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What is Lean Manufacturing and

how do we make it Lean


Maintenance?

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


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

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

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

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

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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.

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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.

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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.

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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.

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

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Concepts of Lean Manufacturing
1. Benchmarking 8. Kanban
2. Cells 9. PDSA
3. Five “S” 10. Lead Time
4. Hosin Planning 11. Poka-Yoke
5. Just-in-Time 12. Quality Function
6. Kaizen Deployment
7. Seven Wastes 13. Value

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

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Benchmarking – Assessment
“ MaintenanceExcellence Assessment
from Maintenance Excellence
Institute
“ Compare to Others.
“ Compare to Self – Score Card.

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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.

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Area Maintenance
“ Itis possible to have both
centralized maintenance and area
maintenance.
“ Also possible to have de-centralized
maintenance if have centralized
maintenance management.

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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.
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Five ‘S’ – Micro-Audits
“ one machine “ one type of work
“ one mechanic “ one location –
“ one work order tool crib
“ one job “ one tool box

“ one day “ one part


“ one type of parts

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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.

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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?

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

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Achieving World Class Maintenance –
MISSION
Driving 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 keep
operating – constancy.
“ Perfect Controllability – linear direct
response 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 –
RESULTS
“ Total Availability
“ Absolute Reliability
“ Perfect Controllability
“ Flawless Runnability
“ Governed Capacity

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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?

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

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

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

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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

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Just-in-Time – Key elements
“ Flow
“ 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 customer
demand.

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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
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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.

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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.

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

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Waste
Any 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 during
the course of their work
“ production of defective parts.

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

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Kaizen – Looking for the Lost (2)
“ Lost time “ Predictive
“ Lost product maintenance
“ Down Time “ Housekeeping

“ Preventive “ Lubrication
maintenance “ Failed
maintenance

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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.

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

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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.

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

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Poka-Yoke – Work Order Effort (1)
“ InstallingPlanning 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 metrics
“ Created templates
“ Trained the writers
“ Fed back metrics
“ Only when we rejected the work
orders 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 Deployment
“ thin line
“ between being disciplined to collect the
history
“ making the systems useful

“ being responsive to the needs of the client

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

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

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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.
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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 using
resources wisely, effectively &
respectfully.
“ Address maintenance behavior that is
incongruent with these values.

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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?

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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).

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Things to think about!

“ Isthat labor doing 40% of what it


could be doing?
“ 25% hands-on versus 35%

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Things to think about!

“ Whatwould 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!

“ Whatis stopping you from Lean


Maintenance?

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Good Luck in getting Lean