what is lean manufacturing and how do we make it lean ... is lean manufacturing and how... 2 what is...

What is Lean Manufacturing and how do we make it Lean Maintenance?

Lee A. Peters, C.P.E., F.ASCE

www.projectleader.com 2


Lean Manufacturing revolutionizes our thinking for producing quality products.Industrial leaders imprint Lean on the hearts and minds of our people.



Lean Manufacturing only addresses Maintenance at the equipment.Management of maintenance and maintenance processes remain untouched.



What do we mean by ‘Lean’?SimplifyUse Less to do More



Some say Total Productive Maintenance is their application of Lean Manufacturing to Maintenance.Wrong!.



TPM is also equipment focused neither touching maintenance management nor the maintenance processes.TPM does not employ Lean concepts nor strategies.



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.



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.



Explore the principles of Lean Manufacturing and learn to apply these principles to Facilities Engineering and Maintenance Management.



We will look at concepts of Lean Manufacturing and apply them to Facilities Engineering and Maintenance Management.


Concepts of Lean Manufacturing

1. Benchmarking2. Cells3. Five “S”4. Hosin Planning5. Just-in-Time6. Kaizen7. Seven Wastes

8. Kanban9. PDSA10. Lead Time11. Poka-Yoke12. Quality Function

Deployment13. Value


1. Benchmarking – World Class Maintenance

Look for Best PracticesOn like equipmentIn the plant

In the company In the industryIn manufacturingIn the countryIn the world


Benchmarking – Assessment

Maintenance Excellence Assessment from Maintenance Excellence Institute

Compare to Others.Compare to Self – Score Card.


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.


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.


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.


Five ‘S’ – Micro-Audits

one machine one mechanicone work orderone jobone day

one type of workone location –tool cribone tool boxone partone type of parts


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.


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?


Achieving World Class Maintenance –PURPOSE

The reason maintenance exists.To preserve, maintain, restore, and increase CAPACITY.Maintenance provides the platform for operations.


Achieving World Class Maintenance –MISSION

Driving force for maintenance.Achieve Ultimate Capacity –challenge the restraints to be as productive as possible.


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.


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.


Achieving World Class Maintenance –RESULTS

Total AvailabilityAbsolute ReliabilityPerfect ControllabilityFlawless RunnabilityGoverned Capacity


Achieving World Class Maintenance –CUSTOMERS

Who buys & consumes our product?Who relates to the customer?Opportunities to influence the customerWhat can we do to influence the customer?


Achieving World Class Maintenance –STAKEHOLDERS

Who are they?What do they want?What do they need?How do they measure success?


Achieving World Class Maintenance –DELIVERY

What are the ways we deliver that result / product?Who produces the result /products?


Achieving World Class Maintenance –CRITICAL SUCCESS FACTORS

Historical Keys to SuccessFuture Keys to SuccessStrategic Issues


5. Just-in-Time or Competing on Time

waste eliminationprocess simplificationset-up and batch-size reductionparallel (rather than sequential) processinglayout redesign


Just-in-Time – Key elements

FlowPullStandard Work (with standard in-process inventories)Takt Time


Takt Time

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


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


Just-in-Time – Five day Scheduling

Productivitynumber 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.


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.


6. Kaizen

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


Waste

Any activity that consumes resources but creates no Value.


7. Seven Wastes

overproduction ahead of demandwaiting for the next processing partunnecessary transport of materials over processing of parts due to poor tool and product designinventories more than the absolute minimumunnecessary movement by employees during the course of their workproduction of defective parts.


Kaizen – Looking for the Lost (1)

By crewBy time of dayBy day of weekBy production lineBy area

By reasonMaintenance cycle timeMaintenance waiting timeProcessing rateCost


Kaizen – Looking for the Lost (2)

Lost timeLost productDown TimePreventive maintenance

Predictive maintenanceHousekeepingLubricationFailed maintenance


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.


9. PDSA – plan, do, study, act – one machine

Production LossesProduction QualityProduction QuantityTime Loses and ReasonsOperating TolerancesHousekeepingPreventive Predictive

RunnabilityControllabilityManufacturer InstructionsOperator SkillsMechanic SkillsCrew Technical SkillsCrew Team SkillsCrew Quality Skills


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.


11. Poka-Yoke

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


Poka-Yoke – Work Order Effort (1)

Installing Planning and SchedulingBegan with IdentifyFirst Step in Maintenance ProcessWork Order


Poka-Yoke – Work Order Effort (2)

Redesigned the formSet up metricsCreated templatesTrained the writersFed back metricsOnly when we rejected the work orders did the behavior change.


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?


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?


Quality Function Deployment

thin linebetween being disciplined to collect the history making the systems usefulbeing responsive to the needs of the client


13. Value

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


Value Adding Work

preventive maintenancepredictive maintenancemanagement systemswork order systemsstores and partslubrication

integrating maintenance and production teamsscheduling maintenanceplanning maintenancemechanic skillssafety


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.


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.


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?



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



Is that labor doing 40% of what it could be doing?25% hands-on versus 35%



What would you do with 40% more mechanics?



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?



What is stopping you from Lean Maintenance?

Good Luck in getting Lean

what is lean manufacturing and how do we make it lean ... is lean manufacturing and how... 2 what is...

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