Total Productive Maintenance Article 8 - S A Partners€¦ · Total Productive Maintenance Article 8 ... TPM called Early Equipment Management-abbreviated to EEM and occasionally

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The 5th Founding Principle of TPM – Early Equipment Management

(EEM) © S A Partners

Total Productive

Maintenance

Article 8

The 5th Founding Principle of TPM –Early Equipment Management (EEM)

Peter Willmott

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Early Equipment Management

In this penultimate article in the series, we will review the Fifth Founding Principle of

TPM called Early Equipment Management-abbreviated to EEM and occasionally

referred to as TPM for Design.

1.0 Recap and Focus for this 8th Article

In Articles 3 to 7 we described the SA Partners Enterprise Excellence Model centring

on the 3 x P’s of Purpose, Process and People which, through alignment,

improvement and engagement, is capable of delivering sustainable business results

as outcomes.

We illustrated how the TPM System Model aligns with these 3 x P’s as shown in

Figure 1 below:

The TPM program is applied via a defined introductory and deployment process within the business unit –called the Purpose (See article 3)

The application of the TPM model is then delivered through a defined sequence of team based ‘learning by doing’ activities as a 4 x Cycle 11 step Process (see article 4)

The outputs of this 11 step application are then aligned to a progressive and evidence based assessment process to assure the team’s progress through the model-as the essential People development part. (see article 5 and article 6)

Figure 1: The TPM System Model

2.0 Early Equipment Management Principles-(See Figure 2 below)

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https://sapartners.com/how-do-you-measure-success-in-tpm/

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Early Equipment Management (EEM) is the fifth founding principle of TPM. It is a

systematic and structured way of using common sense. Namely, if you are going to

design or buy a new machine, then make sure you involve the existing Operators and

Maintainers in the vital investment decisions by tapping into their practical knowledge

base at the earliest possible opportunity

It’s more generally accepted that the commercial and financial people need an early

input together with their design engineering colleagues to set customer expectations

and the financial and performance guidelines that the new machine or process has to

work within.-EEM suggests there is a third and vital member of this partnership-

Operations

The aim is to acquire a machine or process that is easier to operate and easier to

maintain by considering shop floor views at the design concept stage, not when it’s

too late and / or expensive to change things at the commissioning & ramp-up stage

© S A Partners 2 February, 2017Slide 2

Five Founding Principles of TPM

1. Increase the Overall Equipment Effectiveness (OEE)

4. Increase Generic & Specific Hand / Operational Skills

KNOW OF

UNDERSTANDCAN USE

CAN TRAINOTHERS

5. Early Equipment Management

3. Make Routine Front Line Asset Care as part of the job

2. Improve existing Planned Maintenance Systems & Quality of Maintenance

Figure 2- Five Founding Principles of TPM

Before we describe Early Equipment Management in more detail, let’s quickly remind

ourselves of other 4 founding principles of TPM as shown in Figure 2 above.

2.1 Increase OEE- Overall Equipment Effectiveness is a measure of availability

multiplied by the performance rate of the equipment when running and the quality rate

that the equipment is producing. Things that go against this being as high as it should

be are unplanned events or ‘non-conformity’ such as:

o Breakdowns

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o Excessive changeovers & set up times o Running at a reduced speed because the equipment is not quite right o Minor stoppages, which don’t need a maintainer to attend the m/c but

cause the operator to have to intervene because of a jam or blockage

o Scrap, poor yield or rework and quality problems o Start up losses every time we suffer an unplanned stoppage or

changeover

The OEE is a vital measure as it is in effect, a measure of waste in all its forms. What

we want is a high OEE where we are in control of the process resulting in a hassle-

free shift, allowing us to work smarter-not harder.

2.2 Improving our Planned Maintenance Systems -And also the quality of that

maintenance, means that we decide what the mechanical and electrical PMs should

be together with the essential spares needed to support the equipment, making proper

use of our C.M.M.System where, like a healthy body, prevention is better than cure.

2.3 Routine Front Line Operator Asset Care – the third principle or pillar of TPM

(often called Autonomous Maintenance )– means that the Operator decides (with his

/ her maintenance colleague), what the look, listen, smell, clean, adjust routines should

be and whether they should be carried out on a daily, weekly or shift by shift basis.

It is based on a simple but true belief that, if you ask our opinion as an Operator or as

a Maintainer on the best way to operate and maintain this equipment – and that opinion

is embodied in the way we do things for the future – then we will stick with it, because

it’s our idea. If, on the other hand, you impose it from above, we will tick a few boxes

but we won’t actually do anything. This involvement method means we will take

ownership for our actions and, hence, our maintenance and the quality of that

maintenance.

2.4 Increase Skill Levels. By doing the above activity of measuring OEE, improving

our PMs and taking daily front line care of the asset, we will need to increase our skills

– not only hand operational skills but also team working and problem-solving and IT

skills. This means we improve our knowledge and experience and take a real and

sustained ongoing interest and care in our workplace.

3.0 Five Major Considerations Embedded in the EEM Philosophy

3.1 The Essential Partners in EEM (see Figures 3a below )

Behind the plant and equipment used in any production process there are 3 x

functional groups that are the essential partners for new product and equipment

introduction, namely

Commercial (ie Sales, Marketing & Finance)

Engineering (ie Design, Product, Tooling, Equipment, Process & Procurement)

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Operations (ie Operators & Maintainers) The EEM Philosophy recognises that these activities must be coordinated and

focussed on TPM objectives. The partnership requires a sustained drive towards

improving project and design management performance through the early

identification and elimination of hidden losses such as poor maintainability, operability,

reliability, safety and environment (easily remembered as MORSE) which are picked

up, addressed and eliminated early in the equipment management process (and not

when the equipment arrives on the manufacturing floor for start-up & Day 1 flawless

production !!)

What we tend to get without EEM is illustrated in Figure 3b below

2 February, 2017© S A Partners Slide 7

Shared Project Accountabilities

Commercial

Operations

Technical

MORSE-Six Target Areas which Impact on Life Cycle Costs

Customer and Financial Issues Intrinsic Reliability, Safety and

Environmental Issues

Maintainability and Operability Issues

Figure 3a –The Essential Partners of EEM

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Working Relationships

Commercial

Operations

TechnicalCommercial

Operations

Technical

What we need

Common Vision

Technical

What we can get

Commercial

Operations

Vendor

Vendor

Vendor

Figure 3b-What we tend to get without EEM

3.2 The Hidden Costs of Investment Decisions (see Figure 4 below)

Like the Iceberg, the true cost of investment decisions are 7/8th hidden.

It is easy to measure the Capital Expenditure Cost when we buy a new machine or

process, but the costs of owning the equipment over its life time (called Total Life Cycle

Costs-TLCC) will include the cost of spares, how much we spend on maintenance,

and how much the equipment costs to operate together with the hidden lost

opportunity costs of ineffective performance and hence low OEE

A piece of equipment costing less than another at purchase time may well cost

significantly more to run and repair over its useful operational time. Only by estimating

these ongoing costs, predicting their impact and comparing the different potential

options and solutions at the front end can we better understand the added value and

hence profitability of that asset over the long term.

If the equipment does not meet its specified running rate, and causes safety and / or

environmental concerns, the impact on profitability can be significantly greater than

initial differences in purchase price.

The EEM process might not resolve all these issues, but it forces us (and hence our

suppliers) to plan and predict better outcomes !

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Capital

Expenditure Cost

(incl Initial Spares)

Ongoing

Spares

Safety Enforced

Modifications

Cost of

Maintenance

Operations

Cost

Equipment

Training Costs

Equipment does

not meet

specified rate

Easy to

Measure

Low Impact

on Profit

Total Life

Cycle

Costs

High Impact

on Profit

The True Cost of Investment Decisions

Is 7/8 Hidden

Figure 4 –The True Cost of Investment Decisions

3.3 Tackling the ‘Urgency Addiction’ Dilemma (see Figure 5 below)

A dilemma facing many companies is what we might call “Urgency Addiction” where

Project timetables and unrealistic customer based ‘promises’ conspire against getting

the appropriate people involved at the right time-namely at the front-end

Urgency to meet design deadlines means that ideas are defined and selected and the

project moves on to the next stage without sufficient thought, challenge, discussion

and debate

This is based on the fundamental belief (and in practice a reality) that as much as

2/3rds of Total Life Cycle costs are determined (but not yet spent) in the early design

concept and high level specification stages -Hence the EEM pillar in the TPM System.

