Professional Documents
Culture Documents
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What is Lean Manufacturing and how
do we make it Lean Maintenance?
LeanManufacturing 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’?
Simplify
Use Less to do More
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What is Lean Manufacturing and how
do we make it Lean Maintenance?
Somesay 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?
Wewill look at concepts of Lean
Manufacturing and apply them to
Facilities Engineering and
Maintenance Management.
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Concepts of Lean Manufacturing
1. Benchmarking 8. Kanban
2. Cells 9. PDSA
3. Five “S” 10. Lead Time
4. Hosin Planning 11. Poka-Yoke
5. Just-in-Time 12. Quality Function
6. Kaizen Deployment
7. Seven Wastes 13. Value
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1. Benchmarking – World Class
Maintenance
Look for Best In the company
Practices In the industry
On like In manufacturing
equipment In the country
In the plant In the world
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Benchmarking – Assessment
MaintenanceExcellence 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
Itis 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 type of work
one mechanic one location –
one work order tool crib
one job one tool box
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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 Availability
Absolute Reliability
Perfect Controllability
Flawless Runnability
Governed Capacity
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Achieving World Class Maintenance –
CUSTOMERS
Who buys & consumes our
product?
Who relates to the customer?
Opportunities to influence the
customer
What 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 Success
Future Keys to Success
Strategic Issues
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5. Just-in-Time or Competing on
Time
waste elimination
process simplification
set-up and batch-size reduction
parallel (rather than sequential)
processing
layout redesign
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Just-in-Time – Key elements
Flow
Pull
Standard 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
Productivity
number 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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Waste
Any activity that consumes resources
but creates no Value.
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7. Seven Wastes
overproduction ahead of demand
waiting for the next processing part
unnecessary transport of materials
over processing of parts due to poor tool and
product design
inventories more than the absolute minimum
unnecessary movement by employees during
the course of their work
production of defective parts.
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Kaizen – Looking for the Lost (1)
By crew By reason
By time of day Maintenance
By day of week cycle time
By production Maintenance
line waiting time
By area Processing rate
Cost
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Kaizen – Looking for the Lost (2)
Lost time Predictive
Lost product maintenance
Down Time Housekeeping
Preventive Lubrication
maintenance Failed
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 Losses Runnability
Production Quality Controllability
Production Quantity Manufacturer
Time Loses and Instructions
Reasons Operator Skills
Operating Mechanic Skills
Tolerances Crew Technical
Housekeeping Skills
Preventive Crew Team Skills
Predictive Crew 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)
InstallingPlanning and Scheduling
Began with Identify
First Step in Maintenance Process
Work Order
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Poka-Yoke – Work Order Effort (2)
Redesigned the form
Set up metrics
Created templates
Trained the writers
Fed back metrics
Only 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 line
between being disciplined to collect the
history
making the systems useful
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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 integrating
maintenance maintenance and
production teams
predictive
scheduling
maintenance
maintenance
management systems
planning
work order systems maintenance
stores and parts mechanic skills
lubrication safety
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All this is based on BELIEFS (1)
Accomplish work in a safe, professional,
quality manner
Be 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!
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Things to think about!
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Things to think about!
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Things to think about!
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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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Things to think about!
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Good Luck in getting Lean