Andover - Operations - PM Line Leader (Tech 3)

PGBPGNGLOBAL•Andover, MA

18d•Onsite

About The Position

The role of the Line PM Leader is to implement, maintain, and continuously improve the Maintenance Work Planning & Scheduling, Breakdown Elimination, and Defect Handling DMS for their line or area, and to provide a continuity link to other PM systems. The PM Leader is a member of the site PM Pillar Team. As the PM Leader, you are responsible for ensuring the efficient execution of Maintenance Systems for your line or area. Your other primary objective is to reduce stops in your area as well as build team capability and deliver superior quality safely through IWS tools and methodologies. This role is critical to deliver reductions in maintenance cost, standardization of maintenance procedures, and prevention of future failures.

Requirements

Experience in a maintenance planning role in a manufacturing or industrial setting.
Strong organizational skills and attention to detail.
Ability to analyze data and make informed decisions.
Familiarity with safety regulations and procedures in a maintenance environment.
Awareness of relevant external (legal, tax) and internal (e.g. decision authority, procure to pay) stewardship requirements and acts accordingly.
Seeks guidance from supervisors to ensure compliance and drives corrective actions as needed under supervision.

Nice To Haves

Implement, maintain, and continuously improve the Maintenance Work Planning & Scheduling, Breakdown Elimination, and Defect Handling DMS for their line or area.
Provide a continuity link to other PM systems.
Ensure the efficient execution of Maintenance Systems for their line or area.
Reduce stops in their area.
Build team capability and deliver superior quality safely through IWS tools and methodologies.
Deliver reductions in maintenance cost, standardization of maintenance procedures, and prevention of future failures.
Reduced # of breakdowns due to improper maintenance procedures.
Through the updating of standards & procedures, maintenance costs (parts & labor) are reduced and in line with budget or on glide path.
Equipment performance is controlled and predictable, due to percent increase of planned maintenance work (=> 90% planned work is the goal).
Plan & Schedule Maintenance Work
Review and prioritize notifications within 24 hours of generation.
Ensure the work order backlog is current, sorted for reporting and is managed to best meet the CBN.
Plan maintenance work using “SIMPTWW”.
Maintain a job plan archive.
Lead the review of the previous job completion results, other maintenance activities and today’s plan in the Daily Meeting. Plans should be adjusted accordingly based upon scheduled work, scheduled work completion and break in work.
Lead the scheduling of maintenance work for the next week during the Weekly Planning Meeting.
Ensure the revision and updating of “Maintenance Technical Documentation” occurs as necessary.
Develop and update annual maintenance plan.
Analyze failures to Eliminate Repeat Breakdowns
Completes PM Cards.
Completes Dice Charts for failures in department.
Can initiate planned and scheduled inspections to prevent like failures and facilitate correction of any found defects.
Follows site standards for in-depth failure analysis.
Establish the team necessary to complete failure analysis when required.
Effectively compare failed part against new part to identify all phenomenon
Establishes Basic and Usage Condition for components.
Detail and execute an improvement plan as an output of the failure analysis process.
Standardizes the Results of the failure analysis and improvement activity by generating changes to AM CIL’s, Maintenance Standards, Maintenance Procedures, Maintenance Inspections, and Spares Inventory.
Communicates results and teaches improvements/standards via OPL and Kaizen Case Study.
Track and Report Maintenance Indicator Results and In Process Measures
Maintenance indicator results & in process measures is tracked and kept current.
At a minimum, key (critical few) results and in process measures
Activities or the lack there of, which drive maintenance indicator results in the wrong direction are corrected or brought to the attention of the appropriate resource.
Results of maintenance indicators and in process measures are used to assess the progress of The DMS’s and to determine equipment reliability. Results are shared with the department leadership in the weekly meeting.
Develop Improvement Plans
Improvements are identified through the tracking of PM Indicators & In Process Measures.
Losses are identified and “Improvement Themes” developed to eliminate losses.
Improvement Theme action plans are owned, developed, and tracked by the maintenance planner.
Champion and Lead the Continuous Improvement Process
Ensures all equipment design change proposals (corrective maintenance), Add/Delete/Modify work follows the Change Management Procedures.
All work executed is critiqued and work plans updated or revised as necessary.
Maintenance Technical Documentation and equipment drawings and schematics are complete, accurate, easy to find and easy to use.
Develops a relationship with the store room in order to ensure part identification accuracy, identify obsolete parts, off quality parts, ideal in stock numbers, required delivery time of parts, etc.
Updates to engineering drawings and standards are fed back to owner.
There is a clear link to Engineering Drawing Control and a Maintenance Technical Documentation Owner is established.
Actively coaches team members on IWS methodologies (finding and fixing defects, eliminating breakdowns to root cause, generating PM01’s, PM03’s, and notifications, etc.)

