what is lean manufacturing and how do we make it lean maintenance

8/8/2019 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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www.projectleader.com 2

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



What is Lean Manufacturing and howdo we make it Lean Maintenance?Some say Total Productive

Maintenance is their application ofLean Manufacturing to

Maintenance. Wrong!.



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.



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

what is lean manufacturing and how do we make it lean maintenance

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