1. Principles of Lean Maintenance Sponsored by:

2. Todays Webcast Sponsor: 3. Learning Objectives: 1. History of Lean 2. Link from Lean to Maintenance 3. Tools of Lean Maintenance 4. Process for a Lean Pursuit 4. Technical Questions and Support Technical problems? Click on the Question Mark Symbol on the upper right hand corner of your screen, where you will be directed to a list of system checks If you are experiencing issues with your slides or audio please refresh your browser, or click the Refresh Media button directly under the presenters headshot You can control the volume settings of this webcast by adjusting the volume on your computer, or by adjusting the volume on the webcast platform If you need a technician, type a message into the Ask a Question box and someone will get to you as quickly as possible. Individual technical questions will be answered in the Answered Questions section on the left hand side of your screen 5. Shon Isenhour CMRP, Director of Education, Allied Reliability Group Bob Vavra Content Manager and Moderator, Plant Engineering Speakers 6. Lean Maintenance and Reliability Increase Flow & Reduce Waste Mr. Shon Isenhour, CMRP CMP www.ReliabilityNow.com 7. Outline The Evolution of Lean The Heart of Lean 5S Muda Kaizen Poka Yoke Overall Lean Objectives 8. The Evolution of Lean Who was the first person to talk about increasing profits without increasing revenue? Benjamin Franklin 9. The Evolution of Lean Invented the concept of Interchangeable parts and assembly lines while producing rifles? Eli Whitney 10. The Evolution of Lean Invented the concept of Standardized Work and Time Studies Frederick Taylor 11. The Evolution of Lean Invented the concept of Process Charts and Motion Studies Frank Gilbreth 12. The Evolution of Lean The father of manufacturing strategy. Referenced Benjamin Franklin as inspiration in his 2 books, My Life and Work and Today and Tomorrow. Had a passion around the elimination of waste (specifically wasted time). Henry Ford 13. The Evolution of Lean The Fathers of Total Quality Management and Statistical Process Control W. Edwards Deming J.M. Juran 14. The Evolution of Lean CEO and Chairman of Toyota Studied at The Ford Motor Company Brought Toyota into profitability Eiji Toyoda 15. The Evolution of Lean Toyotas Chief Engineer Studied at The Ford Motor Company Conceptualized the pull system (kanban) from observing American supermarkets. Taichi Ohno 16. The Evolution of Lean Consulting Engineer to Toyota Poka-Yoke Single Minute Exchange of Dies (SMED) Shigeo Shingo 17. Confused We dont have the time or resources to work on a reliability improvement initiative right now as we are too busy implementing Lean. We dont need that reliability stuffweve got Lean and thats all we need. 18. Unification Theory Unified Field Theory Attractive forces are all the same Gravitation Weak Nuclear Force Strong Nuclear Force Electromagnetic Force Unified Reliability Theory Essential portion of all improvement strategies are all the same Lean Reliability Six Sigma 19. Mura Muri MudaHansei Kaizen Yokoten The Heart of LEAN Undesirable condition is found in the system This condition leads to extra work or extra effort The extra work is wasted effort and must be eliminated Accountability for the error and responsibility for correction is taken The system is changed to prevent the variation from recurring Spread what has been learned to other areas 20. Lean to Reliability to Operational Excellence 21. Lean Maintenance & Reliability Model 22. The 8 Wastes of Lean Maintenance and Reliability Defects impacting asset health Overtime Work execution delays Non-Value Adding Preventive Maintenance Tasks Technology underutilization Inventory overages and slow-movers Material defects Errors in Process, People and Procedures 23. 5S Seiri Sort (tidiness and/or organize) The workplace is rid of anything that is unnecessary. Seiton Straighten (orderliness) The workplace must be arranged in a systematic manner that will encourage efficiency and will reduce unnecessary travel and/or motion. Seiso Shine also Scrub (cleanliness) Machines must be kept clean making leaks and other defects more easily recognized. Seiketsu Standardize Everyone maintains the same basic standards for cleanliness in the workplace. Shitsuke Systematize, Sustain Maintaining a culture of discipline. Workplace standards are maintained day after day. Once attained, the workplace is kept safe and efficient. 24. 5S Numbers Game 25. Without 5S Starting from 1, how high can you count the numbers from 1 to 30 in 15 seconds? 26. Sort - Remove what is not needed Now, how high can you count the numbers from 1 to 30 in 15 seconds? 27. Simplify - Organize Now, how high can you count the numbers from 1 to 30 in 15 seconds? 28. Standardize Put in order Now, how easy can you count the numbers from 1 to 30 in 15 seconds? 29. Sustain - Whats Missing? See how easy it is to recognize abnormalities and Sustain when you use the 5S Process. 30. A Comparison of 5S & PME 5S PME Organized: Distinguish between the less essential and the necessary.1 Seiri Separate Step 1: Eliminate all non-value added tasks from the PM. Neat: Put things where they best meet their functional purpose. 1 Seiton Straighten Step 2: Reassign appropriate tasks to operations or to lubrication routes. Clean: Inspect for and eliminate waste, dirt and damage.1 Seiso Scrub Step 3: Eliminate all tasks that do not directly address a specific failure mode. Standardized: Maintain known, agreed upon conditions.1 Seiketsu Standardize Step 4: Ensure all remaining tasks follow a standardized format including clear definition, specific steps, necessary safety warnings, appropriate tools and required parts. Disciplined: Practice the habit of doing what is required even if its difficult.1 Shitsuke Systematize Step 5: Make sure all tasks are quantitative in nature with specific, measurable activities detailing nominal measurements with minimum and maximum allowable limits. 