dover - 9th reinventing maint - lean principles

7/31/2019 Dover - 9th Reinventing Maint - Lean Principles

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2012 Jerry Dover, P.Eng. Developing a Lean Maintenance StrategyFederated Press 9th Reinventing Maintenance


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Ex-army maintenanceofficer, improved myInfantry BattalionsVOR using Op Mtce

3

1stPlaceKeener!

I love this stuff:

budgets down,reliability upconsistently foralmost 20 years

Installed CMMS, purchasingprocedures, asset tracking,storeroom organization,training

Implemented TPM,planning andmaintainabilityeliminating myposition

Heck, I know what to do, right?


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1st Gen - reactive:

fix when broke

2nd Gen planned:

scheduledoverhauls, workscheduling

3rd Gen proactive:

predictive,reliability-centered

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

Is thisprogress?


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Heres mebrainstorming what IKNOW I needed to

implement: Ive doneit before!


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Need to demonstrate quick results to prove thatthings are under control

Hiring Freeze

Immediate maintenancespending controls

No worries, Illcreate a plan toget us to 3rdGeneration inno time at all!


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S

PENDING

TIME

TYPICAL IMPROVEMENT PROJECTS

Future state

Invest toimplementchanges

Currentstate


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S

PENDING

TIME

MANAGEMENT PLAN

Future state

Immediately

controlspending

Currentstate


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3rd Gen at risk ofgetting

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 componentstandardization PM reviews local regulatorycompliance

provincial regulatorycompliance federal regulatorycompliance

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


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Our MRO buyer (and futuremaintenance planner) decides to goon parental leave

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

Our most senior maintenancesupervisor leaves!


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Operations is reallyexcited about LeanManufacturing

Maybe some Leantools or principlescan be applied tomaintenance?

Lets get somebooks and give

it a go!


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Clear, simpleexplanations

Good productionexample

Easy to get startedright away


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Materials VALUE ADDEDto become Products

Information

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into ourworld ofrepairing

andmaintaining

things?

How do wetranslate atechnique

about

makingthings


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What is a unit ofproduction?

Who are our

customers?

What is inventory?Who are our

suppliers?


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Who has donethis before?

Lets find a trainingsession or conference


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Supplier Customer

Planning

CMMS

Scheduling RM CM PM

Analysis

Ops Schedule

Work Requests

Daily Schedule

MaintenanceCraft Hours

Reactive Call

Craft HoursAvailable

WO AwaitingPlanner WO Awaiting

Scheduler

75 hrs 120 hrs 80 hrs

.5 hrs .25 hrs 2 hrs

275 hrs

2.75 hrs

NVATime

ProcessTime

WO AwaitingTrades/Access


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

ProcessStep 1

ProcessStep 2

ProcessStep 3

ProcessStep 4

ProcessStep 5


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Internal vsExternal

VOICE OF THECUSTOMER

(VOC)

Stated vsUnstated

Needs

Critical ToQuality(CTQ)


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CCustomers

Internal vs

External

VOICE OF THECUSTOMER

(VOC)

Stated vsUnstated

Needs

Critical ToQuality(CTQ)

LogisticsTeam

ProductionTeam

Line

Reliability

Manufacturing

Predictability

FeedbackConfidence

Prompt ResponsesVisibility of Backlog

Quality of Work


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S

Suppliers

I

Inputs (X)

P

Process

O

Outputs (Y)

C

Customers

productionplanning TradesSchedule

WorkRequest productionschedules craft skills

CORRECTIVE MAINT

1. Review/prioritize

requests2. Immediate action if

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

TaskComplete RequesterUpdated Processcapacity

production planning supply chain

Input Metrics Process Metrics Output Metrics

Repair Requests craft time available

Waiting Time (age ofrequest) Backlog Qty/Time

Completion Rate Wrench Time


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

NotifyMaint

InvestigateLog the

fix

Enterinto

CMMS

ExecuteRepair

Signoff WO

Print andissueWO

Log thefix in

CMMS


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SSuppliers

IInputs

PProcess

OOutputs

CCustomers

TagandLog

InvestigateLog the

fixRemove

tagExecuteRepair


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Supplier CustomerRed Tag

Board

CM

Ops Schedule

Work Requests

Daily Schedule


Reactive Call

Craft Hours

Available

40 hrs

2 hrs 2.75 hrs ProcessTime


60 hrsNVATime

Planning

TagsAwaitingReview

20 hrs

.5 hrs

Scheduling

.25 hrs

Tags Waitingon the Board


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Customers CTQs:Prompt Responses

Visibility of BacklogQuality of Work

Very positive feedbackfrom operators,

supervisors, managers


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Define

Corrective,Preventive Maint

Measure

Wrench Time

Analyze

Planned vs Reactive

Improve

Process definitions,data collection

Control

Training,embedding in theculture


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Supplier Customer

WRLog

Scheduling RM CM PM

Ops Schedule

Work Requests

Daily Schedule


Reactive Call


WO AwaitingScheduler

500 hrs 40 hrs

.25 hrs 2 hrs 2.25 hrs ProcessTime


540 hrsNVATime


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Supplier Customer

Planning

CMMS

Scheduling RM CM PM

Analysis

Ops Schedule

Work Requests

Daily Schedule


Reactive Call


WO AwaitingPlanner WO Awaiting

Scheduler

hrs

hrs

NVATime

ProcessTime



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How can a CMMShelp the process?

What are the pitfallsto putting in theCMMS now?

Remember the lesson welearned: let the VOC leadus to the solution!


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2012 Jerry Dover P Eng Developing a Lean Maintenance Strategy 35

dover - 9th reinventing maint - lean principles

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