Implementing Sustainable Maintenance Best Practice: Some Myths
52
Implementing Sustainable Maintenance Best Practice: Some Myths & Realities Peter Willmott-Non Executive Director ESS Ltd ,Limerick MEETA Annual Conference 2008
Implementing SustainableMaintenance Best Practice:
Some Myths & RealitiesPeter Willmott-Non Executive Director ESS Ltd ,Limerick
MEETAAnnual Conference 2008
A Question for you………..
Which Environment would you prefer to work in ?
….The ‘Before’ scenario or the ‘After’ one ?.......
Before Maintenance Best Practice
After Maintenance Best Practice
The Message………The Vision…….
The Factory floor should be the Mirror of the Equipment above it
ContentSome 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
Scene Setting: Maintenance and Lean Thinking
Lean Manufacturing is Not going to go away !!
So…first an Overview of What Maintenance can bring to the Lean Party………..
Lean Principles
1. Define value from the customer perspective;2. Identify the steps which add value;3. Reduce non value adding steps improve the
rate of value flow; 4. Process in quantities which match customer
demand;5. Continually improve/Strive for perfection.
Understand what customers value and…….
…….remove anything that isn’t essential to providing it.
Traditional Batch Production System
Produce toforecast
Shape Batches
Machining cell
“Push” supply to meet forecast demand
22
Queue of Castings
Batch Documenta
tion Batch documentat
ion
Inventory
Production plan
Batch documentat
ion
Inventory management
Order
2D
1B
1A1A1A1A
1B
2D
1C
2E
Lean Production System Benefits
Kanban of interim stock
Shape toorder
Machining cell
PULLDEMAND
Automatic “Pull” replenishment trigger
2
Empty Kanban space is signal
to Produce
Castings
2
1
1C
1C
Less inventory in the process
Less Coordination
Quality issues dealt with
immediately
Lean Manufacturing Impact on MaintenanceLean Manufacturing is not going to go away
Traditional manufacturing (in theory) made it easier to release equipment for maintenance
Lean Manufacturing requires equipment to be available on demand so the successful adoption of Lean will lead to the revision of the traditional maintenance process
The Maintenance function needs to implement plans to integrate and evolve its methods to meet the new demands placed on it by Lean Manufacturing
Lean Thinking can help the Maintenance department to deliver improved departmental performance, lasting change and raise the profile of Maintenance as a value adding function rather than an overhead/cost.
Maintenance practices needs to evolve to meet the challenge of Lean
Impact of Lean Thinking on Maintenance
Value adding activitiesActivities which, in the eyes of the customer make a product or service of value.
Non value adding activitiesActivities which do not provide product or service features which the customer uses. This includes the 7 classic wastes.
Necessary non value adding activitiesNon value adding activities which are difficult to remove but are essential to the running of the operation at least in the short term. This could include activities such as quality inspections.
Lean Impact on Maintenance
Stabilise and extend component life by controlling contamination and causes of
human error
Focussed Improvement to analyse and removing
unnecessary PM’s, waiting time, and other wastes
Improve ease of inspection, reduce time to repair, engage operators with routine asset
care and early problem detection
Impact of Maintenance on Lean
Value adding activitiesActivities which, in the eyes of the customer make a product or service of value.
Non value adding activitiesActivities which do not provide product or service features which the customer uses. This includes the 7 classic wastes.
Necessary non value adding activitiesNon value adding activities which are difficult to remove but are essential to the running of the operation at least in the short term. This could include activities such as quality inspections.
Maintenance Impact on Lean
Improve Quality, Cost and Delivery Capability
Stabilise Process Performance
Optimise Process Performance
Lean Maintenance Impact on 7 Lean Wastes
1. Overproduction Too much too soon
2. Quality Defects Not right first time
3. Unnecessary inventory Work in progress buffers, spares, finished goods,
Raw materials4. Inappropriate processing
Using complex processes where simpler ones would be good enough
5. Excessive transportation More than feeder to fed processes, double handling
or indirect routing of products6. Waiting
Inactivity for people, information or goods.7. Unnecessary motion
Poor workplace organisation, excessive searching for information, tools, materials etc
Improve Value (QCD)
Stabilise Process
Optimise Process
Exercise:-Assess the potential impact of Maintenance on the 7 Lean Wastes. 1 = little/none, 2 = some, 3 = Significant
Lean Maintenance Impact on 7 Lean Wastes
1. Overproduction Too much too soon
2. Quality Defects Not right first time
3. Unnecessary inventory Work in progress buffers, spares, finished goods,
Raw materials4. Inappropriate processing
Using complex processes where simpler ones would be good enough
5. Excessive transportation More than feeder to fed processes, double handling
or indirect routing of products6. Waiting
Inactivity for people, information or goods.
7. Unnecessary motion Poor workplace organisation, excessive searching for
information, tools, materials etc
Improve Value (QCD)
Stabilise Process
Optimise Process
1 1 1
3 3 3
2 2 3
2 3 3
1 1 2
2 3 3
3(14/21)
3(16/21)
318/21)
Exercise:-Assess the potential impact of Maintenance on the 7 Lean Wastes. 1 = Little/none, 2 = Some, 3 = Significant
48/63=76%
Lean and Maintenance
The impact of Maintenance on Lean Manufacturing is its abilityto improve the value adding capability by delivering:
Stabilised performance to reduce unplanned events and wasteOptimised performance to reduce quality defects, cost and delivery lead times
The Impact of Lean Thinking on Maintenance is its tools to guide the reduction of waste and non value added maintenance activities i.e.
Stabilise and extend component life by controlling contamination and minimising human errorAnalyse and remove unnecessary maintenance procedures,Developing standard countermeasures to common problemsReduce time to repair andEngage operators in asset careImprove ease of inspection and early problem detection.
Year 1 Maintenance improvement Potential (€k) Lean Manufacturing Potential with
Lean Maintenance
Lean Maintenance impacts on more than 40% of the
total benefits from Lean Manufacturing
The Lean Maintenance Principles
Develop standard practices to stabilise and extend component/tooling life and reduce quality defects
Raise those standards to optimise process capability and extend the time between intervention for all personnel
Manage the transferring of routine Asset Care activities to production personnel (Retain control of the quality of maintenance)
Improve maintenance systems (stores, planning, reporting and analysis) to support continuous improvement of operations performance
Early Management of projects and shutdowns to secure flawless (Stable) operation start up from day one
£££
Some Myths and Realities of Implementing Sustainable MBP
1. Securing Management Commitment2. The 3x Essential Ingredients3. Master Plan & Roll-out4. Audit & Review Processes5. Case Studies
Presenter
Presentation Notes
We all know that Securing Management Commitment is a key pre-requisite to any ‘Improvement Initiative’ and I for one will not come near you if you are not prepared to first understand the full MBP process in terms of committing your scarce resources of Time, People and Money- and for you to then judge what it can add to delivering your Business Drivers. So let’s look at a typical MBP Programme:-
Trial & Prove The Route Milestones 1-4
SM ‘Buy-in’
W/S
4 Day LaunchWorkshop/
Initial Training
POLICY DEVELOPMENT & DEPLOYMENT
Pilot Projects, Plant Clear
& Clean, Training &
Communication
FeedbackMgt
Review
Improvement Zone Partnership With Top down /BottomUp Audits & Reviews:--Operational Improvement- Project Improvement- Bus Process Improvement
ScopingStudy
1 Month 2 - 6 Months 7-24 Months +
Roll-Out EvolutionPilot Process
Secure Management Commitment
A Typical MBP Implementation Process
PROGRAMME - IMPLEMENTATION
Presenter
Presentation Notes
To introduce MBP principles, philosophy and practicalities into an organisation, a structured , common sense , step by step approach has to be taken. This is called the MBP Implementation Process. It is a journey which comprises: -Securing Management Commitment -Trialling and proving the MBP route through pilot projects as part of the policy development -Deployment of that policy through 4x Milestones which have clear and accountable top down and bottom up evidence based audit and review processes Typical timescales will of course vary according to the size of the operation ,the priority of MBP, the amount of resource committed and the pace at which change can be initiated and absorbed. All these key questions plus cost / benefit potential need to be addressed and quantified through the Scoping Study or ‘Planning the Plan’ phase However, let’s start by looking at the initial Senior Management ‘Buy-in’ Workshop out-puts:-
Business Drivers Potential Impact of MBP
Health & Safety 2
Profitability (Cost/Kg) 3
Cash Flow 3
Inventory Reduction 2
Delivery On Time In Full 2
World Class Levels of OEE 3
Conversion Cost 2
Level 3 Achievement of our POS 3
Staff Involvement in CI 3
Reduction in Customer Complaints2
0 = None 1 = Some 2 = Significant 3 = Major Total Score 25/30=81%
Presenter
Presentation Notes
Towards the end of the one day Senior Management ‘Buy-in’ session I ask the delegates (usually in 2x syndicate teams) to answer the question ‘From what we have heard (and seen) today about MBP, What is it going to give us that we are not already doing?’- So, first of all list out your Business Drivers-(which can be an interesting exercise in its self !!) and then agree on a scale of 0 to3 what MBP can potentially add towards achieving that Business Driver. In this actual example the team scored each of 10xBD’s as 25 out of a possible 30 maximum which is a perceived significance of 81%. I then use this output as a continual future reminder to the Management Team if things start to drift or wane!! I also use this workshop to explain the Overall Equipment Effectiveness measure and to dispel a few myths worth mentioning on OEE-(The sixth Business Driver shown here) First the Positive: If the OEE is increasing this usually means your defects are reducing, and hence your material usage. Your Energy costs will come down, as will the time to produce the same Output (Less Shifts / Less Overtime / Redeployment Choices ??) and your Productivity will improve and hence reduce the Unit Cost of Production. If you are in the fortunate position of being able to sell your increased Productive Capacity then the benefits will be even more attractive. Let me now give you 6x Myths and Realities of OEE
