Building Your Maintenance Organization to Deliver Reliability

How hard is it to turn downtime into uptime with a new company? How deep is a hole? After being hired as a maintenance manager charged with improving asset reliability, Chuck Gaskins, realized he was facing an uphill battle. The current state was worrying. Supervisors planned jobs on the fly, the MRO crib is open stock, the CMMS is only used to house low quality PMs like “Check pump”, and downtime data is housed in excel spreadsheets. Where to start? What to do? Even with the MRM Diploma and CMRP certification under his belt the task was daunting. In this presentation Chuck will share the successes and learnings in address his company’s reliability issues.
Participants will learn:

  1. To identify the gaps in the organization
  2. Building a plan to lay the foundation for reliability
  3. Communicating the need to upper management
  4. Gaining buy-in to change the culture of your team
  5. Training for success

Chuck Gaskins


Senior Maintenance Manager, Plymouth Tube
Chuck was raised in construction but started my maintenance career around 1990 in metal stamping as a technician, which lead to developing the MRO crib, installing the first CMMS, and eventually facility manager. Chuck then moved to the food industry where he became a maintenance planner, maintenance coordinator, and finally corporate TPM & Reliability leader. Chuck was given the opportunity to attend NCSU/ Marshall Institute’s M&RM course and earned his CMRP. He is currently serving as Sr. Maintenance Manager for Plymouth Tube Company with direct responsibility over our Hopkinsville, Kentucky maintenance and reliability program, and assisting other mills.


Reliability Foundations – Why most people stumble out the starting blocks and never recover

We often make change harder than it needs to be. Moving an organization from current state to a future vision is a challenging venture because it involves convincing an entire work group to willingly participate and commit to doing things differently, often times when they can’t see that it is in their best interest to do so. Many failed or under-performing implementations occur due to ignoring or under-appreciating elements of implementation that are vital in winning the commitment of the workforce. Focusing effort toward advanced Maintenance and Reliability elements prior to having a solid foundation for change often results in a small group within the organization having to rely on mandating tasks and providing constant oversight to maintain the improvements. To get off to a great start, we must ensure that we give adequate consideration in the following areas:

  1. Reduction of waste and variation
    1. Take stuff off their plate before adding things to it
  2. Developing a Driving Force for Change
    1. Connecting the individual to the change effort
  3. Implementing and measuring basic, functional processes
    1. Making sure the basics are embedded before adding complexity
  4. Increased priority on maintenance scheduling
    1. Scheduling is more important than planning (in the beginning)

Let’s discuss specifically why these basic elements are often glossed over and why doing so creates a compromised foundation for improvement.
Participants will learn:

  1. Why the first goal of improvement should be reducing variation and waste.
  2. Impactful tips on generating a motivated and committed workforce.
  3. Why process metrics may be more important that performance KPI during the initial stages of implementation.
  4. Why scheduling should be the first major goal and milestone of the improvement effort

Steve Gowan


Senior Manager of Manufacturing Services, Marshall Institute
Steve Gowan is a proven Continuous Improvement leader with 20 years of industrial leadership experience coupled with 7 years of Asset Management/Maintenance and Reliability consulting.

Steve’s industrial experience started in the United States Air Force while serving as a Crew Chief on the B-1 Bomber. After serving in the military, Steve held various engineering positions in the aerospace industry, owned his own business, was a MRO Manager for an automotive company, and was Plant Manager for a mass production bakery.

As a consultant, Steve has held various positions at Marshall Institute including Senior Consultant, and Manager of Manufacturing and Training Services, and currently is the Senior Manager of Manufacturing Services. Steve is a proven trainer, facilitator, coach, and mentor. Steve’s passion for continuous improvement, experience at multiple levels in industry, and leadership skills allow him to guide and train clients to optimize, improve, develop, and implement strategies focused on reliability gains and cost savings.


Eliminating Future failures through PMO

The goal of any preventive maintenance program is to improve equipment reliability not only through targeted activities at set intervals, but to find and prevent future failures. But how do we know that we are doing the “right things” at the “right time”? Preventive Maintenance Optimization (PMO) is the process that one organization utilized and in a short time has started realizing improvements.

This presentation will discuss how the PMO process, learned during the MRM training series, was established and implemented through the following steps:

  • Establish need for PMO initiative: current situation
  • Develop PMO process: ownership, opportunities/targets, roadmap, timelines
  • PMO review/approval process: corporate steering team, pass/fail criteria, attachments, visuals
  • Tracking progress & reporting
  • Auditing improved PM’s and measuring success

Participants will learn:

  1. Establish a PMO process
  2. Identify PMO opportunities and targets (roadmap improvements)
  3. Establish who and how optimized PM’s are reviewed
  4. Tracking progress and evaluate
  5. Next steps to ensure optimized PM’s are performed

Tony Leombruno


TPM Champion, Metals-North America, Ardagh Group
Tony Leombruno is an MRM graduate and has over 25 years of experience in the maintenance and reliability field. After serving in the US Army for 5 years, he spent 9 years in the overhead crane industry working his way from technician to service manager. He then transitioned to the steel and forging industry where he spent 10 years with roles ranging from Maintenance Manager, Project Manager, and Director of Field Services and Installations with a focus on developing PM and PdM programs. Tony joined Ardagh Group Metal Packaging in 2015 in the newly created role of TPM Champion and is responsible for developing and improving the corporate maintenance program. His primary focus has been implementing a new Computerized Maintenance Management System (CMMS) and utilizing his MRM training to develop a Preventive Maintenance Optimization (PMO) program.

During this years MRM Summit, Tony will be presenting how he was able to leverage the lessons learned through MRM training to create a corporate PMO program that is realizing ongoing improvements.


Asset Management – An Asset’s Life Cycle Cost Vs. Value

Whether you subscribe to a formal asset management approach such as ISO 55000 or not, every organization that depends on physical assets to make products or provide services is engaged in asset management. The critical focus of ISO 55000 or any asset management effort is to ensure that assets deliver their intended value for the organization.

The maintenance group is uniquely positioned to develop the prescription for the care of all physical assets and to safeguard the delivery of their value. ‘Unique’ because it is the primary charter of most maintenance departments to guard the inherent reliability of capital assets. Actions taken to assure this reliability are what the ISO standard calls ‘control activities.’

What’s missing from our calculus is an ability to define the stages of an asset’s life cycle, and to make compelling arguments to alter or stick to the maintenance plan.

Missing until now.
Participants will learn:

  1. Overview of asset management and ISO 55000
  2. How ISO 55000 compliments Total Productive Maintenance
  3. Stages of an asset’s life cycle
  4. Control activities during an asset’s life
  5. When to replace or modify an asset − a cost vs. value determinant

John Ross


Senior Consultant, Marshall Institute
John Ross is an experienced maintenance and manufacturing engineer and consultant. John has over twenty-five years of experience in maintenance, from the Air Force shop floor to private industry upper-level management. In recent years, John worked with plant design and building plant process equipment. He has directed preventive and predictive maintenance programs aimed at filling a void where reactive maintenance was the norm. He helped increase PM effectiveness to 98% and maintain a 100% scheduling effectiveness.

As a consultant and facilitator John has worked in the international world of industry supporting maintenance efforts in Spain, Scotland and Saudi Arabia for US manufacturers. Using his TPR and lean backgrounds, John engineered and directed cost reduction efforts to improve production and bottom-line without sacrificing quality. John is lead facilitator for MRM and an integral member of the Marshall Institute team.