Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy

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A description of our beginning steps as we learn how to apply Lean manufacturing principles to plant maintenance.

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  • So we’re starting where many of us have started: firefighting. Actually I chose a campfire, because this is not a manual, it’s a story about why we’re doing lean at this point. Give and Go is an industrial bakery company, less than 20 years old, with just over 1,000 employees in three facilities. The company grew rapidly for the first 12 years, then started to automate in a big way over the last three years. I’d say we’re now at the point where the demands of our technology are straining our people systems, and we need to evolve to really sustain the productivity gains.
  • So to put it mildly, I came to this company thinking that I already had the prescription: you want to know what maintenance needs? Just ask me, I’ll tell you! In excruciating, geeky-boring detail! Been there, done that, this place is no different, OK?
  • This is very normal: we expect to see increased costs temporarily, as an initial investment in people, tools and facilities eventually moves us to a lower-cost mode of operating in the long term.
  • There was NO scope to increase costs – too many areas were over budget, and the maintenance departments were expected to pitch in – at the same time that we were expected to change and improve!
  • Just to add to the fun, two of the key guys I’d rely on to drive both the message of austerity and to lead the charge, are gone.
  • “Learning to See”, by Mike Rother and John Shook, is written as a workbook so you can start Value Stream Mapping right away.
  • Value Stream Mapping is about understanding the real-world flow of MATERIALS and INFORMATIONMATERIALS flow from SUPPLIERS, through our PROCESSES, to our CUSTOMERSINFORMATION travels from our CUSTOMERS, through our management PROCESSES, to our SUPPLIERSWhat is the primary guiding principle of Lean? Simple: only do those things that your customer would be willing to pay for.
  • We don’t make widgets, parts, assemblies. We deal in repair time, but hours can mean different things depending upon the task.
  • First off, WHO ARE OUR CUSTOMERS? Is it simply production? Or are we PARTNERS with production, with our customer being the supply chain? Second, what is our product? Is it uptime, reliability, hours worked, jobs completed, failures avoided?From where does the demand for our “product” come? What is our inventory: backlogged Work Requests awaiting planning, backlogged Work Orders, or excess maintenance labour awaiting dispatching?
  • Much like this session today, I went to a conference: MARTS, and attended a one-day workshop called “Value Stream Mapping for Maintenance”, put on by LAI Reliability Systems. We have not contracted LAI Reliability Systems to do any work for Give & Go, and they were very generous in sharing their methodologies and tools at the workshop. One of their approaches is to use Six Sigma tools like DMAIC to help organize their clients’ improvement activities.
  • Here’s what a Value Stream Map for maintenance looks like, based on the idea of the “product” being skilled trades, or “craft” hours.Pretty crazy, right? Luckily, it starts with some basic building blocks.
  • I interviewed people in production, logistics, sanitation, administration, engineering, product development. I wanted to know what they truly expected from the maintenance team. And it boiled down to two main themes: Predictability (stuff works when we want it to work), and Communications (we know the status of requests and ongoing maintenance work).
  • Quick Repair Board: requests are written on the board, with a tag placed directly on the relevant machine. Every shift, the maintenance supervisor or lead hand reviews the board and plans to complete as many items as possible. The maintainer records when the job is done, but does NOT remove the tag – the originator verifies that their request was met, and then removes the tag and clears the board entry.
  • We are mapping it now, to have an idea of how well we’re utilizing our tradesmen for this REACTIVE work.
  • The repair board process demonstrates true Customer Focus. We are responding directly to what they stated they most wanted from maintenance. We’re not doing maintenance for the sake of maintenance, we’re doing “what the customer is willing to pay for”.
  • Our next step is to review and model our PLANNED tasks: corrective and preventive maintenance.
  • One goal of measuring the current state, is to justify the purchase of a CMMS based on how it will truly make us more efficient. We don’t want to get caught “serving the machine”, we need it to serve us!
  • CMMS Pros: prioritizing, scheduling, inventory control, purchasing, asset histories, deeper analysesCMMS Cons: NVA data entry labour, automated paper generation, back office support work, hidden information
  • Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy

    1. 1. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance
    2. 2. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 2
    3. 3. I love this stuff: Ex-army maintenance budgets down, officer, improved my reliability up consistently for Infantry Battalion’s almost 20 years VOR using Op Mtce Implemented TPM,Installed CMMS, purchasing 1st planning and procedures, asset Place Keener! maintainability tracking, storeroom eliminating my organization, training position Heck, I know what to do, right? © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 3
    4. 4. Is this progress?1st Gen - reactive: 2nd Gen – planned: 3rd Gen – proactive:fix when broke scheduled predictive, overhauls, work reliability-centered scheduling1800s  1950s 1960s  1980s 1990s  2000s© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 4
    5. 5. Here’s me brainstorming what I KNOW I needed to implement: I’ve done it before!© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 5
    6. 6. No worries, I’ll create a plan to get us to “3rd Hiring Freeze Generation” in no time at all! Immediate maintenance spending controls Need to demonstrate quick results to prove that things are under control© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 6
    7. 7. TYPICAL IMPROVEMENT PROJECTS Current state SPENDING Invest to implement changes Future state TIME© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 7
    8. 8. MANAGEMENT PLAN Current state SPENDING Future state Immediately control spending TIME© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 8
    9. 9. 3rd Gen – at risk of getting BLOATED? • work requests • PM instructions • provincial regulatory • work orders • purchase requisitions compliance • time sheets • asset hierarchies • federal regulatory • stock tickets • asset histories compliance • repair tags • service contracting • FMEA worksheets • work permits • warranty tracking • PdM routes and charts • log books • component • MTBF/MTTR tracking • calibration tags standardization • inventory count sheets • meter readings • PM reviews • failure reports • local regulatory • RCA forms compliance© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 9
    10. 10. Our most senior maintenance supervisor leaves! Our MRO buyer (and future maintenance planner) decides to go on parental leave A few key products start heating up, driving 24/7 production on some lines© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 10
    11. 11. Operations is really Maybe some Leanexcited about Lean tools or principlesManufacturing can be applied to maintenance? Let’s get some books and give it a go!© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 11
    12. 12. Clear, simple explanations Good production example Easy to get started right away© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 12
    13. 13. Information Materials – VALUE ADDED to become Products© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 13
    14. 14. How do we … into our translate a world of technique repairing about and making maintaining things … things?© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 14
    15. 15. Who are our What is a “unit of customers? production”? What is inventory? Who are our suppliers?© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 15
    16. 16. Who has done Let’s find a trainingthis before? session or conference© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 16
    17. 17. Reactive CallMaintenanceCraft Hours Ops Schedule Daily ScheduleSupplier CMMS Customer Work RequestsCraft Hours Available Analysis Planning Scheduling RM CM PMWO Awaiting Planner WO Awaiting WO Awaiting Scheduler Trades/Access NVA 75 hrs 120 hrs 80 hrs 275 hrs Time .5 hrs .25 hrs 2 hrs 2.75 hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 17
    18. 18. Suppliers Inputs Process Outputs Customers S I P O CProcess Process Process Process ProcessStep 1 Step 2 Step 3 Step 4 Step 5© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 18
    19. 19. Suppliers Inputs Process Outputs Customers S I P O C Log Emerg. Diagnose Repair Restart Book Call Fault Fault Line Entry© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 19
    20. 20. Suppliers Inputs Process Outputs Customers S I P O C VOICE OF THE Stated vs Critical ToInternal vs CUSTOMER Unstated Quality External (VOC) Needs (CTQ) © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 20
    21. 21. Logistics Internal vs Team External Production Team VOICE OF THECustomers CUSTOMER Line Manufacturing C (VOC) Reliability Predictability Stated vs Unstated Confidence Feedback Needs Critical To Prompt Responses Quality Visibility of Backlog (CTQ) Quality of Work © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 21
    22. 22. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 22
    23. 23. Suppliers Inputs (X) Process Outputs (Y) Customers S I P O C• production • Work CORRECTIVE MAINT • Task • productionplanning Request 1. Review/prioritize Complete • planning• Trades • production requests • Requester • supply chainSchedule schedules 2. Immediate action if Updated • craft skills possible • Process 3. Plan/schedule tasks capacity 4. Execute tasks 5. Follow-up/Feedback Input Metrics Process Metrics Output Metrics • Repair Requests • Waiting Time (age of • Completion Rate • craft time available request) • Wrench Time • Backlog Qty/Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 23
    24. 24. Suppliers Inputs Process Outputs Customers S I P O C Notify Execute Log the Investigate Maint Repair fixLog the Print and Enter Sign into fix in issue off WO CMMSCMMS WO© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 24
    25. 25. Suppliers Inputs Process Outputs Customers S I P O C Tag Execute Log the Remove and Investigate Repair fix tag Log© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 25
    26. 26. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 26
    27. 27. Reactive CallMaintenanceCraft Hours Ops Schedule Daily Schedule Red TagSupplier Customer Board Work Requests Craft Hours Available Planning Scheduling CM Tags Awaiting Tags Waiting on the Board WO Awaiting Review Trades/Access NVA 20 hrs 40 hrs 60 hrs Time .5 hrs .25 hrs 2 hrs 2.75 hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 27
    28. 28. Customers’ CTQs: Prompt ResponsesVisibility of Backlog Quality of Work Very positive feedback from operators, supervisors, managers© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 28
    29. 29. Having thediscipline to follow the process Being led by the VOC rather than “experience” © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 29
    30. 30. Define • Corrective, Preventive Maint Control Measure • Training, embeddin • Wrench Time g in the culture Improve Analyze • Process • Planned vs Reactive definitions, data collection© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 30
    31. 31. Suppliers Inputs (X) Process Outputs (Y) Customers S I P O C• production • Work CORRECTIVE MAINT • Task • production• planning Requests 1. Review and prioritize Complete • planning• PM • production requests • Uptime • supply chainSchedule schedules 2. Plan tasks • Process • craft skills 3. Assemble resources capacity 4. Schedule tasks 5. Execute tasks 6. Follow-up/Feedback Input Metrics Process Metrics Output Metrics • WR receipts • Scheduling Lag • Completion Rate • production schedules • Execution Time • Wrench Time • craft skills • Backlog Qty/Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 31
    32. 32. Reactive CallMaintenanceCraft Hours Ops Schedule Daily Schedule WRSupplier Log Customer Work Requests Craft Hours Available Scheduling RM CM PM WO Awaiting Scheduler WO Awaiting Trades/Access NVA 500 hrs 40 hrs 540 hrs Time .25 hrs 2 hrs 2.25 hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 32
    33. 33. Reactive CallMaintenanceCraft Hours Ops Schedule Daily ScheduleSupplier CMMS Customer Work RequestsCraft Hours Available Analysis Planning Scheduling RM CM PMWO Awaiting Planner WO Awaiting WO Awaiting Scheduler Trades/Access NVA hrs Time hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 33
    34. 34. What are the pitfalls to putting in the CMMS now? Remember the lesson weHow can a CMMS learned: let the VOC leadhelp the process? us to the solution!© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 34
    35. 35. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 35

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