After several discussions relative to a prospective Client's maintenance issues and equipment operational improvement requirements, RDI SME's (Subject Matter Experts) present examples on how their unique Maintenance Improvement Techniques can produce significant positive improvements in this area of operations. RDI then defines the scope for an initial Analysis (or Phase I) to define how they would address Asset Maintenance as a "Capacity Producer." Resulting from these discussions is a mutually agreeable scope, deliverables, timetable, and manning requirements plan for the Phase I Analysis stage of the engagement.
During the Phase I - Analysis, RDI Associates gather important operating data on critical areas of the Client's maintenance process to benchmark against industry standards and "best practices". Specifically, maintenance execution, logistics, and intelligence systems are evaluated to identify stop gaps and specific improvement opportunities. These opportunities are then discussed in detail with Client representatives to validate RDI's observations and data. Upon the completion of the data gathering and relative discussions, RDI SME's (Subject Matter Experts) develop an improvement strategy to address the maintenance stop gaps and issues, and establish quantifiable goals for success. Based upon these strategies and goals, RDI then defines an implementation plan with metrics in accord with the quantified implementation costs and benefits. Now, upon the acceptance of this plan and proposal, work can begin on Phase II (or the Project) stage of the engagement.
The RDI Project work calls for a detailed analysis of maintenance execution, logistics, and intelligence systems. In order to gather data and evaluate the performance levels in which these maintenance activities are executed, seasoned RDI CCM (Capacity Centered Maintenance) Associates communicate with their client maintenance counterparts on a daily basis. Once derived from the data gathered, specific enhancement opportunities for the needed improvements in the day-to-day maintenance activities are now identified and readied for implementation.
In order to provide a solid basis for process improvement adherence and successful continuous improvement efforts, an RDI SME associate leads the maintenance department team in a process mapping exercise to identify specific opportunities for change. These targeted areas for mapping could include maintenance planning, scheduling, and materials control. While working closely with an experienced team of RDI Consultants, maintenance department members and teams associates are now assigned to improvement tasks for implementation.
Because the information on equipment downtime and maintenance is extremely critical for a well executed maintenance program, RDI Consultant experts work very closely with maintenance personnel during this portion of the process. They work diligently to identify methods for improving data collection, and use that new knowledge to improve equipment performance and increase capacity to best-practice levels. The equipment intelligence which comes from this ground work provides the basis for long term Preventive and Predictive Maintenance program, assuring the continued value of this effort years down the road.
It is necessary and expected that equipment operators, engineers, and maintenance personnel will all participate in the improvement process. RDI's SME consultants assist maintenance department members as they standardize the processes and procedures which were adopted during the Project. In this stage of the cycle of learning, RDI's consultants will provide the necessary coaching and backup to the Client's teams so that the tools and techniques they have used become an inherent part of the Client's new and improved culture.
Consistent communication of the results of the work done by the Maintenance process improvement teams is crucial. These improvement team members meet with Management representatives regularly to review the work they have done, and relay the positive results of their efforts. These important meetings provide the conduit for positive feedback and recognition from Client Management. This invaluable ingredient in the process not only supports the current project success, but also all nourishes all relative on-going efforts for the Client's continuous improvement initiatives.