener noreferrer nofollow" target="_blank">Reliability.fm</a> network. We encourage you to please rate and review this podcast on <a href="https://itunes.apple.com/ca/podcast/rooted-in-reliability/id1122844720" rel="noopener noreferrer nofollow" target="_blank">iTunes </a>and <a href="http://www.stitcher.com/s?fid=92320&amp;refid=stpr" rel="noopener noreferrer nofollow" target="_blank">Stitcher</a>. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post <a href="https://accendoreliability.com/podcast/the-reliability-fm-network/268-understanding-communicating-the-value-of-pms-with-rick-clonan/" rel="nofollow" target="_blank">268- Understanding &amp; Communicating the Value of PMs with Rick Clonan</a> appeared first on <a href="https://accendoreliability.com" rel="nofollow" target="_blank">Accendo Reliability</a>.

268- Understanding & Communicating the Value of PMs with Rick Clonan

PMO with Rick Clonan PMO is a process where you make efficient use of your PMs to understand the operating context of your assets in a better way. Once you have identified your critical assets, you can plan your PMs accordingly. These routine PMs should be designed in a way that they serve the purpose that you want from your assets. It is not just about reducing number of PMs, it is about finding failures and mitigating them. Our primary focus should be to make the PMs, more effective and then we can focus on the efficiency as well. In this episode, we covered:  What is PMO? Learn how you can define your critical assets so you can eliminate the bad factors! Why should there be a team dedicated to carry out PMO activities? And much more!   Our main goal is to identify the bad factors that are hurting you and your assets the most. As PMO is a live process, the bad factors and main issues are always dynamic. Once you have successfully defined your critical assets, you can start eliminating the bad factors. As you go about implementing solutions, the bad actors will be changing regularly and you will be dealing with newer issues on a consistent basis. As it a systemic process, you have to identify your critical systems. Then you have to collect data on those systems. Collecting meaningful data is very important as it helps you eliminate failures in an efficient manner. There should be a dedicated team to carry out PMs and implement PMO activities to achieve consistent results to get the support of your bosses. There is also a need of having a work order management system in place. You have to define your work orders and then have a data set against each word order. It helps you maintain records, check historical data, and then carry out your PMs after careful planning. You also need to have your failure rate so that you can assign that PM to someone who would be fit for the job. There should be data points set up intelligently and you have to identify the failure modes at the very start of the process as it helps the technicians carry out the task within the constraints. RCM and FMA are advanced ways to perform failure analysis but you can just start by gathering your failure data. Once you made sense of that failure data and run it against a relevant failure mode, you should be able to understand the problem. You also have to have an asset hierarchy and understand the constraints of the task. You can run the analysis at asset level but study should be done at the component level. Having access to historical failure data helps you link your failure codes with the CMMS and identify patterns. It is always great to consult with your team members and learn from your senior members when you find something that you don t fully understand. There should always be some performance measuring metrics in place. These metrics can be set based on costs, PM success rate, or anything that you are looking for in your PMs. In the end, you are just making sure that your asset run the way you want them, for as long as you want them. Eruditio Links:  Eruditio HP Reliability James Kovacevic s LinkedIn Reliability Report  Rick Clonan Links:  Rick Clonan LinkedIn SMRP.org Making Common Sense, Common Practice by Ron Moore (book)  The Goal by Eliyahu M. Goldratt &amp; Jeff Cox Maintenance &amp; reliability best practices by Ramesh Gulati (Book)  Download RSS iTunesStitcher Rooted In Reliability podcast is a proud member of Reliability.fm network. We encourage you to please rate and review this podcast on iTunes and Stitcher. It ensures the podcast stays relevant and is easy to find by like-minded professionals. It is only with your ratings and reviews that the Rooted In Reliability podcast can continue to grow. Thank you for providing the small but critical support for the Rooted In Reliability podcast! The post 170-PMO with Rick Clonan appeared first on Accendo Reliability.

