Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy

DEVELOPING A

LEAN MAINTENANCE STRATEGY

AT GIVE & GO PREPARED FOODS

© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance


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A CLASSIC MAINTENANCE STORY

Heavily reactive

Few

sys

tem

s in

pla

ce

History of failed

“projects of the month” Budget re

stri

ctio

ns

Two separate plants with their

own maintenance departments


Ex-army maintenance officer, improved my Infantry Battalion’s VOR using Op Mtce

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Where I come from …

1st PlaceKeene

r!

I love this stuff: budgets down, reliability up consistently for almost 20 years

Installed CMMS, purchasing procedures, asset tracking, storeroom organization, training

Implemented TPM, planning and maintainability eliminating my position

Heck, I know what to do, right?


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Maintenance Management Evolution – a Quick Review

1st Gen - reactive: fix when broke

2nd Gen – planned: scheduled overhauls, work scheduling

3rd Gen – proactive: predictive, reliability-centered

1800s 1950s 1960s 1980s 1990s 2000s

Is this progres

s?


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I attacked it with my “experience” …

Here’s me brainstorming what I KNOW I

needed to implement: I’ve done it before!


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Management Gave Me Some Conditions:

Need to demonstrate quick results to prove that things are under control

Hiring Freeze

Immediate maintenance spending controls

No worries, I’ll create a plan to get us to “3rd Generation” in no time at all!


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The Turning Point:What I Expected …

TYPICAL IMPROVEMENT PROJECTS

TIME

SP

EN

DIN

G

Future state

Invest to im-plement changes

Current state


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… and What I Was Given!

MANAGEMENT PLAN

TIME

SP

EN

DIN

G

Future state

Immediately control

spending

Current state


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And then I did a seriousReality Check

3rd Gen – at risk of getting

BLOATED?

• work requests• work orders• time sheets• stock tickets• repair tags• work permits• log books• calibration tags• meter readings• failure reports• RCA forms• PM instructions

• purchase requisitions• asset hierarchies• asset histories• service contracting• warranty tracking• component

standardization• PM reviews• local regulatory

compliance• provincial regulatory

compliance

• federal regulatory compliance

• FMEA worksheets• PdM routes and charts• MTBF/MTTR tracking• inventory count

sheets


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… And Then It Gets Better …

Our MRO buyer (and future maintenance planner) decides to go on parental leave

A few key products start heating up, driving 24/7 production on some lines

Our most senior maintenance supervisor leaves!


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A “New Approach™” is needed!

Operations is really excited about Lean Manufacturing

Maybe some Lean tools or principles can be applied to maintenance?

Let’s get some books and give it a go!


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Recommended Reading:

Clear, simple explanations

Good production example

Easy to get started right

away


What We Learned:

SuppliersCustomers

Materials – VALUE ADDED to become Products

Information

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One Challenge: it’s about Production and not Maintenance

… into our world of

repairing and

maintaining things?

How do we translate

a technique

about making

things …


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Questions for a Maintenance Team:

What is a “unit of production”?

Who are our customers?

What is inventory?Who are our suppliers?


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We Need to Learn More!

Who has done this before?

Let’s find a training session or conference


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What We Learned:

Supplier Customer

Planning

CMMS

Scheduling

RM CM PM

Analysis

Ops Schedule

Work Requests

Daily Schedule

Maintenance Craft Hours

Reactive Call

Craft Hours Available

WO Awaiting Planner

WO Awaiting

Scheduler

75 hrs 120 hrs 80 hrs

.5 hrs .25 hrs 2 hrs

275 hrs

2.75 hrs

NVA TimeProcess Time

WO Awaiting Trades/Access


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What We Learned: Starting to Map

SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Process

Step 1

Process

Step 2

Process

Step 3

Process

Step 4

Process

Step 5


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Emerg.

