2. If you are not a World Class Maintenance
Organization…
Being World Class Doesn’t cost you more
Money! It actually cost you less!
You won’t need to be - You’ll soon be
Out of Business
Truths About U.S. Manufacturing!
At this time there is an estimated loss of $750
Billion due to breakdown maintenance
(reactive) or generally poor, incorrect or
excessive practices. SMRP Solutions June 2010
3.
4. The future holds great promise for knowledge workers in the field of
maintenance and reliability. As the shortage of both high level and lower level
skills becomes more pronounced, the competition to hire or contract with
these knowledge workers will intensify. Companies that use cost to drive
maintenance decisions rather than best practices will lose knowledge workers
and see costs skyrocket. Companies that attract knowledge workers and
implement best practices will see increased profits through higher availability
and increased output, lower scrap rates, higher quality product, and finally
lower maintenance labor and material cost.
5.
6. Vision
Value
Control
Feedback
Reactions to what gets your attention!
Execution Results
Management Leadership Initiatives
Corporate
Resources
Third Party
Resources
Command and Control Feedback Loop
(Fire Fighting)
7. On Delivery!
On Maintenance!
On Quality!
Impact On
Profits!
Competitiveness!
11. Yesterday’s Value won’t make tomorrow's
sales! We need a different context to win!
With a Vision Viewing Point You:
◦ See problem from a larger perspective
◦ Focus on the little things that make the big
difference – Leverage Points
◦ Activities are accomplished with a goal centric
point of view: Delivering: VALUE, VALUE, VALUE...
16. Machine Optimization
Optimized Performance for a Category of
Machines
A complete Plant Overhaul
Targeted Custom Solutions
17. Single Solution for One Machine - Bush Press
Mfg. Capacity 1500 parts per shift
Current Capacity 400 parts per shift
Avg. DT 2 hr./week
Mfg. EOL 24 weeks
Actual 3 days
Critical Part 2 sets on hand
Current 8 sets
Cost-of Care $8,372.12 6mo. 2 sets of grippers
Threshold Mgmt 45% below threshold
Gripper Costs
Problem Alignment Brass $1,965.29
Solution
Re-Align the robot pick-up arm
to the nest
Steel $2,534.12
The reliability of the grippers are at 98% reliability after the first hour of operation. Given there were
two different sets that failed at 48 hours and 52 respectively. The manufacturer informed us that the
grippers (Brass) would last 24 weeks or the reliability was 576 hours(expect to fail). Instead given our
specified cycle time of 50 parts per hour, the MTBF(MTTF) was 50 hours, ironically.
18. Single Solution for One Machine - Bush Press Solution
Mfg. Capacity 1500 parts per shift
Current Capacity 1000 parts per shift Savings
Avg. DT 0.25 hr./week $7160
Mfg. EOL 24 weeks
Actual 6 weeks
Critical Part 2 sets on hand
Current 8 sets
Cost-of Care $11.75 1 week Check for alignment and worn grippers
Threshold Management 100% at threshold
Gripper Costs
Problem Alignment Brass $1,965.29
Solution
Re-Align the robot
pick-up arm to the
nest
Steel $2,534.12
The reliability of the grippers are at 98% reliability after the first hour of operation. Given there were
two different sets (Brass and Steele) that failed at 48 hours and 52 respectively. The manufacturer
informed us that the grippers (Brass) would last 24 weeks or the reliability was 576 hours(expect to
fail). Instead given our specified cycle time of 50 parts per hour, the MTBF(MTTF) was 50 hours,
ironically. After solution the grippers reliability factor was at 144hours, still below manufactures
reliability factor, after training the operator the reliability improved by 20%.
19. On-The-Floor Maintenance Solutions
Goal Centric Driven Solutions
Custom Dashboards to fit your specific
Requirements
Can Guide your Reliability Journey
Harvey:
Visual Maintenance is Reality Maintenance
On Steroids! – Barry Bonds at Bat
Reality Maintenance + Dashboards
Value Drive and Goal Centric
Huck Finn
Let see if we can create the company that would put your company out of Business
Harvey:
Is your company world Class?
Is your company documented in the Book “Good to Great”
Do you have and ISO or ANCI Certification? – Ticket to Play
Harvey:
Read Slide
Ask Ron: A good Friend, and co-developer of Visual Maintenance to help answer this question.
Ron McGary
Ron:
STAY AT THE WORLD CLASS LEVEL! Let answers go lower.
By the end of discussion make sure you get something about:
No time to be proactive
Speed is
During the discussion ask questions like: So how is that decision working out for you?...
Also ask questions they can’t answer like: Is that causing your maintenance cost to go up or down?..
I’ll record the answers on the board.
Harvey:
Describe diagram: Event Based Decision making
SMRP Solutions magazine stated that more than 60% of US manufacturing companies are TOTALLY reactive
My experience says it is more like 80-80
What could you do with 80% more resources
To Get Beyond this type of organization you must think differently
Let me give you some examples:
Harvey & Ron:
Let me give you some real life examples that will de-bunk some of these myth!
On Delivery – ACS 250 ends/day – Totally focused on results (Tunnel Vision) – Solution – Play the Bear Game
RON: On Maintenance – On how Being Proactive changed the game in a reactive environment: Too many PMs, Not enough Inspections, Operator “I can”
On Quality- Virtual Premise – Too busy to test
Results: Profits (Down) Competitiveness (Room to be replaced)
Harvey:
How about you? Can anyone sight an example where being proactive became a game changer.
No Answer, Ask: Does anyone ever check their tires on their car anymore? Why?
Lets look at another Myth…
Harvey:
Fast is better is the kin to “More is Better <=Society way of thinking: More cars, bigger house…
and second cousin to the “Quick Fix”.
All of these type solutions lead to only one thing: More Breakdowns.
Yesterday’s Quick Fix is tomorrow's problem
As a society => Would you say we are generally have a quick fix / faster is better mindset?
What are some examples of that? Take a pill, left lane of 400
How does that impact your workplace? Change a motor rather than fix the cause.
A real life extreme example: Georgia Pacific Plant in Washington State and the 4/5 rule
Harvey:
Read the Slide
How about you? Can you tell of an example where slower if faster?
I used these examples to help emphasize the point that if we are going to “Win”…
We must start looking at things from a different viewing point…
Harvey
1: Re-State; Like the ACS Example
2: Getting the right Trees: Truck Wash
3: Asking why 7 times when fixing a machine, more than getting a paycheck
To “win” you have to change the structure of how the games being played – you need a different tool….
Harvey
Harvey
A Vision-2-Value Visual Maintenance Program would look like this:
Activities are not always based on events and reactive behavior
Data RULES:
Trend are Visible and managed
If large number of Techs: John does pump PMs 70% of the time. He would really like to learn more about mechanical problem solving but Jim is the company expert. Jerry, the Maintenance Supervisor would really like a backup for Jim who will soon be a new father. Jerry sits down with John a works out a plan that will increase the pump reliability index to 25 and reduce the pump reactive maintenance by 10%. Jerry also agrees to used the time savings to cross-train John as long as reactive maintenance on pumps does not increase.
This is an example of using the Visual Maintenance Dashboard in a goal centric manner to change the structure of the game.
Visual Maintenance is all about….
Harvey:
Visual Maintenance is all About:
Clarity:
What is being done
Value of Effort
Viewable to the right people
Accountability
Contribution to the Corporate Vision – High Level
Continually Improving
Tech Contribution – Individual reliability indexes
Alignment
Scheduled Maint / Pms / Reactive Maint - Balance
Production and Machine Maintenance
What get measures get improved, but it’s more than that it is about doing things the right way…
Ron – Come up and talk a little more about Reliability Maintenance…
Ron
Quote: Reliability Web.com Article: A Vision of Enterprise Reliability
“Today, most organizations take shipping costs, plant efficiency, capacity constraints, etc. into account when leveraging the portfolio/fleet, but they do not consider the impact of reliability (or unreliability).
Truly managing assets across the enterprise (including Reliability) will create game-changing results!”
Stacks: RM 5 / SM 3 / PM 2
Final View: RM 3, SM 2, PM 2
What does it take to get to the next level or even World Class?...
Ron:
Open with: What does it take to get to the next level?
2. Assessments will drive the actions for a reliable solution or solutions either through line, machine, or component.
3. These assessment will drive their results in Two area: On the Floor Solutions and Managed Care Solutions. What are floor solutions? Pain, Improving Machine Up-time performance
4. What are Managed Care Solutions? Delivering Data driven results
Lets look at the results of a machine optimization On the Floor solution…