We therefore need to ensure the early involvement of all parties at this critical stage

through the principles of Early Equipment Management.

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Figure 5-Where the Cost is Committed

As illustrated above, there are six main phases within the ‘Concept to Delivery’ cycle

Design Concept

High Level Design

Detailed Design

Procure, Build and Install

Testing and Validation

Flawless Operation from Day 1

In Figure 6 a) below we illustrate how the above six phases can be managed as four

levels of Define, Design, Refine and Improve with the typical management focus and

delivery characteristics shown as outputs on the right-hand side of the figure.

These four levels also have clear alignment to the 4 x maturity Milestones of TPM

shown in Figure 6b) which are complementary and integral to the other four TPM

founding principles.

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Early Equipment Management –

A Route to Vertical Start-Up

PRE-PRODUCTION PRODUCTIONImprove

•Process Simulation

•5S Confirmation

•Process Testing

•Inventory/production Rules

•OEE Reviews

•Problem Prevention

CONCEPT HIGH LEVEL Design

•Key Performance Targets

•Operability Review

•Conceptual Layout/Flow

•Investment Proposal

•Life Cycle Costing

•Module PrioritisationMILESTONE 1 REVIEW

DETAILED DESIGN PROCUREMENTDefine

•Process Flow/Mapping/Simulation

•Design Efficiency

•Design For Maintainability

•Operability Reliability, Safety & Environment

• (MORSE)

•Vendor SelectionMILESTONE 2 REVIEW

FABRICATION INSTALLATIONRefine

•Develop Best Practice

•FL Op Asset Care & CBM & PM’s

•Skill Development

•Inspection Audits

•Activity References/Manning Deployment

MILESTONE 3 REVIEW

MILESTONE 4 REVIEW

Figure 6a) –The EEM Route to Vertical start-up


5x Foundation

Pillars of TPM

▼

MS 1-

Introduction

MS2-Refine

BP and

Standardise

MS3-Build

Capability

MS4-

Towards 4 x

Zero’s

Increase OEE Formalise &

Gain Control

Standardise &

In Control

Transform &

Improving

Optimise &

able to

Forecast

FLOAC Define Awareness &

Training

Practice With

Support

Self Directed

Planned Maint

& Q of M

Restore Simplify Stabilise Extend

Skill

Development

Standardise Improve Transfer skills Systemise

Early

Equipment

Management

Define Design Refine Improve

5 Founding Pillars of TPM and

4 x Milestone Alignment

Figure 6b)-EEM Alignment to the Four TPM Maturity Milestones

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3.4 What Enhancements Can EEM bring to the Business?

In order to identify what ‘additionality’ the EEM Philosophy can bring to your

Company’s existing New Product Development and hence New Equipment

Processes, we need to highlight the rationale as follows:-

There are three main ‘TPM for Design’ techniques used via EEM referred to as:-

Objective testing

Knowledge base management

Milestone management

We can illustrate this as in Figure 7 below


Technique

▼

Design for

Manufacture

Targets

Operational

Weaknesses

Alternative

Technology

Process options

Objective Testing of

New Ideas√ √ √√√

Tapping into

Existing Knowledge√√√ √√√ √√

Milestone

Management √ √√√ √

Focus of Maintenance

Prevention and Operations

EEM Contribution & Impact

Where √ = Some contribution,

√√ = Significant contribution, √√√= Major contribution

Figure 7 –EEM’s Potential Contribution

We need to be very specific about what we really mean by the phrase ‘Tapping into

