STORY-TRÅD·industri

Preventive maintenance pays off in shredder operations

In shredder operations, downtime is expensive. Every hour a shredder is offline can mean lost production, backed-up material, labour inefficiencies, and increased fire risk from growing scrap piles. But according to operators at some of North America's largest shredding facilities, the cost of avoiding planned downtime is often far greater. During a session at the ReMA 2026 Convention & Exposition, Randy Brace, president of Riverside Engineering, spoke with operators about the difference between reactive and preventive maintenance (PM) cultures in shredder operations. Many larger shredding operations are relying on structured PM schedules, predictive monitoring, detailed maintenance planning, and disciplined shutdown routines to keep equipment running reliably and avoid costly interruptions. For operators, the shift begins with recognizing that keeping a shredder running is not the same thing as keeping an operation productive. Shifting from reactive to preventive maintenance Many facilities continue to prioritize production over scheduled maintenance, operating with a reactive maintenance mindset: run the shredder as long as possible and repair failures when they happen. Kevin Gershowitz, president of Gershow Recycling, says one of the biggest challenges in recycling is creating a culture where preventive maintenance is valued as much as production. "I think one important factor, from a management point of view, is to have the discipline to value PM over running. So many times you see ownership or executive managers who think we got to run, we got to run, we got to run," says Gershowitz. That pressure can create a domino effect. Small maintenance issues are deferred, inspections are rushed, and crews focus on temporary fixes to keep production moving. Eventually, those smaller problems can escalate into major failures requiring far longer shutdowns. To avoid that cycle, Gershow Recycling schedules a dedicated PM shutdown every Wednesday, using an 8- to 10-hour maintenance window to complete repairs and inspections. Larger maintenance projects are scheduled for weekends. Instead of treating downtime as lost production, operators need to view it as an investment in reliability. Strategically planned downtime often enables greater long-term uptime. Preventive maintenance as an operational system Effective PM programs should rely on communication systems, documentation, inspections, and planning routines to keep facilities operational. At Gershow Recycling, operators log downtime incidents directly into the shredder operating software and also maintain handwritten day sheets that crews review daily. Tony Cuevas, manager of SA Recycling's Terminal Island shredder operation, described a similar approach. Supervisors generate turnover reports at the end of each shift, documenting tons per hour, downtime events, and maintenance concerns. The reports are shared across departments, allowing operators, electricians, supervisors, and maintenance personnel to identify emerging issues before the next shift begins. According to Cuevas, this communication between operators, electricians, supervisors, and maintenance crews is critical to an effective PM program at their facility. Consistent inspection routines create accountability across shifts and help ensure maintenance concerns are documented, repairs are verified, and equipment is ready to return to service. Documentation alone, though, is not enough. Facilities also need a process for reviewing maintenance observations, prioritizing repairs, and incorporating those issues into future maintenance work. Brian Sackett of Riverside Engineering notes that identifying problems during daily operations is only the first step. The real value comes from turning those observations into planned maintenance work. Planning downtime to reduce downtime Minimizing downtime starts long before equipment is taken offline. For larger maintenance projects and shutdowns, preparation often begins weeks or even months in advance. Labour, spare parts, crane schedules, contractor availability, and production schedules all need to be coordinated before the first bolt is removed. The goal is not simply to complete repairs quickly. It is to eliminate as many unknowns as possible before the shutdown begins. At SA Recycling, major projects are planned using detailed charts that assign responsibilities, establish timelines, and identify critical tasks. Parts are inspected, test-fitted when necessary, and staged in advance. "If you're on the clock and you're over here trying to sand and fit bearings, and if you need to send them to the machine shop, you just lost a day," says Cuevas. Preparation also includes inspecting and cleaning equipment before a shutdown begins. Sackett says that maintenance projects can expand when crews discover additional damage after equipment has already been disassembled. Thorough inspections conducted during the planning stage can help identify worn components, damaged structures, or additional repair requirements, reducing the risk of costly schedule extensions. Gershow Recycling recently replaced an entry conveyor system in less than a week by fabricating rebar assemblies in advance instead of during the shutdown itself. Motor replacement is another example. SA Recycling completed a 9,000-hp motor replacement in a single day using a fully prepared spare motor. Gershow Recycling maintains the spare equipment, lifting resources, and contractor relationships needed to swap motors overnight rather than losing days to an unplanned failure. In many cases, the difference between a one-day repair and a week-long outage comes down to what happens before the shutdown begins. The more planning, inspection, and preparation completed in advance, the less time crews spend troubleshooting once the equipment is offline.