Dover 9th Reinventing Maint - Developing a Lean Maintenance Strategy
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Transcript of 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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
2
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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
Ex-army maintenance officer, improved my Infantry Battalion’s VOR using Op Mtce
3
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?
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
4
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?
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
5
I attacked it with my “experience” …
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
6
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!
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
7
The Turning Point:What I Expected …
TYPICAL IMPROVEMENT PROJECTS
TIME
SP
EN
DIN
G
Future state
Invest to im-plement changes
Current state
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
8
… and What I Was Given!
MANAGEMENT PLAN
TIME
SP
EN
DIN
G
Future state
Immediately control
spending
Current state
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
9
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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
10
… 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!
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
11
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!
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
12
Recommended Reading:
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
What We Learned:
SuppliersCustomers
Materials – VALUE ADDED to become Products
Information
13
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
14
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 …
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
15
Questions for a Maintenance Team:
What is a “unit of production”?
Who are our customers?
What is inventory?Who are our suppliers?
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
16
We Need to Learn More!
Who has done this before?
Let’s find a training session or conference
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
17
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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
19
What We Learned: Starting to Map
SSuppliers
IInputs
PProcess
OOutputs
CCustomers
Emerg.
Call
Diagnos
e Fault
Repair
Fault
Restart
Line
Log Book Entry
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
20
What We Learned: Starting to Map
SSuppliers
IInputs
PProcess
OOutputs
CCustomers
Internal vs
External
VOICE OF THE
CUSTOMER (VOC)
Stated vs Unstated
Needs
Critical To
Quality (CTQ)
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
22
What Quick Hits Can We Get?
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
24
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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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SSuppliers
IInputs
PProcess
OOutputs
CCustomers
Tag and Log
Investigate
Log the fix
Remove tag
Red Tag (Reactive) Process:
Execute
Repair
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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One “Quick Hit”
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
27
Red Tag (Reactive) Process:
Supplier CustomerRed Tag Board
CM
Ops Schedule
Work Requests
Daily Schedule
Maintenance Craft Hours
Reactive Call
Craft Hours Available
40 hrs
2 hrs 2.75 hrs Process Time
WO Awaiting Trades/Access
60 hrsNVA Time
Planning
Tags Awaiting Review
20 hrs
.5 hrs
Scheduling
.25 hrs
Tags Waiting on the Board
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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INITIAL RESULTS?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
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THE TURNING POINTS?
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
30
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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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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
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
32
Current State VSM
Supplier Customer
WR Log
Scheduling
RM CM PM
Ops Schedule
Work Requests
Daily Schedule
Maintenance Craft Hours
Reactive Call
Craft Hours Available
WO Awaiting
Scheduler
500 hrs 40 hrs
.25 hrs 2 hrs 2.25 hrs Process Time
WO Awaiting Trades/Access
540 hrsNVA Time
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
33
Future State VSM
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 hrs
hrs
NVA TimeProcess Time
WO Awaiting Trades/Access
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
34
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!
© 2012 Jerry Dover, P.Eng. “Developing a Lean Maintenance Strategy”Federated Press – 9th Reinventing Maintenance
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QUESTIONS?
http://arte-et-marte.blogspot.ca/