PM Vs EM1What does this graph tell you? Does this organization have an effective PM Program? NO

To be honest with you I see this type of data all the time and the owners of this data think there PM program is working. This graph just came from an unnamed plant. This graph tells me there PM Program has a problem, why, because if Emergency Labor Hours trend up when PM Labor Hours trend up one may have a problem. Do you agree?

PM Effectiveness (2)

This is the trend one must see, EM Labor Hours going down as we execute Effective Preventive Maintenance

Unless you have been living on another planet for the last fifty years, you already know that the case for doing Preventive Maintenance (PM) is watertight if focused on the correct failure modes.

Done right, PM will preserve, protect, and extend the life of your equipment – and reduce overall maintenance cost.

So here’s the question: Why are most maintenance and reliability professionals so unhappy with their PM programs?

Surprisingly enough, according to our research, we have found that just 22% of maintenance managers are satisfied with their current programs. Their two biggest complaints are listed below

PM Consumes Too Many Resources

Many maintenance managers believe their PM program is simply bigger than it should be. They find it difficult to execute their PM program and their other work at the same time. Also, they feel like they do not have enough manpower to manage all of their PMs along with other important maintenance tasks.

Lack of Results

Despite all of the time and money being spent on PM, there are still way too many unexpected equipment failures.

Case in point: During a chemical plant tour, the frustrated maintenance manager said, “We just PM’d that machine, and it failed a short time later anyway. So why didn’t we catch the problem with the PM?”

Why indeed.

In a nutshell, the problem with PM is that it takes too much time and produces too little results.

I would appreciate your comment on this topic. What do are your experiencing? Tell me about it.

If you would like a copy of our report on Why PM Does Not Work” just click on the highlighted link in this line.

Have a great day and enjoy the document, post a comment about the document in the blog comment section below.

I would love to hear your comments on this great report.

 

 

 

7 Responses to Why Preventive Maintenance Does Not Work!

  1. Mohamed Elnagdy says:

    we can add that; the PM failed due to procedural problem “PM tasks”.
    Also, we can divided the causes of PM tasks into:

    1. Inadequate task descriptions “Too short, poorly worded, and Incomplete”.
    2. Many PM tasks are
    done too often.
    3. Many PM tasks are
    done too late.
    4. duplicate tasks are
    assigned to multiple people.
    5. Often tasks are “cut and pasted” from similar equipment PMs and are not applicable to that piece of equipment. 6. NO analysis for PM quality.7. Many PM tasks are simply non
    value-added; serve no purpose whatever.8. Many tasks are too intrusive; many cause more
    problems than they solve.9. Alternative diagnostic tools and
    technologies not considered, or not being used.10.Low PM completion/schedule compliance; low
    priority.

  2. Ncameron7 says:

    Would root cause be a summation of how to fix the failing of PM’s?

    In addition to everything Mohamed mentioned, root cause analysis should be done.
    Did the technician do a sloppy job? Did the planner not have a detailed description?

  3. Friction911 says:

    PM is a proven uptime asset so if a particular program isn’t
    producing a positive gain then it needs to be re-engineered and managed. This
    would be a good reason to get the technicians trained and certified because the
    root cause here is a lack of knowledge.

  4. Don B. says:

    Mohamed is exactly right. All of his points are true to form. I believe that a lot of the PMs are inadequate, done too often, too many duplicates and they tie up the mechanics so they cannot get the real work done. The duplicates will have 2 or 3 mechanics doing the same task whether it is needed or not multiple times a day. Sometimes there is too much paperwork involved for the mechanics. If it doesn’t fix a problem before it happens it is not preventive.

  5. John Ryan says:

    It is the case that a PM programme which is not properly focussed is a waste of technician time.
    The key is to have the work instructions clearly laid out looking at the specific issue which is being tackled. This needs to be a data based decision.
    Your reliability engineer is responsible for ensuring the PM instructions are up to date and focussed. This is achieved by regular detailed data review which the CMMS is producing as well as feedback from the technicians and the customer
    John

  6. Alan F Gambsky says:

    Before a PM is written to address a concern there should be an evaluation of criticality done, or at least a root cause failure analysis. The failure cause should be eliminated 1st…if possible.

    I still believe than any PM program that consumes more than 40% of your labor and spares budget is too big.

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