Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy
•Transferir como PPTX, PDF•
3 gostaram•1,183 visualizações
A description of our beginning steps as we learn how to apply Lean manufacturing principles to plant maintenance.
Recomendados
Recomendados
Mais conteúdo relacionado
Destaque
Destaque (10)
Último
Último (20)
Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy
- 1. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance
- 2. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 2
- 3. I love this stuff: Ex-army maintenance budgets down, officer, improved my reliability up consistently for Infantry Battalion’s almost 20 years VOR using Op Mtce Implemented TPM, Installed CMMS, purchasing 1st planning and procedures, asset Place Keener! maintainability tracking, storeroom eliminating my organization, training position Heck, I know what to do, right? © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 3
- 4. Is this progress? 1st Gen - reactive: 2nd Gen – planned: 3rd Gen – proactive: fix when broke scheduled predictive, overhauls, work reliability-centered scheduling 1800s 1950s 1960s 1980s 1990s 2000s © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 4
- 5. Here’s me brainstorming what I KNOW I needed to implement: I’ve done it before! © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 5
- 6. No worries, I’ll create a plan to get us to “3rd Hiring Freeze Generation” in no time at all! Immediate maintenance spending controls Need to demonstrate quick results to prove that things are under control © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 6
- 7. TYPICAL IMPROVEMENT PROJECTS Current state SPENDING Invest to implement changes Future state TIME © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 7
- 8. MANAGEMENT PLAN Current state SPENDING Future state Immediately control spending TIME © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 8
- 9. 3rd Gen – at risk of getting BLOATED? • work requests • PM instructions • provincial regulatory • work orders • purchase requisitions compliance • time sheets • asset hierarchies • federal regulatory • stock tickets • asset histories compliance • repair tags • service contracting • FMEA worksheets • work permits • warranty tracking • PdM routes and charts • log books • component • MTBF/MTTR tracking • calibration tags standardization • inventory count sheets • meter readings • PM reviews • failure reports • local regulatory • RCA forms compliance © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 9
- 10. Our most senior maintenance supervisor leaves! 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 © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 10
- 11. Operations is really Maybe some Lean excited about Lean tools or principles Manufacturing can be applied to maintenance? Let’s get some books and give it a go! © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 11
- 12. Clear, simple explanations Good production example Easy to get started right away © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 12
- 13. Information Materials – VALUE ADDED to become Products © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 13
- 14. How do we … into our translate a world of technique repairing about and making maintaining things … things? © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 14
- 15. Who are our What is a “unit of customers? production”? What is inventory? Who are our suppliers? © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 15
- 16. Who has done Let’s find a training this before? session or conference © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 16
- 17. Reactive Call Maintenance Craft Hours Ops Schedule Daily Schedule Supplier CMMS Customer Work Requests Craft Hours Available Analysis Planning Scheduling RM CM PM WO Awaiting Planner WO Awaiting WO Awaiting Scheduler Trades/Access NVA 75 hrs 120 hrs 80 hrs 275 hrs Time .5 hrs .25 hrs 2 hrs 2.75 hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 17
- 18. Suppliers Inputs Process Outputs Customers S I P O C Process Process Process Process Process Step 1 Step 2 Step 3 Step 4 Step 5 © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 18
- 19. Suppliers Inputs Process Outputs Customers S I P O C Log Emerg. Diagnose Repair Restart Book Call Fault Fault Line Entry © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 19
- 20. Suppliers Inputs Process Outputs Customers S I P O C VOICE OF THE Stated vs Critical To Internal vs CUSTOMER Unstated Quality External (VOC) Needs (CTQ) © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 20
- 21. Logistics Internal vs Team External Production Team VOICE OF THE Customers CUSTOMER Line Manufacturing C (VOC) Reliability Predictability Stated vs Unstated Confidence Feedback Needs Critical To Prompt Responses Quality Visibility of Backlog (CTQ) Quality of Work © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 21
- 22. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 22
- 23. Suppliers Inputs (X) Process Outputs (Y) Customers S I P O C • production • Work CORRECTIVE MAINT • Task • production planning Request 1. Review/prioritize Complete • planning • Trades • production requests • Requester • supply chain Schedule schedules 2. Immediate action if Updated • craft skills possible • Process 3. Plan/schedule tasks capacity 4. Execute tasks 5. Follow-up/Feedback Input Metrics Process Metrics Output Metrics • Repair Requests • Waiting Time (age of • Completion Rate • craft time available request) • Wrench Time • Backlog Qty/Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 23
- 24. Suppliers Inputs Process Outputs Customers S I P O C Notify Execute Log the Investigate Maint Repair fix Log the Print and Enter Sign into fix in issue off WO CMMS CMMS WO © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 24
- 25. Suppliers Inputs Process Outputs Customers S I P O C Tag Execute Log the Remove and Investigate Repair fix tag Log © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 25
- 26. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 26
- 27. Reactive Call Maintenance Craft Hours Ops Schedule Daily Schedule Red Tag Supplier Customer Board Work Requests Craft Hours Available Planning Scheduling CM Tags Awaiting Tags Waiting on the Board WO Awaiting Review Trades/Access NVA 20 hrs 40 hrs 60 hrs Time .5 hrs .25 hrs 2 hrs 2.75 hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 27
- 28. Customers’ CTQs: Prompt Responses Visibility of Backlog Quality of Work Very positive feedback from operators, supervisors, managers © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 28
