Limited Hours for Preventive Maintenance Requires Advance Planning
Today, Brieck is the operations administrator for CCAC. He works with five sites, and is responsible for implementing PMC at all of them. For each site, he loaded the software onto the computer, selected the appropriate equipment, wrote preventive maintenance instructions and tasks, identified the maintenance employees, and delivered the computers to the sites. He then conducted short training sessions for the site supervisors. “You don’t need to be a computer programmer to use PMC,” says Brieck. “I can train someone how to use it in an hour or two.”
Across all sites, Brieck says they average about 900 scheduled PM work orders a week. Equipment receiving preventive maintenance includes boilers, chillers, air handling units, fan coil units, elevators, escalators, exhaust fans, vehicles, roofs, and doors, emergency generators, etc. Priority was given to equipment that upon failure would cause the most disruption to classes. PMC automatically prioritizes the work orders. Using the capacity-planning tool in PMC, Brieck can move work from one day to the next, ensuring that the mechanics maintain a reasonable workload. At the beginning of a shift, the mechanics are given their work orders. They pull the parts they will need out of stock and visit each piece of equipment, keeping track of how many hours each work order took. If an item is found deficient or in need of corrective action, the mechanic makes a note on the work order. At the end of the shift, each mechanic signs off on his or her work orders. The completed ones are entered back into PMC and closed out with the necessary labor and materials applied. When additional work is needed, a new work order is generated.
“We run classes seven days a week, and the rooms are tied up from 7:30am to 10:30pm; that doesn’t give us a lot of time to do preventive maintenance,” Brieck says. “We don’t want to say, ‘We have to get in, you have to get out.’ To ensure that no one is inconvenienced, we often schedule PM work orders for the midnight shift.” The departments also handle about 200 unscheduled tasks each week. “Typical unscheduled jobs include fixing loose doorknobs and replacing loose ceiling tiles. But there are some we don’t track. It’s just not worth our time to make a note of every screw or picture we hang. We’re looking for the costly items.” Brieck has an innovative method to help his customers identify which person on his maintenance staff promised to take care of a particular task. If time goes by and a problem still hasn’t been addressed, customers can look through photos of staff members that Brieck loaded into PMC. This way Brieck can then identify whom they spoke with and follow up appropriately.