6x Myths & Realities of OEE
An OEE of 85% is World Class
OEE is a Management Benchmark Tool
OEE should be Calculated by Computer
OEE on Non-bottleneck Equipment is Un-important
We don’t need more Output-so why Raise OEE
The OEE is a limited Measure
Presenter
Presentation Notes
Myth No 1 -An Overall Equipment Effectiveness level of 85% is ‘World Class’-It certainly is not if you are running, say, a flour mill or off-shore oil platform !! In this case if you’re not hitting 90% + OEE then you’ll soon be out of business. We didn’t let the Japanese finish off the sentence of what they told us 20+ years ago –and that is that ‘’85% is WC… for a typical Machining Centre’’ Myth No 2-OEE is a Management tool to use as a benchmark and comparator- This misses the point of OEE as a Manufacturing Floor problem solving tool Myth No3 –OEE should be calculated automatically by computer-The computation approach is far less important than the interpretation. Whilst calculating manually or inputting manually you can be asking ‘why?’ Myth No 4-OEE on non-bottleneck equipment is unimportant-OEE provides a route to guide problem solving. The main requirement is for an objective measure of hidden losses even on equipment elsewhere in the value chain especially if it generating controllable waste or non-value adding activity. Myth No 5-We don’t need any more output, so why raise the OEE-Management’s job is to maximise the value generated from the Company’s assets. This includes business development opportunities .Accepting a low OEE defies commercial common–sense. If you are able to increase the OEE from say 60% to 80% by tackling the relevant 6x Losses, you will have increased the productive capacity of that asset by 33%-which means you can produce the same output in 2/3rds of the current time-or make 33% more in the same time. Either way it gives you a choice of flexibility at 80% OEE that you do not enjoy at 60% Myth No 6-OEE is not useful because it doesn’t consider planned utilisation losses and, for example labour co-ordination losses and material supply losses-OEE is one measure, but not the only one used. Others will include productivity, cost , quality ,delivery, safety , morale and environment. Often these ‘Door to Door’ losses (as opposed to equipment based ‘Floor to Floor’ losses) are vitally important. There is no ‘one size fits all’ approach to OEE .The trick is to adapt OEE to your business (as opposed to blindly adopting it in the classic sense) What you must not do however, is corrupt it so that it becomes unrecognisable and doesn’t point you at the problems / opportunities
Question : What will stop MBP from “taking hold” ?
Stoppers Countermeasures
Lack of Skilled Resource Up-Skill selected People,+ Recruit Staff with Potential
Lack of Management Time / CI Tech Time
Stick to POS Structure, Remove non-value adding Admin
No Training Time Dedicated Asset Care Periods, Train the Trainers
Lack of Financial Budget Input into Budget finance for Asset Care, Justify Finance on OEE Forecasts
Production Capacity v. Machine Availability(P.I.G.)
Agreed Outages / Downtime periods in the Production Plan
Culture Training , Involvement, Reward Success-Present as a ‘Single Agenda for Change’
Presenter
Presentation Notes
Returning to the Senior Management ‘Buy-in’ Workshop, the next Question to ask the syndicate team(s) is that if MBP has this apparent significance (81%) to our future Business Performance –then what is going to stop it taking hold?.-In other words agree and list out the potential ’Stoppers’ and –most importantly as members of the Management Team what are your proposed countermeasures to minimise the risk of this happening? Again this output is always re-visited as a reminder at future MBP Management Reviews and Audits This actual example is taken from a company that I am helping on their third attempt to embed MBP into their Production Operating System- derived from the classic Toyota Production System (TPS). In 1996 they tried bits of MBP as part of a Top Down drive to ‘build teams and improve housekeeping’ Not surprisingly ,because the MBP component was incidental it tailed off-no one really engaged with it. In 1998 along came a strong-minded Engineering Manager intent on driving up OEE to create a step change – but there was no Operations Strategy behind it so it was seen as a ‘Maintenance Initiative’ and it waned yet again. In 2001 MBP became an integral part of a 5x step programme to move from Operational Basics to Operational Excellence-so it was part of the Business Strategy as shown here. Success was to be based on quick ,demonstrable wins for all stakeholders where (as the Operations Director put it so clearly)- ‘’…we then screamed and shouted about it !! ..’’ To get the quick wins the Company was prepared to get its people behind MBP by providing the essential resources of time, people and money as indicated in the countermeasures The Company has also been prepared to give suitable Operators the competencies they need through 2 years of external and internal skills training. So that now all day to day asset care is done by the teams-backed up by a Central support Team Each Team has 30 minutes per day Asset Care checks. Again as the Operations Director says ‘’If you do it right, you get the half hour back within weeks-but everything being done in the half hour has to potentially add value-and in the spirit of Continuous Improvement we now look to reduce the 30 minutes without compromising the checks-it’s not about doing less MBP –it’s about doing it more effectively….’’
MBP “Spark To Start”-Blank Format
1. What Is Our Highest Priority ?
2. WE EXPECT FROM MANAGEMENT
3. WE EXPECT FROM OUR PEOPLE
4. OUR KEY ACTIVITIES:
5. TO ENCOURAGE THIS
6. TO DELIVER THIS:
World ClassPerformance in MBP
Positive Commitment
Presenter
Presentation Notes
As part of the Senior Management session, I also get the 2x syndicate teams to set down a ‘first-cut’ of their future vision of the end-game of MBP in say 3x years time -starting with a blank sheet which just says :- No1 ‘What is our Highest Priority,No2 What do we Expect from Management,No3 What do we expect from our People in return, and 4,5 and 6 What are our key Activities, How are we going to Encourage this? and How are we going to Deliver it ?....in order to become ‘World Class’ in MBP. Let me run through an example…
5. TO ENCOURAGE THIS:*Support & Audit*Share Success & Best Practice*Regular Engineering Review*Show & Sell Benefits*Training Room Facility
6. TO DELIVER THIS:*Continually Remind Management*Keep MBP on the Agenda*Benchmark Across & Outside
World ClassPerformance in MBP
Stable Teams
Ongoing Commitment & Proactive Support
Dedicated ImprovementTime
Ensure SufficientResources of P,T&M
Ongoing Skill Development
Positive Commitment
Reliability & Enthusiasm
Process & EquipmentKnowledge
Accurate Data Recording
Willingness to Share Ideas& Best Practice
Due Care & Diligence
100 year Fix Mentality
Take Responsibility& Speak up
Recruit Right People& Train
Presenter
Presentation Notes
Here is an example taken from a plastics/food container manufacturing company
Making your Plant a ‘World Class’ Facility. Where the Future Drivers are:-
Deliverythrough our PeopleENVIRONMENTAL
CONTROLENERGY
EFFICIENCY
HEALTH & SAFETYMANAGEMENT
EFFICIENCYTEAMWORKING
100% CONFORMANCECONSERVATION
ZERO ACCIDENTS
MAINTENANCE EFFECTIVENESS
Stating the Obvious-but the Obvious needs restating
Maintenance and Energy are tied partners:Maintenance Effectiveness = Energy Efficiency
Maintenance and Safety are tied partners:Less Interventions = Less Accidents + Proper guarding & Protection.
Maintenance and Environment are tied partners:Less Spillage and Emissions = Less Environmental damage
Some Myths and Realities of Implementing Sustainable MBP
1. Securing Management Commitment2. The 3x Essential Ingredients3. Master Plan & Roll-out4. Audit & Review Processes5. Case Studies
Presenter
Presentation Notes
Having Secured the Management Commiment,let us now turn our attention to 3x further Essential Ingredients for Success…..
A Sustainable MBP Environment Demands 3xEssentials:-
The Right Framework & Infrastructure
…+….
….use of the Right Tools & Techniques
..to Generate the Right
Behaviours
Presenter
Presentation Notes
In order to create a Sustainable MBP Environment we need to concentrate on 3x Essentials as Illustrated. Namely:- -The right Framework and Infrastructure to Manage the MBP Programme -Plus the right selection of the appropriate Tools and Techniques -In order to generate the Right Behaviours Let us look at each of these Three Essentials in more Detail:…
The MBP Framework & Infrastructure
SteeringGroupFAC DEV
FLM COACHINGPUB’ & COMMS
TOP DOWN TARGET DRIVEN MANAGEMENT
BOTTOM UP/SHIFT TEAM ACTIVITY
MASTER ROLL-OUT PLAN
LEARNING ORGANISATION
PILL
AR
CH
AMPI
ON
S
9 STEP MBP PROCESS AND 5S / WPO
LOSS MODEL
OEE OAC
PM/QM
SD
EEM
PIL
LAR
C
HA
MP
ION
S
5S
Presenter
Presentation Notes
First of all we need to be quite clear on how we are going to manage the MBP ‘enabling’ tool process Far too many companies fail at this hurdle due to ‘wooly’ thinking , lack of attention to detail and assuming people will ‘just get on with it’-well they won’t ‘just get on with it’ –We all need some Framework and Structure to operate within- for example: Guidelines, Rules, Checks and Balances, clear Roles and Responsibilities ,Accountabilities, Targets and all those other nasty, tedious things !! From our Planning / Scoping Study we will have produced -An outline Master Rollout Plan covering Year 1 in detail and Years 2&3 in outline -We will have identified Pillar Champions who are members of the Management Team (and hence members of the Steering Group) whose task is to develop the policy for that Pillar and ensure its consistent deployment. We need to identify PC’s for increasing the OEE (Site Director / Plant Manager), Operator Asset Care (Production Manager /Local Process Owners), Planned Maintenance and Quality of Maintenance (Maintenance Engineering Manager), Skill Development (Head of HR or Training), Early Equipment Management (Technical Director / Manager) and 5S (Production Manager / Process Owners) I will explain about the 9xStep MBP Process and 5S Bottom up / Shift Team Activity later We also have Top Down Target Driven Management (with help from the Loss / Cost Deployment Model) to decide where to concentrate resource and focussed improvement activity. The Steering Group through delegation to the Pillar Champions also has responsibility for Facilitator Development, Front Line Management Coaching, Publicity and Communications That way the Organisation will be progressively Learning:- each shift, each day, each week, each month, each year
Essential Framework for a Sustainable MBP Environment
* A Comprehensive & fully Cost / Benefit MBP Master Programme which is relevant to the Business, robust and ,above all- believable
• Visible Leadership• A Desire to Challenge and Improve
A Real Interest in PerformanceFocus and Enthusiasm Facilitated and Dedicated MBP Improvement TimeConsistent Use of Data and InformationContinual Check of Understanding to Target Improvement Effort via KPI’sTeam-Based WorkingOwnership of Geographic Improvement Zones / Cells / LinesRegular, Evidence-based Audit and Review ProcessesAbility to Take Action and be Accountable
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
Presenter
Presentation Notes
As well as the previous Infrastructure ,we also need this check list of 12x attributes, enablers and behaviours which must be present in order to secure a sustainable MBP environment from day1. Let me take you through each one… The first one is to some extent self explanatory and is a key output from the Scoping Study The second one ‘Visible leadership’ is worthy of explanation as it’s a term that is readily ‘’banded about’’ without any clear thought or meaning. The Ford Motor Company will tell you that MBP is central to its Operations Strategy so that it can survive endless changes in faces and hence personalities at the top. MBP is part of their Corporate Values-Every Ford Trainee knows how important MBP is because there is a letter from the Chairman at the front of every training manual-This gives Plant Managers no choice-but with the stick comes the carrot of support-a 3 year MBP Programme Guide, Training Materials, Audit Processes linked to 5x Milestones as a Ladder of Progression. Some other MBP ’health warnings’ implicit within this check-list are:- -Managers must empower and learn not to micro-manage -Don’t measure output per shift-do it per day or week- because if you do asset care checks once per day it will hit a particular shift Though the MBP process blurs the boundaries and integrates divisions between Operations and Maintenance, some Organisations divide Operations and Maintenance all the way to the top-MBP will struggle in that environment Don’t start too big and in the wrong place-obvious but often a common pitfall Visit someone whose done it –ask a lot of questions / get under their skin / ask them what would they do differently if they were starting again Go back to your Plant and spend a day in the life of a Maintainer and Operator on the manufacturing Floor to see and touch the reality of a 50% OEE Shift !!
MBP
TPM
Lean Maintenance
5S
Changeover Reduction (SMED)
OEE Measurement
Failure Modes & Effects Analysis
Problem Solving (5 Why’s etc )
Tools & Techniques can Include:
Cost & Loss Deployment
Facilitator Development
TL & Team Coaching
Maintenance Strategy
Early Equipment Management
Lean Six Sigma
SPC
Value Stream Mapping
Presenter
Presentation Notes
The list shown here is more or less self explanatory, but the question is ‘How do we go about selecting the right Tools and Techniques ? The answer to this question is simply ‘‘I don’t know-until I know your industry / sector and what you’ve already done well in terms of Continuous Improvement’’ What I can be confident about- whether you’re in Chemical Processing, Mining, Nuclear, Off-shore Oil & Gas , Aerospace , Pharmaceutical, Food and Drink or whatever- is that it’s about effective Teamwork between Maintainers and Operators who get the right proactive support from their Managers and Key Contacts. Let’s explore this point using a couple of useful analogies:-.
MANAGER/SUPERVISOR
MBPFACILITATOR
DESIGNERS /ENGINEERS
FINANCE / SALES
QUALITY /PROD CONTROL
STEERINGGROUP
PRODUCTIONPROCESS
MAINTENANCETECHNICIAN
THE CORE TEAM
KEY CONTACTS
MBP Team Infrastructure
Presenter
Presentation Notes
This picture gives a pictorial representation of how the teams can function to maximum efficiency and minimum losses. Their job is to ‘ win’, just as a soccer or football team on the field seeks to score and win the match. The soccer team has the backing of a support group such as the coach, the physiotherapist, the manager and so on. Likewise, the core team also needs the proactive support of the designers, engineers, quality control, production control, finance and sales, plus of course management. In our football team the operators are the attackers and the maintainers are the defenders. Of course, in the modern game, the maintainers go forward and help the operators score a goal. Similarly, the operators drop back in defence and help stop goals being scored against the team. They are both experts in their respective positions but they are also willing to co-operate, help each other and be versatile. One thing is for sure in the modern world-class manufacturing game: if we do not co-operate, we will certainly get relegated! The core team will invite functional help onto the manufacturing floor when needed, and all concerned need to give total co-operation with the single-minded objective of maximising equipment effectiveness through the elimination of waste. Without co-operation and trust, the football team will not win. The core team, on the pitch, is only as good as the support it gets from the key contacts who are on the touch line - not up in the grandstand like they used to be, or even worse, not turning up for the game! The Facilitator, or coach, is there to guide and to help the whole process work effectively. As stated earlier, people are central to the approach used in MBP. We "own" the assets of the plant and we are, therefore, responsible for asset management and care. Operators, maintainers, equipment specifiers, designers and planners must work as a team and actively seek creative solutions which will eliminate both waste and equipment-related quality problems once and for all. The football team cannot perform however, unless we give them a very powerful football to play with……..
