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These programs are usually referred to as operator care programs but I believe that that these programs have a wider application than just for operators. It is true that the operator can make the most contribution to these programs but so can others. The great advantage of such programs is the cost is negligible but the rewards are significant in terms of company profits. ALL it needs is the WILL to do it and to manage the resulting change in operational culture.

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It is much better to do this program yourselves. I can send you some free guidance notes, typical formats and outline induction course notes. Please go to the information page and then contact me.

KEY SUCCESS FACTORS OF EQUIPMENT CARE PROGRAMS

The cta approach to equipment care is significantly different to the almost religious approach of TPM. In place of the many highly structured steps of TPM, we have only three key success factors.

1.  Operator ownership

Everyone in the organization will benefit from developing the ownership culture. Some innovative companies have nominated employees to be owners of particular equipment items, usually unrelated with their normal duties.

For example, an electrician becomes owner of a water tank! In addition to his normal work the electrician has to make routine visits to his tank and assure himself that it is in a good state and being cared for. Sounds ridiculous? Well, it certainly seems to work!

Operator ownership is the key step in an equipment care program. How do you achieve this attitude change? Answer: you use your leadership skills.

2.  The five senses

Do not confuse this with the Japanese 5 S´ which are usually associated with TPM operator care. We are talking here about the use of our basic 5 senses of hearing, touching, seeing, smelling and tasting, as a free early warning system.

I remember a story told to be by friends in a Gas Plant in the Far East, when an operator reported that something was wrong with a high cost and key production Turbo-compressor. A maintenance specialist checked it out and found the problem. The plant manager asked two revealing questions.

 

1.	What would have happened if the operator had not reported his concern? Answer: Thousands of dollars of repair costs plus heavy production losses.
2.	What exactly attracted the attention of the operator? Answer: He did not really know. Maybe it sounded funny but he sensed something.

We cannot ignore such a brilliant early warning system and leave things to chance. We have to adopt it as a part of our culture. Operators are the key people because of their normally close relationship with production equipment. How do you achieve this attitude change? Answer: you use your leadership skills.

3.  Basic tasks

Do you go to a garage and ask the mechanic to check your car's oil level or tyre pressures. Many of you will wash and polish your car regularly or even do your own repairs. Sometimes this is to save money, or because it is convenient or even enjoyable, or because you wish to ensure that the work is done to your standard. The industry equivalent of this is equipment care.

In the majority of industrial situations the operators spend more time in the vicinity of their production equipment than maintenance personnel do. It does seem ridiculous and a disgraceful misuse of company resources if maintenance people have to visit every area daily in order to perform simple tasks such as checking levels, basic lubrication, cleanliness, etc.

Maintenance should only visit equipment to resolve emergencies, problems or hopefully as part of a planned maintenance system.

I believe that the vast majority of benefits are obtained in these three steps. TPM on the other hand has a structured process that involves operators in performing more advanced maintenance tasks, which seems to be more in the style of multi-skilling.

BENEFITS

A basic Operator Care Program is an excellent method of improving maintenance with a minimum investment. The program requires that production personnel undertake basic inspections and simple maintenance tasks. These programs have been successfully implemented throughout industry with impressive benefits being achieved. The main benefits are:

 

•	The more effective use of maintenance resources
•	Greater security that daily maintenance is being completed
•	It creates an excellent early warning system which can avoid expensive repair costs
•	Equipment life cycles are extended
•	The concept of ownership is created

This program is easy to implement albeit that the major problem is to change the culture of production personnel. However, once established the system will make a significant contribution to profitability.

IMPLEMENTATION

This highly effective approach to basic maintenance and plant care should be introduced and developed as a Production culture. This can be facilitated by the following actions:

•	By fully involving production personnel in the equipment care concept and its practical implementation. Production personnel should be convinced about the benefits to their own department and the company as a whole. A willing participant is much more effective than an unwilling one.
•	Develop a simple but effective training program for field operators to explain the benefits and to assist them in defining and executing their obligations.
•	Clearly state that this program is a mandatory requirement subject to management audit and discipline where appropriate.

Once the initial process of equipment care has been successfully implemented the system should be further developing by introducing higher level tasks which will further improve the cost effectiveness of the exercise.

The main work content in an equipment care program is the preparation and issue of monthly work sheets, which are to be undertaken by production personnel. These sheets list all the basic tasks required on each plant and include a sign-off section.

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