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What is Lean Manufacturing and how do we make it Lean Maintenance?
Lean Manufacturing revolutionizes our thinking for producing quality products.Industrial leaders imprint Lean on the hearts and minds of our people.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
Lean Manufacturing only addresses Maintenance at the equipment.Management of maintenance and maintenance processes remain untouched.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
What do we mean by ‘Lean’?SimplifyUse Less to do More
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What is Lean Manufacturing and how do we make it Lean Maintenance?
Some say Total Productive Maintenance is their application of Lean Manufacturing to Maintenance.Wrong!.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
TPM is also equipment focused neither touching maintenance management nor the maintenance processes.TPM does not employ Lean concepts nor strategies.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
We are missing the opportunity to apply the principles of Lean Manufacturing to significantly strengthen Maintenance.Smoothing production schedules directly transfers to maintenance scheduling.Disciplined maintenance schedules deliver 25% measured productivity gains.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
Why are many of us still in the ‘hoot and holler’ maintenance methodology?Why do we insist on equipment reliability but tolerate maintenance management process failures.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
Explore the principles of Lean Manufacturing and learn to apply these principles to Facilities Engineering and Maintenance Management.
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What is Lean Manufacturing and how do we make it Lean Maintenance?
We will look at concepts of Lean Manufacturing and apply them to Facilities Engineering and Maintenance Management.
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Concepts of Lean Manufacturing
1. Benchmarking2. Cells3. Five “S”4. Hosin Planning5. Just-in-Time6. Kaizen7. Seven Wastes
8. Kanban9. PDSA10. Lead Time11. Poka-Yoke12. Quality Function
Deployment13. Value
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1. Benchmarking – World Class Maintenance
Look for Best PracticesOn like equipmentIn the plant
In the company In the industryIn manufacturingIn the countryIn the world
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Benchmarking – Assessment
Maintenance Excellence Assessment from Maintenance Excellence Institute
Compare to Others.Compare to Self – Score Card.
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2. Cellular Manufacturing – Area Maintenance
People habitually assigned to an area know the area, its people, the supervision, and the equipment.The more they know the people and the equipment the more things get fixed before they break.
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Area Maintenance
It is possible to have both centralized maintenance and area maintenance.Also possible to have de-centralized maintenance if have centralized maintenance management.
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3. Five ‘S’
Sort – separate needed tools, parts, and instructions from unneeded materials.Simplify – arrange and identify parts and tools for ease of use.Scrub – cleanup Standardize –S ort, Simplify, and Scrub daily to maintain a workplace in perfect condition.Sustain – form the habit of always
following the first four S’s.
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Five ‘S’ – Micro-Audits
one machine one mechanicone work orderone jobone day
one type of workone location –tool cribone tool boxone partone type of parts
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4. Hoshin Planning
Where do you want to be in the future?How do you want to get there?When do you want to achieve your goal?Who will be involved in achieving the goals?Systematically explodes the Where’s, How’s, When’s, and Who’s throughout the entire organization.
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Describing, Specifying and Achieving World Class Maintenance
Each phase of the maintenance system is studied, evaluated, modified, and changes implemented.Who does strategic maintenance planning?
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Achieving World Class Maintenance –PURPOSE
The reason maintenance exists.To preserve, maintain, restore, and increase CAPACITY.Maintenance provides the platform for operations.
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Achieving World Class Maintenance –MISSION
Driving force for maintenance.Achieve Ultimate Capacity –challenge the restraints to be as productive as possible.
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Achieving World Class Maintenance –PRODUCT (1)
Preserve Capacity – to retain the capital investment.Ensure Total Availability – to operate whenever it is necessary.Create Absolute Reliability – to keep operating – constancy.Perfect Controllability – linear direct response operating controls.
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Achieving World Class Maintenance –PRODUCT (2)
Runnability – to operate without variation – consistency.Repair and Restore deteriorated capacity –return to expected capacity.Replace or Rebuild depleted capacity –recognize life cycle realities.
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Achieving World Class Maintenance –RESULTS
Total AvailabilityAbsolute ReliabilityPerfect ControllabilityFlawless RunnabilityGoverned Capacity
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Achieving World Class Maintenance –CUSTOMERS
Who buys & consumes our product?Who relates to the customer?Opportunities to influence the customerWhat can we do to influence the customer?
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Achieving World Class Maintenance –STAKEHOLDERS
Who are they?What do they want?What do they need?How do they measure success?
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Achieving World Class Maintenance –DELIVERY
What are the ways we deliver that result / product?Who produces the result /products?
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Achieving World Class Maintenance –CRITICAL SUCCESS FACTORS
Historical Keys to SuccessFuture Keys to SuccessStrategic Issues
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5. Just-in-Time or Competing on Time
waste eliminationprocess simplificationset-up and batch-size reductionparallel (rather than sequential) processinglayout redesign
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Just-in-Time – Key elements
FlowPullStandard Work (with standard in-process inventories)Takt Time
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Takt Time
The available production time divided by the rate of customer demand.
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Just-in-Time – Five-day Scheduling
Preventive / Predictive Maintenance –30 days out – 30%Outage, Projects – 30 days out – 10-20%One Week – by hour, by day, by name –100%One day out – by hour, by day, by day –100%Same day – revisions – less than 5%Last Week – statistics
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Just-in-Time – Five day Scheduling
Productivitynumber of jobs contracted goes down – contractors are laid off.work orders / mechanic goes up.$ materials put in place goes up.abandoned equipment is removed.nice to do jobs increases – lighting.
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Just-in-Time – Five day Scheduling
Increased productivity in 300 mechanic departments by 25%.One client was told to stop working – it was costing too much – the maintenance budget was inside production.
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6. Kaizen
Continuous, incremental improvement of an activity to create more Value with less Waste.
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7. Seven Wastes
overproduction ahead of demandwaiting for the next processing partunnecessary transport of materials over processing of parts due to poor tool and product designinventories more than the absolute minimumunnecessary movement by employees during the course of their workproduction of defective parts.
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Kaizen – Looking for the Lost (1)
By crewBy time of dayBy day of weekBy production lineBy area
By reasonMaintenance cycle timeMaintenance waiting timeProcessing rateCost
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Kaizen – Looking for the Lost (2)
Lost timeLost productDown TimePreventive maintenance
Predictive maintenanceHousekeepingLubricationFailed maintenance
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8. Kanban – One Machine at a time
Teams in will focus on improving Capacity of one machine at a time.These are study and implementation teams influencing one department.
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9. PDSA – plan, do, study, act – one machine
Production LossesProduction QualityProduction QuantityTime Loses and ReasonsOperating TolerancesHousekeepingPreventive Predictive
RunnabilityControllabilityManufacturer InstructionsOperator SkillsMechanic SkillsCrew Technical SkillsCrew Team SkillsCrew Quality Skills
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10. Lead Time – Age Work Orders
One client looked at this and found the time in the tank for a work order was less than two days. Too much capacity.Being responsive instills lethargy in production.
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11. Poka-Yoke
A mistake-proofing device or procedure to prevent a defect during order-taking or manufacture.
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Poka-Yoke – Work Order Effort (1)
Installing Planning and SchedulingBegan with IdentifyFirst Step in Maintenance ProcessWork Order
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Poka-Yoke – Work Order Effort (2)
Redesigned the formSet up metricsCreated templatesTrained the writersFed back metricsOnly when we rejected the work orders did the behavior change.
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12. Quality Function Deployment (1)
For maintenance, answer these questions:What causes quality?What detracts from quality?What are the variables or attributes that measure quality?How can we build a quality system?
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12. Quality Function Deployment (2)
For maintenance, answer these questions:What is appropriate to measure?What form should the feedback take?When and how to install the changes?When, where, and how to reinforce the changes?
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Quality Function Deployment
thin linebetween being disciplined to collect the history making the systems usefulbeing responsive to the needs of the client
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13. Value
A deliverable provided to a customer at the right time at an appropriate price, as defined in each case by the customer.
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Value Adding Work
preventive maintenancepredictive maintenancemanagement systemswork order systemsstores and partslubrication
integrating maintenance and production teamsscheduling maintenanceplanning maintenancemechanic skillssafety
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All this is based on BELIEFS (1)
Accomplish work in a safe, professional, quality mannerBe committed to keeping facilities & equipment safely producing quality & cost-effective products.Continuously focus on eliminating failure by fixing causes - not symptoms.Work on the right things in the right way.Do not patch; make permanent repairs.
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All this is based on BELIEFS (2)
Believe in teamwork and strive to be a contributing member of a winning team.Respect & trust other members.Be responsible & accountable for using resources wisely, effectively & respectfully.Address maintenance behavior that is incongruent with these values.
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Things to think about!
Are you fixing failures?Do you really believe that you can achieve ‘zero failures’?Do you know your maintenance status across 20 metrics?
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Things to think about!
One mechanic represents $833,333 in sales (for one dollar in revenue, assume 30% labor and 20% of that is maintenance).
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Things to think about!
Is that labor doing 40% of what it could be doing?25% hands-on versus 35%
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Things to think about!
For a mechanic to go to work, does the mechanic have:
Equipment ready and clean?Instructions?Equipment plans?Correct Tools?Sufficient time to do it right?Correct parts?Skill?
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