Call

Diagnos

e Fault

Repair

Fault

Restart

Line

Log Book Entry


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Internal vs

External

VOICE OF THE

CUSTOMER (VOC)

Stated vs Unstated

Needs

Critical To

Quality (CTQ)


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Defining Our Customers

CCustomers

Internal vs

External

VOICE OF THE

CUSTOMER (VOC)

Stated vs Unstated

Needs

Critical To

Quality (CTQ)

Logistics Team

Production Team

Line Reliability

Manufacturing Predictability

FeedbackConfidenc

e

Prompt ResponsesVisibility of Backlog

Quality of Work


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What Quick Hits Can We Get?


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Red Tag (Reactive) Process:

SSuppliers

IInputs (X)

PProcess

OOutputs (Y)

CCustomers

• production planning

• Trades Schedule

• Work Request

• production schedules

• craft skills

CORRECTIVE MAINT1. Review/prioritize

requests2. Immediate action

if possible3. Plan/schedule tasks4. Execute tasks5. Follow-up/Feedback

• Task Complete

• Requester Updated

• Process capacity

• production

• planning• supply

chain

Input Metrics Process Metrics Output Metrics

• Repair Requests• craft time

available

• Waiting Time (age of request)

• Backlog Qty/Time

• Completion Rate• Wrench Time


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Notify Maint

Investigate

Log the fix

Enter into

CMMS

Typical Reactive Process:

Execute

Repair

Sign off WO

Print and

issue WO

Log the fix

in CMMS


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Tag and Log

Investigate

Log the fix

Remove tag


Execute

Repair


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One “Quick Hit”


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Supplier CustomerRed Tag Board

CM

Ops Schedule

Work Requests

Daily Schedule


Reactive Call


40 hrs

2 hrs 2.75 hrs Process Time


60 hrsNVA Time

Planning

Tags Awaiting Review

20 hrs

.5 hrs

Scheduling

.25 hrs

Tags Waiting on the Board


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INITIAL RESULTS?Customers’ CTQs:Prompt Responses

Visibility of Backlog

Quality of Work

Very positive feedback from

operators, supervisors, managers


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THE TURNING POINTS?

Having the discipline to follow

the process Being led

by the VOC rather than “experience

”


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OUR NEXT STEPS:Define• Corrective,

Preventive Maint

Measure• Wrench Time

Analyze• Planned vs

Reactive

Improve• Process definitions,

data collection

Control• Training,

embedding in the culture


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More Mapping

SSuppliers

IInputs (X)

PProcess

OOutputs (Y)

CCustomers

• production

• planning• PM

Schedule

• Work Requests

• production schedules

• craft skills

CORRECTIVE MAINT1. Review and

prioritize requests2. Plan tasks3. Assemble

resources4. Schedule tasks5. Execute tasks6. Follow-up/Feedback

• Task Complete

• Uptime

• Process capacity

• production

• planning• supply

chain

Input Metrics Process Metrics Output Metrics

• WR receipts• production

schedules• craft skills

• Scheduling Lag• Execution Time• Backlog Qty/Time

• Completion Rate• Wrench Time


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Current State VSM

Supplier Customer

WR Log

Scheduling

RM CM PM

Ops Schedule

Work Requests

Daily Schedule


Reactive Call


WO Awaiting

Scheduler

500 hrs 40 hrs

.25 hrs 2 hrs 2.25 hrs Process Time


540 hrsNVA Time


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Future State VSM

Supplier Customer

Planning

CMMS

Scheduling

RM CM PM

Analysis

Ops Schedule

Work Requests

Daily Schedule


Reactive Call


WO Awaiting Planner

WO Awaiting

Scheduler hrs

hrs

NVA TimeProcess Time



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Further Questions to Ponder:

How can a CMMS help the process?

What are the pitfalls to putting in the CMMS now?

Remember the lesson we learned: let the VOC lead us to the solution!


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QUESTIONS?

[email protected]

http://arte-et-marte.blogspot.ca/

Technology

Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy