Efficient Plant November 2017 - 22

feature | voice from the field
STEPHEN'S TOP 5 TIPS FOR EFFECTIVE RELIABILITY

Create an accurate asset register, P&IDs,
and CMMS
foundational
data files.

Stephen Matthews, an
operational, maintenance, and reliability
process-improvement
specialist, works from a
desk on the shop floor
to provide instant visibility and assistance.

Establish a
maintenance
strategy based
on failure modes
and equipment
criticality.

Establish effective work-management processes and materials-management processes.

client, we increased throughput by 33%, and it was
all the consequence of small little changesthat we
did week to week to week," he explained. "It was
literally hundreds of little things that we put into
place and were able to sustain. Sustainability is
really the key. I say to my clients, it's not about
you and it's not about me, it's about your people.
If you address their needs and attack these things
from their perspective and make sure you are moving
forward, you will get results."
For this project, a chip mill brought Matthews
in for what was expected to be a three-week stint.
The mill was scheduled to shut down, but Matthews
worked the shop floor and used process-flow analysis
to identify small improvements that made a big
difference.
One problem was a recurring breakdown that
required one to three hours to repair. By placing a
marker to identify the point of the regular equipment
break, his team was able to isolate one part of the
machine and reduce the repair time to just 15 min.
Overall, the maintenance team learned to use standard work orders to evaluate machinery health. In the
end, the plant did not have to be shut down and is still
in operation.

Use a team approach with operations, maintenance, and engineering (process,
maintenance,
reliability).

Treat maintenance as a
partner, not a
service.

Matthews uses this philosophy to help companies
with embedded projects, maintenance strategy, and to
identify equipment criticality to overcome emotional
priorities. "I listen, ask questions, treat people with
respect, and follow the golden rule," he said. "It's important to focus on behaviors and identify the WIIFM
(what's in it for me). I incorporate communication
and understanding, use a minimal amount of technical jargon, and pay close attention to the details. It's
important to peel the onion as far back as necessary
to accomplish your goals."
He also has a philosophy that great things happen
at a facility when personnel stop looking at maintenance as a service and begin looking at maintenance
as a partner. "To me that has been a game changer,"
he said.
For Matthews, it's not difficult to find inspiration.
"I love what I do," he said. "I have never worked a day
in my life. Once I feel like I'm working on a project,
that's how I know it's time to go. I'm not the kind of
person who likes the status quo. People have asked if
I would stay on as a manager, but that's just not me.
Other people are much better managers. I need to be
continuously challenged and always looking for new
things." EP

M&R PHILOSOPHY
Matthews' strategy is quite simple-Plan your work
and work your plan. "Every project is different, yet
similar," he said. "It usually requires patience, creativity, tenacity, and respect. A cookie-cutter approach is
never applicable. We all must be constantly learning. I
really love to get people involved and see them excited
about improving the reliability of processes, systems,
and assets."

| EFFICIENTPLANTMAG.COM

Michelle Segrest is president of Navigate Content
Inc., and has been a professional journalist
for more than 28 years. Segrest specializes in
creating content for professionals in the industrial
processing industries. If you know of a maintenance
and/or reliability expert who is making a difference
at their facility, please email her at
michelle@navigatecontent.com.

NOVEMBER 2017

http://www.EFFICIENTPLANTMAG.COM

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