Responsibilities

Implement, maintain, and continuously improve the Maintenance Work Planning & Scheduling, Breakdown Elimination, and Defect Handling DMS for their line or area.
Provide a continuity link to other PM systems.
Ensure the efficient execution of Maintenance Systems for their line or area.
Reduce stops in their area.
Build team capability and deliver superior quality safely through IWS tools and methodologies.
Deliver reductions in maintenance cost, standardization of maintenance procedures, and prevention of future failures.
Reduced # of breakdowns due to improper maintenance procedures.
Through the updating of standards & procedures, maintenance costs (parts & labor) are reduced and in line with budget or on glide path.
Equipment performance is controlled and predictable, due to percent increase of planned maintenance work (=> 90% planned work is the goal).
Plan & Schedule Maintenance Work
Review and prioritize notifications within 24 hours of generation.
Ensure the work order backlog is current, sorted for reporting and is managed to best meet the CBN.
Plan maintenance work using “SIMPTWW”.
Maintain a job plan archive.
Lead the review of the previous job completion results, other maintenance activities and today’s plan in the Daily Meeting. Plans should be adjusted accordingly based upon scheduled work, scheduled work completion and break in work.
Lead the scheduling of maintenance work for the next week during the Weekly Planning Meeting.
Ensure the revision and updating of “Maintenance Technical Documentation” occurs as necessary.
Develop and update annual maintenance plan.
Analyze failures to Eliminate Repeat Breakdowns
Completes PM Cards.
Completes Dice Charts for failures in department.
Can initiate planned and scheduled inspections to prevent like failures and facilitate correction of any found defects.
Follows site standards for in-depth failure analysis.
Establish the team necessary to complete failure analysis when required.
Effectively compare failed part against new part to identify all phenomenon
Establishes Basic and Usage Condition for components.
Detail and execute an improvement plan as an output of the failure analysis process.
Standardizes the Results of the failure analysis and improvement activity by generating changes to AM CIL’s, Maintenance Standards, Maintenance Procedures, Maintenance Inspections, and Spares Inventory.
Communicates results and teaches improvements/standards via OPL and Kaizen Case Study.
Track and Report Maintenance Indicator Results and In Process Measures
Maintenance indicator results & in process measures is tracked and kept current.
At a minimum, key (critical few) results and in process measures
Activities or the lack there of, which drive maintenance indicator results in the wrong direction are corrected or brought to the attention of the appropriate resource.
Results of maintenance indicators and in process measures are used to assess the progress of The DMS’s and to determine equipment reliability. Results are shared with the department leadership in the weekly meeting.
Develop Improvement Plans
Improvements are identified through the tracking of PM Indicators & In Process Measures.
Losses are identified and “Improvement Themes” developed to eliminate losses.
Improvement Theme action plans are owned, developed, and tracked by the maintenance planner.
Champion and Lead the Continuous Improvement Process
Ensures all equipment design change proposals (corrective maintenance), Add/Delete/Modify work follows the Change Management Procedures.
All work executed is critiqued and work plans updated or revised as necessary.
Maintenance Technical Documentation and equipment drawings and schematics are complete, accurate, easy to find and easy to use.
Develops a relationship with the store room in order to ensure part identification accuracy, identify obsolete parts, off quality parts, ideal in stock numbers, required delivery time of parts, etc.
Updates to engineering drawings and standards are fed back to owner.
There is a clear link to Engineering Drawing Control and a Maintenance Technical Documentation Owner is established.
Actively coaches team members on IWS methodologies (finding and fixing defects, eliminating breakdowns to root cause, generating PM01’s, PM03’s, and notifications, etc.)