Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Content
Some Myths and Realities of Implementing Sustainable
Maintenance Best Practice
Securing Management Commitment
The 3x Essential Ingredients
Creating the Master Plan & Roll-out
Audit & Review Processes
Case Studies & Conclusions
Lean Principles
1A
1A1A
1A
1B
1B
Order
1C
2E
2D
2D
Inventory
Inventory
management
Batch
documentat
ion
Production
plan
Batch
Documenta
tion
Batch
documentat
ion
2
2
Shape
Produce to Machining cell Queue of
Batches forecast
Castings
Empty Kanban
space is signal
to Produce
Quality issues
dealt with
immediately
Less inventory in
the process
Less Coordination
1
1C
1C
DEMAND
PULL
2
2
Lean Impact on
Maintenance
Waiting
7.
Excessive transportation
6.
Inappropriate processing
5.
Unnecessary inventory
4.
Quality Defects
3.
Optimise
Process
Overproduction
2.
Stabilise
Process
Unnecessary motion
48/63=76%
1.
Overproduction
2.
3.
4.
5.
Unnecessary motion
3
(14/21)
3
(16/21)
3
18/21)
Waiting
7.
Excessive transportation
6.
Inappropriate processing
Optimise
Process
Unnecessary inventory
Stabilise
Process
Quality Defects
Improve
Value
(QCD)
Plant 1
Plant 2
Plant 3
Average (k)
A. Improve
Reliability
B. Reduce
Lean Wastes
A+B = Impact of
Lean
Maintenance
135.02
285.04
391.30
270.45
18%
85.01
196.27
865.11
382.13
25%
220.03
481.31
1,256.41
652.58
43%
Maintenance
Reduction of Lean
Wastes is worth
25% of the total
benefits from Lean
Manufacturing
Lean
Lean
Manufacturing Manufacturing
Potential without Potential with
Lean
Lean
Maintenance
Maintenance
285.04
505.06
570.07
1,051.38
1,696.46
2,952.87
850.52
1,503.10
57%
100%
Lean Maintenance
impacts on more
than 40% of the
total benefits from
Lean Manufacturing
1.
2.
3.
4.
5.
PROGRAMME - IMPLEMENTATION
Secure Management Commitment
SM
Buy-in
W/S
Scoping
Study
4 Day Launch
Workshop/
Initial
Training
Milestones 1-4
Feedback
Mgt
Review
2 - 6 Months
1 Month
Pilot Process
7-24 Months +
Roll-Out Evolution
Business Drivers
Profitability (Cost/Kg)
Cash Flow
Inventory Reduction
Conversion Cost
Staff Involvement in CI
Countermeasures
No Training Time
Culture
4.
5.
6.
W orld Class
Perform ance in M BP
4.
OUR K EY ACTI VI TI ES:
*M easure P erform ance & Set Targets
*Train, Coach & Educate
5.
TO ENCOUR AGE THI S:
*Support & Audit
*Share Success & Best P ractice
*R egular Engineering R eview
*Show & Sell Benefits
*Training R oom Facility
6.
TO DELI VER THI S:
*Continually R em ind M anagem ent
*K eep M BP on the Agenda
*Benchm ark Across & Outside
W orld Class
Perform ance in M BP
Making your Plant a World Class Facility. Where the Future Drivers are:-
TEAMWORKING
EFFICIENCY
MAINTENANCE
EFFECTIVENESS
ENERGY
EFFICIENCY
CONSERVATION
ENVIRONMENTAL
CONTROL
ZERO ACCIDENTS
Delivery
through our People
100% CONFORMANCE
1.
2.
3.
4.
5.
.use of the
Right Tools &
Techniques
..to Generate
the Right
Behaviours
SteeringGroup
FAC DEV
FLM COACHING
PUB & COMMS
PILLAR
CHAMPIONS
PILLAR
CHAMPIONS
OEE
OAC
PM/QM
MASTER ROLL-OUT
PLAN
LEARNING
ORGANISATION
SD
EEM
5S
BOTTOM UP/SHIFT
TEAM ACTIVITY
NOTE! The first one is the essential Planning Stage to gain buy-in
and commitment from all concerned. The next four are non-optional
attributes/behaviours of the Plant Leader / Manager / Process Owner
MBP
TPM
Lean Maintenance
5S
Changeover Reduction (SMED)
OEE Measurement
Failure Modes & Effects Analysis
Problem Solving (5 Whys etc )
MANAGER/
SUPERVISOR
MBP
FACILITATOR
STEERING
GROUP
QUALITY /
PROD CONTROL
PRODUCTION MAINTENANCE
PROCESS
TECHNICIAN
THE CORE TEAM
DESIGNERS /
ENGINEERS
KEY CONTACTS
FINANCE /
SALES
THE
CONDITION
CYCLE
THE
PROBLEM PREVENTION
CYCLE
1
Collect Process
History &
Performance
Information
Define OEE
Measurement &
Potential Review
Progress
Assess Hidden
Losses/Waste.