- 29. Having the discipline to follow the process Being led by the VOC rather than “experience” © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 29
- 30. Define • Corrective, Preventive Maint Control Measure • Training, embeddin • Wrench Time g in the culture Improve Analyze • Process • Planned vs Reactive definitions, data collection © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 30
- 31. Suppliers Inputs (X) Process Outputs (Y) Customers S I P O C • production • Work CORRECTIVE MAINT • Task • production • planning Requests 1. Review and prioritize Complete • planning • PM • production requests • Uptime • supply chain Schedule schedules 2. Plan tasks • Process • craft skills 3. Assemble resources capacity 4. Schedule tasks 5. Execute tasks 6. Follow-up/Feedback Input Metrics Process Metrics Output Metrics • WR receipts • Scheduling Lag • Completion Rate • production schedules • Execution Time • Wrench Time • craft skills • Backlog Qty/Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 31
- 32. Reactive Call Maintenance Craft Hours Ops Schedule Daily Schedule WR Supplier Log Customer Work Requests Craft Hours Available Scheduling RM CM PM WO Awaiting Scheduler WO Awaiting Trades/Access NVA 500 hrs 40 hrs 540 hrs Time .25 hrs 2 hrs 2.25 hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 32
- 33. Reactive Call Maintenance Craft Hours Ops Schedule Daily Schedule Supplier CMMS Customer Work Requests Craft Hours Available Analysis Planning Scheduling RM CM PM WO Awaiting Planner WO Awaiting WO Awaiting Scheduler Trades/Access NVA hrs Time hrs Process Time © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 33
- 34. What are the pitfalls to putting in the CMMS now? Remember the lesson we How can a CMMS learned: let the VOC lead help the process? us to the solution! © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 34
- 35. © 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy” Federated Press – 9th Reinventing Maintenance 35
Notas do Editor
- So we’re starting where many of us have started: firefighting. Actually I chose a campfire, because this is not a manual, it’s a story about why we’re doing lean at this point. Give and Go is an industrial bakery company, less than 20 years old, with just over 1,000 employees in three facilities. The company grew rapidly for the first 12 years, then started to automate in a big way over the last three years. I’d say we’re now at the point where the demands of our technology are straining our people systems, and we need to evolve to really sustain the productivity gains.
- So to put it mildly, I came to this company thinking that I already had the prescription: you want to know what maintenance needs? Just ask me, I’ll tell you! In excruciating, geeky-boring detail! Been there, done that, this place is no different, OK?
- This is very normal: we expect to see increased costs temporarily, as an initial investment in people, tools and facilities eventually moves us to a lower-cost mode of operating in the long term.
- There was NO scope to increase costs – too many areas were over budget, and the maintenance departments were expected to pitch in – at the same time that we were expected to change and improve!
- Just to add to the fun, two of the key guys I’d rely on to drive both the message of austerity and to lead the charge, are gone.
- “Learning to See”, by Mike Rother and John Shook, is written as a workbook so you can start Value Stream Mapping right away.
- Value Stream Mapping is about understanding the real-world flow of MATERIALS and INFORMATIONMATERIALS flow from SUPPLIERS, through our PROCESSES, to our CUSTOMERSINFORMATION travels from our CUSTOMERS, through our management PROCESSES, to our SUPPLIERSWhat is the primary guiding principle of Lean? Simple: only do those things that your customer would be willing to pay for.
- We don’t make widgets, parts, assemblies. We deal in repair time, but hours can mean different things depending upon the task.
- First off, WHO ARE OUR CUSTOMERS? Is it simply production? Or are we PARTNERS with production, with our customer being the supply chain? Second, what is our product? Is it uptime, reliability, hours worked, jobs completed, failures avoided?From where does the demand for our “product” come? What is our inventory: backlogged Work Requests awaiting planning, backlogged Work Orders, or excess maintenance labour awaiting dispatching?
- Much like this session today, I went to a conference: MARTS, and attended a one-day workshop called “Value Stream Mapping for Maintenance”, put on by LAI Reliability Systems. We have not contracted LAI Reliability Systems to do any work for Give & Go, and they were very generous in sharing their methodologies and tools at the workshop. One of their approaches is to use Six Sigma tools like DMAIC to help organize their clients’ improvement activities.
- Here’s what a Value Stream Map for maintenance looks like, based on the idea of the “product” being skilled trades, or “craft” hours.Pretty crazy, right? Luckily, it starts with some basic building blocks.
- I interviewed people in production, logistics, sanitation, administration, engineering, product development. I wanted to know what they truly expected from the maintenance team. And it boiled down to two main themes: Predictability (stuff works when we want it to work), and Communications (we know the status of requests and ongoing maintenance work).
- Quick Repair Board: requests are written on the board, with a tag placed directly on the relevant machine. Every shift, the maintenance supervisor or lead hand reviews the board and plans to complete as many items as possible. The maintainer records when the job is done, but does NOT remove the tag – the originator verifies that their request was met, and then removes the tag and clears the board entry.
- We are mapping it now, to have an idea of how well we’re utilizing our tradesmen for this REACTIVE work.
- The repair board process demonstrates true Customer Focus. We are responding directly to what they stated they most wanted from maintenance. We’re not doing maintenance for the sake of maintenance, we’re doing “what the customer is willing to pay for”.
- Our next step is to review and model our PLANNED tasks: corrective and preventive maintenance.
- One goal of measuring the current state, is to justify the purchase of a CMMS based on how it will truly make us more efficient. We don’t want to get caught “serving the machine”, we need it to serve us!
- CMMS Pros: prioritizing, scheduling, inventory control, purchasing, asset histories, deeper analysesCMMS Cons: NVA data entry labour, automated paper generation, back office support work, hidden information