The document discusses implementing lean principles and continuous improvement in maintenance to eliminate waste and create value. It defines lean thinking and maintenance, identifies common wastes in maintenance, and outlines steps to apply lean such as value stream mapping, standard work, and kaizen. Benefits include increased uptime, lower costs, and customer satisfaction. An example of a successful lean maintenance implementation is provided.

2. Presenter
David Jonathan, CMRP, CRL
Director
The Maintenance Institute Africa
Jonathan@tmiafrica.org
www.tmiafrica.org

3. Eliminating Waste, Creating
Value

4. Target
Creating Value

5. VALUE PROPOSITION
 Continuous Improvement
 The Lean Concept
 What is Maintenance
 Lean in Maintenance
 Tools
 Steps
 An example
 Gains
 Summary / Questions

6. Continuous Improvement
Creativity
Over
Capital
People who are familiar with the: Process
Product
Need
Outcome: Ideas on improvement that benefits
the business, staff and customers.

7. Aspects
Creativity
*Vision
*Waste Elimination
*Flow Establishment
*Pull System
CI Processes
 LEAN
 Six Sigma
 Reliability

8. LEAN
Definition: A way of thinking
Doing more with : Less Human Effort
Less Equipment
Less Material
Less Time
Less Space
Purpose: Pursuit of excellence
Fact based performance improvement
Value Creation (Customers Perspective)
* Eliminate waste and non – Value processes
 Do the Right things……….. Right…….First Time

9. Maintenance
Complete maintenance strategy is a
combination of tasks designed to:
 Eliminate
 Predict or
 Prevent
failures in order to maintain the inherent
designed reliability of a process or piece of
equipment.

10. Maintenance Strategies

11. 8 Waste

12. Wastes in Maintenance
 Defects impacting asset health
 Overtime
 Work execution delays
 Non value adding PM tasks
 Technology under utilisation
 Inventory over ages
 Material defects
 Errors in process, people and procedures

13. Lean Principles

14. Lean Enablers
 VSM
 5S
 POKA YOKE
 KAIZEN
 Process Mapping
 One Piece flow
 SMED
 Standard work
 Kanban
 Work place setup

15. Lean Maintenance
 Identify the process
VSM, Process plots, Six sigma
 Identify waste
Non Value added tasks.
 Convert waste to value
Added work or eliminate waste
 Document new process
Standard work
 Continuous Improvement
Daily Management
 Monitor progress
SPC charts, MTBF, MTTR

16. Example

17. Benefits
 Enhance Knowledge
 Team Synergy
 Min. Resistance, Max. Result
 Increased Uptime
 Ownership
 Decreased maintenance cost
 Lean execution
 Reduction in operating cost
 ROI
 Customer delight

18. Practical Examples

19. ?