Existing Knowledge’, and one of the best ways of doing this as far as TPM is

concerned is to remind ourselves of what the TPM Teams of Operators and their

Maintenance colleagues experience when they progressively work through the 8

equipment steps on their TPM pilot projects on existing Equipment assets. We can

illustrate this learning experience as shown here in Figure 8 below

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TPM Step

No

▼

Description

▼

Design

concept

High Level

design

Detailed

design

Procure

Build & Install

Testing &

Validation

Implementation

& Use

1 Sources of Info & History √ √ √ √

2 OEE Performance Set targetsAssess

Trade-offs√ √ √ √

3 Six Loss assessmentSetting Zero

Targets√ √

4 Criticality AssessmentOptimum

Conditions√ √ Support Training

5a)Condition

Appraisal

Feedback

Weaknesses

√Feedback

Weaknesses

Set

Op & Maint

Standards

√ √

5b)Refurbishment

Programme

Assessment

of Lifetime

costs

√ √

6 Future Total Asset Care Define √ √Support Training

7Problem solving

RCA / FMEA / DMAIC/ A3

Target

setting√ √ √

8Best Practice Routines

Standard Work

√ √flawless

operation

Day 1

Support Training

TPM & EEM Process Alignment

with the 6 Phases

Figure 8-Tapping into the Operator’s & Maintainer’s Knowledge Base

3.5 Potential Benefits

A salutary question to ask at this exploratory stage of using the EEM approach might

be to reflect and say… What are the realistic expectations that this EEM Approach can

give us that we are not already doing?

EEM is a proven Management system where Shop-floor personnel participate in the

new equipment concept and design phase to develop equipment that is

Easier and safer to operate-and is environmentally friendly

Requires less maintenance, and is more easily maintained when maintenance is required

This front-end involvement also gives early warning for training & skill development

needs for maximising the new equipment’s performance potential from Day 1 of

production

EEM also recognises that the most leverage to effect change exists in the concept,

high level design phase compared to a retrospective action caused by ‘urgency

addiction’ (explained earlier).This leverage is supported by:

Commercial having input to verify that such changes meet & improve Total Life Cycle Cost goals vs Capital Acquisition Cost only

Engineering developing feedback procedures to avoid repeating similar problems on other future projects.

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Early Equipment Management has been shown to benefit in three main areas of

Equipment, People and Business process. Taking each in turn…

The Equipment benefits:

Setting a collective front-end vision to ‘Strive for ‘Flawless Operation from Day 1 Production start-up’.

Improved Reliability, Product Quality and Productivity

Established Standard Work and Best Practice procedures prior to start up Including focussing on the MORSE Checklists (see Appendix D later)

The People benefits:

Structured feedback ensures all opinions are considered & respected

Prior knowledge and experience is captured & embodied

Early involvement builds trust, ownership & realistic expectations The Business benefits:

Reduction in Life Cycle Costs as a measurable route to increased profitability

Milestone sign-offs prompt a regular, structured & precise business review

Production ramp up is faster with Key Performance Indicators agreed and in place prior to start up.

Three typical cameo Case Studies show financial benefits as follows

$150k annualised benefits from early management design project (New Dry Packing Line)

$300k additional annualised benefits from adopting EEM philosophy (New Chemical Process Line)

New capital investment asset ramped up to 75% OEE in 3 weeks against a historical background of circa 45% (New Machining Centre)

3.6 Summary of What Benefits EEM Can Provide to the Business

Figure 9 below is a useful way of illustrating the before and after scenario of using

the EEM philosophy

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Early Equipment Management-

Result of Eliminating Urgency Addiction

MS1 MS2 MS4

Day 1

Production

Start up

Planning

Set up Team

Outline Design

Detailed Design

Installation Plan

Commissioning Plan

Installation

Commissioning

Number of

Changes

Without EEM

Using EEM

MS3

Figure 9 -Why EEM makes Sense

The Green line illustrates how the EEM system captures significant TLCC impact

changes (as opportunities) early in the Development Cycle, as opposed to the Red

line where changes are forced on us (as expensive) retrofit necessities.

4.0 Getting Started

Inevitably there is a lot more detail behind these principles and techniques described

above. This is why we often suggest an on-site EEM Planning Day, held 4 to 6 weeks

ahead of running a 2 day EEM Practitioners workshop for the relevant players, using

an upcoming new project on which to trial and pilot the EEM system suitably adapted

to reflect and embrace current practices as ‘points of challenge’.

This Section 4 will also refer to 4 x appendices attached to this article and referenced

as

Appendix A -Typical Agenda for a 2 day EEM Practitioner’s Workshop

Appendix B - EEM Honesty Check as a 10 point Exercise (which is also well worth completing as part of your reading here !!)

Appendix C –An EEM Project data Check-list as 16 questions to ask ahead of the start / mobilisation of a new Capital Equipment Project

Appendix D - MORSE Check Lists –An Example to Illustrate the practical potential of adopting the EEM philosophy as a series of ‘What if…’ questions / check points to ask retrospectively on a recently commissioned and installed capital project to highlighted what we would do differently if starting afresh

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4.1 Planning

Typically the EEM Planning Day would set out to agree

Identifying the potential upcoming live project(s) on which to trial the EEM philosophy and system.

The Project team members and their roles & responsibilities

The Perceived enhancements or ‘additionality’ that the EEM process might bring to the project -taking account of the necessary alignment tailoring to the Company’s existing NPD / New Equipment systems and processes-usually set out and described in the User Requirement Specification (URS)

How the EEM approach will enhance existing project management tracking processes.

How can we maximise the transfer of our existing Knowledge Base gained through applying the TPM System to our existing Assets and what will be the potential impact and benefit of doing this on brand new projects involving significant Capital Expenditure?

Changes to and expansion of the MORSE checklists to reflect the Company’s product technology, vocabulary and resultant equipment characteristics

The two day EEM Practitioners Workshop attendees, purpose, content, intended outcomes and calendar timing

4.2 EEM Practitioners Workshop-Context (see also Appendix A-for a typical 2

day EEM Practitioner’s Workshop Agenda)

The purpose of the 2 x day Workshop will address by ‘doing and application’ how these

activities need to be co-ordinated and focussed on the business and manufacturing

imperatives and objectives to maximise their potential. This requires a sustained drive

towards improving -not only project and design management performance, but also

delivering effectiveness through the elimination of hidden losses because of poor or

inadequate maintainability, operability , reliability, safety and environment

considerations,(MORSE) as early as possible in the Equipment Management process.

In the Appendix ‘A’ example given, the intention was to use an upcoming brand new

‘XYZ’ project to see where the EEM Philosophy could enhance the company’s existing

and well proven NPD Processes. The intention was to use any learnings -via a 2 x day

practical EEM workshop –to build on their already existing well-proven processes

(and certainly not’…instead of…) as part of their embedded culture of Continuous

Improvement towards Operational Excellence

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5.0 Summary

In this article we have set out to describe how adopting the EEM philosophy can

potentially bring significant and measureable benefits to the Business. As always it is

not a ‘one size fits all’ solution.

However, the underlying principle of tapping into your existing knowledge base is at

the heart of not only classic TPM as applied to your existing asset base-but also for

future asset acquisitions. Once again there is no ‘rocket science’ involved here-It is

the diligent application of ‘common-sense’ by embracing the ‘Company Team’ in

determining our profitable future.

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Appendix A

Two day EEM Practitioners Workshop

The Workshop Content

A Typical Agenda Based on a ‘live’ Case Study

Day 1

08.30 Tea, coffee and Introductions

08.45 Why EEM ? - Appropriate Site Leadership Member

09.00 Ice Breaker (‘World Class’ Sports analogy exercise)

09.15 Our XYZ Project & Discussion –Project Leader

09.40 EEM Overview –Slide Show –what EEM is and equally what it is not

10.15 (See Appendix ‘B’ attached) EEM Honesty Check 10 pt Exercise in Pairs+

Discussion of the results

10.45 Refreshment Break

11.00 1st Review-Divide delegates into 2 x syndicate teams & carry out initial Review

of

Current Company documentation (This will include our existing 8 x step Project, Tool Design and Process automation processes, Current User Requirement Specification and Project Plan Gantt )

EEM documents-This will include 16 point EEM Project data check-list, (See Appendix ‘C’), plus Project R&R Briefing Doc, Design Process Review docs.

12.00 Briefing for Manufacturing floor visit for same 2 x teams to conduct High Level

Criticality and a retrospective MORSE Evaluation (see Appendix ‘D’

attached)

on 2 x recent c.12-month-old newly commissioned Equipment assets

12.30-13.15 Lunch break

13.15 Go See & Conduct a) High Level Criticality and b) MORSE Evaluation

14.00 Complete exercise back in Training Room and share results and key learnings

re

applying these enhancement tools to our new XYZ Project


15,15 Briefing for tomorrow’s 2nd in-depth Review of Company’s existing 8 x Gate

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Process and EEM 5 x Review Milestone Process designed as an exercise to

Brown Paper Map Current State and subject to the ECRS challenge as in

Eliminate, Combine, Replace, Simplify and then Standardise challenge in order

to

Develop Future State ‘Best Practice’ model to be applied to our XYZ project

16.00 Discussion of today’s Key learning Points and tomorrow’s Agenda

16.30 Close

Day 2

08.00 Recap today’s intention, split into same 2 x teams and independently Brown

Paper

Map Current State and subject to ECRS challenge

09,30 Start to Develop Future State options


10.45 Each team feedback to each other and start to collectively agree a joint Best

Practice Future model to be used on XYZ project as a Final version for

trialling

13.15 -13.15 Lunch Break 13.15 Carry out Exercise in 2 x teams to address 3 x questions-From what we have

learned and experienced over the last day and a half……

What Enhancements can the EEM philosophy bring to our existing Company’s NPI/NEI processes?

What will stop it taking hold? and thirdly…

What are the Countermeasures to minimise the Risks? 14.00 Decide an Action Plan regarding the way forward in terms of the What ,How,

When and Who using the Roles & Responsibilities document and a Monthly

Project Review Governance Forum using the Design Process Review 5 x

Milestone doc format

15.00 Feedback to Site Leadership Team Key Learning Points and proposed way

forward for the XYZ project

15.45 Course Evaluation & Close

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Appendix B

Where are you now with your EEM Practices?

In order to position where you are now in your EEM Practices it may be a useful

exercise to complete the following exercise as a joint evaluation with say 2

representatives each from the Commercial, Engineering and Operations teams –

namely the key influencers on any Capital Equipment Total Life Cycle Costs

Set the scene by reading this script ….

Whilst we have developed structured, detailed and apparently, cost effective,

approaches to our Capital Project Programmes here at our Plant, we still suffer from

significant over-runs and resultant unacceptable equipment performance, risks, losses

and costs. Why is this the case? Maybe the following ten statements can give us an

insight….

So, from your own experience, based here at your own plant / facilities / operations,

please rank each of these ten statements below as follows:

Very True/ Strongly Agree Score 3

True/ Agree Score 2

Partially True/ Partially Agree Score 1

False/ Disagree Score 0

Score

1. Our existing plant, machines and equipment may not be fit for

our current and future process / production demands

2. The equipment Specification defined by the Design &

Engineering processes often conflicts with the experience of

the people who will actually operate & maintain the equipment

(ie Operations)

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3. Our Operations staff were not involved in the Concept Hign

level Design Specification. So they have little ownership at

the Commissioning & Ramp-up stage

4. Our Operations staff were also not involved in the Detailed

Design either, so their ‘front-line ‘experience is not included,

so problems only become apparent at Installation &

Commissioning

5. Instead of measuring the Total Life Cycle Cost (from concept

to grave) we only measure the Direct Cost of Acquisition. In

other words, we are pre-occupied with front-end costs rather

than Total Life Asset ‘Effectiveness’ costs

6. We know that plant and Equipment Reliability is affected by

Ease of Maintenance and the way in which it is Operated.

However, Maintainers and Operators are not encouraged or

involved in the Asset Acquisition process by ‘Design

Engineering’ other than simply as ‘a necessary evil’ / if we’ve

got time

7. Production demands and load conditions continually change,

but further Design Engineering involvement does not happen

because our people are not encouraged, or given the time to

review & update practices.

8. The link between our plant and equipment condition and its

performance effectiveness is not reviewed on a regular basis

for significant Refurbishment and / or Up-grade opportunities

9. From my perspective, Commercial (ie Finance, Procurement

& Marketing), Operations and Engineering seem to have

different objectives and priorities and, as a result, often

conflict.

10. The ease of carrying out Maintenance is not looked at, so

tasks that are difficult and take a lot of time are sometimes

not done or left to’ run to failure’.

Total Score out of 30 Maximum ___________

We originally developed this list of 10 check points as the result of a running a series

of EEM ‘Practitioner’s workshops for the Offshore Oil & Gas Industry, Aero Engines,

Food & Drink, Packaging, Electrical /Electronic and Life Sciences Manufactures

Where the significances of New Product / New Equipment focus is paramount in TLCC

delivery

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The point is that the EEM Systematic approach addresses each one of these ten

fundamental reasons for the gaps in our existing NPI / NEI practices and recognises

that it is the person carrying out the front line day to day operational tasks on that new

Capital Asset who is the key, and the way in which he or she is supported is vital to

achieve true cost effectiveness.

So what is your Benchmark Score out of 30?

Score Range Significance

21 to 30 We have a major opportunity for

improvement

12 to 20 We have significant scope for

improvement

5 to 11 We are doing well, but can still gain some

benefits

1 to 4 We are almost World Class

0 We are the World’s Best!!!

In our experience, many companies initially fall into the top 2 ranges if

they conduct the exercise with real honesty and healthy debate with both

the Commercial & Engineering representatives and their internal

customer colleagues representing Production Operations.

Over the years we have also accumulated solid evidence that revisiting

the same exercise 2 to 3 years down the road of pursuing a robust and

relevant TPM programme- including EEM principles- that their scores drop

into the 5 to 11 range and even one or two in the 1 to 4 range.

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Appendix C

16 EEM Scoping Key Questions to address

Rate each of the 16 points below on a scale where rating of 1 = Poor,2 = Fair,

3= Adequate and 4=Very Good, 5=Excellent

It is a really sound idea to get the Commercial ,Engineering & Operations Teams to separately

rate each of the 16 Questions and then share the results and use the points of variation

(especially the 1’s,2’s and 3’s) to discuss the ‘why’s and hence the actions needed in going

forward to make them solid 4’s and 5’s

o Do we have a Site layout plan of the future installation including

services ?

o What are current/proposed key performance levels e.g. service levels, productivity, quality, cost delivery?

o What are the Project goals, timescale and projected expenditure on a

life cycle cost basis if possible. What are success factors on which the project will be judged. What are the commercial, engineering and operations drivers/problems that this project will address. What new opportunities will it provide.?

o How many employees will be involved in the project/operation

throughout each stage of its life. What are the working arrangements of the project team and proposed organisation. Also how will any transition be managed?

o What is the project organisation, roles and responsibility. (commercial,

engineering and operations). How will this develop through each project stage. How does this relate to the customer’s organisation and/or the proposed organisation for the future operation. How will the handover be organised?

o Do we have Flow chart of the main process including details of

bottleneck processes, inputs and outputs, critical components and those with known weaknesses/potential problems to be overcome?

o What is the capital approval/monitoring process and commercial

relationship between the vendors? How close is this to a win/win relationship. How much autonomy do the team have to amend/refine the project terms of reference?

o What are the ideal project team skills/competencies identified for the

project. How closely does the project team match those skills. How will the development needs of the project team members be met?

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o What systems are used to co-ordinate and control progress. Include meeting philosophy, reporting hierarchy, progress against plan, knowledge base update. Include examples of records of problems found overcome and outstanding?

o What problem solving/solution development methodologies have been

or are planned to be used. (With examples if available)? o What is the historic performance against the goal of flawless operation

from Day 1-for both the customer and organisations/functions involved in the project?

o What communication methods/process has or are planned to be used to explain, build ownership within existing/new operations?

o What are the continuous improvement goals for the new operation pre

and post day 1 production?

o What is the production and maintenance strategy/philosophy.(Including operability and maintainability)?

o What is the Technical engineering philosophy (including reliability,

safety, constructability ?

o What is the Commercial philosophy (including life cycle cost model structure and definition of customer needs/delight)?

23



Appendix D

The MORSE Check Lists

The Morse Check lists are a powerful series of 60 prompt Questions that are asked

under the headings of

Maintenance-15

Operations-18

Reliability-11

Safety and Environment-16

Before using this standard list, it is of course vitally important to review each statement

as part of the EEM Planning Day (see 4.1 above) and where necessary to amend it

using appropriate terminology and / or vocabulary for your particular business industry

During the 2 x Day EEM Practitioners Workshop as described in Appendix A above,

two multi –disciplined teams with members from Commercial, Engineering and

Operations

will apply the methodology in order to understand the Potential of EEM via the MORSE

Checklist as a Retrospective exercise carried out a on recently commissioned

equipment, by asking the question….