1 A Second Look At 5S, James Van Patten, Quality Progress, October 2006 31. PM Evaluation Break each Sample PM into Tasks Total PM Tasks and Man-Hours Categorize PM Task Recommendations 32. PM Evaluation - Categorize PM Recommendations PM Task Action Recommendation # of Tasks % of Tasks Man-Hours Represented Non-Value Added (Delete) 1,640 8.2% 6,661 Reassign to Operator Care 1,380 6.9% 5,605 Reassign to Lube Route 2,856 14.3% 11,600 Replace with PdM 6,437 32.2% 28,222 Re-Engineer 5,200 26.0% 26,221 No Modifications Required 2,487 10.4% 8,987 Totals 20,000 100.0% 87,297 Source: Allied assessment at a Steel Mill 33. Muda #1 Over Production Lean Definition: Making more than what is needed or making it earlier than needed Reliability Application: Over-maintenance Elimination Strategy Develop a deeper understanding of the true nature of the equipments failure patterns and adjust the maintenance strategy to match. 34. Muda #2 - Transportation Lean Definition: Moving products farther than is minimally required. Reliability Application: Excessive side trips by crafts personnel during work execution Elimination Strategy Improved maintenance job planning and improved job plan procedures. Create an accurate Bill of Materials for each asset. Insure parts are stored, maintained and transported in a manner that does not reduce their life cycle. Use CBM technologies to help troubleshooting 35. Muda #3 - Waiting Lean Definition: Products waiting on the next production step, or people waiting for work to do. Maintenance and Reliability Application: Instead of people waiting for work to do, it is people waiting to do work. The job is planned and may in fact be planned well, but the timing with operations was poorly coordinated. The inter- functional coordination was non-existent or at best disconnected. Elimination Strategy Inter-departmental communication and coordination must rise to the top of the list of priorities. 36. Muda #4 - Inventory Lean Definition: Having more inventory than is minimally required. Excess Inventory. Deadliest type of waste. Maintenance and Reliability Application: Organizations who continue to operate in a reactive manner, never know what is going to break next. And as such, a large amount of spare parts need to warehoused on-site or nearby for the next emergency. Elimination Strategy Implement inspection strategies that detect defects earlier and thus allow more time to respond.. 37. Muda #5 - Motion Lean Definition: People moving or walking more than minimally required. Maintenance and Reliability Application: Poor Wrench Time Troubleshooting Poor Craft Skills creates rework Elimination Strategy Improved Planning Better inspection methods Improved procedures and improved craft skills 38. Work Sampling It might look something like this. . . 39. Removing the Waste Activity Internal External Change or Improve Receiving Instructions Yes Yes Flow of Information; Procedures Obtaining Tools & Materials Yes Yes 5S; Material Flow; Standard Work Travel Yes No 5S; Standard Work Coordination Delays Yes Yes 5S; Standard Work Late Start/Early Quit Yes Yes Performance & Reward System Idle Time at Job Site Yes Yes Material Flow Authorized Breaks Yes No Teamwork; Standard Work Excessive Personal Time Yes Yes Performance & Reward System Active Repair Time No Yes 5S; Workflow; Design Features; Standard Work 40. Muda #6 Processing Itself Lean Definition: Stand alone processes that are not linked to upstream or downstream processes. Not combining tasks to simplify the process Essentially, processing itself = process simplification Maintenance and Reliability Application: Overly complex design No standardization of parts across like machines Elimination Strategy Maintainability and parts standardization must become a major focus of design/redesign efforts. 41. Muda #7 Defects Lean Definition: The effort involved in inspecting for and eliminating defects. Maintenance and Reliability Application: For maintenance, defects are the deadliest type of waste. It is not the presence of defects that plague an organization, it is how that organization deals with those defects. Elimination Strategy Immediately begin the planning process to deal with the defect and then identify and eliminate the root cause of the problem. 42. Organizationally Focused on Eliminating Defects OEE + Losses = Total Cost of Production Store Operate Defects Defects Defects Rate, Quality, & Downtime Losses Buy Defects Install/ Startup Defects Maintain Defects Adaptation of model originally published by The RM Group Inc Knoxville, TN. Used with permission from Ron Moore. Overall Equipment Effectiveness Design 43. P-F Curve 44. Muda #8 - Safety Lean Definition: Unsafe work areas creates lost work hours and expenses. Maintenance and Reliability Application: A decrease in emergency repairs always results in a decrease in safety incidents. Elimination Strategy And an increase in reliability has proven time and time again to produce a decrease in injury rates. 45. Reliability (OEE) Impact on Safety Source: Ron Moore, Making Common Sense Common Practice. 46. Muda #9 - Information Lean Definition: The age of electronic information and enterprise resource planning systems (ERP) requires current / correct master data details. Maintenance and Reliability Application: Machinery configuration and component attribute data needs to be correct. All labor and materials should be captured on the correct work order. Elimination Strategy A culture of information discipline must be fostered 47. Kaizen Not an eventbut an attitude the willingness to constantly pursue improvement one small step at a time. Not big projects or major initiatives, but tiny changes every single day Gentle pressure, relentlessly applied 48. Pursuing Lean Maintenance & Reliability Identify the Process VSM, Process Plots, Six Sigma, Work Sampling Study, etc. Identify Waste Muda Non-value Added Tasks Convert Waste to Value-Added Work or Eliminate Document New Process Create Standard Work (e.g. Effective Work Procedures) Continually Improve Everything Daily Management Monitor Progress Track Process Lead Time 49. Thank You! Questions? Shon Isenhour CMRP www.ReliabilityNow.com 843-810-4446 50. Shon Isenhour CMRP, Director of Education, Allied Reliability Group Bob Vavra Content Manager and Moderator, Plant Engineering Speakers 51. Thanks to Todays Webcast Sponsor: 52. Principles of Lean Maintenance Sponsored by: