Machines the business depends on.
WHY IT MATTERS
Downtime stops output while every fixed cost continues.
WHAT TO ESTABLISH
A planned maintenance schedule for every machine.
WHAT IT SHOULD COVER
Lubrication Cleaning Wear part replacement Calibration, where applicable Inspection
WHAT TO SCHEDULE BY
Running hours or output, not calendar time.
WHY
Machines run different amounts, and calendar scheduling is wrong for both.
WHAT TO RECORD
Every service, with the meter or output reading.
WHAT DAILY CHECKS SHOULD COVER
Lubrication points Unusual noise or vibration Leaks Guards in place Temperature
WHY VIBRATION AND NOISE
They are early warnings of failure.
WHO DOES THEM
The operator, before starting.
WHAT TO KEEP
Critical spare parts.
WHY
A part with a long lead time stops production for weeks.
WHAT TO ESTABLISH
Which parts are critical and how long they take to obtain.
WHAT TO TRACK
Downtime, by machine and by cause.
WHAT CAUSES TO DISTINGUISH
Breakdown Planned maintenance Setup Material shortage Power No orders
WHY
Only some of those are maintenance problems.
WHAT REPEATED BREAKDOWNS INDICATE
A machine needing overhaul or replacement.
WHAT TO CALCULATE
Cost of downtime per hour.
WHY
It justifies maintenance and spares.
