Getting to the Real Root Cause of    Your Maintenance Issues             Presented by            Anthony Manos            ...
Learning Outcomes• This session will help guide you how to get to the root cause of your  maintenance issues and breakdown...
Agenda•   Case Study #1 – Fabricating a solution•   6 Principles for Better Maintenance•   Case Study #2 – Vibration natio...
Case Study #1Fabricating a solution       © Profero, Inc. 2012
Background Information• An excessive amount of parts coming out of an oven were  being sent to a over-temp (scrap) bin• Th...
Current State       CoverOven       Scrap               © Profero, Inc. 2012
Lessons Learned• The operators reported that they still have some  issues with over-temp conditions• They should of had th...
Principles for Better   Maintenance      The Big 6       (Principles)       © Profero, Inc. 2012
6 Principles for      Better Maintenance Results1. Know thy equipment2. Take the time to get to the root cause3. Don’t ass...
Know Thy Equipment• Spend time to really learn the equipment  – inside & out• Develop a Total Productive Maintenance Syste...
Take the Time to Get to the Root Cause• Find the real root  cause• It may take a little  work, it might not be  easy, you ...
Don’t Assume You Already Know the                 Answer• Your first solution is wrong• Don’t stop at your first solution•...
Monitor Your Equipment• Find a way to track the effectiveness of your  equipment – OEE• Make sure that the PMs are being d...
Improve Your System• Even if your equipment is performing  adequately think of ways to make it better• Include training in...
Great ToolsNeed to know how & when to use them     © Profero, Inc. 2012
5 Whys• Ask “Why” five times to help get to a root  cause• Doesn’t always have to be five; could be  more, could be less• ...
Cause & Effect• A.k.a. Fishbone or  Ishikawa diagram• Head = effect• Bones = causes or  variables• Categories 5Ms (E+C or ...
Scientific Thinking• Change one thing at a  time and see what  happens• Easy to teach, easy to  learn• Gain valuable insig...
Developing Teamwork• Work together• Help each other be  right (not wrong)• Listen• Use facts and data (vs.  assumptions, i...
Case Study #2 Vibration nation     © Profero, Inc. 2012
Background Information• The vibrating bowl would shake violently on start-  up and shut-down. There was a comment that  “y...
5 Whys5 Whys Gone Wrong1. Why are there no more parts?Because the parts got jammed.2. Why did the parts get jammed?Because...
5 WhysGood idea, it just doesn’t get to the root cause and theviolent shaking will eventually cause other problems.Let’s t...
5 WhysTHIS IS NOT THE ONLY REASON – be careful of going down the wrongroad. Look for simple solutions whenever possibleOne...
5 WhysThis actual fixes the problem, but it doesn’t prevent it.Finally!1. Why are there no more parts?Because the parts go...
5 WhysOther Lessons Learned• When the operator took the initiative and asked if there was  anything that could be done, he...
Case Study #3   Feed me   © Profero, Inc. 2012
Feed Chain Example• While performing a  TPM Event on a  packaging machine the  team noticed that many  of the grippers on ...
Easy Fix!• The quick and easy solution would be to repair  or replace the damaged grippers• Would that really solve the pr...
TPM Event - Drive Chain• What was the cause of  the missing damaged  grippers?• An aluminum block was  discovered rubbing ...
Find the Cause• The chain was rubbing  against the aluminum  block for so long that it  created a deep groove• The operato...
Finding the Root Cause• It took a while to  determine the real root  cause – the push rod was  loose and extended too  far...
Teamwork• The team worked together and used other  tools like Fishbone, brainstorming, etc.• The manager decided to spend ...
Success! © Profero, Inc. 2012
ConclusionWrap-up and Q&A    © Profero, Inc. 2012
ResourcesTPM Blitz DVD                    “Implementing TPM:by SME & AME                     The North American           ...
Wrap-up• This session will help guide you how to get to the root cause of your  maintenance issues and breakdowns using re...
