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10 Steps to Success of Planned Stop

- 15/11/2016

          In many companies the equipments works full time. For these companies the stop for maintenance, called a “great stop” by many of them, is the most important preventive maintenance activity after a long period of operation of the equipment. We are nearing the end of another year and, for many maintenance teams, near the much-feared “great stop”. In order to contribute to the maintenance friends who are about to start the scheduled work, follow a brief script with some tips that may be useful.

1. Formation of the Parade Group

          The Planned Stop is of great importance to organizations whose assets have been operating continuously for a long period of time. For success to be achieved, it is important to create a multidisciplinary group, covering various sectors of the plant, such as maintenance, operation, engineering and supplies, for example.

2. Selection of Work Orders

          Identify in the Management System which activities whose execution in the next Planned Stop are essential. Usually the services to be executed should already was archived, from diagnostics, inspections, predictive analyzes, symptoms and reports performed throughout the period of continuous use of the equipment.

3. Scope Definition Meeting

          In the possession of the identified service orders, the Supervision shall hold a meeting to define the scope of the Planned Stop. This definition should take into account the real need of the activity, based on information and technical subsidies. The impacts of failure to carry out the service order and its postponement to the next stop should be evaluated whenever there is a limiting factor, such as lack of labor, materials or other resources. It is important to divide by specialty, ie, mechanical, electrical, instrumentation, piping, cleaning, boiler services, etc. It is also important to remember the improvement projects, which can often only be implemented during a major stop.

4. Interference Analysis Meeting

          The Planner, together with the maintenance team, should assess the scope and possible interferences between tasks. This step is fundamental to ensure the quality of the planning and the success of the big stop, since there is an important relation between the interferences and the critical path of the great stop.

5. Elaboration of the Program

          Work schedules should be elaborated at this stage. Each task list item must be detailed and estimated resources as well as the execution deadlines. Particular attention is paid to detailing timelines involving critical activities. Do not forget the support resources, such as cranes, scaffolding, organization chart of responsibilities and network of critical path of the stop, for example. At this stage it is also essential to level resources, that is, it is necessary to use the labor in an optimized way, reducing or minimizing the need to hire outsourced companies. The strategies of hiring labor, acquisition of materials, deadlines and organizational structure of the stop must be defined. Another important point is the safety recommendations.

6. Planning Presentation Meeting

          This meeting has as main objective to share all the information about the planned stop, passing through the critical path network, safety recommendations, equipment shutdown and positioning, leadership of stop, availability of resources, general schedules, tests, return in operation, etc. . It is important that employees have no doubts after this meeting, which allows the integration between production and maintenance.

7. Monitoring Critical Activities

          The determination of the critical path must take into account the identification of the dependencies between the various activities as well as the gaps between various tasks, as well as the duration of the stop. It is important that everyone is aware of what activities are on the critical path. All critical activity should have its schedule and a contingency plan, in cases of deviations from the planning. The Maintenance team must define, prior to the event, who will be responsible for monitoring these activities. The person in charge must have the technical conditions to answer for the service, to ask questions of the execution team and to take managerial actions of correction of routes. A good follow-up of critical activities contributes to the success of the stop and everyone involved.

8. Planned Stop Control

          For a good control of the planned stop, it is important to hold meetings during the activities, conducted by the Planner, with the purpose of verifying the evolution of the tasks and correcting any deviations. The feedbacks should be given by the collaborators responsible for the monitoring of the Planned Stop. The strategic decisions must be conducted by the Maintenance Manager, in order to correct deviations and ensure the success of the stop. At the end of each day, planners should have the following information available:

          – Estimated time for completion of all ongoing tasks;
          – Activities already completed and time spent;
          – Activities still pending;
          – Excess or lack of resources;
          – Additional work that has emerged or is emerging.

9. Evaluation of the Planned Stop

          The Maintenance and Operation teams must evaluate all the steps of the Planned Stop, in order to document the deviations and to elaborate the pertinent plans of action. Possible improvements should also be reported at this stage and made available to the Planner. It is important to have a formal checklist of evaluation of the main stages of the stop, such as: generation of service relationship, planning, scheduling, execution, control and closing. Within each step include the items to be evaluated and the respective notes, thus enabling the compilation of the final note of evaluation of the stop.

10. Report and Closing Meeting of the Planned Stop

           After the Planned Stop, the Planners shall issue a Final Report, containing all relevant Project information and assessments of the teams. The purpose of this Report is to present the strengths and weaknesses and provide support for the generation of action plans, aiming at the Continuous Improvement of Planned Stops. The Maintenance Manager should conduct the final project meeting. At this meeting the Maintenance and Operation teams must present the results achieved (strengths and weaknesses). The established action plans and the stop notes are also announced at this stage.

          It is hoped that these tips can contribute to a good planning of the stop and that, therefore, it accomplishes its objective with success. Do not forget to analyze the strengths and weaknesses of the stop, with the goal of promoting continuous improvement!

          Me. Alessandro Trombeta
          MBA in Maintenance Management Engineering
          Maintenance Supervisor at Cocamar
          Professor of Engineering at UniCesumar

Publicado por: Alessandro Trombeta

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