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Why Being Proactive Is No Longer Enough The next action often taken is to target different inventory types, such as obsolete or slow moving stock, with a view to selling or removing the stock. Again, this is an Adaptive Action as it works on the effect (overstocks) and works on the past (no action is taken to change the recurrence of the effect). Also, the causes of the problem are not being addressed, only the effect. While both of the above approaches might show short term benefit they do not prevent future problems and can be equated to using the fire extinguisher in our earlier example. An alternative option is to train everyone involved in materials management on the issues they face, their influence on the outcomes and the decisions they can make to influence results. This is analogous with training the machine operator in using the fire extinguisher – a Contingent Action (position 1 in Figure 1). For this option when something happens (say, stock turns going down or systematic material delays) the people know what to do to correct the problems. They may not individually have the authority to make the changes required to prevent the problem reoccurring but an appropriate review process can take care of that. A better option is to work on the cause of the problem and to work on the future. This requires putting in place systems to manage materials to deliver the required availability without over spending even when it is not known if there would ever be a problem. This is genuine prevention and so sits squarely in the Preventive Action box (position 4 in Figure 1). Examples of the actions to take include reviewing the materials management procedures and policies and reviewing and aligning responsibilities. These both form part of what is known as Inventory Process Optimization. Think of this in terms of the dust proof cabinet and redesigned joints (eliminating the cause) in our fire example. As you can see using the Activity Matrix has forced us to think in terms of the four elements: cause, effect, past, and future. Thus we can now evaluate each of the options to determine which really are proactive and which are merely dealing with the effects with no preventive impact. This analysis enables us to make better and clearer decisions on the actions that we implement. A New Way to Be Pro-Active Being genuinely proactive is very difficult. This is because Adaptive and Corrective Actions provide an instant gratification, as in ‘I achieved this, I fixed the problem’. This comes from working on something that has already happened and being able to deal with it. Whereas being proactive eliminates the ‘feel good’ factor because you are working to prevent something from occurring, there is no instant gratification. Perhaps because of this, over the past 20 years it seems that the definition of proactive has changed from ‘prevention’ to ‘doing something’. This has meant that almost any action can be claimed to be ‘proactive’ and the term is therefore almost meaningless. What is now needed is a new approach that enables objective evaluation of the available options to determine those that are genuinely preventive and those that are merely corrective or adaptive. This is the Activity Matrix in Figure 1. Using the Activity Matrix has enabled us to review two different types of situations and to evaluate the options under each. From this we can see that not all options are equal. Some work on the cause, some on the effect. Some work on the past, some work on the future. A truly proactive and preventive option works on both the cause and the future. As the old saying goes, prevention is better than cure, and it is always better to prevent future causes of problems than to work on the effects once the problem has arisen. Next time you are faced with a decision on what action to take, try fitting your choice to the Activity Matrix and see which category the option fits into. This will enable you to explore the causes, effects, and options to determine better and longer lasting solutions. Footnote: Stephen Covey actually had a very different definition of proactive to the one that is recorded in the dictionary. Covey’s definition of proactive related to an individual’s freedom to choose how they respond to what happens to them rather than relating to preparation for an expected occurrence or situation. References: • The 7 Habits of Highly Effective People, Stephen Covey • Dictionary.com • The Concise Oxford Dictionary • Value Based Success, Alan Weiss 46 Phillip Slater is a Materials Management Specialist and the developer of Inventory Process Optimization. He is the author of a number of management books, including Smart Inventory Solutions and The Optimization Trap. Contact Phillip directly at pslater@InitiateAction.com or visit the website www.InitiateAction.com (This article was previously published in the UPTIME magazine) Vol 23 No 3 AMMJ
Guiding Principles for Maintenance Planning and Scheduling By Ricky Smith and Dare Petreski (USA) “Focusing an organization’s efforts is the only way to achieve and maintain success” Guiding Principles are principles an organization must follow in order to be successful in any area where there may not be proper alignment. Planning and scheduling will never be effective without the alignment of Production, Maintenance, and Engineering. Guiding Principles keeps an organization focused and the success of planning and scheduling hinges on these principles. Planning and Scheduling Guiding Principles are developed together with leadership in Production, Maintenance, Maintenance Planning, Maintenance Scheduling, <strong>Reliability</strong> Engineering, Maintenance Engineering, and Project Engineering. Developing these principles together as a team allows an organization to be aligned in their efforts and ensure success of Maintenance Planning and Scheduling. Planning Guiding Principles • All “critical” work will have effective work procedures developed. • All Preventive Maintenance / Condition Monitoring (with exception of regulatory compliance PMs) must address specific failure modes. • Planners focus “only on future work”. • Bill of Materials must be developed for all Critical Equipment. • Production and Maintenance must be aligned in the planning process: - Roles and Responsibilities - Expectations - Metrics • Jobs not previously planned will be “scoped” by the maintenance technician & the planner. Scheduling Guiding Principles • Planned Jobs must have all parts on site and kitted before being scheduled. • Availability of equipment must be communicated to maintenance at least 7 days in advance. • Manage the backlog: - Total - Ready to Schedule - Waiting Parts • Perform an after-action review on any shutdown over 4 hours using the “2 Up / 2 Down Rule” “2 Up / 2 Down Rule” Most organizations fail with their after action review or the reviews do not provide expected results. In the US Army they use the 2 Up / 2 Down Rule. For any after action review you identify with your team the 2 things you need to sustain (you did this very well) and the 2 things you need to improve. You post the 2 Ups and the 2 Downs. The next after action review on the same issue should result in the 2 Downs becoming the 2 Ups. You cannot improve everything overnight so you must take change in small bites. Maintenance Planning and Scheduling is key to the success of any organization however it must be managed so that everyone understands the rules and follows them. If you have a question or comment please send an email to Ricky Smith at rsmith@gpallied.com Editors Comment: Ricky Smith, one of the World’s best known speakers and authors on Maintenance and <strong>Reliability</strong> issues, is contributing a regular column to the Asset Management and Maintenance Journal. Ricky Smith has a New Book: “Industrial Repair, Best Maintenance Practices” This book is available from Amazon at http://www.amazon.com/Industrial-Machinery-Repair-Maintenance- Engineering/dp/0750676213/ref=cm_cr_pr_product_top/183-4540390-6320933? To Subscribe to the AMMJ go to page 60 or go to www.maintenancejournal.com to download the SUBSCRIPTION FORM. Annual Subscription is from $80
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