In order to provide a precise and firm structure for the MBP process, this nine step MBP improvement plan (the football) has three distinct cycles:- Measurement Cycle Condition Cycle Problem Prevention Cycle. In order to ensure the quality of Implementation for each MBP application, the MBP team members are taken step by step through the main elements as shown.. The MBP Teams will follow the 3-cycle, nine-step MBP Improvement Plan in order to achieve and sustain World Class levels of Overall Equipment Effectiveness by: Measuring current equipment performance levels and setting priorities for improvement Developing a high level of knowledge of the equipment and its function Restoring the equipment to an acceptable condition in order to eliminate problems associated with deterioration Applying a level of Asset Care, Condition Monitoring and Planned Maintenance, which sustains the new condition by exposing changes in condition and performance early and continuously improving techniques of prevention at the source of deterioration Eliminating problems using problem solving and problem prevention techniques to identify and remove the root causes Providing the best common practice and standardisation of Operation, Equipment Support and Asset Care for each piece of equipment across each shift, incorporating Visual Management, Single Point Lessons and the Training necessary to achieve this.
CLEAR OUT SEIRI Sort Out
ARRANGEMENT SEITON Set Limits & Locations
NEAT & CLEAN SEISO Shine
DISCIPLINE SEIKETSU Standardise
ONGOING IMPROVEMENT SHITSUKE Sustain
(THE WESTERN 5S’s)
5S / CANDO
Presenter
Presentation Notes
An often-asked question is "How does the 5S / Workplace Organisation activity fit within the MBP process?" One way of explaining it is to again use the analogy of the football team:- As stated earlier, in this scenario, the Operators are the attackers and the Maintainers the defenders. They need a football to play with. The football is the structured and detailed 9 Step MBP methodology of Measurement, Condition and Problem Prevention activities, as applied to the critical machines and equipment. There is, however, little point in having an excellent team with a powerful football, if the pitch is in a dreadful state - namely the workplace and its organisation. Under the MBP umbrella, the team takes responsibility for marking out the pitch, cutting the grass and putting up the goal nets and corner flags. This is the 5S / Workplace Organisation activity which the team is responsible for, rather than it being delegated or sub-contracted to a groundsman !!
Ask My Opinion about the Best Way.
Include it in the Future Ways of Working.
Feedback the Result to Me.
Train Me and Coach Me.
Give Me Dedicated Improvement Time…..
…And It Results in a “Trouble Free” Shift
Generating the Right Behaviours:-
As an Employee, I Will Do Something Different If You……..
Presenter
Presentation Notes
The third essential ingredient for MBP to work is to generate the right behaviours and mind-sets for sustainable change Having come (albeit many years ago) from the ‘shop floor’ as an ex-fitter and operator I still strongly believe that whilst CI/ Lean Thinking / MBP may be termed revolutionary , culture change is evolutionary-and why is this the case? It is because resistance to change is both a universal and natural human characteristic and the only way I have learnt to change people’s behaviour is to involve practically in the change process-hence this slide-let me talk you through it……
MBP Improves the Way People can Work through………
Greater Involvement and Ownership
Enthusiasm to do things better
- attitudeEffective teamand cell based
working
Robust continuous improvement
system
Enthusiasm to do things better
- attitudeEffective teamand cell based
working
Robust continuous improvement
system
Presenter
Presentation Notes
Pulling together these essential behavioural issues together, we need to firstly convince ourselves and then others that this statement is true ,irrefutable and incorruptible!-If you personally don’t passionately believe in these three things then please to not get involved in delivering MBP to your people ,because it will fail to take hold-far less stick for the long haul !!
