Maint Dept rebuild plan
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The document outlines guiding principles and a maintenance improvement plan for a Dallas maintenance team. It identifies core strengths like craft knowledge but also weaknesses like aging equipment and lack of safety culture. Opportunities include implementing a computerized maintenance management system (CMMS) and preventative maintenance strategies. Threats include no CMMS resulting in trapped knowledge and a "firefighting" reactive culture. It also summarizes needs like developing core principles, implementing a CMMS, hiring more staff, and standardizing equipment to improve reliability.
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Maint Dept rebuild plan
- 1. • A LWAYS WORK SAFELY • S UPPORT AND COOPERATE WITH PEERS • C OMMUNICATE WITH OPERATIONS • E XECUTE 90 PERCENT OF OUR PM’S • N EVER GIVE UP • D RIVE TO ROOT CAUSE Our Guiding Principles Dallas Maintenance Team Will ASCEND
- 2. Core Strengths Core Weaknesses Craftsmen knowledge Industrious performers Resourceful Cost conscious New Focus Motivation Equipment- age, information, number, condition and cannibalism Safety systems/culture Standards Investment Legacy plan Culture- belief that things will stay the same Commitment to do the right work, current state” make it run” Maintenance Improvement Plan
- 3. Opportunities Investments, strategic processes and cultural shifts that will lead to future success TPM strategy- operator maintenance Increasing reliability reduces waste and rework Standardization-reduce types of equipment and parts CMMS: integration, knowledge transfer and cost savings PM improvement and visibility Measures and data Maintenance as a Value Stream Contractor supported efforts, PM teams Training PdM technologies- thermography, ultrasound, vibration analysis Vendor managed inventory
- 4. Threats Issues that will limit overall maintenance and equipment performance, and directly correlate to plant performance No CMMS-computerized maintenance management system Trapped knowledge Planning Visibility- “What are we doing?” Communication Strategic future planning Firefighting- “We never have time/money to do it right the first time.” “Make it run!” Current legacy planning-mental and physical. Staffing shortage and focus Equipment condition- Rebuild/Retire planning
- 5. Labor 1. How many full-time maintenance employees do you have? 20 2. How many hours, on average, does each full-time maintenance employee work per week? 44 3. How many part-time maintenance employees does you have? 0 0 4. How many hours, on average, does each part-time maintenance employee work per week? 0 5. What is Accounting's hourly burden rate for Maintenance? $40 6. What % of total work time does maintenance employees spend on the following: a. Waiting for, looking for, and/or ordering parts. 5% 1-5%: Manual Inventory and/or Work Order System 6-10%: No Inventory and/or Work Order System b. Waiting for work assignments (job information and instructions). 4% 1-5%: Manual Work Order System 6-10%: No Work Order System c. Changing work assignments due to poor instructions or lack of scheduling/prioritization. 10% 1-5%: Manual Work Order System 6-10%: No Work Order System Total Annual Maintenance Labor Hours: 45,760 Total % of Time Spent Inefficiently: 19% Total Annual No. of Lost Maintenance Hours: 8,694 Total No. of Full-Time Maintenance Employees Lost Per Year Due to Inefficiency: 3.80 Total Annual Labor Savings $347,776
- 8. Summary of Needs Develop Maintenance core principles that drive behaviors and performance throughout the department. 6/30/14 E-Maint or Tabware CMMS system- 2months to implement, 1 year to see benefits 07/31/14 One Supervisor to support daily efforts. TPM coordinator/reliability engineer to drive long term equipment reliability, standards, process improvements and knowledge transfer. 7/31/14 PM team hired one week a month or more as needed to sweep and clear basic functions: filters, oil, cleaning, inspection and minor repairs- 07/31/14 6 additional craftsmen- 6 months to implement by 12/2014 Equipment standardization. Use similar equipment to reduce variation and parts inventory. 06/30/16 Inventory management improvement of critical spares. Requires investments in space and increased costs of inventory. 12/31/15