What is Lean Manufacturing and How Do We Make It Lean Maintenance
Transcript of What is Lean Manufacturing and How Do We Make It Lean Maintenance
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What is Lean Manufacturing andhow do we make it LeanMaintenance?
Lee A. Peters, C.P.E., F.ASCE
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What is Lean Manufacturing and howdo we make it Lean Maintenance?Lean Manufacturing revolutionizes
our thinking for producing qualityproducts.
Industrial leaders imprint Lean on
the hearts and minds of our people.
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What is Lean Manufacturing and howdo we make it Lean Maintenance?Lean Manufacturing only addresses
Maintenance at the equipment.
Management of maintenance and
maintenance processes remainuntouched.
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What is Lean Manufacturing and howdo 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 howdo we make it Lean Maintenance?Some say Total Productive
Maintenance is their application ofLean Manufacturing to
Maintenance. Wrong!.
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What is Lean Manufacturing and howdo we make it Lean Maintenance?TPM is also equipment focused
neither touching maintenancemanagement nor the maintenance
processes.TPM does not employ Lean
concepts nor strategies.
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What is Lean Manufacturing and howdo we make it Lean Maintenance?We are missing the opportunity to apply
the principles of Lean Manufacturing tosignificantly strengthen Maintenance.
Smoothing production schedulesdirectly transfers to maintenancescheduling.
Disciplined maintenance schedulesdeliver 25% measured productivitygains.
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What is Lean Manufacturing and howdo we make it Lean Maintenance?Why are many of us still in the
hoot and holler maintenancemethodology?
Why do we insist on equipmentreliability but tolerate maintenance
management process failures.
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What is Lean Manufacturing and howdo we make it Lean Maintenance?Explore the principles of Lean
Manufacturing and learn to applythese principles to Facilities
Engineering and MaintenanceManagement.
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What is Lean Manufacturing and howdo we make it Lean Maintenance?We will look at concepts of Lean
Manufacturing and apply them toFacilities Engineering and
Maintenance Management.
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Concepts of Lean Manufacturing1. Benchmarking
2. Cells
3. Five S
4. Hosin Planning
5. Just-in-Time
6. Kaizen
7. Seven Wastes
8. Kanban
9. PDSA
10. Lead Time
11. Poka-Yoke
12. Quality Function
Deployment13. Value
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1. Benchmarking World ClassMaintenanceLook for Best
PracticesOn like
equipment In the plant
In the company
In the industry In manufacturing
In the country In the world
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Benchmarking AssessmentMaintenance Excellence Assessment
from Maintenance ExcellenceInstitute
Compare to Others.Compare to Self Score Card.
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2. Cellular Manufacturing AreaMaintenancePeople habitually assigned to an
area know the area, its people, thesupervision, and the equipment.
The more they know the peopleand the equipment the more things
get fixed before they break.
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Area MaintenanceIt is possible to have both
centralized maintenance and areamaintenance.
Also possible to have de-centralizedmaintenance if have centralized
maintenance management.
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3. Five SSort 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 perfectcondition.
Sustain form the habit of alwaysfollowing the first four Ss.
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Five S Micro-Auditsone machine
one mechanic
one work order
one job
one day
one type of work
one location tool crib
one tool boxone part
one type of parts
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4. Hoshin PlanningWhere 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 thegoals?
Systematically explodes the Wheres,
Hows, Whens, and Whos throughoutthe entire organization.
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Describing, Specifying and AchievingWorld Class MaintenanceEach 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 PURPOSEThe reason maintenance exists.
To preserve, maintain, restore, and
increase CAPACITY.
Maintenance provides the platform
for operations.
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Achieving World Class Maintenance MISSIONDriving 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 keepoperating constancy.
Perfect Controllability linear directresponse 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 RESULTSTotal Availability
Absolute Reliability
Perfect Controllability
Flawless Runnability
Governed Capacity
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Achieving World Class Maintenance CUSTOMERSWho buys & consumes our
product?Who relates to the customer?
Opportunities to influence thecustomer
What can we do to influence thecustomer?
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Achieving World Class Maintenance STAKEHOLDERSWho are they?
What do they want?
What do they need?
How do they measure success?
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Achieving World Class Maintenance DELIVERYWhat are the ways we deliver that
result / product?
Who produces the result /products?
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Achieving World Class Maintenance CRITICAL SUCCESS FACTORSHistorical Keys to Success
Future Keys to Success
Strategic Issues
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5. Just-in-Time or Competing onTimewaste elimination
process simplification
set-up and batch-size reduction
parallel (rather than sequential)
processing
layout redesign
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Just-in-Time Key elementsFlow
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 customerdemand.
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Just-in-Time Five-day SchedulingPreventive / 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 SchedulingProductivity
number of jobs contracted goesdown 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 SchedulingIncreased productivity in 300
mechanic departments by 25%.
One client was told to stop working
it was costing too much themaintenance budget was inside
production.
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6. KaizenContinuous, incremental
improvement of an activity tocreate more Value with less Waste.
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WasteAny 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 duringthe course of their work
production of defective parts.
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Kaizen Looking for the Lost (1)By crew
By time of dayBy day of week
By productionline
By area
By reason
Maintenancecycle time
Maintenancewaiting time
Processing rateCost
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Kaizen Looking for the Lost (2)Lost time
Lost product
Down Time
Preventive
maintenance
Predictive
maintenanceHousekeeping
Lubrication
Failed
maintenance
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8. Kanban One Machine at a timeTeams in will focus on improving
Capacity of one machine at a time.These are study and
implementation teams influencingone department.
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9. PDSA plan, do, study, act onemachine Production Losses
Production Quality Production Quantity
Time Loses and
Reasons Operating
Tolerances
Housekeeping
PreventivePredictive
Runnability
Controllability Manufacturer
Instructions
Operator Skills Mechanic Skills
Crew Technical
Skills
Crew Team Skills
Crew Quality Skills
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10. Lead Time Age Work OrdersOne client looked at this and found
the time in the tank for a workorder was less than two days. Too
much capacity.Being responsive instills lethargy in
production.
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11. Poka-YokeA mistake-proofing device or
procedure to prevent a defectduring order-taking or
manufacture.
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Poka-Yoke Work Order Effort (1)Installing Planning 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 metricsCreated templates
Trained the writersFed back metrics
Only when we rejected the workorders 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 Deploymentthin line
between being disciplined to collect thehistory
making the systems useful
being responsive to the needs of the client
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13. ValueA deliverable provided to a customer
at the right time at an appropriateprice, as defined in each case by
the customer.
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Value Adding Work preventive
maintenance predictive
maintenance
management systems
work order systems
stores and parts lubrication
integratingmaintenance andproduction teams
schedulingmaintenance
planningmaintenance
mechanic skills safety
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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 usingresources wisely, effectively &respectfully.
Address maintenance behavior that isincongruent with these values.
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Things to think about!Are you fixing failures?
Do you really believe that you canachieve zero failures?
Do you know your maintenancestatus across 20 metrics?
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Things to think about!One mechanic represents
$833,333 in sales (for one dollarin 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!What would you do with 40% more
mechanics?
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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!What is stopping you from Lean
Maintenance?
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Good Luck in getting Lean