Some Myths and Realities of Implementing Sustainable MBP
1. Securing Management Commitment 2. The 3x Essential Ingredients3. Master Plan & Roll-out4. Audit & Review Processes5. Case Studies
Trial & Prove The Route Milestones 1-4
SM ‘Buy-in’
W/S
4 Day LaunchWorkshop/
Initial Training
POLICY DEVELOPMENT & DEPLOYMENT
Pilot Projects, Plant Clear
& Clean, Training &
Communication
FeedbackMgt
Review
Improvement Zone Partnership With Top down /BottomUp Audits & Reviews:--Operational Improvement- Project Improvement- Bus Process Improvement
ScopingStudy
1 Month 2 - 6 Months 7-24 Months +
Roll-Out EvolutionPilot Process
Secure Management Commitment
MBP Implementation Process
PROGRAMME - IMPLEMENTATION
Presenter
Presentation Notes
So, you have Secured Management Commitment by holding a successful ‘Buy-in ‘ session, You have also come up with a realistic, believable and robust cost /benefit, fully resourced MBP Implementation Plan and you have got a critical mass of MBP Practitioners up to speed on the MBP process by running a ‘hands-on’ 4x day workshop on your equipment. The next step is to ‘Trial and Prove the Route’ by launching a series of pilot MBP projects over 3 to 6 months (depending on shift logistics and resource inputs) before feeding back to a formal ‘Management Review’ of results and progress ahead of launching the Roll-out Programme with clear top-down and Bottom-up Audit & Review Processes over 4x Milestones which is illustrated as follows:-
INPUTEFFORTOWNERSHIPRESPONSIBILITY
OPERATOR AS TECHNICIANMAINTAINER AS ENGINEER
FIRST LINE MANAGER
MANAGER AS ENTREPRENEUR
CONSULTANT
MANAGEMENTSUPERVISION
Initial Pilot
Trial & Provethe Route
Milestone 1Introduction
EveryoneInvolved
Milestone 2Refine Best Practice& Standardise
Get the BasicsRight
Milestone 3BuildCapability
Innovation Achieve Sparkto Start Vision
Milestone 4Strive forZero Losses
TIME 3 - 5 YEARS
CAPABILITY
Roll Out Evolution
Presenter
Presentation Notes
A Milestone is not a definitive point in time but is rather a staging post which has clear audit points and levels of achievement that will determine the exit criteria to proceed to the next Milestone.This model shows 4x Milestones over a journey time of 3 to 5 years which is calibrated to a 4 year ‘World Class’ MBP award winning level Milestone 1 –Trialling and proving the MBP Improvement process through initial pilots and getting everyone involved in the 5S Activity Milestone 2- where you are getting the basics right (and hence Stabilising equipment performance) and refining the best practices developed from the initial pilot experiences and then standardising them across all shifts Milestone 3- where you are Building Capability (and hence Optimising equipment performance) and your employees start to Innovate in the sense of trying out new ideas and improvements which will resolve problems once and for all with the ‘100 year fix’ Milestone 4 where you achieve your ‘Spark to Start Vision’ set at the start of your MBP journey (see slide 7) and are close to achieving the 4x Zero Losses of Zero Accidents, Zero Defects ,Zero Breakdowns and Zero Minor Stoppages
Typical Pilot Timetable & Resource Plan
Mth 1 2 3 4 5 6 7 8 9 10 11
Secure commitment Trial and Prove The Route 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 Plan MS 1 MS2
FLM/ Pillar Champion Coaching
Audit/Coaching
Schedule of Activity & Resources to Secure Management Commitment Trial and Prove The Route
Some Myths and Realities of Implementing Sustainable MBP
1. Securing Management Commitment 2. The 3x Essential Ingredients3. Master Plan & Roll-out4. Audit & Review Processes5. Case Studies
Presenter
Presentation Notes
Bearing in mind the Master Plan and Roll-out intentions of the 4x Milestones we need a relevant and robust Audit and Review process…
Milestone 4: Strive for Zero Targets
Set Fast Track Priorities Get Everyone Involved Define Accountabilities Move to Roll-out
Define Optimum Conditions Use P-M Analysis Improve Equipment Precision Improve the Quality of
Maintenance Achieve skill levels for zero
targets
Define Training Needs Make it Easy to Do Right Involve Support Departments Set up Early Warning System Achieve Adherence Stabilise Equipment Perf’
Organisational Learning Milestones: Delivering The Production Response thro’ 10 Pt Audits / Reviews
Presenter
Presentation Notes
The Audit process needs to be easy to understand and conduct (hence relevant and with only 10 check points at each Milestone with 2x levels of achievement :- Pass (Level A) and then progress to next Milestone (Level B) Remember this is based on a 4 year Benchmark / Award Winning Standard where the bar is progressively raised and is evidence based and not opinion or perception based
From Project to Routine through 4x MBP Milestones
85% +
OEE
50%
Intro
RefineBest
Practice
BuildCapability
Strive forZero
Targets
MBP PilotProjects
MBPRoutine
Level 1A,1B
Level 2A,2B
Level3A ,3B
Level 4A,4B
Presenter
Presentation Notes
Another way of visualising the 4x Milestone Journey is to link the OEE improvements as you move from a MBP Pilot Project base to one of MBP Routine.
Some Myths and Realities of Implementing Sustainable MBP
1. Securing Management Commitment 2. The 3x Essential Ingredients3. Master Plan & Roll-out4. Audit & Review Processes5. Case Studies
Presenter
Presentation Notes
Let us now take a look at nine cameo Case Studies of what can be achieved with the MBP process in the right hands
4x Examples of Financial Benefits from MBP
CASE AChemical Processing Plant
By-product output constrained by capacity 5% increase in OEE to 90%Worth Euro’s 900,000 in increased contribution per annum
CASE CAutomotive Manufacturer
15 year old wheel balancer Average OEE before LM = 45% Cost of refurbishment = Euro’s18,000 OEE achieved after 3 months = 70%Worth Euro’s 40,000 per annum
CASE BManufacturing 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
Euro’s 120,000 per year by bringing sub-contracted off-load work in-house.
