Following the previous article Equipment Basic Care Program for Fertilizer Operating Facilities, a checklist similar to the table below should be used to determine and track the level of performance with a basic care program:
Level 1 | Level 2 | Level 3 | Level 4 | Level 5 | |
Not engaged | Experimenting | Enlightened | Good practice | Best practice | |
Cleaning | Equipment is not cleaned with any regularity. | Equipment cleaned sporadically | Written cleanliness standards and cleaning routines exist but no formal system for execution. | Standards exist. | Standards well defined and consistently followed. |
| No cleanliness standards exist. | Informal, unwritten standard. | Fewer cleanliness related failures but still unacceptable levels. | Consistently followed. | Evidence of continuous improvement. | |
| Excessive failures due to poor cleanliness. | Equipment stills fails due to poor cleanliness. | Few equipment failures related to cleanliness. | Sources of contamination identified and eliminated. | ||
| No continuous improvement in cleaning routines. | |||||
Lubrication | Operators perform little or no lubrication activities on equipment although opportunities exist. | Operators perform some lubrication activities. | Standards exist but not enforced. | Standards exist and consistently followed. | Standards well defined and consistently followed. |
| No defined standards. | Some variability between operators. | Little variation between operators. | Evidence of continuous improvement. | ||
| No consistency between operators. | No formal training to standards. | Formal training program. | |||
| Room for expansion. | |||||
| No continuous improvement. | |||||
Adjustments | Maintenance called for all adjustments. | 1 or 2 skilled operators make minor adjustments | Some level of formal training and documented standards exists. | Clear standards, training, and coaching provided. | Standards, training, and coaching provided. |
| Knowledge not shared across all operators. | No follow-up and coaching. | Operators performing the majority of adjustments. | Consistently followed. | ||
| High % of operator induced errors from adjustments made. | A high degree of variability across operators. | Low variability across operators. | |||
| Ample evidence of continuous improvement exists. | |||||
Inspections | No operator inspections performed. | Informal inspections performed by some operators | Written standards exist but mostly comprised of checklists. | Written standards exist and consistently followed. | Properly developed inspections exist and followed. |
| No documentation. | No indications of acceptable performance on checklists. | Clear definitions of acceptable performance. | Ample evidence of continuous improvement exists. | ||
| No consistency across operators. | |||||
Visual Controls | Excessive number of visual indicators (gauges, meters, etc.). | Visual controls not employed. | An initial assessment conducted. | High-level visual controls in place to enhance equipment operation and inspections. | Extensive use of visual controls with acceptable ranges marked. |
| Indicators not clearly labeled. | Unclear what acceptable performance range is when looking at indicators. | Some visual controls applied. | Few improvements beyond the initial effort. | Inspections enhanced through the applications of visual controls. | |
| Gauges broken, missing, inoperable. | Equipment poorly designed for proper observation. | Many opportunities still exist. | Equipment design optimized for visual controls. | ||
| No link between visual controls and inspection standards. | |||||
Defect Reporting | No formal reporting of defects. | Informal process in place. | Process in place but loosely followed. | The formal process in place and consistently followed. | The formal process in place and consistently followed. |
| Small problems grow into large problems due to poor communication. | Largely relies on verbal communication. | Reliance on verbal communication chain leading to unnecessary failures. | All defects tagged and reported on the same shift found. | Trends and patterns identified in history with appropriate actions taken. | |
| No formal process in place. | An excessive number of emergency repairs due to last minute reporting. | Follow-up processes not consistent. | Evidence of appropriate follow-up and resolution based on priorities. | ||
Supervisor Checks | Supervisors have little to no interaction with operators regarding basic care program. | Sporadic informal communications with operators regarding basic care. | Supervisors interact with operators once per shift. | Formal written communications and feedback from Supervisors. | Supervisors drive continuous improvement of process to ensure business objectives are met. |
| Verbal feedback only when significant problems occur. | Physical review of basic care results performed to determine immediate needs. | Team meetings held. | Past audit results actively reviewed with the group. | ||
| Active communications and training is the norm. | |||||
Routine Audits | No technical authority audits performed. | Technical authority audits performed sporadically but not formal. | Technical authority audits performed sporadically. | Technical authority audits performed monthly. | Technical authority audits performed monthly. |
| No written results. | Formal written reports issued to the team. | Written feedback provided to the team. | Written feedback provided to the team. | ||
| Technical authority not actively involved in the program. | Consists primarily of verbal communications with personnel in the field at the time of the audit. | No evidence of an effect on team performance. | Little evidence of the team responding to the results of the audit. | Supervisors actively review audits with the team. | |
| Evidence exists that audits drive continuous improvement. | |||||
Standardizing | Work area methods are not consistently followed and are undocumented. | The workgroup has documented agreements for needed items, organization, and work area controls. | The workgroup has documented agreements on visual controls, labeling of items, and required quantities of needed items. | Reliable methods and standards for housekeeping, daily inspections, and workplace arrangement are documented and followed by all members of the work group. | Reliable methods and standards for housekeeping, daily inspections, and workplace arrangement are shared and are used throughout similar work areas. |
