I've found some weak of our maintenance hour spent on emergency work rising up. What is significant problem in our strategy? How to reduce it?

Maybe you have to analyze the workorder to see if there is realy an emergency situation.

Things that come to my mind:

1) Equipment repairs are not to standards and the problems are not documented correctly, so they come back to haunt you...

2) The PM program is not adequate..

3) The definitions for emergency work are not clear..
If the priority is not clear, it can be confused with the wish to get things done when it is convenient (in the eyes of the owner this is always yesterday ). So every workorder will be assigned an emergency priority, even if it has no impact on the performance of the plant.

Another question to ask is if the PM task actions are actually being performed, are there recorded measures to indicate that the task is being done, if so are these being graphed and trended.

What types of work are considered emergency?

Corporate Management visitors will be arriving the plant in two days. We need you to inspect and re-paint as required all the walls in the following route since they will walk throught here from the gate to the main conference room and also they want to see the new production line we installed three months ago !!!
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Just kidding.

Emergency:

Response to events that put the human life or environment at inminent risk.


Key production equipment that is unique, (no backup unit available, no alternative method to accomplish the functions this equipment does) that if it is down it stops production of the entire line or area. Production & Maintenance management have agreed if this equipment stops maintenance must start troubleshooting / repairs within the hour (or even less).