CASE DPolymer-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 =Euro’s 600,000 per annum in reduced costs. One off cost of improvements = Euro’s 45,000
Presenter
Presentation Notes
The following examples illustrate from a wide spectrum of industry what MBP can deliver in financial benefits Highlights from the first 4x examples include……….
3x Further Examples of Financial Benefits from MBP
SOME EXAMPLES OF BENEFITS FROM MBP
CASE ECement Plant
Weigh Feeder Mechanism unreliability Reference period OEE = 71% Best of Best OEE achievement = 82%Worth Euro’s 130,000 in energy saving / yr Other Pilot Improvements saved
Euro’s 675,000 per annum, plus avoidance of capital expenditure of Euro’s 270,000.
CASE GPharmaceutical Manufacturer
MBP project actioned as part of a 4 day facilitator/ practitioners training workshop.
Additional revenue generated worth Euro’s 4.5 million per annum. One off cost of implementation Euro’s 7,000 MBPChampion: “I am glad we did not agree
to a fee based on a percentage of the profits generated!”
CASE FOffshore Oil Platform with Declining Reservoir
After 2 years of using MBP Principles: October achieved longest production run without shutdown, since 3 yrs Gas lift now at greater than 90% efficiency compared to 40% 3 yrs ago and 60% 2 yrs ago OEE Reference Period 60%, current levels 75%.
Presenter
Presentation Notes
A further 3x examples illustrate these levels of improvement and potential as follows…..
Example No 8-MBP Benefits from a Metals Processing Plant
3,000 Tonnes
4,700 Tonnes
Nov April
Output
Euro 420,000/yr
Contribution
April
x7
June
Lining Life of Furnace
Euro 260,000/yr
Benefit
April
20
Oct
Breakdowns per month
Euro 360,000/yr
Benefit74
April
58%
May
OEE
Av %
Euro 1,320,000/yr Contribution
40%
Total Benefits Of Euro’s 2,360,000 per Year
Presenter
Presentation Notes
Example No 8 from a metals processing plant which happens to be located India
Site OEE 1995 48%
Site OEE 2001 67%
40% Real Increase in Productive Capacity
Net margins 18%+, ROCE 19%+
3M -Best Factory Award Winner
3M-Recent Update
Site – wide OEE now consistently over 70%
Attracted Multi-Million New Product / Plant Investment (which could have gone elsewhere in 3M Global)
95% Adherence to c.25,000 annual Operator Asset Care Check Lists, plus 850 Mechanical & 270 Electrical PM Schedules per year
Presenter
Presentation Notes
A recent up-date shows that the excellent progress has continued and has been sustained in spite of (one might say) major capital investment and the inevitable disruption this often brings. The Key Success Factors include:- -2x Full-Time MBP Co-ordinators -The Operators have 20 minutes every shift for Asset Care Checks with a 95% Adherence- why so high?-Because the Operators themselves ‘invented’ the Checks so it’s their ideas and therefore they stick with them -Regular Audit and Review processes are built into Operators’ and Managers’ appraisals -MBP is now integrated with group-wide 6 Sigma and Lean. To keep MBP ‘fresh’ the Audit process is on its 10th or 11th revision -Every team on every shift has a MBP meeting at least once per month -Management positively encourage the Manufacturing Floor Teams to present to visitors and also to external ‘Best Practice’ Conferences.
Key Success Factors
Priority
Sufficient Resourcesof People, Money & Time
Resultant Pace of CI Activity
Clear/TransparentLeadership and
Direction
Full Time Facilitator(s) &
PC Coaches
Business Unit’s
Ownership & Delivery of Relevant Business Drivers
Learning And Understanding - a Chinese Proverb:
Tell Me and I Forget
Show Me and I Believe
Let Me Practice and I Understand
Let Me Improve and I Take Care
Let Me Innovate and I Master
Yes!
Presenter
Presentation Notes
Finally- a very powerful Chinese Proverb and one which I believe captures the very essence of MBP in the sense that it’s a journey of exploration of tapping into the true potential of your people. In fact a simple definition of MBP can be put as ‘Unlocking your installed Productive Capacity, by Unlocking the potential of your People’ –With the right Framework, Infrastructure,, Consistency, Resources, Tools and Techniques and Behaviours, then a growing number of companies like 3M and the Ford Motor Company, are able to demonstrate improving and sustainable levels of Equipment Reliability and People Performance –You to can be one of these ‘winners’. Ultimately, this is why MBP is a powerful empowerment process. It’s about top-down target-driven management, with bottom-up shift team activity to create ‘ownership’ of ‘’this is the way we do things here’’. Remember however, that you will not make sustainable improvements unless you dedicate improvement time – perhaps the most scarce resource of all !! Thank you for your time and attention and I’ll be happy to take any questions Mr Chairman. �
