You're responsible for plant engineering maintenance. How do you ensure you have the best resources?

Agreed above points, but In my view to assess your needs for maintenance 1stly understand organisational business objectives, prepare assets list to maintain, Note operational requirements, then make Risk assessment , based upon the criticality -plan your maintenance , Maintenance frequency, Parts availability- just in time , lead time to get parts, accordingly order and stock your spare/ Capital parts, Inventory of parts, look for alternative parts etc.

Para existir uma boa gestão de manutenção, temos que manter o estoque de itens críticos e de utilização rotineira sempre atualizados. Outro ponto importante e o cadastro de lista técnica nos locais de instalação desses itens no sistema de gestão, garantindo que dessa forma, todos consigam acessar os componentes que fazem parte da manutenção de determinado equipamento.

A realistic assessment of your current needs is essential. But you must also have a realistic idea of future needs. For example: Everyone wants in house fabrication ability. But do you have enough current and future work to justify building a fabrication shop? Can you justify a full time fabrication tech? Another example: Your current project plant needs an air compressor. The data says your usage will be 500 cfm at 115 PSI. But what about future work? New machinery? New processes? You know from experience the demand will increase. You choose a 750 cfm at 120 PSI. Thus giving your facility the ability to reasonably expand. Assess, plan, justify, implement.

All points are valid and yet I would add that underlying all of these are your maintenance crew. Involvement of the people doing the work, those who have the intimate knowledge of the equipment and their history. What do they need to complete the tasks, are there areas of continuous improvement that can weighted into the equation. Remember that continuous improvement isn't always in the area of production but also in how we execute maintenance.

For start I would backtrack to the maintenance manual of the manufacturer of each system. Maintenance manual is the best way to categorise all needed aspects that have to be taken into consideration, ie strategic spare parts, maintenance schedule, special tools, needed human sources, etc.

Be realistic as to your training needs. And be realistic as to those your willing to train. If a 30 year technician is expressing his desire to retire then he should not be at he top of your list of candidates for future training. The same goes for employees with issues such as repeat bad attendance or ones that have multiple personnel issues. You should always look at those who can potentially gain the most from training and have a willingness to keep that knowledge within your organization.

Learning initiatives are a valuable asset to make a crucial difference during execution which will be a representative improvement and better quality at your final result, specially for specific technical tasks. A better understanding of the own processes, can lead the people to solve problems and come up with innovative solutions, as they understands what they are doing, not only “tightening bolts” because someone told to do so. More the knowledge, better the quality of execution/service.

Existem diferentes tipos de conhecimento. Treinar envolve exercer esse conhecimento, colocá-lo em prática. Para tanto, é necessário tempo de qualidade e habilidade. Talvez o gestor não disponha de algum desses itens. Se for esse o caso, é importante buscar, junto à empresa, uma fonte externa de treinamento como escolas tecnicas ou treinadores especializados que oferecem treinamento na própria empresa. Colaboradores treinados são mais eficientes e melhor prevenidos contra acidentes.

There is a lot of people that says, they are master in some area, but the true is they are weak knowing only the basic. To have a best performance in our machines we need to have our staff well trained. With this they would have the perception to found and solve more faster and better problems having our machines in the best condition, and making less mistakes, because not all is perfect

Crear un ambiente de crecimiento profesional es lo único que nos va a dar los resultados que esperamos. Ya que el tiempo, los costo de los materiales a utilizar y la hora hombre de cada persona dentro de nuestro plantel influirá de lleno en el éxito o fracaso. ¿Qué quiero decir con esto? Si tenemos personal no capacitado a la altura requerida por los equipamientos a controlar o reparar, perderemos tiempo, dinero y lo más importante credivilidad y confianza en el plantel.

knowing how to inject the different strengths and how to train on the weakness of your team and grow with the tools Using technology.

I leveraged technology to streamline resource management post-needs assessment. Utilizing CMMS, facilitated real-time tracking of resource utilization and optimized allocation.

Me parece indispensable tener un programa de gestión para mantenimientos , de esta forma es mucho más sencillo lograr la mejor eficiencia en producción y economizar recursos . Tener el control de lo que vamos a necesitar es muy útil para poder programar los trabajos en los momentos más adecuados optimizando tiempo y recursos.

El uso de tecnologías para llevar un control mas preciso de nuestro plantel y de los trabajos e materiales utilizados es exluyente ya que podremos graficar puntos críticos ( causa raiz), como asi tambien la efectividad de nuestro plantel y los objetivos institucionales alcanzados. Fundamental capacitar tambien al personal como volcar cada dato en el sistema para que sea mas exitoso

Hoje este é mais um dos investimentos que vale a pena, pois nada é melhor no ramo da indústria do que aumentar a vida útil de um equipamento e conseguir executar uma manutenção assertiva.

