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Mike C.

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Reply with quote  #16 
15 years ago we were streamlining our program!!  We went through and defined the critical, kind of critical and not critical.  The management team declared that certain machines were to only be done annually.  I pushed back and said if we were only going to do them annually then they are run to failure machines and they didn't need vibration analysis at all.  We were still told to do them annually.  I just took it on myself to include them when I was making my monthly rounds.  It adds only 15 - 20 minutes per route.  I'm an inhouse guy so there is no incremental expense to do it right.
Danny Harvey

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Reply with quote  #17 
I have also added equipment (at no charge) that I felt like should be covered but was not on the route.

I almost got us knocked out of a contract by telling the MM that when he cut us to the bone right from the start, that it would eventually force us to walk past bad equipment that wasn't on the route because we couldn't afford to do free work even though we wanted to. He jumped up on his soapbox with a lecture about commitment to reliability and doing the right thing. I jumped up on mine about HIS commitment and how you tie peoples hands by paring things so closely from the start that we cannot afford to do what is right. I told him that if he wanted us to protect that equipment from failure, then he had to pay us to do so or we wouldn't.

I've got no problem doing an extra piece of equipment every now and then but if Fortune 500 companies want the work done, then they need to pay up.

That program failed after about a year for all the reasons that I told him it would.  He got fired, which was a good move for him as it turned out.
Big Al

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Reply with quote  #18 
Rusty,

In your presentation it might be worth mentioning pre-determined annual cost commitments, e.g. support contracts, calibrations, consumables, etc.

I have previously been in the position as an in-house guy of having the support contract stopped an an easy cost saving opportunity. After a couple of years, corporate IT updates meant that I could no longer run my VA software on the latest version of Windows as specified by my company. We had to re-start the support contract to get a compatible version of the VA software.

I'm also currently in the position where I've used up my spare sets of data collector cables, but we are operating a strict spend control at the moment and unless the last one fails, I can't replace them until the new year.

It's already been mentioned, but having faith in the data you're analyzing is a major one for me. Data collection is looked upon as a low-skill task by some people, but the quality of data going in needs to be unquestionable. The guy with the meter needs to understand the importance of accelerometer positioning, magnet not rocking, cleaning dirt from the measurement point, recognizing faulty cables, etc. I spend a lot of time following up other people's data collection and often get different results.
Walt Strong

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Reply with quote  #19 
Bi Al,
"I'm also currently in the position where I've used up my spare sets of data collector cables, but we are operating a strict spend control at the moment and unless the last one fails, I can't replace them until the new year."

Does your program have documented cost savings or investment payback? I would expect that the short-term payback of machine monitoring would justify cost of new cables, if needed! I also understand that the holder of the purse can be tough to deal with (speaking of my wife)!

Walt
Big Al

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Posts: 102
Reply with quote  #20 
Walt,

The short answer is "no".

I haven't done a cost benefit report in years. Downsizing of the team has meant that there often isn't enough time to complete the schedules, never mind something like this.

We're just having a concerted effort to restrict this quarter's spending across the board and hopefully return to normal in the next quarter. If we find ourselves in the position of the last cable failing then we can always carry out repairs in-house I suppose.
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