Asset Care Management - S A Partners · Asset Care Management Dr. Donna Samuel, Head of Lean Academy, S A Partners LLP Andy Miles, Senior Consultant, ... Four Cycle - 11 Step Audit

22 May, 2014© S A Partners

Asset Care

Management


Asset Care Management

Dr. Donna Samuel,

Head of Lean

Academy,

S A Partners LLP

Andy Miles,

Senior

Consultant,

S A Partners LLP

Your webinar hosts ………..


• Total Productive Maintenance

– There are other definitions

• All TPM approaches focus on how equipment/ assets are managed to create value

• Most strive for zeros

– Zero lost time, zero injuries, zero defects…

• It grows the bottom line

• Provides a mechanism to deliver year-on-year improvements to typical operational KPIs

– such as quality, cost & delivery

TPM – what is it and why are so

many people interested in it?

What is TPM? Why the interest?


Labour

Materials/Spares

Outside Services

Overheads

Changeovers

Set up & Adjust

Idling & Minor

Stoppages

Running at

Reduced Speed

Breakdowns

Scrap,

Yields

Rework

Start-up

Losses

Late Delivery

Ineffective

Use of Skills

Poor Image

Low Flexibility

Easy to

Measure

Low Impact

on Profit

Difficult to

MeasureHigh Impact

on Profit

The Real Size of the Opportunity


Labour

Materials/Spares

Outside Services

Overheads

-say £1m Budget

Changeovers

Set up & Adjust

Idling & Minor

Stoppages

Running at

Reduced Speed

Breakdowns

Scrap,

Yields

Rework

Start-up

Losses

Late Delivery

Ineffective

Use of Skills

Poor Image

Low Flexibility

Easy to

Measure

Low Impact

on Profit

Difficult to

Measure

High Impact

on Profit

60%

OEE

£ 50m

Sales

The True Cost of Maintenance

is 7/8 Hidden…..


You can be very efficient,

but totally ineffective!!!

DCoM= £ 1m

Sales at 60% OEE= € 50m

Sales at 72% OEE= € 60m

£1m additional Margin(10%)

ie20% increase in OEE

=100% DCoM

(20% real increase in

Productive Capacity)


• The typical pillars of

TPM are shown in

the model

– It is a very widely

adopted & adapted

model

What sits behind TPM? Typical

pillars of TPM


• Which milestone are we at?

• What are our strengths and weaknesses?– Leadership, culture & behaviours, the 8 pillars…

• The answers to the above types of questions will inform your roadmap or deployment plan

Where’s the organisation on its

TPM journey?

Initial Pilot

Trial & Prove

the Route

Milestone 1

Introduction

Everyone

Involved

Milestone 2

Refine Best Practice

& Standardise

Get the Basics

Right

Milestone 3

Build

Capability

Innovation Achieve Spark

to Start Vision

Milestone 4

Strive for

Zero Losses

TIME 3 - 5 YEARS

CAPABILITY


Four Cycle - 11 Step

Implementation Process

Review

Performance

Criteria &

History

Measurement

& Opportunity

analysis of

KPIs

(incl. OEE)

Equipment

Criticality

Assessment

Condition

Appraisal &

Restoration

plan

Root cause

Analysis &

Problem

Resolution

Individual

& Team Skill

Development

Leadership

&

Behaviours

Audit & Review

Process

MEASURE

CURRENT STATE

& IDENTIFY

OPPORTUNITY

CONDITION

REVIEW

(INCL. SAFETY

ENERGY, &

ENVIRONMENT)

PROBLEM

PREVENTION &

BEST PRACTICE

ROUTINES

FUTURE STATE

REALISATION

THROUGH A HABIT

OF CONTINUOUS

IMPROVEMENT

Fe

ed

ba

ck

A

B

C

D

Assess

Hidden

Losses/wastes

& Set

Improvement

priorities

Develop

Future Total

Asset Care

Best Practice &

Standard Work

1 2 3

4 5 6

7 8

9 10 11


Audit & Kamishibai ProcessesFour Cycle - 11 Step Implementation Process

• We’re suggesting it doesn’t

• But there are some common building blocks that allow you

to tailor your programme to be successful

– Four Cycle - 11 Step Implementation Process

– Audit & Kamishibai Processes

One size fits all?

• Stabilise

Milestone 1

• Standardise

Milestone 2• Build

capability

Milestone 3

• Strive for zero

Milestone 4

The Audit & Kamishibai Processes start in Milestone 1


• Overview of the 4 milestones– And insight into where your organisation is

• Detailed exploration of the Four Cycle – 11 Step Implementation Process– Particularly steps 1 to 8

• A chance to develop your approach to the ‘under the waterline levers’

• Lots of practical exercises– Some are desk exercises

– Many are on equipment courtesy of the host site

• Support to create your TPM roadmap and plan– There’s a follow up support day included in the package

So what do you get on the 3 day

TPM Course


• Most see staggering results in the early phases of

introducing TPM

• Many see results stagnate or falter

– It is not unusual to see find organisations on their 3rd or

4th attempt at re-invigorating their TPM programme

• There are some pitfalls to avoid

• And some levers to be aware of

Pitfalls & Levers


• Lack of top management commitment

• Unwillingness to commit resources

• Avioding deal with the ‘Work Culture’

– Boundaries between jobs

• Short-termism in a long term game

• Lack of a suitable reward mechanism

– Prevention is more difficult to see than firefighting

• Lack of consistent support

Pitfalls to avoid


Levers to be Aware Of

TPM

The levers are here


• Coaching & VoicePrint®

– You can ‘talk in or talk out’ improvement

– What you say has a deep and lasting impact

– It’s easier to change what you say than change beliefs and behaviour. And the former will lead to the latter

• Less blitz more sand

– Break things down into small steps and practice continuous improvement

• Align KPIs x-functionally and use strategy deployment to tie them to the top level goals and aims

• Pillar Champions & Kamishibai

• Audits

The Levers to Achieving

Sustained Success


System of Thinking & Behaviour

System of Improvement

System of Work

• The way the workplace is structured, organised and oriented to satisfy customer requirements at the best value “how the work works”

• The way issues and opportunities are surfaced & then resolved and the way in which appropriate metrics drive the right improvement behaviour at the right level and pace

• The way in which leaders at all levels lead, engage and coach their people to maintain and improve against standards

The ‘3 Systems’ Model

- A Way to Think About Culture



System of Work




System of Work

• Planned maintenance schedule & routines, spares policy…

• OEE Measurement

• Audit

• Kamishibai

• Coaching

• VoicePrint® - Talking in improvement

The ‘3 Systems’ Model

- In the Context of TPM



System of Work


What Kind of Culture Do we Want?Im

pro

vem

en

t O

pp

ort

un

ity

Time

Short term

gains made

Lost and repeated results

due to no sustainability

Results could be lost entirely

if organizational structure not

aligned to support and education

level of all employees not increased.

Improvement leveled off and

eventually stopped

Source: C. Craycraft, Whirlpool

A culture that supports continuous improvement?


Coach rather than manage


What coaching is not

• Knights in shining armour

• Dictate

• Tell

• Specialists that own and solve

problems


Kaizen or Continuous

Improvement

kaizen refers to activities that continually

improve all functions, and involves all

employees from the CEO to the assembly line

workers. Wikipedia

Kaizen Methodology – a journey of a 1000 miles begins with a single step

http://en.wikipedia.org/wiki/CEO

http://en.wikipedia.org/wiki/Assembly_line


Big Rocks, Pebbles, Sand

Everyone improving the ‘small stuff’ as part of our day jobs

Functional ProjectsWorkstreams supporting strategy…

Strategic Projects


Job Description toReflect

PLANT MANAGER

SM1 SM2 SM3

STL C

STL B

MaintainersMaintainersSTL

A

PARTNERSHIP

To Reflect SiteSpecific

Organisation

Improvement Zone/Geographic Areafor STL A

1

2I.Z

B I.Z I.Z

A

C

DEPARTMENT

SM = Shift ManagerSTL = Shift Team LeaderMS = Milestone

TOP DOWN

Standard 30 Point TPM Review Summaryand 28 Statements of Perceptions

Customised Master Plan forSIte

MS1 MS2 MS3 MS4

GENERICPILLARS

SPECIFICPILLARS

}

}

AUDIT- Local IZ- Self Assess- Best of Best BOTTOM UP

Delivery

Audit & Review Process: Linking KPIs Across

Functions and to Strategy

• Align KPIs• Use Audits to measure progress against the milestones• Use Pillar Champions and Kamishibai to maintain progress daily

KPIs AuditP

illar

Ch

amp

ion

s &

Kam

ish

ibai


• We use 3 Systems Thinking to surface and resolve the ‘under the waterline’ issues

• To deliver more sustainable results

• The workshop explores 3 Systems Thinking and some of the support tools and techniques to build the right capabilities in your organisation

Using 3 System Thinking to Deal

with the under the waterline issues


• Overview of the 4 milestones– And insight into where your organisation is

• Detailed exploration of the Four Cycle – 11 Step Implementation Process– Particularly steps 1 to 8

• A chance to develop your approach to the ‘under the waterline levers’

• Lots of practical exercises– Some are desk exercises

– Many are on equipment courtesy of the host site

• Support to create your TPM roadmap and plan– There’s a follow up support day included in the package

So what do you get on the 3 day

TPM Course


• The course will run at some time between June and

September 2014

• Course venue TBD

• To register your expression of interest in the

course, please email Donna on:

[email protected]

More information…

mailto:[email protected]

22 May, 2014© S A Partners © S A Partners 2012

End

Documents

Asset Care Management - S A Partners · Asset Care Management Dr. Donna Samuel, Head of Lean Academy, S A Partners LLP Andy Miles, Senior Consultant, ... Four Cycle - 11 Step Audit