If Operators and Maintainers had been involved from the Concept

stage-would we have done things differently?

Against each of the 60 check points the teams use a Rating System on a scale 1 to

5,where

1= Poor (i.e. unacceptable-needs urgent attention now)

2 = Fair (i.e. identify improvement options to gain a 4 or 5 rating)

3 = Adequate (i.e. can it be further improved to a 4 ?)

4 = Very Good (i.e. what would make it excellent?)

5 = Excellent (i.e. this represents ‘Best Practice’)

Illustrated below in figures 10a and 10b, is an example of (in this case) the

Maintainability 16 check points template (similar templates exist for the Operability,

Reliability, Safety and Environment check points)

24



This is followed by Figures 11a and 11b which show the outputs of 2 x multidiscipline

teams on using the MORSE Checklists on two recently acquired Assets where they

have applied the ‘mind-set’ of If Operators and Maintainers had been involved from

the Concept stage-would we have done things differently?

The first team summarised that 70% of their ratings scored a 1,2 or 3

The second team score was 65% 1,2 or 3.

In both cases the results are striking in the sense of illustrating the potential power of

addressing c.60 very practical and relevant questions at the front-end design stage –

and not as here-retrospectively ‘in hindsight’.


DescriptionApplicable Score

CommentsYes No 1 - 5

1Have any visual aids been developed to

assist routine maintenance tasks

2

Are all spare parts details known, has

replacement, access been

improved/simulated

3Are correct tools available as required to

perform all activities listed in 2 above

4Are MTTR and MTBF details documented

for all replacement parts

5

Are all condition monitoring test points

identified and footprint details

documented

6Are difficult to access areas known with

plans to improve

7

Are all limit switches / solenoids etc

labelled to show what they control and

how identified

8Are all pressure gauges at eye level with

colour limits where possible/relevant

The MORSE (Maintainability) Checklist

(1 of 2)

1=Poor, 2=Fair, 3=Adequate, 4=Very Good, 5= Excellent

Figure 10a-Maintainability Check Points

25




DescriptionApplicable Score

CommentsYes No 1 - 5

9How long is the equipment c/over and set

up and adjustment time?

10

How frequently does the equipment need

adjusting or calibrating once in

production?

11Can we extend any maintenance intervals

or take out unnecessary tasks ?

12Can we move fixed internal PM’s to be

done based on condition checks?

13Can we use effective Condition

Monitoring checks to catch deterioration?

14 Are all junction boxes at eye level

15Are critical mounting bolts and nuts

marked to show any loosening

TOTALS

% SCORE

The MORSE (Maintainability) Checklist

(2 of 2)

1=Poor, 2=Fair, 3=Adequate, 4=Very Good, 5= Excellent

Figure 10b-Maintainability Check points


Maintainability (Ease of..) 30/75 40%

Operability (Ease of..) 29/70 41%

Reliability 28/50 56%

Safety & Environment 36/60 60%

Total Score 123/255 48%

No. with Rating of 1 poor 17 34%

No. with Rating of 2 fair 9 18% 52%

No. with Rating of 3 adequate 14 28% 70%

No. with Rating of 4 very good 10

No. with Rating of 5 excellent 1

Total No of applicable Check–

points

51

Summary Scores for Spiroflo Team

Figure 11a-Spiroflo Team Results

26




Maintainability (Ease of..) 30/65 46%

Operability (Ease of..) 37/85 44%

Reliability 41/55 75%

Safety & Environment 44/70 63%

Total Score 152/275 55%

No. with Rating of 1 poor 15 27%

No. with Rating of 2 fair 10 18% 45%

No. with Rating of 3 adequate 11 20% 65%

No. with Rating of 4 very good 11 20%

No. with Rating of 5 excellent 8 15%

Total No of applicable Check–

points

55

Summary Scores for SR 32 Team

Figure 11b-SR 32 Team Results

Documents

Total Productive Maintenance Article 8 - S A Partners€¦ · Total Productive Maintenance Article 8 ... TPM called Early Equipment Management-abbreviated to EEM and occasionally