<h1>PMO with Rick Clonan</h1> PMO is a process where you make efficient use of your PMs to understand the operating context of your assets in a better way. Once you have identified your critical assets, you can plan your PMs accordingly. These routine PMs should be designed in a way that they serve the purpose that you want from your assets. It is not just about reducing number of PMs, it is about finding failures and mitigating them. Our primary focus should be to make the PMs, more effective and then we can focus on the efficiency as well. In this episode, we covered: <ul> <li>What is PMO?</li> <li>Learn how you can define your critical assets so you can eliminate the bad factors!</li> <li>Why should there be a team dedicated to carry out PMO activities?</li> <li>And much more!</li> </ul> Our main goal is to identify the bad factors that are hurting you and your assets the most. As PMO is a live process, the bad factors and main issues are always dynamic. Once you have successfully defined your critical assets, you can start eliminating the bad factors. As you go about implementing solutions, the bad actors will be changing regularly and you will be dealing with newer issues on a consistent basis. As it a systemic process, you have to identify your critical systems. Then you have to collect data on those systems. Collecting meaningful data is very important as it helps you eliminate failures in an efficient manner. There should be a dedicated team to carry out PMs and implement PMO activities to achieve consistent results to get the support of your bosses. There is also a need of having a work order management system in place. You have to define your work orders and then have a data set against each word order. It helps you maintain records, check historical data, and then carry out your PMs after careful planning. You also need to have your failure rate so that you can assign that PM to someone who would be fit for the job. There should be data points set up intelligently and you have to identify the failure modes at the very start of the process as it helps the technicians carry out the task within the constraints. RCM and FMA are advanced ways to perform failure analysis but you can just start by gathering your failure data. Once you made sense of that failure data and run it against a relevant failure mode, you should be able to understand the problem. You also have to have an asset hierarchy and understand the constraints of the task. You can run the analysis at asset level but study should be done at the component level. Having access to historical failure data helps you link your failure codes with the CMMS and identify patterns. It is always great to consult with your team members and learn from your senior members when you find something that you don t fully understand. There should always be some performance measuring metrics in place. These metrics can be set based on costs, PM success rate, or anything that you are looking for in your PMs. In the end, you are just making sure that your asset run the way you want them, for as long as you want them. Eruditio Links: <ul> <li><a href="http://eruditio.com/" rel="noopener nofollow" target="_blank">Eruditio</a></li> <li><a href="https://hpreliability.com/" rel="noopener nofollow" target="_blank">HP Reliability</a></li> <li><a href="https://www.linkedin.com/in/jameskovacevic" rel="noopener nofollow" target="_blank">James Kovacevic s LinkedIn</a></li> <li><a href="https://www.youtube.com/channel/UC88Nfs79n-wN6Io86SQ9B0g" rel="noopener nofollow" target="_blank">Reliability Report</a></li> </ul> Rick Clonan Links: <ul> <li><a href="https://www.linkedin.com/in/rickclonan" rel="noopener nofollow" target="_blank">Rick Clonan LinkedIn</a></li> <li><a href="https://smrp.org/" rel="noopener nofollow" target="_blank">SMRP.org</a></li> <li><a href="http://geni.us/MCSCP" rel="noopener nofollow" target="_blank">Making Common Sense, Common Practice by Ron Moore (book) </a></li> <li><a href="https://amzn.to/2KsPdN7" rel="noopener nofollow" target="_blank">The Goal by Eliyahu M. Goldratt &amp; Jeff Cox</a></li> <li><a href="http://geni.us/MRBest" rel="noopener nofollow" target="_blank">Maintenance &amp; reliability best practices by Ramesh Gulati (Book)</a></li> </ul> <a href="http://episodes.reliability.fm/rir/rir-s01-e170-pmo-with-rick-c.mp3" rel="noopener nofollow" target="_blank">Download</a> <a href="https://accendoreliability.com/series/rir/feed/" rel="noopener nofollow" target="_blank">RSS</a> <a href="https://itunes.apple.com/ca/podcast/rooted-in-reliability/id1122844720" rel="noopener nofollow" target="_blank">iTunes</a><a href="http://www.stitcher.com/s?fid=92320&amp;refid=stpr" rel="noopener nofollow" target="_blank">Stitcher</a> Rooted In Reliability podcast is a proud member of <a href="https://accendoreliability.com/reliability-fm/" rel="noopener nofollow" target="_blank">Reliability.fm</a> network. 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