Additional ResourcesSlideshare             Group 5S Supply                   © Profero, Inc. 2011
Q&A• Questions• Comments• Evaluations                © Profero, Inc. 2010
DeveloperAnthony ManosTony Manos is a Catalyst with Profero, Inc., “Leaders in Lean”, where he provides professional consu...
Thank youfor your time and attention            © Profero, Inc. 2012
© Profero, Inc. 2012
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Marts Conference 2012: Getting to the Root Cause of Your Maintenance Issues

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This slide deck is a recap of the session presented by Anthony Manos at the MARTS Conference March 13, 2012 covering how to get to the real root cause of your maintenance issues.

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Marts Conference 2012: Getting to the Root Cause of Your Maintenance Issues

  1. 1. Getting to the Real Root Cause of Your Maintenance Issues Presented by Anthony Manos © Profero, Inc. 2012
  2. 2. Learning Outcomes• This session will help guide you how to get to the root cause of your maintenance issues and breakdowns using real world examples and practical steps.• Case studies will be shared on how teams went about finding the root cause of a problem and what happens when they didn’t.• Find out how to apply the “5 Whys” and other tools effectively.• See how to include scientific thinking in your maintenance applications in a simple way.• Develop better teamwork between maintenance personnel, operators and management.• Learn the six principles that will give you better maintenance results.• We all know we need to take better care of our equipment and machines; this session will help show you how and why. © Profero, Inc. 2012
  3. 3. Agenda• Case Study #1 – Fabricating a solution• 6 Principles for Better Maintenance• Case Study #2 – Vibration nation• Cool Tools for Better Maintenance• Case Study #3 – Feed me © Profero, Inc. 2012
  4. 4. Case Study #1Fabricating a solution © Profero, Inc. 2012
  5. 5. Background Information• An excessive amount of parts coming out of an oven were being sent to a over-temp (scrap) bin• The operators lived with this condition for a while, but it was reducing their productivity rates. They mentioned it to a maintenance person. That maintenance person told the supervisor. The supervisor told the manager.• They thought that light coming in from the window was interfering with the sensor unit reading so they decided to fabricate a shield to go over the temperature probe.• It took 24 man-hours (three days for a third shift maintenance person) to fabricate the shield and install it. © Profero, Inc. 2012
  6. 6. Current State CoverOven Scrap © Profero, Inc. 2012
  7. 7. Lessons Learned• The operators reported that they still have some issues with over-temp conditions• They should of had the people involved (including the operators) perform 5 Whys to get to the real root cause• Spending 24 man-hours working on a solution that doesn’t actually solve the problem is not a good solution• They should have use that time to get to the real root cause and implement the correct, permanent solution. © Profero, Inc. 2012
  8. 8. Principles for Better Maintenance The Big 6 (Principles) © Profero, Inc. 2012
  9. 9. 6 Principles for Better Maintenance Results1. Know thy equipment2. Take the time to get to the root cause3. Don’t assume you already know the answer (Don’t stop at your first solution)4. Verify your solution5. Monitor your equipment6. Improve your system © Profero, Inc. 2012
  10. 10. Know Thy Equipment• Spend time to really learn the equipment – inside & out• Develop a Total Productive Maintenance System and Autonomous Maintenance (TPM & AM)• Consider performing TPM Events focused on specific equipment or machines• Include operators and maintenance personnel• Have the correct manuals & repair parts © Profero, Inc. 2012
  11. 11. Take the Time to Get to the Root Cause• Find the real root cause• It may take a little work, it might not be easy, you probably don’t have time – roll up your sleeves and get to work• Know when to say when – Will the problem reoccur? © Profero, Inc. 2012
  12. 12. Don’t Assume You Already Know the Answer• Your first solution is wrong• Don’t stop at your first solution• Get to the real root cause – don’t just assume!• Test your theories out – use the scientific method• Listen to others’ points of view © Profero, Inc. 2012
  13. 13. Monitor Your Equipment• Find a way to track the effectiveness of your equipment – OEE• Make sure that the PMs are being done correctly and on-time• Use your operators as a key source of information• Make it visual! © Profero, Inc. 2012