Set Improvement
Priorities
Develop Future
MBP
Develop
Best Practice
Plan the
Refurbishment,
Spares & Manpower
Improve
Carry Out a Condition
Appraisal
FEEDBACK
Low
Cost/No Technical Support
Cost
Solutions Solutions
Solutions
5S / CANDO
CLEAR OUT
SEIRI
Sort Out
ARRANGEMENT
SEITON
SEISO
Shine
DISCIPLINE
SEIKETSU
Standardise
ONGOING IMPROVEMENT
SHITSUKE
Sustain
Enthusiasm to do
things better
- attitude
Effective team
and cell based
working
Robust continuous
improvement
system
1.
2.
3.
4.
5.
PROGRAMME - IMPLEMENTATION
Secure Management Commitment
SM
Buy-in
W/S
Scoping
Study
4 Day Launch
Workshop/
Initial
Training
Milestones 1-4
Feedback
Mgt
Review
2 - 6 Months
1 Month
Pilot Process
7-24 Months +
Roll-Out
Evolution
Milestone 1
Introduction
Milestone 2
Refine Best Practice
& Standardise
Milestone 3
Build
Capability
Milestone 4
Strive for
Zero Losses
Innovation
Achieve Spark
to Start Vision
CAPABILITY
Everyone
Involved
TIME 3 - 5 YEARS
INPUT
EFFORT
OWNERSHIP
RESPONSIBILITY
MANAGEMENT
SUPERVISION
CONSULTANT
OPERATOR AS TECHNICIAN
MAINTAINER AS ENGINEER
FIRST LINE MANAGER
MANAGER AS ENTREPRENEUR
10
Roll Out
Senior Management
Workshop
Scoping Study
Management Review
Pilot Projects
Project Mgt/Steering
Committee
Awareness &
Communication
Training
Plant Clear and Clean
Pillar Champion working
groups.
Roll Out
FLM/ Pillar Champion
Coaching
Audit/Coaching
Pla
n
MS 1
MS2
11
1.
2.
3.
4.
5.
Milestone 4:
Strive for Zero Targets
Achieve Optimum Conditions
Reduce Effort
Increase Customer
Responsiveness
Reset Vision
Milestone 3:
(Build Capability)
Milestone 1:
(Introduction)
Level 4B
Checklist
Level 1A
Level 4A
Checklist
Level 1B
Level 3B
Checklist
Level 2A
Level 3A
Milestone 2:
(Refine Best Practice
& Standardise)
Level 2B
85% +
Level
1A,1B
Level
2A,2B
Level
3A ,3B
Level
4A,4B
Refine
Best
Practice
Build
Capability
Strive for
Zero
Targets
OEE
Intro
50%
MBP Pilot
Projects
MBP
Routine
1.
2.
3.
4.
5.
CASE A
Chemical Processing Plant
By-product output constrained by capacity
5% increase in OEE to 90%
Worth Euros 900,000 in increased
contribution per annum
CASE C
Automotive Manufacturer
15 year old wheel balancer
Average OEE before LM = 45%
Cost of refurbishment = Euros18,000
OEE achieved after 3 months = 70%
Worth Euros 40,000 per annum
CASE B
Manufacturing Machining Cell Pilot Project
OEE increased from 40% to 72% over 6
months.
Best of Best OEE of 92%
47% reduction in set-up and changeover
times
100 hours per month liberated via MBP
improvements.
Additional manufacturing potential worth
Euros 120,000 per year by bringing subcontracted off-load work in-house.
CASE D
Polymer-based Material Producer
Production Line from Raw Material input to
Bulk Reels.
Reference Period OEE = 77%
Consistent Achievement of Best of Best OEE
= 82%
Value of achievement =Euros 600,000 per
annum in reduced costs.
One off cost of improvements = Euros 45,000
CASE E
Cement Plant
CASE G
Pharmaceutical Manufacturer
Euro
420,000/yr
Contribution
Output
Euro
360,000/yr
Benefit
74
4,700 Tonnes
Breakdowns
per month
3,000 Tonnes
Nov
20
April
Euro
260,000/yr
Benefit
Lining
Life of
Furnace
April
Oct
Euro
1,320,000/yr
Contribution
x7
58%
OEE
Av %
40%
June
April
May
April
48%
67%
3M-Recent Update
Clear/Transparent
Leadership and
Direction
Full Time
Facilitator(s) &
PC Coaches
P riority
Sufficient R esources
of People, Money &
Time
Resultant P ace of CI
Activity
Business
Units
Ownership &
Delivery of
Relevant
Business
Drivers