Fomentar relaciones con proveedores clave mejora constantemente la gestión de recursos. Permitiendo el acceso oportuno a repuestos y experiencia técnica de rubros especializados que pueden dominar estos suplidores. No necesitas saberlo todo, pero si conocer quien conoce de eso en lo que tu no eres experto.

fostering partnerships with suppliers subsequent to needs assessment consistently enhances resource management in plant engineering maintenance, enabling timely access to spare parts and technical expertise.

Colaborar con los proveedores es la matrix de un técnico ya que de la buena comunicacion, consulta de datos y gestion de servicios externos tambien influirá en nustros resultados de objetivos.clientes fuera de la planta y tambien dentro de ella

Colaboração é um ponto forte quando se trata de vários grupos, assim como na manutenção, onde muitas das vezes se encontram várias especialidades para executar a manutenção.

Maintenir un niveau d'approvisionnement des pièces de rechanges de façon optimale. En diversifiant les sources d'approvisionnement fiables et en maintenant un rapport qualité-prix conforme.

Las técnicas de mejora continua, tpm,rcm,deben ser incorporadas de manera sistemática como un proyecto de desarrollo. Capacitar al personal de los indicadores claves y tener una filosofía de trabajo sistemático que permita centrar las bases para poder hacer trabajos de análisis de fallas a través de complex y simples DMAIC u otras técnicas de análisis. Idealmente tener un black belt como líder del equipo a fin de mantener estás técnicas vivas.

Falando em melhoria, temos que otimizar custo benefício, produtividade e qualidade do que está sendo avaliado para melhorar processos no dia a dia. Ser aberto a oportunidades de mudanças e desafiar a si mesmo a sair do comodismo e buscar sempre melhores resultados atravéz dos métodos descrito acima. Para melhorar e inovar o primeiro a acreditar tem que ser vc mesmo.

I led a review and improvement process following a comprehensive needs assessment. This involved gathering feedback from stakeholders, analyzing performance data, and identifying areas for enhancement. By implementing changes based on this review, we significantly optimized resource utilization and operational efficiency.

El metodo kaizen es muy bueno para fomentar el orden y el buen uso de todos los recursos de la planta, pero gestionar un ambiente de mejora continua es muy diferente ya que ella nos va a brindar con el tiempo la eficiencia y la eficacia de nuestras acciones.no basta solo con controlarle el consumo a un motor, dentro de las buenas practicas del mantenimiento eficaz y eficiente como el estado físico del mismo, sujesion, puesta a tierra,estado de rodamientos por ultrasonido, regulacion de protecciónes entre otras. Cada dato que recopilemos va a sumar a nuestro historial de acciones correctas dentro del mantenimiento

Si tenemos un fallo y actuamos siempre igual el resultado será siempre el mismo. Si quieres distinto resultado cambia el procedimiento. Hay técnicas muy asentadas como kaizen, 5S, LTT... Que evitan errores de rutina, mejora las técnicas de seguridad así como rendimientos a la hora de resolver averías, incluso eliminarlas definitivamente.

You should learn from the successes and failures of others. And compare and contrast your performance with those in your peer group. But always remember there are variables not taken into consideration in most forms of performance recording. Also strive to build "LEGACY" or organizational memory. Because repeat issues are the bane of successful businesses. Especially those with high turnover or very competitive markets. Listen when operators or management speaks. Things like "this is the 3rd time this problem has happened this year" indicate we have repeat problems. We deal with them as a one time issue each time it happens. We aren't creating long term solutions and we aren't learning.

Knowing the critical equipment that significantly affects the production of the plant and avail hot spares for immediate recovery. Second, effective planning is essential key of maintenance success.

In my perspective, to ensure top-tier plant engineering maintenance, focus on building a skilled and well-trained maintenance team, implement predictive maintenance technologies for proactive issue identification, optimize spare parts inventory management, cultivate strong relationships with equipment suppliers, leverage data analytics for performance optimization, conduct regular audits, and develop an emergency response plan. Stay abreast of emerging technologies, invest strategically, and foster a culture of continuous improvement within the team. These measures collectively enhance resource efficiency, reduce downtime, and contribute to overall plant performance.

Data keeping Data to be kept such as calibration or overhaul date and the next date the job needs to be done. Correct Labelling of equipments with attached SOP(standard operating procedure), SWI(standard working instructions, spares list with material numbers and drawing’s on it. This helps when there’s change of staff because all information is kept on records.

No se menciona la necesidad de una gestión de la información adecuada. Para saber cómo es algo hay que hacer tres cosas, medir, medir y medir.

Hay que tener buenos contactos con proveedores que te lo sirvan rápido y barato, para solucionar la avería enseguida y sin demoras.