1.
Use the condition of the equipment to determine what
work should be done. Only do necessary work. Apply
Conditioned Based Maintenance (CBM) principles. Only
approved priority project work should be included.
2. Clearly identify the work
hours that are needed for the shutdown. Develop a
proposed schedule. Negotiate with the area leadership
team for the proposed time and duration of the
shutdown.
3. Understand the social and
technical environment of your area. Negotiate
accordingly. Does the community understand Total
Effective Equipment Performance? Identify clearly the
roles and responsibilities for shutdown leadership.
What milestone reporting times are appropriate? What
preparations are needed if the shutdown is completed
early or late?
4. Recognize the importance of
having a fixed timeline for all aspects of the
shutdown. Keep the timeline fixed so that all parts of
the plan stay intact and synchronized. Once the time
is set, changing the start time by even one shift
could require a complete change of assignments, in
turn wasting the efforts that mechanics made to
prepare for the shutdown.
5. Be sure everyone understands
both the priority system and the sequence of events
for the total plan. In short, plan the work, work the
plan.
6. Prior to the shutdown, review
the safety and proper procedures for every task.
7. Arrange for a contingency
buffer of product so that any interruption to product
supply is minimized, even if the startup is delayed.
8. Arrange in advance for
sufficient raw materials to be available for checking
and certifying equipment modifications. Sometimes,
waste materials that are suitable for testing can be
set aside weeks prior to the actual test.
9. Assess the skills of the
resources and what they can do. The most important
resources are those workers directly involved in the
day-to-day process. They know how the existing
equipment, employees, and system work. Subordinate
tasks and actions as necessary to leverage the
critical chain items and resources.
