For on the Floor: More Good Than Bad in 2014

We’re in the final weeks of what has turned out to be an above-average year for U.S. manufacturing, with output and key indicators up. The 2014 year-end review from the factory floor is also encouraging, according to our Efficient Plant Reader Panel. The group reports strong personal achievements for the year, coupled with positive changes within their maintenance organizations and companies. Not everything was rosy, but most Panelist comments suggest that 2015 will get off to a good start. Here’s a sampling of what they had to say about the ups and downs of the past 12 months:

Q: From the perspective of your own professional development, how do you rate 2014?

“I have become more proficient using some of the computer programs, and it really has made life easier. Bringing dinosaurs into the 21st century isn’t an easy thing. Just ask my daughter.”

… Maintenance Coordinator, Mid-Atlantic

“2014 was a year of change for the better. We had some management changes and a lot of improvements have happened and still are happening.”

… Maintenance Leader, Midwest

“I would give myself a high rating. After six years of always finding an excuse to not take the CMRP exam, I finally took it and passed!”

… Production Support Manager, Midwest

“I rate myself high because I took several programs concerning state-of-the-art manufacturing technologies. Plus, I attended several International Society of Automation programs and expanded my management skills.”

… Former Chief Maintenance Engineer
(now college instructor), West

“2014 was a good year for my professional development. I completed a Financial Management Certificate and joined the Society of Maintenance and Reliability Professionals, which has improved my knowledge base and professional worth. I look forward to continuing to educate myself in the years ahead.”

… Process Engineer, South

“2014 has been great. I was promoted to Reliability Engineer, have only two classes left to finish my business degree, I passed the Certified Reliability Leader exam, and am working to build a consulting business.”

… Mechanical Maintenance Supervisor, Midwest

Q: What are some of your top on-the-job accomplishments this year?

“I trained a new group leader, and helped implement a new centralized material distribution area.”

… Maintenance Leader, Midwest

“Being asked to [train others] on a more proactive way of doing maintenance. The message doesn’t always stick right away, but I can see changes starting to happen. It’s a step in the right direction.”

… Production Support Manager, Midwest

“My favorite on-the-job accomplishment was a project I began back in 2013 where I coordinated all logistics of the project and brought key players together to go over the timeline, goals and deliverables. It was one of the first projects where I was able to use my recently learned [engineering software] skills and design some of the parts. It finally came to fruition in September with the completion and acceptance of machine upgrades and safety improvements. It was a very good feeling.”

… Process Engineer, South

“[Our team was] accident-free this past year, and we completed five large capital projects on time and on budget.”

… Mechanical Maintenance Supervisor, Midwest

Q: What are some of the biggest on-the-job challenges you faced this year?

“Once again, our major challenge has been our PM program [due to] management changes and a new coordinator. There have been improvements in that area too.”

… Maintenance Leader, Midwest

“Getting IT to make the changes that are necessary to keep improving our CMMS.”

… Production Support Manager, Midwest

“We are extremely shorthanded in our maintenance department (13 technicians for 175 machines in two manufacturing plants), so keeping the floor covered and the fires out as well as keeping the PMs, PdMs and work orders complete was quite a challenge. My staff is an aging staff and a long-tenured one, so they have a lot of vacation and PT available, and we need to schedule around that as well.”

… Process Engineer, South

“Changes in our mid- and upper-level management.”

… Mechanical Maintenance Supervisor, Midwest

Q: How has your maintenance organization progressed this year?

“Regretfully, due to matters beyond our control, our efforts have taken a backward slide. As a company, we are in transition to someone else. I can’t pretend to understand the dollars and cents of it, but I can tell you it has taken the wind out of maintenance’s sails. I know life is about changes and the strong survive, but not without pain.”

… Maintenance Coordinator, Mid-Atlantic

“We have added several new trades people along with some of our apprentices journeying out. That has been a real asset.”

… Maintenance Leader, Midwest

“I think we have just realized that we need a vision for our maintenance departments. This is a great start.”

… Production Support Manager, Midwest

“We have progressed somewhat as we are actively looking for new ways to do things and new technologies to help us evaluate our equipment that will help us be more effective at troubleshooting and making repairs.”

… Process Engineer, South

“We were more focused on planning.”

… Mechanical Maintenance Supervisor, Midwest

Q: How has your company progressed this year?

“I really do not feel [we’ve progressed], but the corporation as a whole believes that the changes will make our company more competitive and secure.”

… Maintenance Coordinator, Mid-Atlantic

“It has been another busy and profitable year for our company, both in the U.S. and abroad.”

… Maintenance Leader, Midwest

“We are just trying to integrate new growth opportunities into our current business.”

… Production Support Manager, Midwest

“We definitely progressed this year. Our sales and earnings are up, due in great part to getting back to basics, to what made us a great company, and what made us a leader in the industry. We had lost sight of that, and are starting to turn the corner. The future looks good for us.”

… Process Engineer, South

Q: What specific goals or plans do you, your maintenance group or your company have for 2015?

“My plans for 2015 are to do what I can to make sure the Maintenance Department that I love weathers this storm and comes out better for the experience.”

… Maintenance Coordinator, Mid-Atlantic

“My goals are to make sure that our new distribution area is completed, and we continue to see our PM program improve by having the right parts at the right places.”

… Maintenance Leader, Midwest

“I have a personal goal to be involved with an SMRP committee. For the maintenance group, I would like to keep pushing the CMRP for our leaders and supervisors so we can all speak the same language and have the same goals.”

… Production Support Manager, Midwest

“We are actively searching for a new CMMS system to better track our asset management, inventory accuracy and work-order requests, and compare these metrics with our goals and see where we lack and where we excel. The purchase of this system, for me, has been a two-month process so far, as I like to do my homework. This will greatly aid our company and save us money as we track our KPIs and eliminate waste.”

… Process Engineer, South

“I want to stay accident-free and healthy, finish my business degree, and complete 35 years of employment in the spring.”

… Mechanical Maintenance Supervisor, Midwest

The Efficient Plant Reader Panel includes approximately 100 working industrial maintenance practitioners and consultants who have volunteered to answer bi-monthly questions prepared by our editorial staff. Panelist identities are not revealed, and their responses are not necessarily projectable. The Panel welcomes new members: Have your comments and observations included in this column by joining the EP Reader Panel. To be considered, e-mail your name and contact information to rcarter@atpnetwork.com with “Reader Panel” in the subject line. All Panelists are automatically included in an annual cash-prize drawing after one year of active participation.