What are the best practices for maintaining equipment used in multiple shifts?

The above is totally correct but there is a pivotal approach which is always difficult for a maintenance team and that is planning for predictive maintenance due to the lack of information given by the OEM’s. If that can be achieved it completes all those aspects related to maintenance and extends the life of machinery.

An effective CMMS is crucial for maintenance scheduling. First, an investment of time is required to enter equipment and parts into the system. The system should be able to track the cost of parts and labor for each equipment set. Finally, system data analysis features should drive management decisions. OEM predictive and preventive maintenance schedules can be modified based on experience and equipment criticality. Maintenance routes along with operator basic care should identify the majority of corrective work. Work orders should be planned based on the priority and criticality of the equipment so that facilities can meet production and spending goals. Only planned work orders with a completed work package should be scheduled.

I agreed of “The tracking of equipment’s condition, history maintenance, and performance” this is very importance. To echo on this that we need to compare the performance of equipment pre and post service to evaluate the PM quality, mean time between repairs. The competency of Technician is a key of success to get healthy equipment with lowest failure during production.

1. Rating the equipment as critical is the key when used in multiple shifts. 2. Plan for a Preventive Maintenance schedule, four times in a year, quarterly manner for the above critical equipment. 3. Gear up for the breakdown maintenance for the above critical equipment, 24 / 7, 365 days a year with the requisite spares and well trained technicians. 4. Keep a track of the records of preventive and breakdown maintenance for the above critical equipment, prepare trend charts regularly and update all stake holders regularly with the above trends. 5. Plan for a second line equipment and requisite spares based on the trend chart data of preventive and breakdown maintenance, thereby distribute the process load on those above critical equipment.

Even better is the use of "run-time" hours for the basis for determining the timing for equipment PM's. It actually reduces maintenance resource needs while increasing asset availability for production.

" My Machine My Responsibility " concept helps to create awareness of machines and equipment in shop floor operators. Let us try to incorporate this concept as simple as "My body, My responsibility". First let's take care of my body, if needed the doctor is always there. It's very simple but very effective.

The #1 thing you need to do is train your operators to understand what baseline runnability is like for the equipment. That way, they are easily able to distinguish when something is out of line. You cannot rely on monthly vib and oil checks from the reliability department to catch all your equipment malfunctions. So the next step is creating rounds, establishing a baseline, & holding your operators accountable. Furthermore, as a leader, YOU should know what your equipment sounds like. You should know when something is off. And as a group, you should all be able to catch failures before they happen.

Incluir la supervision a la actitud del personal, sus habilidades, manejar adecuadamente el estimulo y la motivacion, promoviendo e implementando los procedimientos de trabajo seguros con lo que se garantiza la seguridad del personal, la calidad en el producto y los niveles de produccion esperados por la empresa,

é importante antes da parada de manuten??o que os operadores tenham em planilha os itens a serem substituídos durante a parada, com instru??o de como executar os servi?os do fabricante ou servi?os a serem executados durante a parada.

Operadores com conhecimento dos equipamentos e da maneira correta de utiliza??o e conserva??o, contribuem para o desempenho e rendimento do processo. O check list é um aliado importante no início de cada atividade. Técnicos capacitados , com conhecimento dos procedimentos de análise e manuten??o, conservam a funcionalidade e eficiência dos equipamentos. Registrando as informa??es em relatórios e no sistema contribuem para o histórico de todas as execu??es, necessidades de atua??o e melhorias.

In my experience, implementing a 5S system is very helpful to maintain equipment used in multiple shift because, after we set the standard for all the S-es and teach all operator and technician regarding the standards, they will easily notice any abnormalities occurs on the machineries, and choose the appropriate countermeasure to prevent catastrophic loss. Combining this knowledge and practice with effective communication between shift members, it will help to maintain the condition of machineries and further reducing the downtime

5S systems can be very helpful in that perspective, but the challenge is to avoid the 3S waltz (sort, set in order, shine ... sort set in order, shine ...), which happens easily if there is lack of focus on standardize & sustain. Especially the sustain part can be tricky across shifts if no clear responsibility and accountability is defined (it was not our shift, it was the night shift...). The management often pulls itself out and points to the responsibility of the shifts. But a functioning 5S system requires the continuous interest of management and occasional attendance at the shop floor too. Also 5S audits or morning markets can help.

5S is the foundation of TPM. Do 5S to upkeep the equipment at all times. Shine means to inspect your machine to make sure it is ready to be used before you leave it.

Disruptions caused by unclean conditions and not existing/followed standards are one of the top drivers for lost time on machines. Therefore a well established system of standardized processes during production and at end of shift is a key element to ensure a clean working environment and basic preventive maintenance that can be performed by the operators. The focus points should be defined based on a proper FMEA during design/realization of the machine and later based on experience coming from the operators and maintenance crews.

Ist hochgradig sinnvoll. Sehr gute Erfahrungen habe ich mit PM Kits gesammelt. Diese stellen alle notwendigen Hilfsmittel zeitgerecht vor Beginn einer Wartungsma?nahme zur Verfügung.

Predictive Maintenance is a very effective pillar of TPM. We can prepare, implement and Maintain Jishu Hozen checksheet in a certain way which include critical operating factors of Equipments, many of the issues can be captured at the earliest stage which will prevent breakdowns. The robustness of the JH process helps to maintain machines & equipments.

Anytime you can perform predictive maintenance before failure but at end of useful life saves time and money. The best maintenance is "scheduled" maintenance. Scheduled predictive maintenance reduces downtime and cost while having the a positive impact on efficency vs fix as fail.

é auxilio de ensaios n?o destrutivos durante a parada de manuten??o é essencial para verifica??o de troca de um componente ou item sem necessidade, ele irá auxiliar na real necessidade de troca da pe?a de reposi??o.

In the following points shows how can be done: 1. Sensors and monitoring devices are installed on the equipment to collect real-time data on various parameters such as temperature, vibration, pressure, and other relevant indicators. 2. The collected data is analyzed using advanced algorithms and machine learning techniques to identify patterns, anomalies, and early signs of potential issues. 3. Through the use of predictive analytics, the system can forecast when maintenance is likely to be needed based on the data patterns and historical performance. 4. Once potential issues are identified, maintenance tasks can be planned and executed proactively to address the underlying problems before they escalate into costly failures.

PM tools need to be designed for appropriate maintenance intervals and take into account periodic or seasonal variations. They enable communications between rotational shifts in a concise and comprehensive format that prioritizes critical tasks in the absence of face to face communications between shift employees

I think communication plays an important role. Operators should note down any observation and pass it on during shift handover to prevent any issues with the equipment or personnel. It’s a good idea to note observations down on a common platform(like Gensuite) where everyone can give suggestions and developments can be seen.

I think, maintaining equipment used in multiple shifts for effective communication and collaboration are essential. Here's how you can achieve this: 1. Establish a regular maintenance schedule and communicate it clearly to all team members. 2. Maintain clear and accessible documentation regarding equipment maintenance procedures, schedules, and any issues encountered. 3. Provide comprehensive training to all team members on equipment operation and maintenance procedures. 4. Establish a feedback mechanism where team members can report any issues or concerns regarding equipment maintenance. 5. Encourage cross-training among team members so that multiple individuals are capable of performing maintenance tasks.

A comunica??o e compartilhamento de todo o processo e seus objetivos, contribuem para que se tenha a fluidez entre as diferentes jornadas de trabalho . O rendimento dos equipamentos e a manuten??o s?o fundamentais para que o uso no processo seja eficiente e eficaz. Vários meios de comunica??o podem ser utilizados para registrar a??es, melhorias, necessidades, análises e solu??es de modo que o foco seja sempre a transmiss?o da informa??o clara e objetiva.

As much as equipment needs to be careful you should spend some more for a good system for track the handover or turnover with good training to your operation team how to use this system you will have a good track as well as history.

Communication is a must for all the organisations. In a company there is easy communication with the proper person available otherwise delay in maintenance.

For easy start: Keep a "breakdown" book for each machine. Excel works just fine if you dont have any program for that: Every breakdown, small or large,is written down. Date, reason, how repaired,what spares, who did etc You'll soo find out what spare parts you will need to stock and also get easily good view what actually is making breakdowns. Also this will be good handbook how to solve problem which repeats. After a while you'll find out that you are maintaining machine before breakdown.

Generally the critical and sensitive, operationally complex equipment used continuously in shift must have well trained dedicated operators. Who knows in and out of the equipment operations and also they shall get trained on engineering maintenance and immediate trouble shooting aspects of the equipment. I used to practice to allocate one dedicated well trained engineering technician in each shift when we are continuously running the major critical equipment. The advantage of this kind of practice is to identify minute technical issues and to prevent major breakdown of equipment which will prevent the continuous operations.

This is good if we can add in - responsible and ownership for the people.who are working at operation - transparency and trust to build up the team work

I would elaborate on the Asset Lifecycle management. Today it is more and more important to ensure the lifespan of the equipment is both extended/maximized and is not compromised quality/performance wise. Examples: AI-powered Cost of Ownership models and Cost of Failure scenarios.

O fator humano da manuten??o, estará sempre com uma porcentagem maior no sucesso de qualquer programa de, manuten??o e opera??o de equipamentos. Ainda mais quando existem os turnos que se alternam na área. A mentalidade de todos deve ser sempre trabalhar o mais próximo do padr?o definido pelos programas de gerenciamento de manuten??o e produ??o. Todos os programas aplicados a qualidade e gest?o d?o frutos quando aplicados por todos. E claro, com o auxílio na execu??o através de suprimentos e apoio da gest?o direta dos setores. Mas a atitude de tomar como princípio, o melhor resultado trabalhando com a máxima qualidade e eficiência, parte dos colaboradores de campo. Valorizar a equipe gera resultados muito mais consistentes e, douradouros.