Advances in technology have made it possible for operators to do many tasks which only recently were considered too complex to be carried out in house. The use of hand-held data collectors which can be programmed to collect specific data such as temperature, sound, vibration, etc., is an example of this approach. Some production facilities are now using these technologies to:
• Identify what the operators do
• Ensure that particular plant aspects are regularly scrutinized
• Compare plant readings with predetermined standards
• Capture plant data for post-mortem reviews
All this data can be captured, recorded, and analyzed.
1. Set reasonable limits on MMBO, taking into account the time available on each shift and the skills of its members. It is easy for individuals or teams to become over-ambitious.
2. Unions see their role as negotiating good deals for their members, but enforcing compliance is always the company's problem. Just because it has been paid for, do not expect that MMBO will be accepted.
3. Compliance cannot be enforced if it is counter-culture.
4. It is difficult to capture and control MMBO activities without becoming bureaucratic and, therefore, losing some of the benefits.
5. A slow introduction of some MMBO works if it is easier for operators to do the activities themselves rather than use formal maintenance channels.
1. Handle the concept and its impact on emotions and culture before being trapped by logic and detailed development.
2. The principle of MMBO must be fully supported and encouraged by man agement, supervision, and the informal site leaders.
3. Success will come only if all stakeholders win to some extent.