What is Lean Manufacturing and how do we make it Lean Maintenance? Lee A. Peters, C.P.E., F.ASCE

Transcription

1 What is Lean Manufacturing and how do we make it Lean Maintenance? Lee A. Peters, C.P.E., F.ASCE

2 What is Lean Manufacturing and how do we make it Lean Maintenance? Lean Manufacturing revolutionizes our thinking for producing quality products. Industrial leaders imprint Lean on the hearts and minds of our people. 2

3 What is Lean Manufacturing and how do we make it Lean Maintenance? Lean Manufacturing only addresses Maintenance at the equipment. Management of maintenance and maintenance processes remain untouched. 3

4 What is Lean Manufacturing and how do we make it Lean Maintenance? What do we mean by Lean? Simplify Use Less to do More 4

5 What is Lean Manufacturing and how do we make it Lean Maintenance? Some say Total Productive Maintenance is their application of Lean Manufacturing to Maintenance. Wrong!. 5

6 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. 6

7 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. 7

8 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. 8

9 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. 9

10 What is Lean Manufacturing and how do we make it Lean Maintenance? We will look at concepts of Lean Manufacturing and apply them to Facilities Engineering and Maintenance Management. 10

11 Concepts of Lean Manufacturing 1. 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 Deployment 13. Value 11

12 1. Benchmarking World Class Maintenance Look for Best Practices On like equipment In the plant In the company In the industry In manufacturing In the country In the world 12

13 Benchmarking Assessment Maintenance Excellence Assessment from Maintenance Excellence Institute Compare to Others. Compare to Self Score Card. 13

14 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. 14

15 Area Maintenance It is possible to have both centralized maintenance and area maintenance. Also possible to have de-centralized maintenance if have centralized maintenance management. 15

16 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. 16

17 Five S Micro-Audits one machine one mechanic one work order one job one day one type of work one location tool crib one tool box one part one type of parts 17

18 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. 18

19 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? 19

20 Achieving World Class Maintenance PURPOSE The reason maintenance exists. To preserve, maintain, restore, and increase CAPACITY. Maintenance provides the platform for operations. 20

21 Achieving World Class Maintenance MISSION Driving force for maintenance. Achieve Ultimate Capacity challenge the restraints to be as productive as possible. 21

22 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. 22

23 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. 23

24 Achieving World Class Maintenance RESULTS Total Availability Absolute Reliability Perfect Controllability Flawless Runnability Governed Capacity 24

25 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? 25

26 Achieving World Class Maintenance STAKEHOLDERS Who are they? What do they want? What do they need? How do they measure success? 26

27 Achieving World Class Maintenance DELIVERY What are the ways we deliver that result / product? Who produces the result /products? 27

28 Achieving World Class Maintenance CRITICAL SUCCESS FACTORS Historical Keys to Success Future Keys to Success Strategic Issues 28

29 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 29

30 Just-in-Time Key elements Flow Pull Standard Work (with standard inprocess inventories) Takt Time 30

31 Takt Time The available production time divided by the rate of customer demand. 31

32 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 32

33 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. 33

34 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. 34

35 6. Kaizen Continuous, incremental improvement of an activity to create more Value with less Waste. 35

36 Waste Any activity that consumes resources but creates no Value. 36

37 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. 37

38 Kaizen Looking for the Lost (1) By crew By time of day By day of week By production line By area By reason Maintenance cycle time Maintenance waiting time Processing rate Cost 38

39 Kaizen Looking for the Lost (2) Lost time Lost product Down Time Preventive maintenance Predictive maintenance Housekeeping Lubrication Failed maintenance 39

40 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. 40

41 9. PDSA plan, do, study, act one machine Production Losses Production Quality Production Quantity Time Loses and Reasons Operating Tolerances Housekeeping Preventive Predictive Runnability Controllability Manufacturer Instructions Operator Skills Mechanic Skills Crew Technical Skills Crew Team Skills Crew Quality Skills 41

42 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. 42

43 11. Poka-Yoke A mistake-proofing device or procedure to prevent a defect during order-taking or manufacture. 43

44 Poka-Yoke Work Order Effort (1) Installing Planning and Scheduling Began with Identify First Step in Maintenance Process Work Order 44

45 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. 45

46 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? 46

47 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? 47

48 Quality Function Deployment thin line between being disciplined to collect the history making the systems useful being responsive to the needs of the client 48

49 13. Value A deliverable provided to a customer at the right time at an appropriate price, as defined in each case by the customer. 49

50 Value Adding Work preventive maintenance predictive maintenance management systems work order systems stores and parts lubrication integrating maintenance and production teams scheduling maintenance planning maintenance mechanic skills safety 50

51 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. 51

52 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. 52

53 Things to think about! Are you fixing failures? Do you really believe that you can achieve zero failures? Do you know your maintenance status across 20 metrics? 53

54 Things to think about! One mechanic represents $833,333 in sales (for one dollar in revenue, assume 30% labor and 20% of that is maintenance). 54

55 Things to think about! Is that labor doing 40% of what it could be doing? 25% hands-on versus 35% 55

56 Things to think about! What would you do with 40% more mechanics? 56

57 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? 57

58 Things to think about! What is stopping you from Lean Maintenance? 58

59 Good Luck in getting Lean