  14. 14. Improve Your System• Even if your equipment is performing adequately think of ways to make it better• Include training into your maintenance system for operators, maintenance personnel, engineers and management• Get suggestions from workers on how to improve your maintenance system © Profero, Inc. 2012
  15. 15. Great ToolsNeed to know how & when to use them © Profero, Inc. 2012
  16. 16. 5 Whys• Ask “Why” five times to help get to a root cause• Doesn’t always have to be five; could be more, could be less• Good for simple issues (not complex ones)• Verify solution before proceeding to next “Why?” © Profero, Inc. 2012
  17. 17. Cause & Effect• A.k.a. Fishbone or Ishikawa diagram• Head = effect• Bones = causes or variables• Categories 5Ms (E+C or other) © Profero, Inc. 2012
  18. 18. Scientific Thinking• Change one thing at a time and see what happens• Easy to teach, easy to learn• Gain valuable insights – including what worked and what didn’t © Profero, Inc. 2012
  19. 19. Developing Teamwork• Work together• Help each other be right (not wrong)• Listen• Use facts and data (vs. assumptions, intuition or opinion)• Be open-minded• Problems are o.k., solutions are even better © Profero, Inc. 2012
  20. 20. Case Study #2 Vibration nation © Profero, Inc. 2012
  21. 21. Background Information• The vibrating bowl would shake violently on start- up and shut-down. There was a comment that “you wouldn’t want to be near it when it started or stopped.”• This caused the parts to “jump” on top of each other or lie next to each other. This could cause a jam in two different areas of the delivery feed system. If the parts jammed the operator would not know until no more parts where delivered to the machine. This would cause downtime and other quality problems. © Profero, Inc. 2012
  22. 22. 5 Whys5 Whys Gone Wrong1. Why are there no more parts?Because the parts got jammed.2. Why did the parts get jammed?Because they were on top of each other andwouldn’t fit.Ah-ha! Add a piece that only allows one part togo through at a time! © Profero, Inc. 2012
  23. 23. 5 WhysGood idea, it just doesn’t get to the root cause and theviolent shaking will eventually cause other problems.Let’s try 5 Whys again1. Why are there no more parts?Because the parts got jammed.2. Why did the parts get jammed?Because they were on top of each other and couldn’t fit.3. Why are they on top of each other?Because the motors shake violently on start and stop.Ah-ha! Adjust the counter-weights on the motors of thebowl feeder! © Profero, Inc. 2012
  24. 24. 5 WhysTHIS IS NOT THE ONLY REASON – be careful of going down the wrongroad. Look for simple solutions whenever possibleOne more try1. Why are there no more parts?Because the parts got jammed.2. Why did the parts get jammed?Because they were on top of each other and couldn’t fit.3. Why are they on top of each other?Because the motors shake violently on start and stop.4. Why do the motors shake violently on start and stop?Because the feedback circuit isn’t adjusted correctly.Ah-ha! Adjust the feedback circuit! © Profero, Inc. 2012
  25. 25. 5 WhysThis actual fixes the problem, but it doesn’t prevent it.Finally!1. Why are there no more parts?Because the parts got jammed.2. Why did the parts get jammed?Because they were on top of each other and couldn’t fit.3. Why are they on top of each other?Because the motors shake violently on start and stop.4. Why do the motors shake violently on start and stop?Because the feedback circuit isn’t adjusted correctly.5. Why was the feedback circuit out of adjustment?It wasn’t labeled and it was changed by mistake.Ah-ha! Label the circuits and mark the correct settings! © Profero, Inc. 2012
  26. 26. 5 WhysOther Lessons Learned• When the operator took the initiative and asked if there was anything that could be done, he was told that there weren’t any ways to make the adjustment.• When the operator asked another person, they said it would take a lot of effort to change the counter-weights.• Then the operator asked another person, and they said “Sure, it’s easy to adjust the circuit.”• It took longer to get the panel off of the control box than it did to make the adjustment.• When the machine ran on second shift that night, there were no jams at all. © Profero, Inc. 2012
  27. 27. Case Study #3 Feed me © Profero, Inc. 2012
  28. 28. Feed Chain Example• While performing a TPM Event on a packaging machine the team noticed that many of the grippers on the feed chain were damaged or missing• Why? © Profero, Inc. 2012
  29. 29. Easy Fix!• The quick and easy solution would be to repair or replace the damaged grippers• Would that really solve the problem? © Profero, Inc. 2012
  30. 30. TPM Event - Drive Chain• What was the cause of the missing damaged grippers?• An aluminum block was discovered rubbing against the chain• Why was this block rubbing against the chain?
  31. 31. Find the Cause• The chain was rubbing against the aluminum block for so long that it created a deep groove• The operator thought he heard strange sounds when the machine was running• The maintenance expert didn’t even know why the block was rubbing against the chain © Profero, Inc. 2012
  32. 32. Finding the Root Cause• It took a while to determine the real root cause – the push rod was loose and extended too far causing the carriage to go too far and rub into the chain• Solution – lock nut and marker (visual indicator to see if it becomes loose again) – added to Autonomous Maintenance (AM) © Profero, Inc. 2012
  33. 33. Teamwork• The team worked together and used other tools like Fishbone, brainstorming, etc.• The manager decided to spend more time training the operators and technicians © Profero, Inc. 2012
  34. 34. Success! © Profero, Inc. 2012
  35. 35. ConclusionWrap-up and Q&A © Profero, Inc. 2012
  36. 36. ResourcesTPM Blitz DVD “Implementing TPM:by SME & AME The North American Experience” by Charles J. Robinson and Andrew P. Ginder Maintenance Gauge Range Stations and Maintenance Tags Motor Fan Filters Available at www.5Ssupply.com © Profero, Inc. 2011
  37. 37. Wrap-up• This session will help guide you how to get to the root cause of your maintenance issues and breakdowns using real world examples and practical steps.• Case studies will be shared on how teams went about finding the root cause of a problem and what happens when they didn’t.• Find out how to apply the “5 Whys” and other tools effectively.• See how to include scientific thinking in your maintenance applications in a simple way.• Develop better teamwork between maintenance personnel, operators and management.• Learn the six principles that will give you better maintenance results.• We all know we need to take better care of our equipment and machines; this session will help show you how and why. © Profero, Inc. 2012
  38. 38. Additional ResourcesSlideshare Group 5S Supply © Profero, Inc. 2011
  39. 39. Q&A• Questions• Comments• Evaluations © Profero, Inc. 2010
  40. 40. DeveloperAnthony ManosTony Manos is a Catalyst with Profero, Inc., “Leaders in Lean”, where he provides professional consulting services to organizations focusing on implementing Lean Enterprise. Mr. Manos has extensive knowledge of Lean and quality in a wide range of work environments. Tony is trained and certified by the National Institute for Standards and Technology (NIST) U.S. Department of Commerce in all elements of Lean manufacturing.As a member of American Society for Quality’s (ASQ) faculty, he teaches a two-day course in Lean Enterprise and a one-day course on Kaizen. Tony is the past Chair of the Lean Enterprise Forum of ASQ. He is a senior member of the Society of Contact information: Manufacturing Engineers (SME) and a member of the Association for Manufacturing Excellence (AME). Anthony Manos He is part of the team that developed the Lean Catalyst Certification for AME, SME and the Shingo Prize. Profero, Inc.Mr. Manos served in the United States Navy nuclear 9270 Corsair Road Street, Suite 18 propulsion program and holds and MBA from the Frankfort, IL 60423 University of Illinois at Chicago. C 312.718.0078 F 815.469.5678 E: anthony.manos@proferoinc.com www.proferoinc.com © Profero, Inc. 2010
  41. 41. Thank youfor your time and attention © Profero, Inc. 2012
  42. 42. © Profero, Inc. 2012

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