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FLEXO Magazine : August 2011
86 FLEXO august 2011 www.flexography.org nance requirements of the press. Just like it is not advisable to go 10,000 miles between oil changes with a car, it is similarly recommended to pay attention to the alerts and understand the true need behind them. Like any equipment that is run in a day-to-day production environment, the operators should become more and more familiar with its maintenance requirements over time. Many modern presses have the ability to modify the frequency of certain maintenance items via the touch screen, so that the alerts better reflect a true alarm situation versus a generic standard recommendation. Using the car example again, if a car is run hard on trails and off road areas, its tires will wear much faster than those of a car which runs a lot of highway miles. The two scenarios represent different operating environments, and the equip- ment needs to be selected and maintained properly for its operating conditions. CONTINGENCY PLANNING In an effort to better prepare maintenance departments for deployment of a preventive maintenance program, many converters are adopting the potential problem analysis (PPA) method. PPA was developed by Kepner-Tregoe to identify driv- ing factors and then, put plans in place to lower the risk of the event actually occurring. In essence, it is a formalization of Murphy ’s Law (“What- ever can go wrong, will, and at the worst possible moment”), with an emphasis on preparation to avoid major service outages. PPA uses the experience and creativity of operations and maintenance personnel to create a workable plan to manage risk and have the highest probability of success. There are numerous resources on the Internet (www. kepner-tregoe.com is a good place to start) to develop an effective contingency plan, but the process is basically as follows: 1. Identify potential problems (a laundry list will do at the start; to be reviewed later). 2. Determine possible causes of these problems (parts worn, parts broken, wrong button pressed, etc.). 3. Describe the impact of these potential problems (poten- tial outage or down time). 4. Rank the issues in terms of probability of occurrence from high to low. 5. List possible preventive actions (getting more training, stocking more critical spare parts, designing jigs, etc.). 6. Design a Plan “B” or Contingency Plan to execute, should the problem occur. Following is an example of one issue that is analyzed (po- tential drive belt break):